1 00:00:05,105 --> 00:00:07,155 - This is the Becker's Healthcare Podcast, created 2 00:00:07,155 --> 00:00:08,315 by the team of Becker's Healthcare, 3 00:00:08,475 --> 00:00:10,195 a multimedia company devoted to the people 4 00:00:10,215 --> 00:00:11,515 who power us healthcare. 5 00:00:11,785 --> 00:00:14,595 Four new 15 minute episodes are released daily containing 6 00:00:14,795 --> 00:00:16,555 industry news analysis and thought leadership. 7 00:00:16,555 --> 00:00:19,435 From powerful healthcare decision makers Support our show 8 00:00:19,575 --> 00:00:22,395 by leaving it a five star rating and review on Apple Podcast 9 00:00:22,615 --> 00:00:23,875 or other platforms you use. 10 00:00:24,025 --> 00:00:25,835 It's a chance to tell us what you like about the show 11 00:00:25,895 --> 00:00:27,115 and act on your feedback. 12 00:00:27,115 --> 00:00:29,075 Thanks for listening. Now here's the episode. 13 00:00:30,785 --> 00:00:33,235 - This is Laura Dedo with the Becker's Healthcare Podcast. 14 00:00:33,735 --> 00:00:35,835 I'm thrilled today to be joined by Alan Cock, 15 00:00:36,045 --> 00:00:37,515 chief Executive Officer 16 00:00:37,615 --> 00:00:40,275 and medical director at Northern Colorado Hospitalists. 17 00:00:40,745 --> 00:00:42,635 Alan, it's a pleasure to have you on the podcast today. 18 00:00:43,275 --> 00:00:45,005 - It's a pleasure to be here, Laura. Thanks for having me 19 00:00:45,745 --> 00:00:46,745 - Now. 20 00:00:46,745 --> 00:00:47,445 I'm really excited for our discussion. 21 00:00:47,525 --> 00:00:49,405 I know there's a lot happening in healthcare and, 22 00:00:49,405 --> 00:00:51,645 and really it's a critical time right now to, uh, 23 00:00:51,825 --> 00:00:53,685 be looking ahead and making improvements 24 00:00:53,785 --> 00:00:54,925 and doing some really great things. 25 00:00:54,945 --> 00:00:57,685 But before we dive into our broader discussion, 26 00:00:58,125 --> 00:00:59,605 I was wondering if you could tell us a little bit more 27 00:00:59,605 --> 00:01:00,885 about yourself and your background. 28 00:01:01,955 --> 00:01:04,645 - Sure. So as you mentioned, uh, right now I'm the CEO 29 00:01:04,645 --> 00:01:06,845 and Medical Director of Northern Colorado Hospitalists 30 00:01:06,845 --> 00:01:08,525 as well as NCH Health Partners. 31 00:01:09,025 --> 00:01:11,925 Um, we're a large physician-owned independent regional 32 00:01:12,125 --> 00:01:14,885 hospital medicine and post-acute care, uh, 33 00:01:14,885 --> 00:01:16,125 group in northern Colorado. 34 00:01:16,465 --> 00:01:19,165 And we partner with University of Colorado Health Hospitals. 35 00:01:19,585 --> 00:01:21,285 Uh, I'm also the vice chief 36 00:01:21,285 --> 00:01:23,885 of staff at our level one trauma center medical center 37 00:01:23,885 --> 00:01:25,245 of the Rockies in Loveland. 38 00:01:25,305 --> 00:01:27,445 So I'm kind of wear a multitude of hats 39 00:01:27,825 --> 00:01:29,845 and internist by, by training. 40 00:01:29,945 --> 00:01:32,125 And then I've been practicing hospital medicine now 41 00:01:32,145 --> 00:01:33,445 for, for more than 10 years. 42 00:01:35,935 --> 00:01:37,395 - Got it. That's really great to hear 43 00:01:37,395 --> 00:01:39,275 and definitely exciting to, uh, 44 00:01:39,505 --> 00:01:42,075 just have all those different, um, aspects 45 00:01:42,075 --> 00:01:43,875 of the healthcare system represented in, 46 00:01:43,895 --> 00:01:44,915 in everything that you do. 47 00:01:45,015 --> 00:01:47,275 And, you know, when you look at where we're at today, 48 00:01:47,305 --> 00:01:48,715 what are some of your top priorities? 