1 00:00:04,890 --> 00:00:06,380 This is the Becker's Healthcare Podcast, 2 00:00:06,450 --> 00:00:08,100 created by the team of Becker's Healthcare, 3 00:00:08,260 --> 00:00:11,300 a multimedia company devoted to the people who power us healthcare. 4 00:00:11,570 --> 00:00:15,540 Four new 15 minute episodes are released daily containing industry news analysis 5 00:00:15,540 --> 00:00:16,340 and thought leadership. 6 00:00:16,340 --> 00:00:20,380 From powerful healthcare decision makers Support our show by leaving it a five 7 00:00:20,380 --> 00:00:23,660 star rating and review on Apple Podcast or other platforms you use. 8 00:00:23,810 --> 00:00:26,900 It's a chance to tell us what you like about the show and act on your feedback. 9 00:00:26,900 --> 00:00:28,860 Thanks for listening. Now here's the episode. 10 00:00:31,010 --> 00:00:33,380 This is Laura Dear with the Becker's Healthcare podcast. 11 00:00:33,880 --> 00:00:36,100 I'm thrilled today to be joined by Dr. Tyler Hill, 12 00:00:36,350 --> 00:00:40,580 chief Medical Officer at Sierra Nevada Memorial Hospital. Dr. Hill, 13 00:00:40,580 --> 00:00:42,220 it's a pleasure to have you on the podcast today. 14 00:00:42,930 --> 00:00:45,150 Hey, good morning, and thank you for having me. 15 00:00:46,330 --> 00:00:48,110 Now, I'm really looking forward to our discussion. 16 00:00:48,190 --> 00:00:51,150 I know there's so much happening in healthcare and I'm really excited to learn, 17 00:00:51,290 --> 00:00:51,550 you know, 18 00:00:51,550 --> 00:00:54,470 what you're doing at Sierra Nevada Memorial Hospital and how you're working with 19 00:00:54,470 --> 00:00:56,910 the community. But before we dive into my questions, 20 00:00:57,370 --> 00:00:59,510 can you tell me a little bit more about yourself and your background? 21 00:01:00,670 --> 00:01:03,560 Yeah, so, um, as you mentioned, I'm the, 22 00:01:03,660 --> 00:01:07,960 the C M O currently in a hospital in northern California. 23 00:01:08,420 --> 00:01:13,200 I'm an ed physician, emergency medicine physician in training, 24 00:01:13,980 --> 00:01:16,880 and I work a few shifts a month, 25 00:01:17,490 --> 00:01:20,520 about three to four shifts a month in our emergency department here. 26 00:01:21,930 --> 00:01:26,610 I went to medical school in Missouri and then did my residency in emergency 27 00:01:26,850 --> 00:01:31,250 medicine in Ohio and stayed in that area for about 10 years. 28 00:01:31,910 --> 00:01:32,130 Uh, 29 00:01:32,130 --> 00:01:36,890 was a medical director over several emergency departments and urgent cares and, 30 00:01:37,070 --> 00:01:38,970 and even a telemedicine platform, 31 00:01:39,510 --> 00:01:43,570 and then was also a physician executive over medical specialties 32 00:01:44,260 --> 00:01:45,530 while I was there in Ohio. 33 00:01:45,910 --> 00:01:49,890 And then last year I became the, 34 00:01:49,990 --> 00:01:52,490 the C M O out here in California. 35 00:01:52,790 --> 00:01:56,690 So loving what I get to do each and every day. And, um, 36 00:01:57,240 --> 00:02:00,370 looking forward to chatting a little bit more about our, um, 37 00:02:00,550 --> 00:02:02,890 our priorities and what's going on here at Sierra Nevada. 38 00:02:04,860 --> 00:02:07,940 Absolutely. And what was that transition like going from Ohio to, uh, 39 00:02:07,940 --> 00:02:08,773 California? 40 00:02:09,960 --> 00:02:13,420 Uh, so, you know, Northern California is, 41 00:02:13,720 --> 00:02:18,140 is unique in and of itself. Definitely nothing like Southern California, 42 00:02:19,240 --> 00:02:23,580 uh, in regards to the, the weather, the culture, the pace, 43 00:02:24,000 --> 00:02:25,260 things along those lines. 