1 00:00:02,240 --> 00:00:05,120 The most important health care decisions don't happen 2 00:00:05,120 --> 00:00:05,779 in isolation. 3 00:00:06,160 --> 00:00:08,179 They happen when leaders come together. 4 00:00:08,800 --> 00:00:11,519 Becker's sixteenth annual meeting brings together more than 5 00:00:11,519 --> 00:00:12,559 3,500 6 00:00:12,559 --> 00:00:15,519 hospital and health system executives this April in 7 00:00:15,519 --> 00:00:15,974 Chicago. 8 00:00:16,535 --> 00:00:18,635 With 800 speakers from Ascension, 9 00:00:18,935 --> 00:00:22,135 Cleveland Clinic, CommonSpirit and more, the conversations get 10 00:00:22,135 --> 00:00:24,935 real. Leaders will share how their scenario planning 11 00:00:24,935 --> 00:00:27,574 for policy shifts, breaking through value based care 12 00:00:27,574 --> 00:00:30,510 barriers, and building clinical teams that translate new 13 00:00:30,510 --> 00:00:32,370 ideas into real world care. 14 00:00:32,909 --> 00:00:35,480 Join top decision makers in the room April 15 00:00:35,480 --> 00:00:37,010 13 through the sixteenth. 16 00:00:37,469 --> 00:00:41,789 For the agenda and event details, visit beckershospitalreview.com 17 00:00:41,789 --> 00:00:43,549 and click on the events tab in the 18 00:00:43,549 --> 00:00:43,965 upper right. 19 00:00:45,645 --> 00:00:47,965 This is Laura Dirda with the Becker's Healthcare 20 00:00:47,965 --> 00:00:50,045 podcast. I'm thrilled today to be joined by 21 00:00:50,045 --> 00:00:51,265 doctor Joshua Moskovitz, 22 00:00:51,645 --> 00:00:54,844 medical director of utilization management at NYC Health 23 00:00:54,844 --> 00:00:57,244 and Hospitals. Doctor Moskovitz, it's a pleasure to 24 00:00:57,244 --> 00:00:58,625 have you on the podcast today. 25 00:00:58,929 --> 00:01:01,090 Thank you for having me, Laura. Absolutely. Now 26 00:01:01,090 --> 00:01:02,770 I'm excited for our discussion because I know 27 00:01:02,770 --> 00:01:04,609 there's so much happening in health care right 28 00:01:04,609 --> 00:01:06,390 now and particularly, you know, 29 00:01:06,770 --> 00:01:09,090 your experience on the medical side, you know, 30 00:01:09,090 --> 00:01:11,349 as a leader as well help us, really 31 00:01:11,355 --> 00:01:12,555 learn a lot more about what you're doing 32 00:01:12,555 --> 00:01:14,555 at NYC Health and hospitals. But before we 33 00:01:14,555 --> 00:01:15,594 dive in, can you tell us a little 34 00:01:15,594 --> 00:01:17,375 bit more about yourself and the health system? 35 00:01:17,995 --> 00:01:18,734 Yeah. Absolutely. 36 00:01:19,115 --> 00:01:21,375 You know, I'm a emergency physician by training, 37 00:01:21,674 --> 00:01:23,594 and I've had a, varied career that led 38 00:01:23,594 --> 00:01:25,034 me up to this pathway here, which I 39 00:01:25,034 --> 00:01:26,280 think allow me to combine a lot of 40 00:01:26,280 --> 00:01:28,540 my skills to get here from both public 41 00:01:29,079 --> 00:01:31,400 health, finance, as well as emergency preparedness. And 42 00:01:31,400 --> 00:01:32,599 so I work now for New York City 43 00:01:32,599 --> 00:01:34,280 Health and Hospitals for the past almost nine 44 00:01:34,280 --> 00:01:37,000 years. We are the largest public health system 45 00:01:37,000 --> 00:01:38,694 in the country. We have 11 acute care 46 00:01:38,694 --> 00:01:39,194 facilities, 47 00:01:39,734 --> 00:01:41,814 and it's really an awesome opportunity to really 48 00:01:41,814 --> 00:01:42,635 try to help, 49 00:01:43,015 --> 00:01:45,174 all New Yorkers in New York City, anyone 50 00:01:45,174 --> 00:01:46,694 who comes in free health care to receive 51 00:01:46,694 --> 00:01:48,555 the best quality care we can provide them. 52 00:01:49,510 --> 00:01:51,189 I love that. And I think having that 53 00:01:51,189 --> 00:01:53,590 community focus is so critical and an important 54 00:01:53,590 --> 00:01:54,729 service to provide. 