49 00:01:48,715 --> 00:01:50,395 What is really top of mind for you right now? 50 00:01:51,915 --> 00:01:53,365 - Well, I think, you know, one thing 51 00:01:53,365 --> 00:01:56,605 that we always are focused on I is, is patient care. 52 00:01:56,845 --> 00:01:59,325 I mean, you have to have that as kind of your, 53 00:01:59,515 --> 00:02:02,525 your cornerstone for any, any program, 54 00:02:02,535 --> 00:02:06,125 especially a physician owned and run group like ours. 55 00:02:06,305 --> 00:02:07,765 That's step one, always. 56 00:02:07,825 --> 00:02:09,165 And so I think, you know, 57 00:02:09,165 --> 00:02:11,485 during the pandemic there was a lot of, uh, 58 00:02:11,485 --> 00:02:12,965 really shaking up of the, 59 00:02:12,985 --> 00:02:14,925 the healthcare systems and processes. 60 00:02:15,025 --> 00:02:17,925 And, and I think one of the big things that a lot 61 00:02:17,925 --> 00:02:20,045 of folks are doing, both within in our group 62 00:02:20,105 --> 00:02:22,045 and then in healthcare systems at large is, 63 00:02:22,345 --> 00:02:24,365 is refocusing on trying 64 00:02:24,365 --> 00:02:26,405 to provide the highest quality of patient care. 65 00:02:26,545 --> 00:02:29,125 So, you know, looking at process refinement, things 66 00:02:29,125 --> 00:02:30,165 that need to change 67 00:02:30,265 --> 00:02:32,445 or adapt maybe, um, that's, 68 00:02:32,445 --> 00:02:33,965 that's always gonna be our priority. 69 00:02:33,985 --> 00:02:37,045 And I think, um, so that's sort of step one for me always. 70 00:02:37,625 --> 00:02:39,525 And I think step two for us 71 00:02:39,625 --> 00:02:44,565 or kind of our second priority, um, is still the idea that, 72 00:02:44,565 --> 00:02:45,605 that we, we have 73 00:02:45,605 --> 00:02:47,965 to focus on recruiting the best people and retaining them. 74 00:02:48,345 --> 00:02:52,045 Um, burnout is a huge issue still all throughout healthcare 75 00:02:52,225 --> 00:02:54,405 as, as you guys and Becker's are well aware. 76 00:02:54,485 --> 00:02:55,725 I mean, there's just statistic 77 00:02:55,725 --> 00:02:58,565 after statistic with, um, you know, physicians 78 00:02:58,585 --> 00:03:01,205 and healthcare providers that are, that are changing jobs, 79 00:03:01,205 --> 00:03:02,845 leaving the profession, et cetera. 80 00:03:02,865 --> 00:03:06,125 So that's probably our primary focus, um, outside 81 00:03:06,125 --> 00:03:08,245 of the clinical realm specifically, is 82 00:03:08,585 --> 00:03:11,685 how do we support our, our frontline providers? 83 00:03:11,685 --> 00:03:14,205 How do we support our physicians in this kind 84 00:03:14,205 --> 00:03:15,485 of peri pandemic era? 85 00:03:18,565 --> 00:03:20,725 - Absolutely. I think that's such an important point. 86 00:03:20,745 --> 00:03:22,765 And, and definitely, you know, when you look at, um, 87 00:03:22,765 --> 00:03:25,285 that aspect of being able to support providers 88 00:03:25,285 --> 00:03:28,925 and making sure that, you know, they're able to operate, um, 89 00:03:29,105 --> 00:03:30,965 in, in a way that's providing great patient care, 90 00:03:30,965 --> 00:03:33,005 but without putting too much trust on themselves or, 91 00:03:33,005 --> 00:03:34,205 or feeling burnt out. 92 00:03:34,545 --> 00:03:36,085 Um, is there anything that you've been able 93 00:03:36,085 --> 00:03:37,645 to do over the last few years 94 00:03:37,715 --> 00:03:40,325 that has really supported them in this space and, 95 00:03:40,325 --> 00:03:41,525 and yielded some great results? 