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 --> 00:00:40,109 For the agenda and event details, visit beckers 17 00:00:40,109 --> 00:00:42,429 hospital review dot com and click on the 18 00:00:42,429 --> 00:00:43,965 events tab in the upper right. 19 00:00:45,804 --> 00:00:48,045 This is Laura Dierda with the Becker's Healthcare 20 00:00:48,045 --> 00:00:50,125 podcast. I'm thrilled today to be joined by 21 00:00:50,125 --> 00:00:53,005 Gina Cronin, executive vice president and chief people 22 00:00:53,005 --> 00:00:55,484 officer at Children's National Hospital. Gina, it's a 23 00:00:55,484 --> 00:00:57,184 pleasure to have you on the podcast today. 24 00:00:57,840 --> 00:00:59,840 Thank you so much, Lauren. Very pleased to 25 00:00:59,840 --> 00:01:02,259 be with you here today and with Becker. 26 00:01:02,879 --> 00:01:05,840 Absolutely. Now I'm excited for our conversation because 27 00:01:05,840 --> 00:01:07,359 I know there's so much happening in health 28 00:01:07,359 --> 00:01:10,000 care, particularly at Children's National. You do some 29 00:01:10,000 --> 00:01:12,319 amazing things. But before we dig in, can 30 00:01:12,319 --> 00:01:13,745 you tell us a little bit more about 31 00:01:13,745 --> 00:01:14,965 yourself and the organization? 32 00:01:16,465 --> 00:01:17,444 Oh, absolutely. 33 00:01:18,145 --> 00:01:20,704 I serve as chief people officer here at 34 00:01:20,704 --> 00:01:23,365 Children's National Hospital in Washington, DC, 35 00:01:24,064 --> 00:01:26,564 and we are one of the few independent 36 00:01:26,784 --> 00:01:29,079 freestanding children hospitals in The US. It's a 37 00:01:29,079 --> 00:01:30,700 pretty special place to work, 38 00:01:32,040 --> 00:01:34,840 and we're very honored and and humbled to 39 00:01:34,840 --> 00:01:37,079 be recognized as a top 10 children's hospital 40 00:01:37,079 --> 00:01:37,900 in The US. 41 00:01:38,520 --> 00:01:41,260 Our history is really, really long and interesting. 42 00:01:41,320 --> 00:01:42,375 We have over a hundred 43 00:01:43,334 --> 00:01:44,635 fifty five years. We 44 00:01:45,415 --> 00:01:47,594 actually started and opened our doors in 1870, 45 00:01:48,215 --> 00:01:50,534 serving orphaned children in the civil war. So 46 00:01:50,534 --> 00:01:51,754 if you can imagine that. 47 00:01:52,534 --> 00:01:55,015 We're the only hospital actually that's headquartered in 48 00:01:55,015 --> 00:01:56,155 Washington, DC, 49 00:01:57,310 --> 00:02:00,049 and we care for kids and families across 50 00:02:00,510 --> 00:02:03,790 the District Of Columbia, Maryland, Virginia, and our 51 00:02:03,790 --> 00:02:06,109 primary service area, but also the rest of 52 00:02:06,109 --> 00:02:07,090 The United States 53 00:02:07,469 --> 00:02:10,210 and many, many children across the globe. 54 00:02:11,105 --> 00:02:14,405 Well, mission is is focused on outstanding 55 00:02:14,784 --> 00:02:16,564 clinical care, really subspecialized 56 00:02:17,025 --> 00:02:17,525 care, 57 00:02:17,905 --> 00:02:18,405 innovation, 58 00:02:19,824 --> 00:02:22,965 as well as we serve the community pediatric 59 00:02:23,185 --> 00:02:25,444 care needs of the kids within our area. 60 00:02:26,460 --> 00:02:30,060 For myself personally, I'm, I've joined Children's National 61 00:02:30,060 --> 00:02:31,439 about a year and a half ago, 62 00:02:31,740 --> 00:02:34,139 and I'm pretty unique, I think, as a 63 00:02:34,139 --> 00:02:36,620 chief people officer in that I spent half 64 00:02:36,620 --> 00:02:39,280 of my career really in clinical operations. 65 00:02:39,995 --> 00:02:41,995 So I feel like I can bring that 66 00:02:41,995 --> 00:02:43,614 clinical operations lens 67 00:02:43,995 --> 00:02:46,334 into the work that we do within HR 68 00:02:46,394 --> 00:02:49,454 to support our workforce, to support our teams, 69 00:02:49,754 --> 00:02:51,914 to support our leaders, having kind of that 70 00:02:51,914 --> 00:02:52,414 acumen. 