55 00:01:55,109 --> 00:01:56,549 Now when you're thinking about the last year 56 00:01:56,549 --> 00:01:57,670 or so, can you tell me about the 57 00:01:57,670 --> 00:01:59,509 most important initiative you led? What did you 58 00:01:59,509 --> 00:02:00,729 do, and what were the results? 59 00:02:01,685 --> 00:02:03,604 That's a good question. So my role now 60 00:02:03,604 --> 00:02:05,924 as medical director for utilization management is really 61 00:02:05,924 --> 00:02:07,765 making sure that our health system gets paid 62 00:02:07,765 --> 00:02:09,604 for the health care we're providing, trying to 63 00:02:09,604 --> 00:02:11,044 make sure the care we're providing is high 64 00:02:11,044 --> 00:02:11,544 quality, 65 00:02:12,405 --> 00:02:15,760 appropriate, and timely, and also being reimbursed fairly 66 00:02:15,760 --> 00:02:17,379 by our insurers. And so 67 00:02:17,760 --> 00:02:18,740 with this role, 68 00:02:19,040 --> 00:02:21,599 is it's hard with loving care facilities trying 69 00:02:21,599 --> 00:02:23,300 to get the care to be 70 00:02:24,319 --> 00:02:26,480 documented and crafted and sent to the payers 71 00:02:26,480 --> 00:02:27,919 in the best way possible. I'd say probably 72 00:02:27,919 --> 00:02:29,360 the biggest initiative we did in the last 73 00:02:29,360 --> 00:02:29,860 year, 74 00:02:30,375 --> 00:02:31,894 started about almost a year ago, was the 75 00:02:31,894 --> 00:02:32,394 centralization 76 00:02:32,694 --> 00:02:34,634 of our ED utilization review efforts. 77 00:02:34,935 --> 00:02:37,254 So in the health care landscape, when patients 78 00:02:37,254 --> 00:02:38,474 get admitted to the hospital, 79 00:02:38,775 --> 00:02:40,534 typically, we have to do a review of 80 00:02:40,534 --> 00:02:41,194 those cases 81 00:02:41,495 --> 00:02:43,409 and see if they meet certain criteria that 82 00:02:43,569 --> 00:02:45,569 recognizes an admission potential. Why does this patient 83 00:02:45,569 --> 00:02:47,730 need inpatient care versus outpatient care? Why do 84 00:02:47,730 --> 00:02:50,150 they need inpatient care versus another modality? 85 00:02:50,530 --> 00:02:52,849 And so taking that care that happened in 86 00:02:52,849 --> 00:02:55,730 the emergency department in the nonscheduled acute fashion 87 00:02:55,730 --> 00:02:58,150 and trying to package it into a conversation 88 00:02:58,210 --> 00:03:01,094 to send insurers to justify the admission upfront 89 00:03:01,394 --> 00:03:03,794 to provide the best possible reimbursement scenario is 90 00:03:03,794 --> 00:03:05,235 hard. And so we took, 91 00:03:05,794 --> 00:03:07,414 our 11 acute care facilities. 92 00:03:08,034 --> 00:03:10,694 We're doing this process independently at each facility. 93 00:03:11,235 --> 00:03:12,995 Some are doing twenty four seven. Some didn't 94 00:03:12,995 --> 00:03:15,000 have a twenty four seven. And we really, 95 00:03:15,240 --> 00:03:17,240 reorganized it so that we're doing this process 96 00:03:17,240 --> 00:03:19,240 twenty four seven, three sixty five across the 97 00:03:19,240 --> 00:03:21,340 whole health care system with a central team. 98 00:03:21,879 --> 00:03:23,500 It was a huge lift, 99 00:03:23,960 --> 00:03:25,719 a a very big lift because it was 100 00:03:25,719 --> 00:03:27,239 very different than we were doing before. 101 00:03:27,639 --> 00:03:29,185 But it was a great opportunity. It was 102 00:03:29,185 --> 00:03:30,884 a great opportunity because we got a chance 103 00:03:31,104 --> 00:03:33,344 to retrain and recalibrate the people, really bring 104 00:03:33,344 --> 00:03:35,025 them up to skill on many different levels. 