96 00:03:42,825 --> 00:03:45,475 - Yeah, so I mean, I think, um, the, 97 00:03:45,495 --> 00:03:48,515 the pandemic really was a good mirror to look at at 98 00:03:48,515 --> 00:03:49,515 how you're doing things right. 99 00:03:49,615 --> 00:03:52,035 And we, I mean, luckily we've kept, uh, 100 00:03:52,095 --> 00:03:56,435 2.5% turnover rate in our organization even throughout the 101 00:03:56,795 --> 00:03:58,555 pandemic, which is extremely low. 102 00:03:58,615 --> 00:04:01,515 And that's really a testament to the fact that we, you know, 103 00:04:01,515 --> 00:04:03,635 we focus on all sorts of pieces 104 00:04:03,775 --> 00:04:05,355 of the physician retention puzzle. 105 00:04:05,575 --> 00:04:08,155 We, we've looked at just the environment of 106 00:04:08,295 --> 00:04:09,435 how the rooms are set up 107 00:04:09,535 --> 00:04:10,955 and that our work rooms, for example, 108 00:04:11,175 --> 00:04:14,395 do they really lend themselves, uh, in a way to, 109 00:04:14,615 --> 00:04:15,955 to allow collaboration, 110 00:04:16,015 --> 00:04:18,275 to allow collegiality kinda build that culture. 111 00:04:18,935 --> 00:04:20,635 And then our processes, 112 00:04:20,635 --> 00:04:22,755 just even from our day-to-Day workflow, you know, 113 00:04:22,755 --> 00:04:25,075 our clinical workflow, our scheduling processes, 114 00:04:25,605 --> 00:04:27,595 we've really looked at all those, how we, 115 00:04:27,615 --> 00:04:29,315 how we have services at the hospitals, 116 00:04:29,315 --> 00:04:31,875 how our admission cycles go, all those things 117 00:04:32,055 --> 00:04:36,795 or our part of, you know, de-stressing our, our physicians 118 00:04:36,815 --> 00:04:39,715 and sort of that, that, um, mental burden 119 00:04:39,895 --> 00:04:41,795 and that mental workload trying 120 00:04:41,795 --> 00:04:43,155 to make it as smooth as possible. 121 00:04:43,695 --> 00:04:46,115 And, uh, I think that shows you're investing in people. 122 00:04:46,135 --> 00:04:49,665 And so we've tried to say, Hey, look, what do you guys need? 123 00:04:49,935 --> 00:04:52,665 What, what do you think would be helpful to support you 124 00:04:52,685 --> 00:04:55,305 so you can sustain this career trajectory? 125 00:04:55,805 --> 00:04:56,905 And we've done some of those things. 126 00:04:56,965 --> 00:04:58,705 We actually implemented a sabbatical program 127 00:04:59,335 --> 00:05:00,345 that starts in January. 128 00:05:00,765 --> 00:05:04,105 So we kinda have a cycling sabbatical for, um, 129 00:05:04,445 --> 00:05:07,065 for the physician owners of our group, uh, you know, 130 00:05:07,065 --> 00:05:09,225 over the course of several years where people 131 00:05:09,925 --> 00:05:11,225 can have that time away. 132 00:05:11,325 --> 00:05:13,625 And I think that, that people need that after the pandemic. 133 00:05:13,625 --> 00:05:16,905 That's just kinda one specific benefit that we, we found 134 00:05:16,905 --> 00:05:20,385 that our, our group, uh, values quite a bit. 135 00:05:20,385 --> 00:05:23,985 There's obviously, you know, paternity leave, uh, 136 00:05:23,985 --> 00:05:25,225 looking at those type things, 137 00:05:25,225 --> 00:05:26,825 looking at all sorts of benefits programs. 