1 00:00:02,080 --> 00:00:04,660 This is where health care leadership comes together. 2 00:00:04,799 --> 00:00:07,919 Becker's sixteenth annual meeting brings more than 3,500 3 00:00:07,919 --> 00:00:11,119 hospital and health system executives and nearly 800 4 00:00:11,119 --> 00:00:14,404 speakers to Chicago, April 13 through the sixteenth. 5 00:00:14,785 --> 00:00:17,505 This year's event includes keynote conversations with Dallas 6 00:00:17,505 --> 00:00:20,385 Cowboys legend Troy Aikman and former president George 7 00:00:20,385 --> 00:00:23,105 w Bush. For the agenda and event details, 8 00:00:23,105 --> 00:00:25,440 visit beckershospitalreview.com 9 00:00:25,519 --> 00:00:27,039 and click on the events tab in the 10 00:00:27,039 --> 00:00:29,760 upper right. We're looking forward to hosting you 11 00:00:29,760 --> 00:00:30,500 in Chicago. 12 00:00:32,799 --> 00:00:36,179 Hi, everyone. You're listening to the Becker's Healthcare 13 00:00:36,240 --> 00:00:36,740 podcast. 14 00:00:37,280 --> 00:00:39,914 I'm Erica Carbajal. Thank you so much for 15 00:00:39,914 --> 00:00:43,114 tuning into this episode today. We're honored to 16 00:00:43,114 --> 00:00:46,554 have Colleen Malozzi, senior vice president and chief 17 00:00:46,554 --> 00:00:47,534 nursing informatics 18 00:00:47,914 --> 00:00:51,034 officer at Jefferson Health in Philadelphia joining us 19 00:00:51,034 --> 00:00:53,295 today. Colleen, welcome to the podcast. 20 00:00:54,320 --> 00:00:56,240 Thanks so much, Erica. Excited to be here 21 00:00:56,240 --> 00:00:58,640 with you. Yeah. Thank you so much for 22 00:00:58,640 --> 00:00:59,859 for taking the time. 23 00:01:00,399 --> 00:01:02,800 To get us started here, can you give 24 00:01:02,800 --> 00:01:05,520 us a brief overview of your background in 25 00:01:05,520 --> 00:01:07,540 health care and your role at Jefferson? 26 00:01:08,545 --> 00:01:09,045 Absolutely. 27 00:01:09,424 --> 00:01:12,224 So I've been at Jefferson for just over 28 00:01:12,224 --> 00:01:13,924 three years as the CNIO. 29 00:01:15,265 --> 00:01:18,064 Prior to that, I spent twelve years at 30 00:01:18,064 --> 00:01:18,885 Penn Medicine 31 00:01:19,505 --> 00:01:20,005 working. 32 00:01:20,704 --> 00:01:22,890 I I cut my teeth as a nurse 33 00:01:22,969 --> 00:01:24,430 at Penn in the beginning 34 00:01:24,810 --> 00:01:25,709 in electrophysiology 35 00:01:26,969 --> 00:01:29,229 and then transitioned into informatics, 36 00:01:29,849 --> 00:01:33,049 eventually working for the chief medical information officer 37 00:01:33,049 --> 00:01:35,709 for the health system. I spent a significant 38 00:01:35,769 --> 00:01:37,469 amount of time working on 39 00:01:37,814 --> 00:01:41,174 large scale initiatives during the COVID pandemic that 40 00:01:41,174 --> 00:01:42,234 really helped to 41 00:01:42,694 --> 00:01:43,994 escalate my interest 42 00:01:44,534 --> 00:01:48,314 in the intersection of of clinical care technology 43 00:01:48,854 --> 00:01:49,354 and, 44 00:01:50,215 --> 00:01:51,914 dealing with big, huge problems. 45 00:01:53,159 --> 00:01:53,659 So 46 00:01:54,119 --> 00:01:56,200 I I did make the transition over to 47 00:01:56,200 --> 00:01:59,420 Jefferson a bit after we stabilized post COVID, 48 00:01:59,640 --> 00:02:01,180 and I'm now overseeing 49 00:02:02,040 --> 00:02:04,920 a team that covers our 32 hospital academic 50 00:02:04,920 --> 00:02:05,739 health system. 