105 00:03:35,025 --> 00:03:37,025 Number one is being experts in their field 106 00:03:37,025 --> 00:03:38,864 and the guidelines and the knowledge they need 107 00:03:38,864 --> 00:03:41,025 to to do well, but also experts in 108 00:03:41,025 --> 00:03:43,889 the finer touches, the eye care principles, the 109 00:03:44,289 --> 00:03:47,409 communication, software, emotional skills to really get the 110 00:03:47,409 --> 00:03:49,009 best out of the our our team members 111 00:03:49,009 --> 00:03:50,610 here in our health system to really get 112 00:03:50,610 --> 00:03:51,909 the best work out of that. 113 00:03:52,370 --> 00:03:54,289 And so it's been really an awesome experience 114 00:03:54,289 --> 00:03:55,430 to watch that transform. 115 00:03:56,254 --> 00:03:58,034 And over the past year, we've really seen 116 00:03:58,094 --> 00:03:59,534 a tremendous improvement in the quality of our 117 00:03:59,534 --> 00:04:02,115 reports being generated, quality of our conversations generated 118 00:04:02,335 --> 00:04:04,254 and the quality of the conversations being sent 119 00:04:04,254 --> 00:04:06,895 to the insurance companies. And so we're going 120 00:04:06,895 --> 00:04:08,574 to see the dividends pay off in the 121 00:04:08,574 --> 00:04:10,210 future as we start to see our denial 122 00:04:10,210 --> 00:04:12,129 rates go down and our reimbursement rates go 123 00:04:12,129 --> 00:04:14,050 up. So we're pretty happy and pretty excited 124 00:04:14,050 --> 00:04:15,510 with the results so far. 125 00:04:16,449 --> 00:04:18,290 That's amazing to hear. And, you know, what 126 00:04:18,290 --> 00:04:20,210 a great impact to have not only on 127 00:04:20,210 --> 00:04:23,444 the quality of care and the your, just 128 00:04:23,605 --> 00:04:25,444 satisfaction of teammates, but at the same time, 129 00:04:25,444 --> 00:04:27,305 you know, looking at the financial, 130 00:04:27,685 --> 00:04:29,925 impact as well. Throughout the process, was there 131 00:04:29,925 --> 00:04:32,564 anything that you were surprised by or something 132 00:04:32,564 --> 00:04:34,105 you had to pivot away from, 133 00:04:34,645 --> 00:04:35,845 as you were going through it all and, 134 00:04:35,845 --> 00:04:37,944 you know, trying to make this all work? 135 00:04:39,290 --> 00:04:40,650 You know, it's it's hard to say. I 136 00:04:40,650 --> 00:04:42,009 would say, you know, all change is hard. 137 00:04:42,009 --> 00:04:44,170 Right? Everyone talks about change management and how 138 00:04:44,170 --> 00:04:46,089 challenging it is. You know, nobody wants to 139 00:04:46,089 --> 00:04:48,089 change, so having to motivate people to change 140 00:04:48,089 --> 00:04:49,610 is always a challenge. But I guess I 141 00:04:49,610 --> 00:04:51,449 was really surprised at how phenomenal our team 142 00:04:51,449 --> 00:04:53,125 was when we got them all together. The 143 00:04:53,125 --> 00:04:55,045 people that we got together when they're choosing 144 00:04:55,045 --> 00:04:56,485 to to be on our centralized team were 145 00:04:56,485 --> 00:04:57,225 really just 146 00:04:57,605 --> 00:04:59,785 phenomenal in every aspect, both emotionally, 147 00:05:00,645 --> 00:05:01,145 intelligently, 148 00:05:01,685 --> 00:05:03,925 structurally. They they just really want to see 149 00:05:03,925 --> 00:05:06,240 the best work. We finally had a follow-up 150 00:05:06,240 --> 00:05:07,759 meeting with them about almost a year in 151 00:05:07,759 --> 00:05:09,279 in person meeting where we went through some 152 00:05:09,279 --> 00:05:12,399 more training, in person skills, some team building, 153 00:05:12,399 --> 00:05:13,300 etcetera, exercises, 154 00:05:13,759 --> 00:05:15,439 and really seeing how excited they were to 155 00:05:15,439 --> 00:05:17,120 be back in person again to meet everybody 156 00:05:17,120 --> 00:05:18,879 again. And most importantly, see the results of 157 00:05:18,879 --> 00:05:20,159 the work because the question I always get 158 