1 00:00:00,080 --> 00:00:02,319 Welcome to Becker's Healthcare Podcast. I'm Chris Sosa, 2 00:00:02,319 --> 00:00:03,839 your host. And I'm thrilled to be joined 3 00:00:03,839 --> 00:00:05,839 by Ben Goodstein. He is vice president and 4 00:00:05,839 --> 00:00:08,500 chief ambulatory officer of Dayton Children's Hospital 5 00:00:08,800 --> 00:00:11,359 and president of Dayton Children's Specialty Physicians. Ben, 6 00:00:11,359 --> 00:00:13,439 thank you for joining us today. Thanks, Chris. 7 00:00:13,439 --> 00:00:15,974 Great to see you. Yeah. Likewise. So glad 8 00:00:15,974 --> 00:00:17,494 to have you on. So for those in 9 00:00:17,494 --> 00:00:19,254 our audience who maybe are not too familiar 10 00:00:19,254 --> 00:00:21,335 with yourself and Dayton Children's, could you give 11 00:00:21,335 --> 00:00:23,335 us a little bit about both? Sure. We're 12 00:00:23,335 --> 00:00:26,214 about a 230 bed children's hospital, one of 13 00:00:26,214 --> 00:00:28,359 the six smallest in the country. We are 14 00:00:28,359 --> 00:00:30,039 on the most competitive market in the world 15 00:00:30,039 --> 00:00:31,719 when it comes to pediatrics. There are six 16 00:00:31,719 --> 00:00:33,899 other pediatric hospitals in the state of Ohio 17 00:00:34,119 --> 00:00:36,439 and two in Indianapolis that that are all 18 00:00:36,439 --> 00:00:37,159 part of our, 19 00:00:37,799 --> 00:00:39,179 our our region, 20 00:00:39,799 --> 00:00:40,965 for health care for kids. 21 00:00:41,604 --> 00:00:42,804 And it makes us a very, 22 00:00:43,204 --> 00:00:46,005 unique hospital amongst them as one of the 23 00:00:46,005 --> 00:00:48,725 only stand alone independent children's hospitals that's that 24 00:00:48,725 --> 00:00:49,225 small. 25 00:00:50,244 --> 00:00:51,465 Thank you, Ben. So 26 00:00:51,924 --> 00:00:53,844 before we get into 2026, 27 00:00:53,844 --> 00:00:56,505 let's look a little bit back at 2025. 28 00:00:57,100 --> 00:00:58,700 So looking at that year, what would you 29 00:00:58,700 --> 00:01:00,799 say is the most important initiative you led? 30 00:01:01,020 --> 00:01:02,859 Just give us a bit about, the results 31 00:01:02,859 --> 00:01:04,799 that happened and how the whole project evolved. 32 00:01:04,939 --> 00:01:06,219 It could be more than one, but, you 33 00:01:06,219 --> 00:01:08,219 know, let's start with one. So I I 34 00:01:08,219 --> 00:01:10,125 would I would start off with behavioral health. 35 00:01:10,364 --> 00:01:12,284 We're we're investing about a $180,000,000 36 00:01:12,284 --> 00:01:13,504 into behavioral health. 37 00:01:13,965 --> 00:01:16,605 In August 3 on August 13, we, opened 38 00:01:16,605 --> 00:01:18,224 up our new behavioral health hospital, 39 00:01:18,604 --> 00:01:21,025 which is a standalone 48 bed hospital 40 00:01:21,405 --> 00:01:23,564 with a 12 bed crisis center, a day 41 00:01:23,564 --> 00:01:24,545 treatment program, 42 00:01:24,909 --> 00:01:27,329 a bridge program, psychiatry, and psychology. 43 00:01:28,189 --> 00:01:29,730 So, basically, the entire 44 00:01:31,310 --> 00:01:33,709 behavioral health network is in that building, which 45 00:01:33,709 --> 00:01:34,370 is fantastic. 46 00:01:34,909 --> 00:01:36,769 At the same time, we started redistributing 47 00:01:37,150 --> 00:01:37,650 therapists 48 00:01:38,189 --> 00:01:39,890 throughout our region and beyond, 49 00:01:40,834 --> 00:01:41,334 specifically 50 00:01:41,795 --> 00:01:44,355 linking them up with our other nine 19 51 00:01:44,355 --> 00:01:46,594 or 20 offsites that we have so that 52 00:01:46,594 --> 00:01:49,495 the families could, access that that therapy 53 00:01:49,954 --> 00:01:52,115 outside of the main campus in in their 54 00:01:52,115 --> 00:01:52,615 communities. 