51 00:02:06,200 --> 00:02:09,194 Jefferson does span across New Jersey and Pennsylvania 52 00:02:09,415 --> 00:02:11,835 and goes from Philadelphia up to the Poconos. 53 00:02:12,455 --> 00:02:14,534 It truly has a a deep commitment to 54 00:02:14,534 --> 00:02:17,175 innovation, which feels makes it the right spot 55 00:02:17,175 --> 00:02:18,854 for me because my role sits at the 56 00:02:18,854 --> 00:02:21,260 intersection of nursing technology, 57 00:02:21,800 --> 00:02:23,020 quality, and operations, 58 00:02:23,319 --> 00:02:26,540 but with this very specific focus on clinical 59 00:02:26,599 --> 00:02:29,659 bedside work and how technology impacts it. 60 00:02:30,520 --> 00:02:33,400 Yeah. No. Thanks for sharing that. Certainly, no 61 00:02:33,400 --> 00:02:36,405 shortage of of big huge problems, especially right 62 00:02:36,405 --> 00:02:38,564 now. And and at the intersection of tech 63 00:02:38,564 --> 00:02:39,385 and and clinical, 64 00:02:40,325 --> 00:02:41,705 I know that you had mentioned, 65 00:02:42,325 --> 00:02:44,085 earlier this year, not too long ago in 66 00:02:44,085 --> 00:02:46,165 a recent interview with Becker's, you talked a 67 00:02:46,165 --> 00:02:47,064 little bit about 68 00:02:47,444 --> 00:02:49,605 how you spent a lot of 2025 69 00:02:49,605 --> 00:02:52,639 digging into how nurses interact with the EHR 70 00:02:53,099 --> 00:02:56,139 and how small but meaningful changes, like things 71 00:02:56,139 --> 00:02:58,799 like reducing clicks and cleaning up documentation 72 00:02:59,099 --> 00:02:59,599 pathways 73 00:02:59,900 --> 00:03:02,000 can make a a real difference. So 74 00:03:02,780 --> 00:03:04,365 can you walk us through some of those 75 00:03:04,525 --> 00:03:06,444 Jefferson has made in this area and the 76 00:03:06,444 --> 00:03:08,465 difference that it's made so far? 77 00:03:09,325 --> 00:03:09,825 Absolutely. 78 00:03:10,764 --> 00:03:13,805 Whenever I'm talking about time with nursing, it 79 00:03:13,805 --> 00:03:16,044 it must be at the shoulder with them. 80 00:03:16,044 --> 00:03:17,959 So my team and I get out there, 81 00:03:17,959 --> 00:03:19,639 and we see what day to day actually 82 00:03:19,639 --> 00:03:21,959 looks like. Because as we move further away 83 00:03:21,959 --> 00:03:23,799 from the bedside, it's really important that we 84 00:03:23,799 --> 00:03:25,959 have the nurse's voice represented in the work 85 00:03:25,959 --> 00:03:26,859 that we're doing. 86 00:03:27,239 --> 00:03:29,879 So when we're out there, it's easier to 87 00:03:29,879 --> 00:03:33,215 see the small things that just add friction 88 00:03:33,435 --> 00:03:34,974 and noise to their day. 89 00:03:35,754 --> 00:03:36,254 It's 90 00:03:36,634 --> 00:03:39,455 technology. It can't it can't be a friction. 91 00:03:39,514 --> 00:03:41,594 It has to give time back. If it's 92 00:03:41,594 --> 00:03:44,155 not an innovation, then it really becomes noise 93 00:03:44,155 --> 00:03:45,294 in their day to day. 94 00:03:45,675 --> 00:03:47,854 And by going out and finding 95 00:03:48,319 --> 00:03:51,120 small tests of change and looking at small 96 00:03:51,120 --> 00:03:53,520 opportunities, it really does add up to a 97 00:03:53,520 --> 00:03:56,240 greater good for them. So we had launched 98 00:03:56,240 --> 00:03:58,719 a project. We called it very lovingly Project 99 00:03:58,719 --> 