71 00:02:52,810 --> 00:02:55,709 And it's been a really wonderful and invigorating, 72 00:02:56,489 --> 00:02:57,870 past year and a half year. 73 00:02:58,889 --> 00:03:01,709 That's amazing to hear. You know, truly, outstanding 74 00:03:01,930 --> 00:03:02,989 to have that opportunity, 75 00:03:03,530 --> 00:03:05,610 you know, on the clinical side and clinical 76 00:03:05,610 --> 00:03:06,110 operations 77 00:03:06,544 --> 00:03:08,305 and then figuring out how, you know, you 78 00:03:08,305 --> 00:03:09,044 can bring, 79 00:03:09,584 --> 00:03:12,625 your specialization for the workforce too and and 80 00:03:12,625 --> 00:03:14,705 the chief people officer role, it all ties 81 00:03:14,705 --> 00:03:15,844 together so wonderfully. 82 00:03:16,465 --> 00:03:18,064 When you think about the last year, year 83 00:03:18,064 --> 00:03:19,264 and a half or so, could you tell 84 00:03:19,264 --> 00:03:20,944 us about an initiative that you led? What 85 00:03:20,944 --> 00:03:22,319 did you do, and what were the results? 86 00:03:24,000 --> 00:03:26,319 Yeah. You know, when I joined, I also 87 00:03:26,319 --> 00:03:28,500 joined a relatively new CEO. 88 00:03:29,439 --> 00:03:29,760 And, 89 00:03:30,319 --> 00:03:33,360 task one was really to get Children's National 90 00:03:33,360 --> 00:03:35,599 ready to deliver on a new five year 91 00:03:35,599 --> 00:03:38,020 strategy that was approved by our board, and 92 00:03:38,375 --> 00:03:40,455 we were charged and are charged with really 93 00:03:40,455 --> 00:03:42,555 delivering on some ambitious goals 94 00:03:43,094 --> 00:03:44,715 around providing care, 95 00:03:45,735 --> 00:03:46,235 preeminent 96 00:03:46,614 --> 00:03:47,114 research, 97 00:03:47,655 --> 00:03:48,155 pediatric 98 00:03:48,455 --> 00:03:48,955 education, 99 00:03:50,294 --> 00:03:52,875 our patient access and patient experience, 100 00:03:54,030 --> 00:03:56,689 big focus on the communities that we serve, 101 00:03:57,150 --> 00:03:58,989 and, of course, a pillar of all that 102 00:03:58,989 --> 00:04:00,829 is our people. That was an important part 103 00:04:00,829 --> 00:04:01,569 of the strategy. 104 00:04:02,269 --> 00:04:04,909 So as a new chief people officer with 105 00:04:04,909 --> 00:04:07,650 a, relatively new CEO and tenure, 106 00:04:08,365 --> 00:04:10,525 My role as chief people officer is really 107 00:04:10,525 --> 00:04:13,425 to charge and ready our organization to deliver 108 00:04:13,645 --> 00:04:15,985 on that over the past recent year. 109 00:04:16,685 --> 00:04:19,245 So the focus we had was really from 110 00:04:19,245 --> 00:04:21,584 from a people lens on a few things. 111 00:04:22,110 --> 00:04:23,870 The first, it was really important for us 112 00:04:23,870 --> 00:04:25,949 to get leader alignment. So as we had 113 00:04:25,949 --> 00:04:26,689 the strategy, 114 00:04:27,229 --> 00:04:29,149 how did we get all all of our 115 00:04:29,149 --> 00:04:30,930 leaders aligned to the strategy 116 00:04:31,469 --> 00:04:34,050 for them to understand their role in delivering 117 00:04:34,110 --> 00:04:36,689 that, inspired around that change, 118 00:04:38,074 --> 00:04:40,555 to be clear eyed about the headwinds and 119 00:04:40,555 --> 00:04:43,454 challenges we have, but also to be optimistic 120 00:04:43,754 --> 00:04:45,535 and know that we have the capability 121 00:04:46,154 --> 00:04:47,055 and the skills, 122 00:04:47,675 --> 00:04:50,360 to deliver and inspire that. So we spent 123 00:04:50,360 --> 00:04:52,680 a lot of time around leader alignment within 124 00:04:52,680 --> 00:04:55,720 that, convened leaders together with our CEO and 125 00:04:55,720 --> 00:04:57,419 and board chair with each other. 