55 00:01:53,290 --> 00:01:55,609 A huge opportunity for us to to engage 56 00:01:55,609 --> 00:01:56,269 the community. 57 00:01:56,569 --> 00:01:59,530 We got some state funding, about $25,000,000 58 00:01:59,530 --> 00:02:01,869 of the building was funded by the state. 59 00:02:02,090 --> 00:02:03,469 And then the Mateel family, 60 00:02:03,930 --> 00:02:05,894 the previous owners of Vimes Dog Food, 61 00:02:06,375 --> 00:02:07,575 gave us a $10,000,000 62 00:02:07,575 --> 00:02:09,435 grant, which was really beneficial. 63 00:02:10,055 --> 00:02:11,414 So the name of the building is the 64 00:02:11,414 --> 00:02:13,275 Mathieu Center for Health and Wellness, 65 00:02:14,614 --> 00:02:17,175 and and we couldn't do this without without 66 00:02:17,175 --> 00:02:18,240 donors like them. 67 00:02:18,960 --> 00:02:21,200 Since we opened in August, we expected a 68 00:02:21,200 --> 00:02:23,760 slow ramp up. We've been at 90% or 69 00:02:23,760 --> 00:02:26,879 95% capacity since the day we opened. That 70 00:02:26,879 --> 00:02:28,819 is primarily in our inpatient units. 71 00:02:29,360 --> 00:02:31,280 We're open to 30 beds at this point. 72 00:02:31,280 --> 00:02:33,760 We expect to open the other 18 beds 73 00:02:33,760 --> 00:02:34,875 in the next two months. 74 00:02:35,495 --> 00:02:38,074 The the need for this kind of care 75 00:02:38,534 --> 00:02:41,275 has definitely outpaced what expectations were. 76 00:02:41,735 --> 00:02:43,754 And really import more importantly, 77 00:02:44,455 --> 00:02:47,194 we're serving a a unique population of kids, 78 00:02:47,414 --> 00:02:49,810 and that strategy has really paid off for 79 00:02:49,810 --> 00:02:51,430 the community as a whole. 80 00:02:51,969 --> 00:02:53,729 Some of the benefits from that is the 81 00:02:53,729 --> 00:02:56,610 payer mix on the inpatient unit is, about 82 00:02:56,610 --> 00:02:58,290 a fifty fifty split, but we're able to 83 00:02:58,290 --> 00:03:00,210 be profitable on that unit, which helps us 84 00:03:00,210 --> 00:03:02,129 fund some of the other things we do 85 00:03:02,129 --> 00:03:03,705 in our behavioral health network. 86 00:03:04,264 --> 00:03:06,585 Some of those things include integrated primary care 87 00:03:06,585 --> 00:03:08,925 with behavioral health, where we have a psychologist 88 00:03:09,064 --> 00:03:10,985 and a psychiatrist go into a primary care 89 00:03:10,985 --> 00:03:11,485 practice, 90 00:03:11,944 --> 00:03:13,705 teach up some of the providers on how 91 00:03:13,705 --> 00:03:16,604 to manage low level issues with mental health, 92 00:03:16,740 --> 00:03:18,900 and then provide a therapist in their clinic 93 00:03:18,900 --> 00:03:20,819 two to three days a week to do 94 00:03:20,819 --> 00:03:22,980 local therapy, for any of those kids that 95 00:03:22,980 --> 00:03:24,520 we can manage in their clinic, 96 00:03:24,980 --> 00:03:27,379 to keep the kids away from the hospitals 97 00:03:27,379 --> 00:03:29,985 and hopefully out of the inpatient world. Our 98 00:03:29,985 --> 00:03:33,025 readmission rates in that behavioral health, 48 bed 99 00:03:33,025 --> 00:03:35,745 unit right now is less than twelve percent, 100 00:03:35,745 --> 00:03:37,905 which is really good for behavioral health, and 101 00:03:37,905 --> 00:03:39,105 a lot of that has to do with 102 00:03:39,105 --> 00:03:40,885 the advanced services and the relationships 103 00:03:41,520 --> 00:03:43,860 we have with other mental health community partners, 104 00:03:44,560 --> 00:03:46,879 along with our services. So when a kid 105 00:03:46,879 --> 00:03:49,360 leaves our unit, we warm hand off them 106 00:03:49,360 --> 00:03:51,219 to some type of therapist, 107 00:03:51,680 --> 00:03:52,900 psychologists, psychiatrists, 108 00:03:54,000 --> 00:03:56,080 LASW, or LPCC. So that would be the 109 00:03:56,080 --> 00:03:57,224 biggest thing we did last 110 00:03:57,784 --> 00:04:00,745 last year. That's certainly huge, Ben. Congratulations to 111 00:04:00,745 --> 00:04:02,825 you and the whole organization on putting all 112 00:04:02,825 --> 00:04:03,564 that together. 