00:05:20,159 --> 00:05:21,279 is, are we doing a good job? Are 159 00:05:21,279 --> 00:05:23,675 we making a difference? We're a small team 160 00:05:24,214 --> 00:05:26,935 impacting the operations of 11 facilities, the financial 161 00:05:26,935 --> 00:05:29,354 operations of 11 facilities. It's a huge deal. 162 00:05:29,415 --> 00:05:31,415 And so it's really great to see their 163 00:05:31,415 --> 00:05:33,334 interest, their excitement, the questions they ask are 164 00:05:33,334 --> 00:05:35,014 so spot on. Things sometimes we, as our 165 00:05:35,014 --> 00:05:36,879 leaders, don't even think about, which is so 166 00:05:36,879 --> 00:05:38,240 great to to be a part of that. 167 00:05:38,240 --> 00:05:39,599 And so I would say that I was 168 00:05:39,599 --> 00:05:41,439 really impressed how much it was embraced and 169 00:05:41,439 --> 00:05:42,259 how quickly 170 00:05:42,560 --> 00:05:44,319 they adapt to the the new opportunities and 171 00:05:44,319 --> 00:05:44,979 new challenges. 172 00:05:45,919 --> 00:05:47,360 Got it. That makes a lot of sense. 173 00:05:47,360 --> 00:05:48,720 You know? And it is really cool to 174 00:05:48,720 --> 00:05:50,479 hear that you have that type of culture 175 00:05:50,479 --> 00:05:52,474 that, you know, obviously, like you said, change 176 00:05:52,474 --> 00:05:54,714 is hard, but folks being able to willing 177 00:05:54,714 --> 00:05:56,314 to try it out and see how it 178 00:05:56,314 --> 00:05:58,794 goes and then seeing the benefits firsthand. Now 179 00:05:58,794 --> 00:06:00,235 looking ahead, what are some of the big 180 00:06:00,235 --> 00:06:02,154 priorities and headwinds that you're focused on for 181 00:06:02,154 --> 00:06:03,214 $20.20 cent? 182 00:06:03,970 --> 00:06:06,290 I think it's, you know, it's constant headwind 183 00:06:06,290 --> 00:06:07,490 you always get. Right? How do you do 184 00:06:07,490 --> 00:06:09,169 more with less? Surprised to say, you know, 185 00:06:09,169 --> 00:06:11,009 health care squeeze every which way possible. Right? 186 00:06:11,009 --> 00:06:14,129 The reimbursements are are stagnant. The the needs 187 00:06:14,129 --> 00:06:16,425 are greater. The the operational costs are greater. 188 00:06:16,664 --> 00:06:17,944 You know, how do you do more with 189 00:06:17,944 --> 00:06:19,464 less? This is always a constant problem that 190 00:06:19,464 --> 00:06:21,544 everyone faces in life, and health care is 191 00:06:21,544 --> 00:06:23,305 no different. And so, you know, how do 192 00:06:23,305 --> 00:06:25,944 we prioritize what we're gonna focus on next, 193 00:06:25,944 --> 00:06:27,464 and how do we get more done with 194 00:06:27,464 --> 00:06:28,985 the tools we do have? And so I'd 195 00:06:28,985 --> 00:06:31,064 say, you know, looking at the work we're 196 00:06:31,064 --> 00:06:32,879 doing, how can we reorganize 197 00:06:33,180 --> 00:06:33,839 some of 198 00:06:34,139 --> 00:06:36,060 the processes we've done to make the steps 199 00:06:36,060 --> 00:06:38,379 simpler and easier so that people are spending 200 00:06:38,379 --> 00:06:39,980 less time on task that may not have 201 00:06:39,980 --> 00:06:42,699 meaningful productivity on it, having make their jobs 202 00:06:42,699 --> 00:06:43,839 easier, more joyful, 203 00:06:44,220 --> 00:06:44,879 more productive, 204 00:06:45,339 --> 00:06:47,615 without distraction, meaning the quality or the regulatory 205 00:06:47,615 --> 00:06:48,754 requirements that we have. 206 00:06:49,694 --> 00:06:51,855 Absolutely. I think that's huge. And, you know, 207 00:06:52,175 --> 00:06:54,735 when you think about that simplification process of 208 00:06:54,735 --> 00:06:55,235 that, 209 00:06:55,935 --> 00:06:58,814 bring joy back into the work, that they're 210 00:06:58,814 --> 00:07:01,400 doing on every single day. What does