126 00:04:58,519 --> 00:05:00,779 A second part of that was the organization 127 00:05:00,919 --> 00:05:03,335 design. Right? So how we really wanted to 128 00:05:03,335 --> 00:05:05,595 look at how we were structured to deliver 129 00:05:05,654 --> 00:05:06,955 on the strategic goals 130 00:05:07,335 --> 00:05:09,175 and what did we need to do to 131 00:05:09,175 --> 00:05:09,675 adjust. 132 00:05:10,055 --> 00:05:11,915 Did we need to adjust to be contemporary 133 00:05:12,055 --> 00:05:14,795 children's hospital? So we looked across the organization 134 00:05:15,254 --> 00:05:15,754 at 135 00:05:16,279 --> 00:05:18,840 how we were organized, our our roles within 136 00:05:18,840 --> 00:05:19,420 the clinical 137 00:05:19,879 --> 00:05:21,020 operation space, 138 00:05:21,480 --> 00:05:24,060 research, administrative. What are those structures, 139 00:05:25,080 --> 00:05:27,000 that are needed? How did we need to 140 00:05:27,000 --> 00:05:29,319 look at our decision making in order to 141 00:05:29,319 --> 00:05:30,300 support that? 142 00:05:30,664 --> 00:05:32,504 So that was a it was definitely a 143 00:05:32,504 --> 00:05:33,964 big focus we had. 144 00:05:34,745 --> 00:05:37,144 We also developed our leaders. So when we're 145 00:05:37,144 --> 00:05:39,245 looking at how we deliver on that strategy, 146 00:05:40,584 --> 00:05:43,625 how do we really invest intentionally invest in 147 00:05:43,625 --> 00:05:45,724 our leaders to prepare them to lead? 148 00:05:46,560 --> 00:05:49,519 So with a phased approach, we we started 149 00:05:49,519 --> 00:05:52,159 with our executive team. We started with our 150 00:05:52,159 --> 00:05:53,379 directors and above, 151 00:05:53,759 --> 00:05:55,439 and then we've really rolled it out to 152 00:05:55,439 --> 00:05:57,300 all supervisors and managers 153 00:05:57,680 --> 00:06:00,495 with a focus on getting that common leader 154 00:06:00,495 --> 00:06:02,254 culture. What are we all about as a 155 00:06:02,254 --> 00:06:04,194 leadership team? What is our mindset? 156 00:06:05,375 --> 00:06:07,694 Equipping our leaders with a common set of 157 00:06:07,694 --> 00:06:11,055 frameworks and tools in order to, have the 158 00:06:11,055 --> 00:06:12,595 abilities to do that, 159 00:06:13,750 --> 00:06:15,589 and really walking the walk of this. Right? 160 00:06:15,589 --> 00:06:17,850 So we wanted it to be embedded everywhere. 161 00:06:18,229 --> 00:06:20,250 So we're now in progress actually 162 00:06:20,949 --> 00:06:23,669 in developing a series of listening sessions because 163 00:06:23,669 --> 00:06:26,389 we want to really curate what are our 164 00:06:26,389 --> 00:06:28,975 expected set of leader behaviors that we can 165 00:06:28,975 --> 00:06:30,274 use across the organization 166 00:06:31,214 --> 00:06:33,714 to develop our leaders, to select, 167 00:06:34,175 --> 00:06:36,735 to measure performance again. So so that's kind 168 00:06:36,735 --> 00:06:38,995 of what the space we've been looking in 169 00:06:39,134 --> 00:06:40,355 around leader develop. 170 00:06:40,970 --> 00:06:42,270 And then finally, 171 00:06:43,129 --> 00:06:45,949 change management. Right? So knowing that we've got 172 00:06:46,009 --> 00:06:48,250 org design and we've got this this five 173 00:06:48,250 --> 00:06:51,129 year strategy ahead, how do we equip equip 174 00:06:51,129 --> 00:06:51,790 our leaders 175 00:06:52,090 --> 00:06:54,350 with the ability to lead through that change 176 00:06:54,774 --> 00:06:57,274 to support them with being able to frame 177 00:06:57,415 --> 00:06:59,654 to their teams the why. Right? Why are 178 00:06:59,654 --> 00:07:02,214 we doing this? And having those tools to 179 00:07:02,214 --> 00:07:03,355 to get their teams, 180 00:07:03,814 --> 00:07:05,274 to the other side of it. 181 00:07:06,134 --> 00:07:08,454 So that's what what we've been focused on 182 00:07:08,454 --> 00:07:11,480 