113 00:04:04,025 --> 00:04:05,564 Let me ask you, though. When you're 114 00:04:06,185 --> 00:04:08,125 launching such a enormously 115 00:04:08,905 --> 00:04:09,405 important 116 00:04:10,025 --> 00:04:12,045 project, what's something you've learned 117 00:04:13,090 --> 00:04:14,629 going through that whole process? 118 00:04:15,489 --> 00:04:17,169 Yeah. I I think the biggest thing we 119 00:04:17,169 --> 00:04:20,310 learned is when you move patients from one 120 00:04:20,529 --> 00:04:21,029 hospital 121 00:04:21,729 --> 00:04:23,970 in the same system to another hospital that's 122 00:04:23,970 --> 00:04:26,289 separate from the main building, there is a 123 00:04:26,289 --> 00:04:28,550 lot of challenges that we did not necessarily 124 00:04:29,785 --> 00:04:31,785 were apprised of. We even had a transition 125 00:04:31,785 --> 00:04:33,084 company that came in, 126 00:04:33,384 --> 00:04:35,805 Yellowbrick, to to help support us through that. 127 00:04:36,345 --> 00:04:38,105 But we put a crisis center over there, 128 00:04:38,105 --> 00:04:39,725 and that's a level b ED. 129 00:04:40,665 --> 00:04:42,824 And the number of transfers is one of 130 00:04:42,824 --> 00:04:44,160 the things we didn't expect. 131 00:04:44,879 --> 00:04:46,480 Some of these count kids come in with 132 00:04:46,480 --> 00:04:49,139 medical conditions as well as behavioral health conditions, 133 00:04:49,519 --> 00:04:52,080 and transferring back and forth between the hospital 134 00:04:52,080 --> 00:04:53,220 and this this unit 135 00:04:54,160 --> 00:04:55,839 was a big struggle. I think in the 136 00:04:55,839 --> 00:04:58,000 first forty five days, we had over 200 137 00:04:58,000 --> 00:04:58,500 transfers. 138 00:04:59,324 --> 00:05:01,185 So that was not something we expected. 139 00:05:01,564 --> 00:05:03,725 We've since figured that out, and did some 140 00:05:03,725 --> 00:05:04,545 more streamlining. 141 00:05:05,165 --> 00:05:07,165 A lot of this stems from when a 142 00:05:07,165 --> 00:05:08,384 patient's in our ED, 143 00:05:08,845 --> 00:05:11,485 we were discharging them and readmitting them over 144 00:05:11,485 --> 00:05:14,350 in this other location, and what we needed 145 00:05:14,350 --> 00:05:16,290 to do was a transfer. But it's just 146 00:05:16,350 --> 00:05:18,990 working through that that that process and understanding 147 00:05:18,990 --> 00:05:21,150 that we're never gonna be perfect at this. 148 00:05:21,150 --> 00:05:23,089 We're not supposed to be perfect at this, 149 00:05:23,629 --> 00:05:25,625 but we're learning and and and and moving 150 00:05:25,625 --> 00:05:27,625 forward positively from each one of these little 151 00:05:27,625 --> 00:05:28,845 hiccups that we've found. 152 00:05:29,225 --> 00:05:32,045 Yeah. Certainly. Constant improvement is is an admirable 153 00:05:32,105 --> 00:05:33,464 goal and probably the best one you can 154 00:05:33,464 --> 00:05:35,064 hope for in those sort of settings. But, 155 00:05:35,064 --> 00:05:36,365 yeah, I'm glad things are 156 00:05:36,665 --> 00:05:39,225 are improving on that end. Alright. Ben, let's 157 00:05:39,225 --> 00:05:42,220 take this opportunity now to look ahead. So 158 00:05:42,220 --> 00:05:44,620 what would you say are the biggest priorities 159 00:05:44,620 --> 00:05:47,100 and headwinds you're focused on for this year? 160 00:05:47,100 --> 00:05:48,699 A little bit into '26, but still a 161 00:05:48,699 --> 00:05:50,699 lot to go. And any tailwinds you might 162 00:05:50,699 --> 00:05:53,439 be, looking forward to having boost you. 163 00:05:54,034 --> 00:05:55,394 Yeah. So I would say a couple things. 