that 211 00:07:01,400 --> 00:07:03,319 mean? How are you looking at that? Are 212 00:07:03,319 --> 00:07:05,819 are you doing certain upskills, or or technology 213 00:07:05,960 --> 00:07:08,120 come into play? What does that really look 214 00:07:08,120 --> 00:07:09,400 like, and how are you tackling some of 215 00:07:09,400 --> 00:07:11,639 those big, big things? Because, you know, it 216 00:07:11,720 --> 00:07:14,540 it's, that workforce challenge is something that everybody's 217 00:07:14,600 --> 00:07:15,285 faced with. 218 00:07:15,925 --> 00:07:17,685 Yeah. I think it's really tangible when you 219 00:07:17,685 --> 00:07:19,524 see it happening in in in live activity. 220 00:07:19,524 --> 00:07:21,605 And so I'll give an example. We do 221 00:07:21,605 --> 00:07:23,205 a lot of communicating with physicians on our 222 00:07:23,205 --> 00:07:25,045 team to try to improve the quality of 223 00:07:25,045 --> 00:07:26,884 documentation. So the the nurses will read through 224 00:07:26,884 --> 00:07:28,829 their charts and say, you know, I'm reading 225 00:07:28,829 --> 00:07:30,350 this stuff here. I need a little more 226 00:07:30,350 --> 00:07:31,949 information. Can you provide a little more context 227 00:07:31,949 --> 00:07:33,389 what you mean by this? You know, it 228 00:07:33,389 --> 00:07:34,430 sounds like you're trying to say this. Can 229 00:07:34,430 --> 00:07:36,189 you please help me understand what what's actually 230 00:07:36,189 --> 00:07:38,189 happening there? And when you see these conversations 231 00:07:38,189 --> 00:07:39,870 happen in real time, so for example, someone 232 00:07:39,870 --> 00:07:41,089 gets brought to the hospital 233 00:07:41,685 --> 00:07:43,764 and the documentation isn't really the quality we 234 00:07:43,764 --> 00:07:44,805 want it to be. Let's say it just 235 00:07:44,805 --> 00:07:46,485 has foot pain. And the nurse, 236 00:07:46,805 --> 00:07:48,404 reaches out and say, listen. It sounds like 237 00:07:48,404 --> 00:07:49,604 there's a really bad infection in the foot. 238 00:07:49,604 --> 00:07:51,125 It sounds like you're proposing they're going to 239 00:07:51,125 --> 00:07:53,125 the OR for an amputation for some loss, 240 00:07:53,125 --> 00:07:55,090 you know, some gangrene there. Is that what's 241 00:07:55,090 --> 00:07:56,930 happening? And the physician's like, well, yeah. This 242 00:07:56,930 --> 00:07:58,449 is what's going on here and there. And 243 00:07:58,449 --> 00:08:00,370 so, well, great. That's really important information, but 244 00:08:00,370 --> 00:08:01,889 it's not in the chart yet. Can you 245 00:08:01,889 --> 00:08:03,330 add to the medical records so we can 246 00:08:03,330 --> 00:08:05,650 understand your medical decision making? And can you 247 00:08:05,650 --> 00:08:07,730 update the diagnosis to be more inclusive and 248 00:08:07,730 --> 00:08:09,730 reflective and accurate of what you're actually concerned 249 00:08:09,730 --> 00:08:12,314 about? And then seeing those changes happen in 250 00:08:12,314 --> 00:08:14,875 real time motivates our staff really well, which 251 00:08:14,875 --> 00:08:16,314 gets them very excited. And then you see 252 00:08:16,314 --> 00:08:17,914 those dividends pay off later down the road. 253 00:08:17,914 --> 00:08:19,754 And so that's the kind of micro level 254 00:08:19,754 --> 00:08:21,454 of where it's happening, where it's super helpful. 