00:03:59,219 Starlight, 100 00:03:59,599 --> 00:04:01,539 and it grounded us in a purpose 101 00:04:02,514 --> 00:04:05,235 of looking for the small things, the the 102 00:04:05,235 --> 00:04:05,735 nonnegotiable 103 00:04:06,275 --> 00:04:07,974 challenges that they're finding 104 00:04:08,754 --> 00:04:09,894 that we need to fix. 105 00:04:10,194 --> 00:04:13,235 So we went out and we looked at 106 00:04:13,235 --> 00:04:14,995 what is the build in the EHR, but 107 00:04:14,995 --> 00:04:17,040 then what's the day to day interaction that 108 00:04:17,040 --> 00:04:18,899 they're having and focused on 109 00:04:19,279 --> 00:04:20,500 really narrowing 110 00:04:21,839 --> 00:04:23,779 the amount of time that they're spending. 111 00:04:24,319 --> 00:04:26,160 After about a year's worth of work and 112 00:04:26,160 --> 00:04:28,720 digging through flow sheets and pick lists and 113 00:04:28,720 --> 00:04:31,279 everything else, we're about we were able to 114 00:04:31,279 --> 00:04:33,254 take it down about fifteen minutes per nurse 115 00:04:33,254 --> 00:04:35,495 per shift. And we're just getting started. We 116 00:04:35,495 --> 00:04:38,214 have big huge initiatives coming up. They're gonna 117 00:04:38,214 --> 00:04:39,194 help us really, 118 00:04:39,574 --> 00:04:40,475 in my opinion, 119 00:04:40,935 --> 00:04:44,235 revolutionize the way that our nurses are practicing 120 00:04:44,375 --> 00:04:45,995 and documenting in the EHR. 121 00:04:46,454 --> 00:04:46,954 So 122 00:04:47,310 --> 00:04:49,470 I have a heavy focus on on giving 123 00:04:49,470 --> 00:04:51,870 time back to them. Our caregivers deserve to 124 00:04:51,870 --> 00:04:52,610 be caregivers 125 00:04:52,990 --> 00:04:53,730 and not, 126 00:04:54,589 --> 00:04:57,970 you know, technicians that are entering things into 127 00:04:58,110 --> 00:05:00,509 a computer. It needs to serve them. Information 128 00:05:00,669 --> 00:05:03,009 good information in, great information out. 129 00:05:03,975 --> 00:05:06,134 Yeah. Definitely. And and it certainly has been 130 00:05:06,134 --> 00:05:08,855 interesting just to hear, you know, over the 131 00:05:08,855 --> 00:05:11,574 past year or two even just how you 132 00:05:11,574 --> 00:05:14,074 know, there's been so much focus on administrative 133 00:05:14,215 --> 00:05:15,355 burden and documentation 134 00:05:15,735 --> 00:05:18,339 workflows on the physician side and now really 135 00:05:18,339 --> 00:05:20,899 seeing that extend over to the nursing side 136 00:05:20,899 --> 00:05:23,220 because there is still much still so much 137 00:05:23,220 --> 00:05:25,459 burden there, and it's just a lot of 138 00:05:25,459 --> 00:05:27,879 opportunity to to take that down. 139 00:05:28,579 --> 00:05:29,415 And I know that, 140 00:05:29,895 --> 00:05:32,455 yeah, I know that Jefferson has you mentioned 141 00:05:32,455 --> 00:05:35,495 giving caregivers time back and giving them time 142 00:05:35,495 --> 00:05:37,335 to be able to to do what they 143 00:05:37,335 --> 00:05:39,415 entered medicine to do, which is to deliver 144 00:05:39,415 --> 00:05:39,915 care. 145 00:05:40,295 --> 00:05:41,975 And, you know, to that point, I know 146 00:05:41,975 --> 00:05:44,689 that Jefferson has set a pretty bold goal 147 00:05:44,689 --> 00:05:46,770 of giving clinicians back, I think it was 148 00:05:46,770 --> 00:05:47,810 10,000,000 149 00:05:47,810 --> 00:05:49,350 by by 2028. 