44 00:02:25,400 --> 00:02:29,420 So where we were in southeastern Ohio and, 45 00:02:29,520 --> 00:02:34,340 and West Virginia area, not all that different. So it wasn't complete, 46 00:02:34,400 --> 00:02:39,060 uh, shock coming out here. Um, so overall it was a, uh, 47 00:02:39,120 --> 00:02:43,380 it was an easy transition for the family and me and everyone here at the 48 00:02:43,580 --> 00:02:47,340 hospital has treated me so well and hit the ground running is really what it 49 00:02:47,340 --> 00:02:52,300 felt like picked up from one busy system came out here and, and literally, 50 00:02:52,400 --> 00:02:56,900 uh, set the wheels in motion and took off and haven't looked back. So it's been. 51 00:02:59,400 --> 00:03:00,900 That's amazing to hear. And you know, 52 00:03:01,700 --> 00:03:05,100 I I think it's awesome that you were able to fit right into the hospital and, 53 00:03:05,120 --> 00:03:06,460 and, and then as you mentioned, 54 00:03:06,460 --> 00:03:09,020 just kind of get the wheels in motion and get going. 55 00:03:09,320 --> 00:03:11,100 So when you look at where you're at today, 56 00:03:11,100 --> 00:03:13,740 what are some of your top priorities whatcha spending most of your time on? 57 00:03:15,120 --> 00:03:17,900 So for any Chief Medical Officer, 58 00:03:18,060 --> 00:03:22,780 I feel it always starts and should start with quality and safety. 59 00:03:23,700 --> 00:03:28,460 I have a very strong quality and safety team, um, 60 00:03:28,460 --> 00:03:31,700 several members that comprise that, uh, team that I, 61 00:03:31,730 --> 00:03:36,700 that I get to partner with to, um, champion certain, 62 00:03:37,540 --> 00:03:42,390 certain aspects of, um, of projects and improvement opportunities. Um, 63 00:03:43,010 --> 00:03:45,350 one of our, one of our newest, uh, 64 00:03:45,720 --> 00:03:50,070 goals here at the hospital and in common spirit as a whole 65 00:03:51,210 --> 00:03:53,830 is, um, heart failure mortality. You know, 66 00:03:53,830 --> 00:03:58,630 a lot of evidence-based practices have emerged over the last five 67 00:03:58,630 --> 00:04:03,550 years with the most recent heart failure kind of priorities changing last 68 00:04:03,550 --> 00:04:06,190 year in 2022 or being updated in 2022. 69 00:04:06,610 --> 00:04:10,950 So we've put together a committee specifically focusing on heart failure, 70 00:04:11,450 --> 00:04:16,110 uh, treatment, the evidence-based guidelines, and really focusing on, on that, 71 00:04:16,110 --> 00:04:20,750 uh, that goal of heart failure mortality. So that's, um, that's been one of the, 72 00:04:20,850 --> 00:04:23,430 the biggest priorities here over the last few months. 73 00:04:23,770 --> 00:04:26,470 And that's engaged all aspects of our, 74 00:04:26,610 --> 00:04:30,470 of our hospital team and even focusing on the outpatient realm too. So, 75 00:04:30,490 --> 00:04:34,190 you know, looking at our cardiology partners, our hospitalist partners, 76 00:04:34,210 --> 00:04:38,670 our emergency medicine partners, palliative care, ensuring we, um, 77 00:04:39,090 --> 00:04:43,590 we can meet the needs of our patients from the palliative care standpoint, um, 78 00:04:44,220 --> 00:04:48,790 care coordination, nursing. So it really has taken the entire team, 79 00:04:49,610 --> 00:04:54,190 uh, to focus on, on that goal. And, you know, sepsis is no different. 80 00:04:54,450 --> 00:04:57,950 Um, that's another one of our big goals. And, uh, 81 00:04:58,000 --> 00:05:01,750 we've had a sepsis committee for quite some time, as most hospitals have, 82 00:05:02,370 --> 00:05:06,350 but we're also highly focused and remain focused on sepsis mortality, 83 00:05:07,370 --> 00:05:11,190 uh, sepsis bundle compliance, um, all of the, the, 84 00:05:11,330 --> 00:05:14,030 the key ingredients for a successful sepsis program, 85 00:05:14,790 --> 00:05:17,710 sepsis is our top D r G here at the hospital. 