255 00:08:21,754 --> 00:08:23,354 And the macro is we kinda watch all 256 00:08:23,354 --> 00:08:23,854 these 257 00:08:24,490 --> 00:08:26,089 opportunities or watching the two of them bounce 258 00:08:26,089 --> 00:08:27,610 off each other, our our teammates talking in 259 00:08:27,610 --> 00:08:29,449 real time even though they're remote, pay the 260 00:08:29,449 --> 00:08:31,769 best possible outcome. And we worked really hard 261 00:08:31,769 --> 00:08:33,610 on that. You know, really leveraging our wellness 262 00:08:33,610 --> 00:08:35,049 teams here at health and hospitals. We have 263 00:08:35,049 --> 00:08:35,629 a phenomenal, 264 00:08:36,250 --> 00:08:38,985 program here where we help train people, improving 265 00:08:38,985 --> 00:08:41,544 their skills, communications of softer skills that are 266 00:08:41,544 --> 00:08:43,785 so vital and important to being successful, and 267 00:08:43,785 --> 00:08:45,384 it's really been a a great transition and 268 00:08:45,384 --> 00:08:46,684 and watching this team grow. 269 00:08:47,225 --> 00:08:48,664 I love that. Thank you for explaining a 270 00:08:48,664 --> 00:08:50,345 bit deeper there. I mean, you paint such 271 00:08:50,345 --> 00:08:52,549 a clear picture of, you know, that process, 272 00:08:52,549 --> 00:08:53,750 how you've been able to tide it up, 273 00:08:53,750 --> 00:08:55,590 and then the rewards that each side is 274 00:08:55,590 --> 00:08:56,889 seeing. So that's amazing. 275 00:08:57,509 --> 00:08:58,710 What do you think the hardest thing you'll 276 00:08:58,710 --> 00:09:00,169 have to do in the coming year will 277 00:09:00,710 --> 00:09:02,470 You know, it's probably always about picking and 278 00:09:02,470 --> 00:09:04,230 choosing what you can get done, where you 279 00:09:04,230 --> 00:09:06,315 prioritize your efforts. We're all finite in our 280 00:09:06,394 --> 00:09:08,634 time and energy and opportunities we can get 281 00:09:08,634 --> 00:09:10,075 done. So how do you pick the ones 282 00:09:10,075 --> 00:09:12,095 that have the most value for the organization? 283 00:09:12,955 --> 00:09:13,995 You know, I see a lot of stuff 284 00:09:13,995 --> 00:09:15,514 with AI coming down the pipeline. I think 285 00:09:15,514 --> 00:09:17,355 people talk about AI a lot. Oh, what's 286 00:09:17,355 --> 00:09:18,715 gonna take jobs? Is this gonna do this? 287 00:09:18,715 --> 00:09:19,799 Is this gonna do that? And I think 288 00:09:19,799 --> 00:09:21,559 that's really not the right assessment of it. 289 00:09:21,559 --> 00:09:22,759 I think the question we have to ask 290 00:09:22,759 --> 00:09:23,659 ourselves is 291 00:09:24,039 --> 00:09:25,399 how can we use it to make our 292 00:09:25,399 --> 00:09:27,879 jobs better and higher quality? You know, I 293 00:09:27,879 --> 00:09:29,200 I don't think it's gonna take anyone's job. 294 00:09:29,200 --> 00:09:30,679 I think it's gonna what it's gonna do 295 00:09:30,679 --> 00:09:32,039 is allow you to be better at your 296 00:09:32,039 --> 00:09:33,240 job. You know, there's a lot of our 297 00:09:33,240 --> 00:09:34,379 jobs that are just 298 00:09:34,784 --> 00:09:37,424 tedious, minutia that doesn't really produce anything, but 299 00:09:37,424 --> 00:09:39,024 it's necessary to get the job done. So, 300 00:09:39,024 --> 00:09:39,684 for example, 301 00:09:40,144 --> 00:09:42,225 if I have to summarize a document, you 302 00:09:42,225 --> 00:09:43,504 know, you spend a lot of time looking 303 00:09:43,504 --> 00:09:45,264 for the information you need in the document 304 00:09:45,264 --> 00:09:47,350 rather than being sent that information. So if 305 00:09:47,350 --> 00:09:48,789 I have to assemble the criticality of a 306 00:09:48,789 --> 00:09:50,389 patient and say, alright. This patient is critically 307 00:09:50,389 --> 00:09:52,070 ill, then it's us to take x y 308 00:09:52,070 --> 00:09:53,990 z care. You know, really helpful is having 309 00:09:53,990 --> 00:09:56,389 those abnormal vital signs, having those abnormal imaging 310 00:09:56,389 --> 00:09:56,889 findings. 