138 00:05:26,905 --> 00:05:28,985 I think those are things we've really kind 139 00:05:28,985 --> 00:05:31,385 of turned over the rocks to see what we can do 140 00:05:31,405 --> 00:05:35,025 and improve upon to not only recruit physicians, 141 00:05:35,085 --> 00:05:36,665 but retain them once they're here. 142 00:05:37,205 --> 00:05:38,905 And so far it's been, it's been very helpful. 143 00:05:39,205 --> 00:05:41,305 Um, I think that's been the one aspect. 144 00:05:41,305 --> 00:05:42,465 And then from the leader side, 145 00:05:42,645 --> 00:05:44,185 really working on career development. 146 00:05:44,185 --> 00:05:45,905 You know, you need a deep leadership bench, 147 00:05:46,685 --> 00:05:49,785 and one thing we've been focused on is, you know, 148 00:05:49,785 --> 00:05:52,305 giving extra, extra financial support for people that go 149 00:05:52,305 --> 00:05:56,465 to leadership training programs and, and explore conferences 150 00:05:56,565 --> 00:06:00,605 and learn how to be a better leader for, uh, 151 00:06:00,915 --> 00:06:02,485 physician and provider groups. 152 00:06:02,945 --> 00:06:05,045 And that's, you know, pays dividends down the road 153 00:06:05,045 --> 00:06:06,445 because you have more 154 00:06:06,445 --> 00:06:09,685 and more people that can really help your clinical processes 155 00:06:09,745 --> 00:06:12,925 and help navigate some of the obvious, you know, challenges 156 00:06:12,925 --> 00:06:15,045 that happen all the time in healthcare. 157 00:06:15,225 --> 00:06:17,045 So those are just some of the things that we've done 158 00:06:17,065 --> 00:06:19,765 to really focus on the physician retention 159 00:06:19,865 --> 00:06:21,125 and, and burnout piece. 160 00:06:23,165 --> 00:06:25,125 - I love that. I, I think those are such great ideas 161 00:06:25,225 --> 00:06:28,125 and certainly areas that not only help the physicians, 162 00:06:28,125 --> 00:06:29,525 but the organization at large. 163 00:06:29,665 --> 00:06:30,685 And speaking of that, 164 00:06:31,025 --> 00:06:33,725 how do you see Northern Colorado hospitalists, uh, 165 00:06:33,965 --> 00:06:35,805 evolving over the next two to three years or so? 166 00:06:37,345 --> 00:06:39,685 - Uh, you know, it's, uh, we're in a growing region. 167 00:06:39,985 --> 00:06:42,365 Um, Colorado in general is, uh, 168 00:06:42,505 --> 00:06:44,645 has always been a high growth the last few years. 169 00:06:44,745 --> 00:06:47,405 The pandemic accelerated that Northern Colorado 170 00:06:47,415 --> 00:06:50,605 where we work in the region, uh, is just a tremendous, 171 00:06:50,945 --> 00:06:51,965 uh, level of growth. 172 00:06:52,065 --> 00:06:54,885 And so what that really means for us is, well, how do we, 173 00:06:55,265 --> 00:06:59,085 how do we, um, up staff to meet that demand, uh, 174 00:06:59,185 --> 00:07:02,005 as our hospitals grow, uh, as our, 175 00:07:02,225 --> 00:07:04,605 as our patient population grows in different regions, 176 00:07:05,225 --> 00:07:07,525 and how do we focus on maintaining our culture 177 00:07:07,525 --> 00:07:08,805 through that growth and expansion? 