86 00:05:17,930 --> 00:05:19,910 And then heart failure is number two. So it, 87 00:05:19,910 --> 00:05:24,270 it makes sense to have those kind of rise to the top as far as how much time and 88 00:05:24,270 --> 00:05:28,550 energy and how much, um, involvement from the rest of the team is, 89 00:05:28,690 --> 00:05:33,150 is required. Uh, patient experience is another big focus of ours. 90 00:05:33,640 --> 00:05:38,150 We've been, um, heavily, uh, looking at our evidence-based strategies, 91 00:05:38,150 --> 00:05:40,630 things like, it takes three rounding, 92 00:05:41,000 --> 00:05:44,310 which is simply the physician that's taking care of the patient, 93 00:05:44,330 --> 00:05:45,790 the hospitalist, uh, 94 00:05:45,920 --> 00:05:50,550 going into the room with the nurse that's taking care of the patient and 95 00:05:50,550 --> 00:05:54,830 rounding together with the patient in front of the patient involving the 96 00:05:54,830 --> 00:05:55,663 patient. 97 00:05:55,770 --> 00:06:00,400 And we've found that whenever we do that consistently on our, 98 00:06:00,500 --> 00:06:05,360 all of our patients, uh, and we do it effectively, meaning we're in, uh, enga, 99 00:06:05,360 --> 00:06:08,720 the physicians engaging the nurse, uh, and the patient, 100 00:06:09,740 --> 00:06:13,720 it really makes a difference in our overall patient experience. The patient, uh, 101 00:06:13,720 --> 00:06:17,400 better understands the plan for the day and so does the nurse taking care of 102 00:06:17,400 --> 00:06:21,720 them. And so they're able to continue to communicate throughout the day. And it, 103 00:06:21,820 --> 00:06:25,480 it also better sets up for family members that come in. 104 00:06:25,480 --> 00:06:28,640 They see the whiteboard that's updated, the nurse, um, 105 00:06:28,780 --> 00:06:31,200 has communicated with the doctor, the patient knows the plan, 106 00:06:31,220 --> 00:06:34,640 so family members feel, uh, better kept in the loop. 107 00:06:34,990 --> 00:06:36,880 Some of those other evidence-based strategies, 108 00:06:37,050 --> 00:06:41,400 strategies I was talking about include bedside shift report, hourly rounding, 109 00:06:41,460 --> 00:06:44,000 and leader rounding. So those four, um, 110 00:06:44,420 --> 00:06:48,200 key ingredients we've really seen our patient experience, boom, 111 00:06:48,310 --> 00:06:51,400 over the last five to six months. Um, 112 00:06:51,620 --> 00:06:54,280 our hospitalists have been heavily engaged with this. 113 00:06:54,280 --> 00:06:59,000 They're talking about it on a daily basis, um, and, and really, um, 114 00:06:59,550 --> 00:07:03,760 have been transparent with the results, uh, even down to the individual level. 115 00:07:03,820 --> 00:07:07,680 So that has, that has helped, uh, lead to that increase over the last, uh, 116 00:07:07,680 --> 00:07:12,400 five to six months. Um, and efficiency for any, uh, 117 00:07:12,400 --> 00:07:17,080 physician is a big area of focus, especially an ED physician like myself. 118 00:07:17,540 --> 00:07:17,860 Um, 119 00:07:17,860 --> 00:07:22,680 so we have a flow committee to optimize our efficiency 120 00:07:22,680 --> 00:07:23,600 throughout the hospital. 121 00:07:23,940 --> 00:07:27,640 And so that starts from the minute patients hit the emergency department all the 122 00:07:27,640 --> 00:07:32,240 way till, uh, their, their discharged leaving the hospital. So again, 123 00:07:32,270 --> 00:07:35,640 that involves a multidisciplinary team, uh, 124 00:07:35,640 --> 00:07:40,320 including e v s or environmental services, care coordination, 125 00:07:40,670 --> 00:07:44,840 nursing, cardiology team, physical therapy, um, 126 00:07:45,980 --> 00:07:49,240 all of the components of nursing. So it's been, uh, it's, 127 00:07:49,390 --> 00:07:52,200 it's been a great work in progress over the last couple of months, 128 00:07:52,920 --> 00:07:57,840 identifying things like, how do we better space out our discharges, uh, 129 00:07:57,840 --> 00:08:01,760 throughout the day instead of just having them all bundled in the early to 130 00:08:01,760 --> 00:08:06,040 mid-afternoon, further bottlenecking, uh, a lot of other resources. 131 00:08:06,420 --> 00:08:10,400 So that's, that's definitely been fun. And then kind of the last area of, 132 00:08:10,460 --> 00:08:13,920 of one of our top priorities is our financial stewardship. You know, 133 00:08:14,040 --> 00:08:18,880 I think every hospital in the country right now is really looking over the 134 00:08:18,910 --> 00:08:22,920 next five to 10 years wondering how are we going to not just survive, 135 00:08:23,020 --> 00:08:24,720 but be viable for our community? 