164 00:05:55,394 --> 00:05:56,995 Some of the biggest priorities right now is 165 00:05:56,995 --> 00:05:58,055 workforce management, 166 00:05:58,595 --> 00:06:00,214 specifically around subspecialty 167 00:06:00,834 --> 00:06:01,334 providers 168 00:06:01,954 --> 00:06:03,634 and making sure that we have a strong 169 00:06:03,634 --> 00:06:05,254 mayor and power plan that supports, 170 00:06:06,354 --> 00:06:08,675 the recruitment and retention of those providers. I 171 00:06:08,675 --> 00:06:10,959 think the retention is the most important thing. 172 00:06:11,660 --> 00:06:13,500 For the last five years at Dayton Children's, 173 00:06:13,500 --> 00:06:15,680 our medical group, which is Dayton Children's specialty 174 00:06:16,699 --> 00:06:17,199 physicians, 175 00:06:18,139 --> 00:06:21,180 our our engagement rates ranged from 96.5 176 00:06:21,180 --> 00:06:22,160 to 98 177 00:06:22,354 --> 00:06:24,274 for the last six years, and we received 178 00:06:24,274 --> 00:06:26,214 the AMA Gold Award for engagement, 179 00:06:26,595 --> 00:06:28,694 for our providers in 2025. 180 00:06:28,754 --> 00:06:30,914 It's a very prestigious award. I think we're 181 00:06:30,914 --> 00:06:33,954 one of maybe a handful of pediatric hospitals 182 00:06:33,954 --> 00:06:36,274 that even received the award. We're the only 183 00:06:36,274 --> 00:06:37,875 one in the state of Ohio to receive 184 00:06:37,875 --> 00:06:39,779 it, And it's really kudos to the way 185 00:06:39,779 --> 00:06:41,779 that we have done our engagement with our 186 00:06:41,779 --> 00:06:42,279 providers, 187 00:06:42,660 --> 00:06:43,800 focusing on wellness, 188 00:06:44,259 --> 00:06:47,379 focusing on, what we call pajama time, making 189 00:06:47,379 --> 00:06:49,060 sure that we give them all the AI 190 00:06:49,060 --> 00:06:51,560 tools necessary for them to be wildly successful. 191 00:06:51,975 --> 00:06:52,475 So 192 00:06:53,574 --> 00:06:55,334 those are some of the big priorities we're 193 00:06:55,334 --> 00:06:57,735 gonna be focusing on. And then, obviously, some 194 00:06:57,735 --> 00:06:59,435 of the the staff 195 00:07:00,375 --> 00:07:02,694 positions are also gonna be really important. We're 196 00:07:02,694 --> 00:07:05,339 struggling with pharmacy techs, surgical techs, 197 00:07:05,740 --> 00:07:08,959 respiratory therapists, x-ray techs, ultrasound techs. 198 00:07:09,419 --> 00:07:11,419 So that that that category of, 199 00:07:12,220 --> 00:07:14,699 highly educated technologists are gonna be a big 200 00:07:14,699 --> 00:07:17,579 priority as we continue to focus moving forward. 201 00:07:17,579 --> 00:07:20,079 And, obviously, our nursing partners. Our nursing partners 202 00:07:20,254 --> 00:07:22,574 are gonna continue to be really difficult positions 203 00:07:22,574 --> 00:07:23,235 to fill, 204 00:07:23,774 --> 00:07:25,774 but we're excited that we have the engagement 205 00:07:25,774 --> 00:07:27,534 that we have. So Dayton Children's at Press 206 00:07:27,534 --> 00:07:28,034 County, 207 00:07:28,414 --> 00:07:30,894 we received a 4.78 208 00:07:30,894 --> 00:07:33,055 out of a five for leadership index, which 209 00:07:33,055 --> 00:07:34,354 is really, really strong. 210 00:07:34,810 --> 00:07:36,330 And I think that kind of culture and 211 00:07:36,330 --> 00:07:37,949 that kind of relationships really 212 00:07:38,490 --> 00:07:39,949 have moved us forward. 213 00:07:40,410 --> 00:07:42,009 I think some of the headwinds that we've 214 00:07:42,009 --> 00:07:44,029 been focused on is primary care alignment. 215 00:07:44,569 --> 00:07:46,350 Primary care has really helped drive 216 00:07:46,774 --> 00:07:49,335 a better clinical quality for the children in 217 00:07:49,335 --> 00:07:49,995 this region. 