150 00:05:50,050 --> 00:05:52,050 And, obviously, a big part of that starts 151 00:05:52,050 --> 00:05:54,949 with reducing documentation burden. So 152 00:05:55,410 --> 00:05:57,830 as you look to 2026, 153 00:05:58,214 --> 00:05:59,894 how are you planning to build on that 154 00:05:59,894 --> 00:06:02,134 work? What what priorities are top of mind? 155 00:06:02,134 --> 00:06:04,294 What headwinds do you anticipate as you look 156 00:06:04,294 --> 00:06:06,154 to scale some of these efforts? 157 00:06:07,334 --> 00:06:09,175 You are absolutely right. I I do love 158 00:06:09,175 --> 00:06:11,035 the homework that you've done with ten million 159 00:06:11,334 --> 00:06:13,115 hours by 2028. 160 00:06:13,175 --> 00:06:15,060 Boils down in many different ways. But when 161 00:06:15,060 --> 00:06:17,000 it comes to nursing, we look at that 162 00:06:17,139 --> 00:06:19,479 as thirty minutes per nurse per shift. 163 00:06:19,860 --> 00:06:21,699 So an hour a day that we give 164 00:06:21,699 --> 00:06:23,079 back to nurses. And 165 00:06:23,939 --> 00:06:26,180 and I I wanna be very clear that's 166 00:06:26,180 --> 00:06:28,394 not to hand them more patients. It's to 167 00:06:28,394 --> 00:06:30,795 let them take a lunch. It's to allow 168 00:06:30,795 --> 00:06:32,954 them a breath. It's to help with their 169 00:06:32,954 --> 00:06:33,454 well-being 170 00:06:33,995 --> 00:06:37,115 and really create a more holistic experience of 171 00:06:37,115 --> 00:06:38,014 being a nurse. 172 00:06:38,394 --> 00:06:38,894 So 173 00:06:39,194 --> 00:06:41,850 ambient listening is a big, huge thing that 174 00:06:41,850 --> 00:06:44,009 is going to help us get there. We 175 00:06:44,009 --> 00:06:46,269 are set to launch on our first unit 176 00:06:46,330 --> 00:06:49,149 on January the week of January 26, and 177 00:06:51,050 --> 00:06:52,910 it's taking time, but purposeful 178 00:06:53,370 --> 00:06:56,029 design time with our staff. So 179 00:06:56,464 --> 00:06:59,425 we are extremely excited to get this technology 180 00:06:59,425 --> 00:07:00,865 out there, and what it does is really 181 00:07:00,865 --> 00:07:04,165 enable nurses to have a device that's listening, 182 00:07:04,225 --> 00:07:07,025 that's gonna help them file documentation into their 183 00:07:07,025 --> 00:07:10,404 flow sheet. So have an open, authentic conversation 184 00:07:10,625 --> 00:07:11,444 with the patients 185 00:07:11,960 --> 00:07:13,500 to allow them to 186 00:07:13,800 --> 00:07:15,400 look them in the eye, engage with the 187 00:07:15,400 --> 00:07:15,900 family, 188 00:07:16,360 --> 00:07:18,520 explain to them the medication that they're holding 189 00:07:18,520 --> 00:07:21,160 or the experience that they're going through, coordinate 190 00:07:21,160 --> 00:07:21,900 their care 191 00:07:22,280 --> 00:07:23,960 instead of having to do all of that, 192 00:07:23,960 --> 00:07:25,080 write it down on a piece of paper, 193 00:07:25,080 --> 00:07:26,714 and then go sit down and document it. 194 00:07:26,954 --> 00:07:28,634 It is it is time, and time is 195 00:07:28,634 --> 00:07:30,074 one of the most meaningful things in our 196 00:07:30,074 --> 00:07:32,555 lives. So we are very excited to give 197 00:07:32,555 --> 00:07:34,095 time back to our nurses. 