136 00:08:25,140 --> 00:08:28,960 How do we ensure that we can not only keep our doors open, 137 00:08:29,340 --> 00:08:33,080 but be able to recruit and obtain, um, the, 138 00:08:33,260 --> 00:08:38,000 the best equipment and staff for our community to best serve 'em, 139 00:08:38,060 --> 00:08:42,000 not just, Hey, let's do everything we can, uh, to keep our doors open, 140 00:08:42,500 --> 00:08:44,360 but to thrive for our community, 141 00:08:44,360 --> 00:08:48,960 because our communities need us to continue to advance as, um, 142 00:08:49,380 --> 00:08:53,120 as the evidence-based shows us, uh, the technology advances, 143 00:08:53,140 --> 00:08:54,600 the needs advance of our community, 144 00:08:54,660 --> 00:08:57,480 we have to have to be able to pivot and be able to serve those needs. 145 00:08:57,540 --> 00:09:00,680 So it's very important that we not just survive, 146 00:09:00,700 --> 00:09:04,560 but we thrive from a financial stewardship, uh, standpoint. 147 00:09:05,260 --> 00:09:09,160 So there's a lot of ways in which we're, uh, looking to remain creative in that, 148 00:09:09,260 --> 00:09:13,960 in that regard. So those would be my top four, uh, uh, priorities that, 149 00:09:14,300 --> 00:09:17,920 um, as chief medical officer remain, uh, at the, 150 00:09:17,940 --> 00:09:21,080 at the forefront in my mind each and every day that I come to work. 151 00:09:21,080 --> 00:09:23,200 That's quality and safety, patient experience, 152 00:09:23,650 --> 00:09:25,680 efficiency and financial stewardship. 153 00:09:27,690 --> 00:09:29,170 Absolutely. That's really amazing to hear, 154 00:09:29,170 --> 00:09:33,170 and especially impressive to think about the different structures and committees 155 00:09:33,290 --> 00:09:36,810 that you've been working on and, and improvements that you've made, um, 156 00:09:36,810 --> 00:09:38,490 since coming to Sierra Nevada. 157 00:09:38,730 --> 00:09:41,730 I think it's definitely a lot of accountabilities. Like you said, 158 00:09:41,730 --> 00:09:45,170 quality obviously, and patient safety is so important, but then too, 159 00:09:45,230 --> 00:09:47,690 the patient experience and elevating that. Um, 160 00:09:47,690 --> 00:09:51,890 and then the financial stewardship piece of it, um, certainly is something that, 161 00:09:52,230 --> 00:09:52,850 as you mentioned, 162 00:09:52,850 --> 00:09:56,890 a lot of health systems and hospitals are really needing to double down on this 163 00:09:56,890 --> 00:09:59,730 year in particular, um, to make sure that they can thrive in the future. 164 00:09:59,870 --> 00:10:01,690 And along those lines, you know, 165 00:10:01,760 --> 00:10:04,810 when you take all of this into consideration and then look ahead, 166 00:10:05,190 --> 00:10:08,090 how do you see the hospital evolving over the next two to three years? 167 00:10:08,160 --> 00:10:11,570 What do you see as really being possible given some of the limitations, 168 00:10:11,670 --> 00:10:16,450 but also opportunities with technology and everything else that's involving with 169 00:10:16,450 --> 00:10:17,283 healthcare? 170 00:10:17,910 --> 00:10:20,900 Yeah, I, I think my, 171 00:10:21,120 --> 00:10:26,060 my answer to that question really will involve several of 172 00:10:26,060 --> 00:10:30,860 those aspects that we were just talking about with priorities and doubling down 173 00:10:31,040 --> 00:10:33,540 as, as you mentioned. I like that, I like that phrasing, 174 00:10:34,100 --> 00:10:38,020 doubling down on those opportunities. Um, for me, in the, 175 00:10:38,280 --> 00:10:42,580 in the physician side of things, recruiting is a must have. 176 00:10:43,040 --> 00:10:47,980 We have to get creative, we have to be more effective with our recruiting, um, 177 00:10:48,120 --> 00:10:51,260 for our, for our various service lines here, uh, 178 00:10:51,360 --> 00:10:55,940 to ensure that we have the robust service lines that our community needs most 179 00:10:56,600 --> 00:11:01,260 in Nevada County. Here in northern California, we have one of the oldest, 180 00:11:01,360 --> 00:11:05,260 if not the oldest populations in California, 181 00:11:05,440 --> 00:11:10,140 so a lot of Medicare, um, a lot of cardiology, orthopedics, 182 00:11:10,660 --> 00:11:11,500 oncology needs. 