218 00:07:51,014 --> 00:07:53,415 Not necessarily everyone is owned, but we definitely 219 00:07:53,415 --> 00:07:56,134 have collaborating agreements for a majority of those 220 00:07:56,134 --> 00:07:57,194 pediatric practices. 221 00:07:57,654 --> 00:07:59,735 And that just helps align them with the 222 00:07:59,735 --> 00:08:00,875 the the subspecialists 223 00:08:01,939 --> 00:08:05,000 in the same organization and not having to, 224 00:08:05,060 --> 00:08:06,980 you know, fax a result for or this 225 00:08:06,980 --> 00:08:09,620 one and then send a referral via email 226 00:08:09,620 --> 00:08:11,540 for this one. It really just kinda streamlines 227 00:08:11,540 --> 00:08:12,759 how we run our operations, 228 00:08:13,220 --> 00:08:14,839 which benefits the kids significantly. 229 00:08:15,834 --> 00:08:17,915 The second part of that primary care is 230 00:08:17,915 --> 00:08:19,675 access to primary care and making sure that 231 00:08:19,675 --> 00:08:21,134 we have access to the subspecialists. 232 00:08:21,754 --> 00:08:23,514 So I think those two headwinds have really 233 00:08:23,514 --> 00:08:25,435 helped us focus on what we need to 234 00:08:25,435 --> 00:08:26,954 do for 2026. 235 00:08:26,954 --> 00:08:28,875 So to summarize that, I would say, we 236 00:08:28,875 --> 00:08:31,194 need to focus on recruitment and retention of 237 00:08:31,194 --> 00:08:33,730 the staff that we have, recruitment and retention 238 00:08:33,730 --> 00:08:34,470 of the providers, 239 00:08:35,009 --> 00:08:37,169 and leveraging our APPs to the best of 240 00:08:37,169 --> 00:08:39,190 our ability to support the subspecialists, 241 00:08:40,129 --> 00:08:41,970 and then lastly, making sure that we have 242 00:08:41,970 --> 00:08:42,710 good access, 243 00:08:43,490 --> 00:08:45,845 across our spectrum of care so that the 244 00:08:45,845 --> 00:08:48,024 families in Dayton stay in the Dayton region. 245 00:08:48,805 --> 00:08:50,325 Makes sense, Ben. It sounds like you have 246 00:08:50,325 --> 00:08:52,165 a really good foundation on which to build 247 00:08:52,165 --> 00:08:54,245 and and retain and engage that staff as 248 00:08:54,245 --> 00:08:56,184 difficult to task as that might be, 249 00:08:56,565 --> 00:08:58,745 not just for yourself, but other organizations. 250 00:09:00,519 --> 00:09:02,919 Along those lines, Ben, so what would you 251 00:09:02,919 --> 00:09:04,839 say is the hardest thing you have to 252 00:09:04,839 --> 00:09:05,339 do 253 00:09:05,959 --> 00:09:07,879 this coming year? Doesn't mean you're not looking 254 00:09:07,879 --> 00:09:09,959 forward to it, but it just means that 255 00:09:09,959 --> 00:09:11,639 you're gonna have to have a really special 256 00:09:11,639 --> 00:09:14,335 level of focus to accomplish it. Sure. It's 257 00:09:14,335 --> 00:09:14,835 budget. 258 00:09:15,695 --> 00:09:16,195 Okay. 259 00:09:16,575 --> 00:09:18,095 I think it's gonna be a challenge this 260 00:09:18,095 --> 00:09:20,514 year with budget across the across all organizations. 261 00:09:21,055 --> 00:09:22,995 There's a lot of things going on politically 262 00:09:23,055 --> 00:09:25,134 that could impact our budgets at a state 263 00:09:25,134 --> 00:09:27,295 level and a federal level. So I think 264 00:09:27,295 --> 00:09:28,830 that that's gonna be one of the hardest 265 00:09:28,830 --> 00:09:30,110 things we're gonna have to try to manage 266 00:09:30,110 --> 00:09:31,410 to the best of our ability 267 00:09:31,790 --> 00:09:34,029 in the coming year. Couple things that affect 268 00:09:34,029 --> 00:09:35,710 that is, you know, what's gonna happen at 269 00:09:35,710 --> 00:09:37,470 the federal level with three forty b and 270 00:09:37,470 --> 00:09:39,250 whether that's a successful program 271 00:09:39,629 --> 00:09:41,549 to stay in the in in the hospitals 272 00:09:41,549 --> 00:09:43,964 or whether that's gonna get parsed out to 273 00:09:43,964 --> 00:09:44,705 our state. 