311 00:09:57,350 --> 00:09:59,029 I don't need a computer to tell me 312 00:09:59,029 --> 00:10:00,524 and interpret the data. I need to give 313 00:10:00,524 --> 00:10:01,804 it to me so I can have a 314 00:10:01,804 --> 00:10:03,964 human who's highly trained at this to make 315 00:10:03,964 --> 00:10:06,365 the best interpretation possible. And that's where I 316 00:10:06,365 --> 00:10:07,904 find it super exciting because 317 00:10:08,284 --> 00:10:10,284 I I we've dabbled a little bit and 318 00:10:10,284 --> 00:10:12,524 you can really see where when the data 319 00:10:12,524 --> 00:10:14,790 gets pushed to you, how much more productive 320 00:10:15,009 --> 00:10:17,649 the person can be at getting the the 321 00:10:17,649 --> 00:10:20,309 the the the documentation done, finished, and strengthened 322 00:10:20,370 --> 00:10:21,350 in high quality 323 00:10:21,730 --> 00:10:23,170 because they have all the tools where they're 324 00:10:23,170 --> 00:10:24,930 trying to succeed rather than have to go 325 00:10:24,930 --> 00:10:26,450 through rows and rows and rows of flow 326 00:10:26,450 --> 00:10:28,389 sheets to find what they're looking for. 327 00:10:29,304 --> 00:10:30,745 Got it. That makes a lot of sense 328 00:10:30,745 --> 00:10:33,325 and, really cool to have the those opportunities. 329 00:10:33,384 --> 00:10:35,144 And it seems like a very seamless way 330 00:10:35,144 --> 00:10:37,384 you put together, you know, the technology, the 331 00:10:37,384 --> 00:10:39,384 AI with the human workforce working on the 332 00:10:39,384 --> 00:10:41,990 top of their abilities and making that analysis, 333 00:10:43,009 --> 00:10:44,629 in in in bringing their skills, 334 00:10:45,330 --> 00:10:47,669 to the table in that regard. And so, 335 00:10:47,889 --> 00:10:50,610 it seems like, you know, a very strong 336 00:10:50,610 --> 00:10:52,529 way and in great use case for AI 337 00:10:52,529 --> 00:10:53,509 within the workplace. 338 00:10:54,524 --> 00:10:56,445 Yeah. It's it's really a fun journey, especially 339 00:10:56,445 --> 00:10:57,644 seeing where we can adapt it for the 340 00:10:57,644 --> 00:10:59,485 next level. You know, we have some great 341 00:10:59,485 --> 00:11:01,565 products, some great tools, some great workflows we're 342 00:11:01,565 --> 00:11:03,884 doing right now. And the the issues we 343 00:11:03,884 --> 00:11:05,164 have to get out of the silo mentality 344 00:11:05,164 --> 00:11:06,699 and look across the aisle and say, what 345 00:11:06,699 --> 00:11:09,100 else is everyone else working on that's similar 346 00:11:09,100 --> 00:11:10,860 ish nature to what I'm working on? Then 347 00:11:10,860 --> 00:11:12,620 we can just kinda pivot a little bit 348 00:11:12,620 --> 00:11:13,980 and adapt, and then you can use the 349 00:11:13,980 --> 00:11:15,820 same process that we're using here. I think 350 00:11:15,820 --> 00:11:17,579 too often we're quick to kinda reinvent, and 351 00:11:17,579 --> 00:11:19,100 too often we're quick to start from the 352 00:11:19,100 --> 00:11:21,904 beginning when, you know, a colleague right across 353 00:11:21,904 --> 00:11:23,745 the aisle might have what you need right 354 00:11:23,745 --> 00:11:25,184 there and you're not aware of it. So 355 00:11:25,184 --> 00:11:26,985 sharing these resources, that's why I'm really excited 356 00:11:26,985 --> 00:11:28,464 to be on this podcast. I'm really excited 357 00:11:28,464 --> 00:11:30,065 to come out to the the conference in 358 00:11:30,065 --> 00:11:32,464 April and present is to share these ideas 359 00:11:32,464 --> 00:11:34,779 and concepts because I think together, we can 360 00:11:34,779 --> 00:11:37,019 work stronger and and smarter and not necessarily 361 00:11:37,019 --> 00:11:38,139 have to work harder to get where we 362 00:11:38,139 --> 00:11:38,879 wanna be. 363 00:11:39,419 --> 00:11:41,179 Absolutely. And, you know, we're thrilled that you'll 364 00:11:41,179 --> 00:11:42,620 be able to speak at the event. It'll 365 00:11:42,620 --> 00:11:45,179 be such a an amazing opportunity to share 366 00:11:45,179 --> 00:11:47,845 between leaders across the country. And, you know, 367 00:11:47,845 --> 00:11:50,485 everyone's tackling the same problems and challenges, and 368 00:11:50,485 --> 00:11:52,725 so to see the variety of solutions that 369 00:11:52,725 --> 00:11:54,004 are coming up and to have this, you 370 00:11:54,004 --> 00:11:56,664 know, real life case studies is so beneficial. 