183 00:11:11,960 --> 00:11:15,860 So really that's a big part of our focus over the next several years, 184 00:11:16,000 --> 00:11:19,220 is ensuring that those service lines are, are, 185 00:11:19,440 --> 00:11:23,020 are robust and strong and able to meet the needs of our community. Um, 186 00:11:23,330 --> 00:11:27,020 also reputation. Reputation is a huge part, 187 00:11:27,040 --> 00:11:31,020 and that goes back to patient experience. That goes back to, uh, 188 00:11:31,310 --> 00:11:34,780 optimizing your flow, your efficiency so that patients say, 189 00:11:35,100 --> 00:11:38,020 I don't wanna come anywhere else. I will not drive out of the county. 190 00:11:38,180 --> 00:11:42,020 I will actually, you know, drive a few additional miles to go to that hospital, 191 00:11:42,520 --> 00:11:46,100 uh, you know, Sierra Nevada because their reputation. 192 00:11:53,220 --> 00:11:55,360 Um, and along with your patient experience, 193 00:11:55,700 --> 00:11:58,520 but you have the ability to start gaining market share as well. 194 00:11:58,780 --> 00:12:02,040 And so that's what we envision through great patient experience, 195 00:12:02,040 --> 00:12:04,960 through excellent quality and safety, um, 196 00:12:05,050 --> 00:12:07,600 being able to gain market share and, and, 197 00:12:07,600 --> 00:12:12,320 and ensure that we're keeping our county home here, uh, at, at their, 198 00:12:12,460 --> 00:12:16,800 at their, uh, home-based hospital. Um, so, so that's a, 199 00:12:16,800 --> 00:12:21,440 that's a large part of how I see our hospital, our system evolving, uh, 200 00:12:21,440 --> 00:12:22,560 over the next several years. 201 00:12:24,240 --> 00:12:27,480 Absolutely. That makes a lot of sense. And certainly it seems like, you know, a, 202 00:12:27,560 --> 00:12:31,840 a really amazing vision to have for the community, a great resource as well. 203 00:12:32,380 --> 00:12:35,320 You know, when you look at some of the different projects you talked about, 204 00:12:35,340 --> 00:12:39,360 and you were talking about your priorities as well as moving forward and, and, 205 00:12:39,460 --> 00:12:41,480 um, just really having this, um, 206 00:12:41,480 --> 00:12:44,840 feeling of being able to stay in the community for healthcare in choose Sierra, 207 00:12:44,860 --> 00:12:45,960 Nevada. Um, 208 00:12:46,190 --> 00:12:50,400 what does that take on a people and workforce level to make that happen? 209 00:12:50,600 --> 00:12:51,640 I can imagine, you know, 210 00:12:51,710 --> 00:12:56,160 it's no easy task to have people thinking in that way, in, 211 00:12:56,180 --> 00:12:59,960 in potentially changing some of the habits that they've been used to for years 212 00:12:59,960 --> 00:13:00,780 and years. 213 00:13:00,780 --> 00:13:03,920 How do you manage some of that change and especially get people excited and 214 00:13:03,920 --> 00:13:05,720 motivated for this vision that you're laying? 215 00:13:07,000 --> 00:13:11,900 Oh man, that that is, that is the leadership golden question right there. 216 00:13:12,480 --> 00:13:15,580 Um, engagement, you know, I think, I think you mentioned that. 217 00:13:15,600 --> 00:13:17,660 How do you get people engaged? Um, 218 00:13:17,970 --> 00:13:21,700 because change is hard for all of us. Um, 219 00:13:21,710 --> 00:13:25,220 we're not necessarily all that excited to know that, um, 220 00:13:26,090 --> 00:13:29,660 that when we come into work tomorrow or for the next couple of weeks, 221 00:13:29,930 --> 00:13:32,740 it's gonna be different. We're gonna do this a little bit differently. 