274 00:09:45,245 --> 00:09:47,004 And then some other options that that are 275 00:09:47,004 --> 00:09:49,725 gonna be a challenge for us is the 276 00:09:49,725 --> 00:09:52,284 the Medicaid and Medicare reimbursement rates and and 277 00:09:52,284 --> 00:09:53,184 where they stand. 278 00:09:53,565 --> 00:09:55,085 Some other things that are gonna be aligned 279 00:09:55,085 --> 00:09:56,419 with that is we only have x amount 280 00:09:56,419 --> 00:09:58,500 of dollars for capital. And at the rate 281 00:09:58,500 --> 00:10:00,660 that we're recruiting docs, we're running out of 282 00:10:00,660 --> 00:10:01,160 capital 283 00:10:01,539 --> 00:10:04,019 pretty fast pace. So I don't think that 284 00:10:04,019 --> 00:10:05,860 there are insurmountable things, but there are definitely 285 00:10:05,860 --> 00:10:07,799 gonna be challenges in the coming year. 286 00:10:08,975 --> 00:10:10,674 Understood. So finally, Ben, 287 00:10:11,054 --> 00:10:12,735 you mentioned some of the programs that you 288 00:10:12,735 --> 00:10:14,595 have going on where you've been able to 289 00:10:14,735 --> 00:10:17,375 expand and and access to care at Dayton 290 00:10:17,375 --> 00:10:17,875 Children's. 291 00:10:19,215 --> 00:10:20,654 From here on out, what do you see 292 00:10:20,654 --> 00:10:22,809 as the best opportunities for growth at in 293 00:10:22,809 --> 00:10:24,269 your organization? Could be the next 294 00:10:24,649 --> 00:10:27,450 six months, three years, five years, whatever timeline 295 00:10:27,450 --> 00:10:29,769 you feel is appropriate that you're looking forward 296 00:10:29,769 --> 00:10:31,690 right to right now. Yeah. So I I 297 00:10:31,690 --> 00:10:33,529 would say the biggest opportunities for growth is 298 00:10:33,529 --> 00:10:35,210 that we're gonna have a new c suite 299 00:10:35,210 --> 00:10:37,975 leader in the next year. So making sure 300 00:10:37,975 --> 00:10:40,475 that there's clear alignment with that new leader, 301 00:10:40,615 --> 00:10:42,794 making sure that our culture is protected, 302 00:10:43,574 --> 00:10:45,914 and that culture is about engagement and trust. 303 00:10:46,615 --> 00:10:48,554 And then focusing on our core, 304 00:10:49,334 --> 00:10:50,954 market competitive specialties, 305 00:10:52,029 --> 00:10:54,190 at the same time growing our primary care 306 00:10:54,190 --> 00:10:56,049 network, which is gonna be super important. 307 00:10:56,750 --> 00:10:58,350 And then the last part of that is 308 00:10:58,350 --> 00:11:01,089 our organizational growth and behavioral health, making sure 309 00:11:01,309 --> 00:11:03,389 that we're able to do that in a 310 00:11:03,389 --> 00:11:05,809 productive way that serves the community first, 311 00:11:06,475 --> 00:11:08,955 but also supports the organization's three to five 312 00:11:08,955 --> 00:11:10,735 year strategic financial plan. 313 00:11:11,195 --> 00:11:12,634 Thank you so much, Ben. It sounds like 314 00:11:12,634 --> 00:11:14,554 Dane Children's is set up for a really 315 00:11:14,554 --> 00:11:15,054 exciting 316 00:11:15,434 --> 00:11:17,514 year ahead, and hopefully, we'll be able to 317 00:11:17,514 --> 00:11:19,035 catch up with you on all this at 318 00:11:19,035 --> 00:11:20,799 a later date. But in the meantime, you 319 00:11:20,799 --> 00:11:22,639 know, we'll see you come April and, you 320 00:11:22,639 --> 00:11:24,000 know, hopefully, that won't be the last time 321 00:11:24,000 --> 00:11:26,000 our paths cross. Absolutely. I look forward to 322 00:11:26,000 --> 00:11:27,279 seeing you in April, Chris. Thank you for 323 00:11:27,279 --> 00:11:27,940 your time.