178 00:07:08,845 --> 00:07:10,245 I think that's, uh, one thing 179 00:07:10,245 --> 00:07:12,765 that we are focused on right now. 180 00:07:12,905 --> 00:07:14,445 So that's a, a big part of it. 181 00:07:14,705 --> 00:07:17,645 And then another aspect in the next two to three years, 182 00:07:17,665 --> 00:07:19,285 and some of the groundwork that we've 183 00:07:20,045 --> 00:07:22,445 recently laid is looking at kind of new 184 00:07:22,445 --> 00:07:23,885 and innovative ways to care 185 00:07:23,905 --> 00:07:25,645 for patients along the spectrum of care. 186 00:07:25,705 --> 00:07:29,005 We really see there being a lot of gaps in care right now 187 00:07:29,055 --> 00:07:31,125 where the inpatient to outpatient setting. 188 00:07:31,225 --> 00:07:34,725 And so we actually established a post-acute care division, 189 00:07:35,425 --> 00:07:38,805 um, NCH Health partners, uh, over the summer 190 00:07:39,145 --> 00:07:42,045 and have launched in some skilled nursing facilities 191 00:07:42,045 --> 00:07:44,445 and acute rehab facilities around the area to help 192 00:07:44,445 --> 00:07:46,285 with these transitions of care to try 193 00:07:46,285 --> 00:07:49,565 and kind of, uh, bridge the connection for patients 194 00:07:49,585 --> 00:07:52,005 as they're, as they're moving, uh, into 195 00:07:52,225 --> 00:07:53,365 and out of the hospital 196 00:07:53,745 --> 00:07:56,045 and really ultimately try to prevent them from, from having 197 00:07:56,045 --> 00:07:58,005 to come back in the hospital, try to keep them healthy. 198 00:07:58,705 --> 00:08:01,245 Uh, and so that's a, a big program that we are, 199 00:08:01,245 --> 00:08:02,245 we're lifting right now. 200 00:08:02,265 --> 00:08:03,605 And so over the next two to three years, 201 00:08:03,895 --> 00:08:08,005 we'll be developing those transitions of care, um, trying 202 00:08:08,085 --> 00:08:09,085 to leverage some 203 00:08:09,085 --> 00:08:11,365 of the telemedicine opportunities and maybe even ai. 204 00:08:11,405 --> 00:08:13,525 I mean, we don't really know where AI's gonna go, 205 00:08:13,585 --> 00:08:15,445 but we, we all think it's gonna be a part 206 00:08:15,445 --> 00:08:17,405 of our life in tremendous ways. 207 00:08:17,705 --> 00:08:20,805 Uh, definitely over the next five years, probably closer 208 00:08:20,825 --> 00:08:22,685 to one to two years with the rate, uh, 209 00:08:22,685 --> 00:08:24,605 that things are changing and we're hopeful it's gonna 210 00:08:25,575 --> 00:08:28,945 help us with new processes that, that kind of alleviate some 211 00:08:28,945 --> 00:08:30,345 of the things I talked about earlier for 212 00:08:30,345 --> 00:08:31,585 our, our physicians. 213 00:08:32,005 --> 00:08:35,265 Um, maybe makes, makes, you know, one extra tool, uh, 214 00:08:35,325 --> 00:08:37,265 for either clinical decision making or, 215 00:08:37,965 --> 00:08:40,425 or helping with documentation, all the things that, 216 00:08:40,425 --> 00:08:44,745 that right now, um, take more time out of a provider's day, 217 00:08:45,325 --> 00:08:46,865 we think that may help streamline things. 218 00:08:46,865 --> 00:08:48,065 So we're looking at a lot of those, 219 00:08:48,125 --> 00:08:49,745 and I, I do think that each 220 00:08:49,745 --> 00:08:51,465 of those aspects are gonna be part of our, 221 00:08:51,645 --> 00:08:52,825 our two to three year plan. 222 00:08:55,085 --> 00:08:56,385 - Got it. That makes a lot of sense. 223 00:08:56,405 --> 00:08:59,945 You know, and, and really, uh, seems to tie nicely into the, 224 00:09:00,365 --> 00:09:02,345 the initiatives and projects you already have 225 00:09:02,565 --> 00:09:05,545 and thinking through, you know, um, that kind 226 00:09:05,545 --> 00:09:08,065 of digital transformation, how you're growing and developing 227 00:09:08,125 --> 00:09:09,505 and, and continue to be innovative. 