198 00:07:35,115 --> 00:07:37,134 Yeah. No. That's that's great to hear. 199 00:07:37,595 --> 00:07:41,210 Are there any, I guess, barriers or challenges 200 00:07:41,270 --> 00:07:42,330 you're you're anticipating 201 00:07:42,710 --> 00:07:45,610 in rolling this out or even on the 202 00:07:45,670 --> 00:07:48,069 the angle of, you know, change management and 203 00:07:48,069 --> 00:07:50,810 culture change, anything you're anticipating 204 00:07:51,110 --> 00:07:52,790 and trying to plan ahead for on that 205 00:07:52,790 --> 00:07:53,144 front? 206 00:07:54,345 --> 00:07:55,724 Erica, all of the above. 207 00:07:56,425 --> 00:07:57,485 So this is 208 00:07:57,944 --> 00:08:01,305 actually a small technology change. The the company 209 00:08:01,305 --> 00:08:01,944 who is 210 00:08:02,504 --> 00:08:04,904 the company Eats, who have created this, have 211 00:08:04,904 --> 00:08:07,660 done the heavy lifting on figuring out the 212 00:08:07,660 --> 00:08:08,800 immense and incredible 213 00:08:09,579 --> 00:08:11,740 AI behind it. We just put the device 214 00:08:11,740 --> 00:08:13,899 down. It is all about change management and 215 00:08:13,899 --> 00:08:14,399 cultural 216 00:08:14,699 --> 00:08:17,980 shift. So what we're doing and why we're 217 00:08:17,980 --> 00:08:20,524 putting the time in, every single nurse will 218 00:08:20,524 --> 00:08:21,425 go through simulation 219 00:08:21,805 --> 00:08:23,084 of how to do this, how to do 220 00:08:23,084 --> 00:08:24,704 what, to nurse out loud. 221 00:08:25,004 --> 00:08:27,404 They're going to have to come to three 222 00:08:27,404 --> 00:08:30,365 or four one hour sessions to practice. Because 223 00:08:30,365 --> 00:08:32,284 right now, nurses do this in their head 224 00:08:32,284 --> 00:08:32,956 very, very often, especially the newer to practice 225 00:08:32,956 --> 00:08:32,999 nurses who are still getting their bearings, getting 226 00:08:32,999 --> 00:08:33,745 that maturity, and, 227 00:08:35,159 --> 00:08:35,659 practice 228 00:08:36,360 --> 00:08:39,100 nurses who are still getting their bearings, getting 229 00:08:39,100 --> 00:08:41,159 that maturity and confidence in how they assess 230 00:08:41,159 --> 00:08:41,819 their patients. 231 00:08:42,199 --> 00:08:43,799 They are less likely to do it out 232 00:08:43,799 --> 00:08:47,000 loud with their patients, and ambient requires nursing 233 00:08:47,000 --> 00:08:47,659 out loud. 234 00:08:48,295 --> 00:08:50,375 So we are taking that hands on time, 235 00:08:50,375 --> 00:08:52,695 that hands on approach to manage the change. 236 00:08:52,695 --> 00:08:53,195 We 237 00:08:54,134 --> 00:08:56,774 start by working with the manager, and, actually, 238 00:08:56,774 --> 00:08:58,795 we start by looking at the data. So 239 00:08:58,855 --> 00:09:01,415 we jumped into our epic data to figure 240 00:09:01,415 --> 00:09:03,870 out where we have great opportunity. We looked 241 00:09:03,870 --> 00:09:06,029 at our workforce data to figure out, do 242 00:09:06,029 --> 00:09:07,950 we have a stable unit who hasn't had 243 00:09:07,950 --> 00:09:08,850 a lot of turnover? 