222 00:13:32,830 --> 00:13:36,500 We're gonna be challenged to think differently, to act differently, 223 00:13:36,810 --> 00:13:39,380 work differently. And so that can be hard, 224 00:13:39,640 --> 00:13:42,460 but I think first and first and foremost, um, 225 00:13:42,630 --> 00:13:47,500 being passionate as a leader about what journey we're about to embark 226 00:13:47,500 --> 00:13:52,020 on. And, and most significantly, I think, uh, 227 00:13:52,540 --> 00:13:57,060 ensuring you are explaining the why and creating buy-in from those 228 00:13:57,060 --> 00:13:59,340 immediately around you. Because as the, 229 00:13:59,400 --> 00:14:03,420 as the C M O I can be passionate or excited about a project, 230 00:14:04,010 --> 00:14:05,020 project, um, project, 231 00:14:05,020 --> 00:14:09,580 but unless those around me also feel that excitement and are engaged and 232 00:14:09,650 --> 00:14:13,660 believe in the why, the mission, whatever it's, we're, we're, uh, 233 00:14:13,660 --> 00:14:18,260 being asked to accomplish, it's really hard to permeate throughout the rest of, 234 00:14:18,880 --> 00:14:23,300 uh, those teams. So, you know, me being just one person, 235 00:14:23,730 --> 00:14:27,940 it's impossible for me to go out there and have those one-on-one touches with 236 00:14:28,000 --> 00:14:32,140 all of the employees and be able to explain the why or what my vision is. 237 00:14:32,360 --> 00:14:37,300 But it's really about creating that team around you that's really able to, uh, 238 00:14:37,450 --> 00:14:42,420 help, help get out and, and expand upon that, uh, that passion, 239 00:14:42,650 --> 00:14:45,980 that engagement. And so, you know, from the physician side, 240 00:14:45,990 --> 00:14:49,620 we've done several things over the last year, which I've been excited about, um, 241 00:14:49,940 --> 00:14:53,560 creating, uh, you know, some, some enhanced physician engagement. 242 00:14:53,740 --> 00:14:57,640 And we have an annual survey that we look at to kind of benchmark where we are. 243 00:14:57,980 --> 00:15:01,320 And this year we were very much improved, uh, 244 00:15:01,800 --> 00:15:06,520 compared to last year leading our division here in the Sacramento area, and, uh, 245 00:15:06,860 --> 00:15:11,400 uh, significantly compared to the rest of California. And really, um, 246 00:15:11,940 --> 00:15:15,240 really a a confident engaged group of physicians, 247 00:15:15,470 --> 00:15:19,640 even compared on the national level. And so having events, uh, 248 00:15:19,640 --> 00:15:22,680 helping the physicians feel that their voices are heard, 249 00:15:22,750 --> 00:15:26,360 getting out there and doing, uh, social events, uh, 250 00:15:26,360 --> 00:15:30,440 having physician mixers, um, you know, an annual Christmas party, 251 00:15:30,530 --> 00:15:32,000 we're bringing back journal club, 252 00:15:32,300 --> 00:15:36,800 so we're doing several different engagement events so the physicians can really, 253 00:15:37,220 --> 00:15:42,200 um, be able to rally around each other, understand, uh, 254 00:15:42,260 --> 00:15:43,800 the mission. And I have that, 255 00:15:43,830 --> 00:15:48,520 that ability during those meetings as well to kind of, uh, talk about the why, 256 00:15:48,810 --> 00:15:51,480 where we're going, uh, and so forth. So I, 257 00:15:51,680 --> 00:15:56,240 I feel like that's been a really positive impact over the last year. Um, 258 00:15:56,510 --> 00:16:00,640 also having one-on-one meetings with the key, uh, service line leaders, 259 00:16:00,700 --> 00:16:04,360 the medical directors, the, uh, the medical staff leadership, 260 00:16:04,360 --> 00:16:08,960 like the chief of staff, vice chief of staff, um, those have been, uh, 261 00:16:09,070 --> 00:16:12,240 very impactful as well as we've built those relationships. 