228 00:09:09,845 --> 00:09:14,225 Um, what is it like for a, a leader, um, to, to kind 229 00:09:14,305 --> 00:09:16,585 of change that culture around that for, um, 230 00:09:16,685 --> 00:09:19,065 the other physicians that you work with in your team? 231 00:09:19,605 --> 00:09:21,145 Um, how do you make sure 232 00:09:21,145 --> 00:09:23,785 that everybody is looking at things in a new way, um, 233 00:09:23,925 --> 00:09:25,865 and really embracing whether it's technology 234 00:09:25,965 --> 00:09:29,185 or other processes, methods to become more efficient 235 00:09:29,185 --> 00:09:30,225 and effective at what they're doing? 236 00:09:31,625 --> 00:09:32,845 - That's a great question. I mean, 237 00:09:32,845 --> 00:09:34,445 change is hard for anyone. 238 00:09:34,465 --> 00:09:36,525 Change is exceptionally hard for physicians. 239 00:09:37,065 --> 00:09:40,965 Uh, it is something that we really message from the, 240 00:09:40,965 --> 00:09:43,565 from the get go from when we start recruiting 241 00:09:43,565 --> 00:09:44,805 people from the beginning. 242 00:09:44,865 --> 00:09:46,965 We talk about the need to flex and adapt. 243 00:09:46,965 --> 00:09:49,525 And I think people who've been through the pandemic know 244 00:09:49,525 --> 00:09:52,845 that more than ever that change is a part of healthcare. 245 00:09:53,145 --> 00:09:54,845 And being flexible is a part of healthcare. 246 00:09:55,345 --> 00:09:59,325 And I think if you really remind people of the why, uh, 247 00:09:59,595 --> 00:10:01,885 that you're doing the change, that's the key part, right? 248 00:10:01,985 --> 00:10:06,925 We know there's an underserved population, um, of, of 249 00:10:07,525 --> 00:10:11,725 aging people in northern Colorado that we can really help 250 00:10:12,075 --> 00:10:15,085 with their clinical care, keep them healthy, like I said. 251 00:10:15,085 --> 00:10:17,965 And I think when you, again, focus back on that, that, 252 00:10:18,105 --> 00:10:19,645 you know, fundamental cornerstone 253 00:10:19,705 --> 00:10:21,605 of high quality patient care 254 00:10:21,605 --> 00:10:24,325 and doing what's best for the patients, it's, it's easier 255 00:10:24,465 --> 00:10:25,925 to work through change management 256 00:10:26,085 --> 00:10:28,045 whenever everybody sees that, that common, 257 00:10:28,715 --> 00:10:30,765 that common thread, that common goal. 258 00:10:31,345 --> 00:10:32,405 And we work towards it. 259 00:10:32,505 --> 00:10:34,845 So it, you know, there's always change management. 260 00:10:34,845 --> 00:10:36,485 We like to use the Kotter model of change. 261 00:10:36,515 --> 00:10:39,525 It's a great one just to kind of plan change and messaging. 262 00:10:39,525 --> 00:10:41,925 And of course it takes multiple permutations 263 00:10:41,925 --> 00:10:43,485 and everybody adapts differently. 264 00:10:44,105 --> 00:10:48,135 But I think if you can really relay, uh, the why 265 00:10:48,135 --> 00:10:49,935 behind those changes and make sure you have the right 266 00:10:49,935 --> 00:10:51,655 stakeholders at the table, um, 267 00:10:51,675 --> 00:10:55,215 and that again falls to, uh, excellent leadership team, uh, 268 00:10:55,315 --> 00:10:57,655 who is ready for those initiatives, 269 00:10:57,915 --> 00:11:00,735 and you make sure that your processes are in place, I think 270 00:11:00,735 --> 00:11:02,375 that's really what can make change messaging 271 00:11:02,375 --> 00:11:04,135 successful, uh, for leaders. 