244 00:09:09,230 --> 00:09:10,669 Do we have a unit that has a 245 00:09:10,669 --> 00:09:12,909 mix of new to practice nurses as well 246 00:09:12,909 --> 00:09:14,750 as more mature nurses who have had some 247 00:09:14,750 --> 00:09:16,750 time under their belt? And then because we 248 00:09:16,750 --> 00:09:19,184 want both. We need both opinions in this, 249 00:09:19,904 --> 00:09:21,745 but we need strong leadership from a nurse 250 00:09:21,745 --> 00:09:24,945 manager perspective. So we've really honed in on 251 00:09:24,945 --> 00:09:26,085 the right people 252 00:09:26,705 --> 00:09:27,845 at the right time. 253 00:09:28,225 --> 00:09:30,065 And as we get on calls with them 254 00:09:30,065 --> 00:09:31,664 and as we get on the unit and 255 00:09:31,664 --> 00:09:34,004 start working with them, we're hearing good pushback 256 00:09:34,225 --> 00:09:35,950 of, oh, jeez. This feels like this is 257 00:09:35,950 --> 00:09:37,870 gonna take me more time. We're like, okay. 258 00:09:37,870 --> 00:09:39,790 Good. We need to hear that feedback. It's 259 00:09:39,790 --> 00:09:41,950 not. I promise. But the fact that you're 260 00:09:41,950 --> 00:09:43,790 thinking that means we need to be clearer 261 00:09:43,790 --> 00:09:46,190 about how, why, and when this is gonna 262 00:09:46,190 --> 00:09:48,910 have a positive impact on you. And if 263 00:09:48,910 --> 00:09:49,809 it doesn't, 264 00:09:50,285 --> 00:09:51,504 then we're not doing it. 265 00:09:52,205 --> 00:09:53,904 So I am unapologetically 266 00:09:54,524 --> 00:09:56,125 going to be saying no in the new 267 00:09:56,125 --> 00:09:58,205 year to things that don't serve us, don't 268 00:09:58,205 --> 00:10:00,384 serve our nurses, and don't serve our patients. 269 00:10:01,485 --> 00:10:03,245 Yeah. And that that's such a relevant and 270 00:10:03,245 --> 00:10:06,190 interesting point too just on the the fact 271 00:10:06,570 --> 00:10:08,250 that there's such a shift in terms of 272 00:10:08,250 --> 00:10:09,929 having to do it out loud and document 273 00:10:09,929 --> 00:10:11,450 out loud. I think that's an aspect that 274 00:10:11,450 --> 00:10:12,970 we don't hear a ton about, so I'm 275 00:10:12,970 --> 00:10:15,850 glad you glad you mentioned that. Mhmm. And 276 00:10:15,850 --> 00:10:18,429 I know you said, so planning to launch 277 00:10:18,649 --> 00:10:21,584 on a unit in January 2020 this coming 278 00:10:21,584 --> 00:10:24,304 year. So and thank you for walking through 279 00:10:24,304 --> 00:10:26,324 just helpful to hear about the actual 280 00:10:26,625 --> 00:10:28,544 kind of preparation that's going into this and 281 00:10:28,544 --> 00:10:30,704 the the sessions that are being held to 282 00:10:30,704 --> 00:10:33,345 practice. So is that something that's already been 283 00:10:33,345 --> 00:10:35,184 going on or that's something that's starting in 284 00:10:35,184 --> 00:10:36,004 the new year? 285 00:10:36,559 --> 00:10:38,720 It is January. 286 00:10:38,720 --> 00:10:41,039 We start the training of our staff to 287 00:10:41,039 --> 00:10:43,919 help train on these simulations. So we're right 288 00:10:43,919 --> 00:10:45,779 in the heat of it at this time, 289 00:10:46,480 --> 00:10:48,639 with a plan go live with the actual 290 00:10:48,639 --> 00:10:50,259 technology at January. 291 00:10:50,320 --> 00:10:51,934 So we are living. 292 00:10:52,555 --> 00:10:53,934 We are living on this unit, 293 00:10:54,475 --> 00:10:56,315 engaging with this staff, and I I can't 294 00:10:56,315 --> 00:10:58,315 thank my team enough because they truly have 295 00:10:58,315 --> 00:11:00,495 rolled up their sleeves. They are outrageously 296 00:11:00,875 --> 00:11:03,915 excited to bring this technology, but really, it's 297 00:11:03,915 --> 00:11:06,240 not about the technology. It's about the change 298 00:11:06,320 --> 00:11:09,299 in how we practice and engage with staff. 