371 00:11:57,044 --> 00:11:59,044 And, you know, speaking of all of this, 372 00:11:59,044 --> 00:12:00,565 how are you thinking about growth in the 373 00:12:00,565 --> 00:12:02,004 coming year? What does that look like for 374 00:12:02,004 --> 00:12:02,460 you? 375 00:12:03,179 --> 00:12:05,500 You know, I've always described this idea of 376 00:12:05,500 --> 00:12:07,259 how do you do more with less. I 377 00:12:07,259 --> 00:12:08,860 remember reading a business book back in the 378 00:12:08,860 --> 00:12:10,320 day about one of these organizations 379 00:12:10,940 --> 00:12:12,860 that taught its people how to take less 380 00:12:12,860 --> 00:12:14,059 steps in the day to get the job 381 00:12:14,059 --> 00:12:15,485 done that they want to do. You know, 382 00:12:15,485 --> 00:12:17,565 I I think it was the, UPS model 383 00:12:17,565 --> 00:12:18,625 or something about the drivers 384 00:12:19,004 --> 00:12:21,345 walking one less step per package delivery, 385 00:12:21,725 --> 00:12:23,404 because they're more efficient. And so, you know, 386 00:12:23,404 --> 00:12:24,524 that may not seem like a lot for 387 00:12:24,524 --> 00:12:26,284 one person, but when you're factoring by 20 388 00:12:26,284 --> 00:12:28,845 people working twenty four seven by the thousands 389 00:12:28,845 --> 00:12:31,160 of charts they're doing, Those little pieces add 390 00:12:31,160 --> 00:12:33,179 up, and so how can I remove unnecessary 391 00:12:33,320 --> 00:12:34,860 work that provides no productivity 392 00:12:35,240 --> 00:12:36,600 to kind of pivot and make them stronger 393 00:12:36,600 --> 00:12:37,799 and greater? And that's kind of the thing 394 00:12:37,799 --> 00:12:39,480 the goals next is where are the ways 395 00:12:39,480 --> 00:12:40,679 we can kinda cut down? Where are the 396 00:12:40,679 --> 00:12:43,000 things we're doing for no really good reason 397 00:12:43,000 --> 00:12:45,684 just because historically we've done it, You know? 398 00:12:45,684 --> 00:12:46,804 This is just the way it's always been 399 00:12:46,804 --> 00:12:47,924 done. How can we change some of those 400 00:12:47,924 --> 00:12:49,924 patterns and behaviors or or really look into 401 00:12:49,924 --> 00:12:51,445 what are the regular what are the regulatory 402 00:12:51,445 --> 00:12:53,125 rules? What are the compliance rules? What are 403 00:12:53,125 --> 00:12:55,284 the actual payrolls that require us? And let's 404 00:12:55,284 --> 00:12:57,044 focus on that and that we think some 405 00:12:57,044 --> 00:12:58,565 of it might be. What what do people 406 00:12:58,565 --> 00:13:00,245 really need and want, and how do we 407 00:13:00,245 --> 00:13:02,540 meet them there without spending time on efforts 408 00:13:02,540 --> 00:13:04,860 that are are not valuable that we just 409 00:13:04,860 --> 00:13:06,399 have been doing because of this habit? 410 00:13:07,179 --> 00:13:08,940 That makes a lot of sense. Well, doctor 411 00:13:08,940 --> 00:13:10,540 Moskovitz, thank you so much for joining us 412 00:13:10,540 --> 00:13:12,540 on our podcast today. This has been an 413 00:13:12,540 --> 00:13:14,540 amazing discussion, and it'll be great to catch 414 00:13:14,540 --> 00:13:16,540 up at the annual meeting and see you 415 00:13:16,540 --> 00:13:18,403 there. Thank you so much. I appreciate you 416 00:13:18,403 --> 00:13:19,063 having me.