262 00:16:12,780 --> 00:16:16,800 And then you can really start to, uh, expand upon upon that. Um, 263 00:16:17,270 --> 00:16:21,360 once those relationships are built. Uh, I'd, I'd also say what I'm, 264 00:16:21,580 --> 00:16:25,920 one of the things that I'm most proud of is our creativity with 265 00:16:25,930 --> 00:16:28,960 recruiting. We understand we're in a more rural environment, 266 00:16:29,060 --> 00:16:33,720 and anywhere in rural America, you're gonna have challenges with recruiting, 267 00:16:33,940 --> 00:16:37,920 uh, especially on the physician front. So we've, um, 268 00:16:38,270 --> 00:16:43,120 done a few things such as hosting an annual senior 269 00:16:43,600 --> 00:16:48,120 resident recruiting weekend where we bring senior residents in family 270 00:16:48,520 --> 00:16:53,480 medicine here to, uh, Nevada County for a weekend, we host them. 271 00:16:53,980 --> 00:16:56,000 And last year we had, uh, 10, 272 00:16:56,210 --> 00:17:01,200 about 10 senior residents and they were able to come and tour the area, 273 00:17:01,430 --> 00:17:04,160 meet with the hospital leadership, take a hospital tour. 274 00:17:04,900 --> 00:17:09,480 We had a large number of our primary care providers in their various model 275 00:17:09,700 --> 00:17:12,160 of, of clinics and employment, uh, 276 00:17:12,190 --> 00:17:16,600 come and speak at the events and meet with the various individuals. And so that, 277 00:17:16,600 --> 00:17:21,240 that was actually a successful event. And we're gonna host that again, um, 278 00:17:21,630 --> 00:17:22,463 this year. 279 00:17:22,700 --> 00:17:27,040 And then we've also started a rural family medicine residency program. 280 00:17:27,260 --> 00:17:31,200 It just started in July of this year. And so, as we know, 281 00:17:31,220 --> 00:17:35,320 the data speaks in saying that where physicians train, 282 00:17:35,680 --> 00:17:37,080 wherever they do their residency, 283 00:17:37,630 --> 00:17:42,240 they end up staying with a very high likelihood in that area within a certain 284 00:17:42,270 --> 00:17:46,120 proximity. So we're confident that those two strategies, um, 285 00:17:46,130 --> 00:17:50,720 serve both short term need for large primary care deficit 286 00:17:51,020 --> 00:17:53,840 and a longer term pipeline for, uh, 287 00:17:54,280 --> 00:17:58,480 stabilizing our primary care workforce here. So those are, those are two big, 288 00:17:58,540 --> 00:17:58,810 uh, 289 00:17:58,810 --> 00:18:02,920 recruiting creative strategies that we've been able to employ that I'm really 290 00:18:02,920 --> 00:18:04,720 proud of. I. 291 00:18:05,400 --> 00:18:09,040 Love it. I think that, you know, definitely something to be proud of and, 292 00:18:09,060 --> 00:18:12,720 and excellent to see the results there. Now, before we wrap up our conversation, 293 00:18:12,920 --> 00:18:16,400 I was wondering, is there any other projects or initiatives that you've done, 294 00:18:16,400 --> 00:18:19,480 have done in the last year that you wanted to outline with some great results? 295 00:18:19,600 --> 00:18:23,360 I know you've had some really clear and amazing, um, examples of, 296 00:18:23,360 --> 00:18:25,000 of ways that you've been, um, 297 00:18:25,340 --> 00:18:28,200 things that you've been doing differently and things have gone well. 298 00:18:28,300 --> 00:18:31,320 So I just wanted to see if there's anything else you wanted to share with us 299 00:18:31,320 --> 00:18:34,440 that would be beneficial for our listeners to know about and hear about. 300 00:18:36,110 --> 00:18:39,600 Yeah, I, I think the other one that, um, 301 00:18:40,160 --> 00:18:44,880 I would mention is kind of our marketing strategy and 302 00:18:45,610 --> 00:18:49,360 connecting with the community. Um, you know, a lot of times in, 303 00:18:49,460 --> 00:18:53,880 in communities it's just, um, you know, the hospital in a silo, 304 00:18:54,420 --> 00:18:58,790 but we've hired a, um, a director of mission over, 305 00:18:59,210 --> 00:19:01,310 uh, within the last several months, 306 00:19:01,650 --> 00:19:06,110 and he has done a phenomenal job at just getting out and connecting with the 307 00:19:06,110 --> 00:19:10,190 community, and it starts to put a face, um, 308 00:19:11,010 --> 00:19:12,350 uh, to the hospital. 