272 00:11:06,445 --> 00:11:08,445 - I love that. Thank you so much for that advice. 273 00:11:08,585 --> 00:11:09,725 Now, before we wrap up here, 274 00:11:09,805 --> 00:11:11,525 I know you already talked a little bit about some 275 00:11:11,525 --> 00:11:13,965 of the changes you've made on staffing and retention. 276 00:11:14,145 --> 00:11:15,685 Is there anything else you'd like to talk through 277 00:11:15,705 --> 00:11:18,125 or share with us that's, uh, really been successful 278 00:11:18,185 --> 00:11:19,645 for you over the last year or so? 279 00:11:20,595 --> 00:11:24,325 - Yeah, so, um, the really, we've made a concerted effort to 280 00:11:24,915 --> 00:11:26,365 rethink care delivery. 281 00:11:26,985 --> 00:11:28,885 Um, as I mentioned, you know, I think 282 00:11:28,885 --> 00:11:30,405 that care delivery is changing 283 00:11:31,105 --> 00:11:32,845 and I think we have to make sure 284 00:11:32,845 --> 00:11:34,405 that we're open to new models. 285 00:11:34,665 --> 00:11:38,165 It can't always be in-person, uh, face-to-face care. 286 00:11:38,225 --> 00:11:39,965 And I think that's one thing that we're really trying 287 00:11:39,965 --> 00:11:42,245 to explore is how can we do it differently, 288 00:11:42,435 --> 00:11:47,285 more efficiently, um, in a way that serves the patients, uh, 289 00:11:47,425 --> 00:11:48,885 in a way that also can serve 290 00:11:48,885 --> 00:11:50,045 the providers, if that makes sense. 291 00:11:50,105 --> 00:11:54,045 So trying to, to extend your reach without having to always 292 00:11:55,065 --> 00:11:56,925 extend the physical manpower. 293 00:11:56,985 --> 00:11:58,165 And I think that's something that, 294 00:11:58,235 --> 00:12:00,285 that we're still working on, still trying 295 00:12:00,285 --> 00:12:01,765 to figure out in our post-acute division. 296 00:12:02,385 --> 00:12:07,205 Um, but I think that will be one, one piece, um, that, 297 00:12:07,355 --> 00:12:09,165 that I think is gonna, gonna continue 298 00:12:09,165 --> 00:12:11,645 to provide great results in the future for us. 299 00:12:11,925 --> 00:12:12,925 I hope. 300 00:12:13,235 --> 00:12:14,955 - I love it. Well, thank you Alan, so much 301 00:12:14,955 --> 00:12:16,355 for joining us on the podcast today. 302 00:12:16,355 --> 00:12:18,475 This has been really a fun and interesting conversation, 303 00:12:18,495 --> 00:12:20,315 and I look forward to connecting with you again soon. 304 00:12:20,975 --> 00:12:23,195 - Thanks so much, Laura. Uh, I would love to come back. 305 00:12:25,225 --> 00:12:27,595 - It's so important for leaders at the top of organizations 306 00:12:27,595 --> 00:12:30,435 to keep learning, stay sharp, grow their networks 307 00:12:30,735 --> 00:12:33,275 to help our audience better do this in a more simplified, 308 00:12:33,275 --> 00:12:34,955 personalized, and meaningful way. 309 00:12:35,515 --> 00:12:37,995 Becker's Healthcare has launched my bhc, 310 00:12:38,465 --> 00:12:40,475 it's your trusted Becker's healthcare experience 311 00:12:40,475 --> 00:12:42,635 and more with content, connections, events 312 00:12:42,695 --> 00:12:43,715 and learning opportunities. 313 00:12:44,305 --> 00:12:45,315 Join the community free 314 00:12:45,315 --> 00:12:49,395 of charge@www.my dot becker's hospital 315 00:12:49,395 --> 00:12:51,275 review.com and we'll see you there.