299 00:11:09,679 --> 00:11:12,480 We handed our group an EHR. The EHR 300 00:11:12,480 --> 00:11:12,980 revolutionized 301 00:11:13,759 --> 00:11:16,259 clinical care. Right? Lots and lots of positives, 302 00:11:16,320 --> 00:11:17,839 but there are some negative there are some 303 00:11:17,839 --> 00:11:19,679 negatives that came with it. Two and a 304 00:11:19,679 --> 00:11:20,980 half hours of documentation 305 00:11:21,440 --> 00:11:24,014 per shift is a long, long time to 306 00:11:24,014 --> 00:11:25,534 either be sitting or in front of a 307 00:11:25,534 --> 00:11:26,034 computer 308 00:11:26,654 --> 00:11:29,314 just entering information or trying to, 309 00:11:30,254 --> 00:11:32,115 get information out of the chart. 310 00:11:32,574 --> 00:11:34,414 So we wanna give that we wanna give 311 00:11:34,414 --> 00:11:35,154 that back. 312 00:11:35,950 --> 00:11:36,610 Yeah. Certainly. 313 00:11:37,230 --> 00:11:38,750 Well, Colleen, what do you see as some 314 00:11:38,750 --> 00:11:41,549 of, like, the best opportunities for organizational growth 315 00:11:41,549 --> 00:11:43,709 in the year ahead and how this work 316 00:11:43,709 --> 00:11:45,169 ties into growth 317 00:11:45,549 --> 00:11:46,529 across the system? 318 00:11:48,110 --> 00:11:50,929 I think from a a growth perspective, 319 00:11:52,085 --> 00:11:52,985 I mean, there's 320 00:11:53,684 --> 00:11:55,764 there's lots to be figured out. There's a 321 00:11:55,764 --> 00:11:58,725 lot of financial pressures, but we really need 322 00:11:58,725 --> 00:12:00,985 to acknowledge more of the workforce shortages 323 00:12:01,365 --> 00:12:04,504 that are challenging us. I think we've stabilized 324 00:12:04,884 --> 00:12:07,620 from a turnover perspective post COVID. 325 00:12:08,000 --> 00:12:10,000 But from a growth perspective, it has to 326 00:12:10,000 --> 00:12:10,500 be 327 00:12:10,959 --> 00:12:11,939 keeping and retaining 328 00:12:12,319 --> 00:12:14,879 people and being able to manage that we 329 00:12:14,879 --> 00:12:18,159 may have patient care tech shortages or EVS 330 00:12:18,159 --> 00:12:18,659 workers. 331 00:12:18,995 --> 00:12:20,695 And how do we keep keep a stable 332 00:12:20,754 --> 00:12:21,254 environment 333 00:12:21,794 --> 00:12:24,434 with those potential shortages coming in in all 334 00:12:24,434 --> 00:12:25,334 different areas? 335 00:12:25,794 --> 00:12:28,195 We have pressures in our supply chain that 336 00:12:28,195 --> 00:12:29,815 may make it hard to get the resources 337 00:12:29,875 --> 00:12:30,695 that we need. 338 00:12:31,074 --> 00:12:33,240 I I think AI sits at the center 339 00:12:33,240 --> 00:12:34,840 of all of that. It helps us to 340 00:12:34,840 --> 00:12:36,840 be able to plan and react and be 341 00:12:36,840 --> 00:12:37,660 more nimble 342 00:12:38,040 --> 00:12:39,820 from a business process perspective. 343 00:12:40,840 --> 00:12:43,000 It helps us to get the reimbursements that 344 00:12:43,000 --> 00:12:44,855 we need to be able to get a 345 00:12:44,855 --> 00:12:46,235 bottom line that's sustainable 346 00:12:46,774 --> 00:12:48,154 to keep our doors open. 347 00:12:48,934 --> 00:12:51,995 I think AI has huge potential to unburden 348 00:12:52,454 --> 00:12:53,514 the administrators 349 00:12:53,894 --> 00:12:57,034 who are overseeing large groups of 350 00:12:57,620 --> 00:12:59,620 clinicians. So we think about our nurse managers. 