309 00:19:12,530 --> 00:19:16,350 And it's not just a brick and mortar or those people up on the hill, 310 00:19:16,780 --> 00:19:20,190 that kind of thing, but it starts to really, um, uh, 311 00:19:20,190 --> 00:19:24,150 bring a closer connection with the community. I have a, uh, 312 00:19:24,270 --> 00:19:26,870 a radio show that I get to do once a month, 313 00:19:27,330 --> 00:19:29,510 and I usually bring on a guest from the hospital, 314 00:19:29,610 --> 00:19:32,950 one of the physicians or one of the nurse leaders. Um, and, 315 00:19:33,050 --> 00:19:36,950 and we just talk about what the community wants to hear what and, 316 00:19:36,950 --> 00:19:40,350 and provide updates about the hospital. We have a, 317 00:19:40,870 --> 00:19:43,270 a short radio segment every Thursday, 318 00:19:43,370 --> 00:19:47,510 and we're able to provide the community with updates about how the hospital is 319 00:19:47,510 --> 00:19:51,030 doing. Um, and our, our director of mission is getting out and, 320 00:19:51,290 --> 00:19:55,830 and doing various, um, events with the community involved with various cultures. 321 00:19:56,130 --> 00:19:59,430 Had a latino night the other night that he attended, and, um, 322 00:19:59,900 --> 00:20:01,550 gave us an update about that event. 323 00:20:01,970 --> 00:20:06,870 We represented at the county fair this year with a booth several of 324 00:20:06,870 --> 00:20:11,350 us rode in, uh, in our 4th of July parade. Um, 325 00:20:12,210 --> 00:20:12,490 and, 326 00:20:12,490 --> 00:20:17,310 and so I think it's things like that that really start to change the way 327 00:20:17,430 --> 00:20:21,190 a community sees its hospital, because without a hospital, 328 00:20:21,760 --> 00:20:26,550 there is not, um, the same level of a community. I mean, 329 00:20:26,550 --> 00:20:30,510 we're the largest employer in the county. Um, we have a, uh, 330 00:20:30,670 --> 00:20:35,030 a large community benefit as far as financial impact. Um, so, 331 00:20:35,530 --> 00:20:38,510 you know, the, a community needs its hospital. 332 00:20:39,130 --> 00:20:43,110 And so when you start connecting on a deeper level between the community and the 333 00:20:43,310 --> 00:20:43,870 hospital, 334 00:20:43,870 --> 00:20:48,840 I think that really sets potential for the no, 335 00:20:49,100 --> 00:20:53,560 you know, no ceiling, uh, potential there for, for a hospital's, um, 336 00:20:53,980 --> 00:20:58,040 you know, potential growth and success going forward. But, uh, 337 00:20:58,260 --> 00:21:01,520 but I would say from a marketing and engagement standpoint with the community, 338 00:21:01,520 --> 00:21:05,480 that's kind of the biggest project and biggest area focus that, um, 339 00:21:05,790 --> 00:21:07,880 that I would add to, to our other, 340 00:21:08,370 --> 00:21:10,240 other opportunities that we've been focused on. 341 00:21:11,280 --> 00:21:14,200 Absolutely. Dr. Hill, thank you so much for joining us on the podcast today. 342 00:21:14,200 --> 00:21:16,240 This has been such a fun and interesting discussion, 343 00:21:16,240 --> 00:21:17,960 and I look forward to connecting with you again soon. 344 00:21:18,960 --> 00:21:20,310 Thank you very much. I enjoyed it. 345 00:21:23,700 --> 00:21:27,110 It's so important for leaders at the top of organizations to keep learning, 346 00:21:27,260 --> 00:21:28,950 stay sharp, grow their networks, 347 00:21:29,340 --> 00:21:32,550 help our audience better do this in a more simplified, personalized, 348 00:21:32,570 --> 00:21:36,510 and meaningful way. Becker's Healthcare has launched my B h c, 349 00:21:36,940 --> 00:21:39,910 it's your trusted Becker's healthcare experience and more with content, 350 00:21:39,980 --> 00:21:42,070 connections, events and learning opportunities. 351 00:21:42,980 --> 00:21:44,830 Join the community free of charge at 352 00:21:45,570 --> 00:21:49,830 www.my.beckerhospitalreview.com and we'll see you there.