351 00:12:59,620 --> 00:13:02,179 Our nurse managers could have anywhere from, you 352 00:13:02,179 --> 00:13:04,839 know, 30 to a 100 direct reports, 353 00:13:05,220 --> 00:13:07,379 and they need to be present for those 354 00:13:07,379 --> 00:13:09,940 individuals that they oversee while also sitting in 355 00:13:09,940 --> 00:13:13,024 all of these meetings and doing payroll and 356 00:13:13,024 --> 00:13:15,264 making sure that the supplies are where they 357 00:13:15,264 --> 00:13:16,945 need to be. So I think we have 358 00:13:16,945 --> 00:13:20,565 a great opportunity for artificial intelligence to unburden 359 00:13:20,705 --> 00:13:22,625 people, to allow them to do the thing 360 00:13:22,625 --> 00:13:23,820 that they signed up to do. 361 00:13:24,299 --> 00:13:26,379 And, I I'm really excited to see it. 362 00:13:26,379 --> 00:13:28,620 We're seeing a lot on the revenue cycle 363 00:13:28,620 --> 00:13:31,740 side, gaining efficiencies very quickly from a billing 364 00:13:31,740 --> 00:13:32,799 and coding perspective 365 00:13:33,419 --> 00:13:35,259 as we work with our payers to make 366 00:13:35,259 --> 00:13:37,120 sure that we're appropriately being reimbursed. 367 00:13:37,464 --> 00:13:39,865 And then the coordination of patient care. We 368 00:13:39,865 --> 00:13:41,625 have to get people to the right resources 369 00:13:41,625 --> 00:13:43,784 in the right place at the right time 370 00:13:43,784 --> 00:13:46,585 for them or it's not useful for them, 371 00:13:46,585 --> 00:13:48,205 and they'll be right back in our emergency 372 00:13:48,264 --> 00:13:51,625 department suffering from the same issue. So technology 373 00:13:51,625 --> 00:13:52,924 can help us be smarter 374 00:13:53,809 --> 00:13:55,269 at the right point in time. 375 00:13:56,370 --> 00:13:58,690 Yeah. Certainly. So much more to come on 376 00:13:58,690 --> 00:14:01,250 that front. Colleen, thank you so much for 377 00:14:01,250 --> 00:14:02,789 joining us today. It's a pleasure. 378 00:14:03,330 --> 00:14:04,929 Thank you. Thank you so much for thinking 379 00:14:04,929 --> 00:14:07,225 of me and having me on. I I, 380 00:14:07,665 --> 00:14:09,285 I'm really happy to be able 381 00:14:09,665 --> 00:14:11,904 to be the voice of so much great 382 00:14:11,904 --> 00:14:13,285 work that's going on 383 00:14:13,745 --> 00:14:15,764 and talk about the risks and the wonderful 384 00:14:15,825 --> 00:14:18,065 potential ahead of us. Things are moving very, 385 00:14:18,065 --> 00:14:18,809 very fast, 386 00:14:19,769 --> 00:14:20,830 but we are 387 00:14:21,289 --> 00:14:23,610 running alongside of it, trying to do the 388 00:14:23,610 --> 00:14:25,149 best that we can for our people. 389 00:14:26,090 --> 00:14:28,169 Yeah. Love that. Well, it was so great 390 00:14:28,169 --> 00:14:30,169 to learn more about the work you're leading 391 00:14:30,169 --> 00:14:33,134 at Jefferson and certainly look forward to following 392 00:14:33,134 --> 00:14:35,454 up on the Ambient Nursing rollout as well 393 00:14:35,454 --> 00:14:36,995 later in 2026. 394 00:14:37,774 --> 00:14:40,334 Awesome. Alright. Well, thank you so much. Thanks, 395 00:14:40,334 --> 00:14:42,034 everyone, and thanks to our listeners.