on the past year. It's been amazing work, 183 00:07:11,860 --> 00:07:14,040 but it it's been really invigorating 184 00:07:14,419 --> 00:07:17,060 to to watch everyone lean in together into 185 00:07:17,060 --> 00:07:17,560 it. 186 00:07:18,740 --> 00:07:20,660 I love that. I think it's so critical 187 00:07:20,660 --> 00:07:22,740 to have that type of executive alignment and 188 00:07:22,740 --> 00:07:25,194 making sure you've got everything in place. So 189 00:07:25,194 --> 00:07:27,295 then, you know, as you're developing 190 00:07:27,675 --> 00:07:29,675 what what your strategic plan is going to 191 00:07:29,675 --> 00:07:31,535 be and then listening to, 192 00:07:31,995 --> 00:07:33,595 your teams in the front lines as well, 193 00:07:33,595 --> 00:07:35,754 it just really makes a big difference, to 194 00:07:35,754 --> 00:07:38,819 have all folks have influence over it quite 195 00:07:38,819 --> 00:07:40,660 frankly and then being able to move forward. 196 00:07:40,660 --> 00:07:42,100 And I like what you just said too 197 00:07:42,100 --> 00:07:44,660 about framing the why and and making sure 198 00:07:44,660 --> 00:07:47,220 you have, the tools for your team to 199 00:07:47,220 --> 00:07:47,879 get there. 200 00:07:48,419 --> 00:07:50,500 I'm curious, you know, when you look into 201 00:07:50,500 --> 00:07:52,614 the next year or so, what are some 202 00:07:52,614 --> 00:07:54,770 of your priorities and headwinds that you're focused 203 00:07:54,770 --> 00:07:56,926 on as you're continuing to go through this, 204 00:07:57,195 --> 00:07:58,685 process in 2026? 205 00:07:59,865 --> 00:08:00,365 Right. 206 00:08:00,824 --> 00:08:02,985 Well, headwinds, I think that's another word for 207 00:08:02,985 --> 00:08:04,985 opportunities. Right? How do how do we frame 208 00:08:04,985 --> 00:08:07,180 that, so that knowing that we have the 209 00:08:07,180 --> 00:08:09,660 ability to tackle them? I think as we 210 00:08:09,660 --> 00:08:11,600 look into 2026, 211 00:08:11,819 --> 00:08:14,300 a big focus from us, from a people 212 00:08:14,300 --> 00:08:18,479 perspective is is really creating strategic workforce capabilities. 213 00:08:19,419 --> 00:08:19,919 And, 214 00:08:20,644 --> 00:08:23,685 what we're particularly facing, we've got three big 215 00:08:23,685 --> 00:08:26,745 transformations underway. We are really seeking 216 00:08:27,125 --> 00:08:30,805 to enhance the experience of of our children 217 00:08:30,805 --> 00:08:33,544 and families across all of our ambulatory services 218 00:08:33,605 --> 00:08:34,500 so that they 219 00:08:34,820 --> 00:08:37,159 have a very standard and outstanding 220 00:08:37,779 --> 00:08:42,019 experience across any location or or facility where 221 00:08:42,019 --> 00:08:43,240 they're receiving care. 222 00:08:43,700 --> 00:08:45,059 We also are, 223 00:08:45,460 --> 00:08:47,960 implementing Workday, a new ERP, 224 00:08:48,654 --> 00:08:51,534 and we're also launching an implementation of Epic, 225 00:08:51,534 --> 00:08:52,595 a new EHR. 226 00:08:52,894 --> 00:08:54,674 So we've got three big transformations, 227 00:08:55,695 --> 00:08:57,774 and we know that those are gonna really 228 00:08:57,774 --> 00:08:58,274 fundamentally 229 00:08:58,815 --> 00:09:01,794 change the way that our team members work. 230 00:09:02,269 --> 00:09:05,169 So we're looking to build a capability 231 00:09:05,789 --> 00:09:08,110 at Children's National within HR that we can 232 00:09:08,110 --> 00:09:10,110 strategically look at our workforce. So we can 233 00:09:10,110 --> 00:09:10,929 have the ability 234 00:09:11,389 --> 00:09:13,250 to look across jobs, 235 00:09:14,595 --> 00:09:18,134 capture, you know, potential business cases around standardization, 236 00:09:18,595 --> 00:09:19,095 modernization, 237 00:09:20,355 --> 00:09:22,054 look at workforce redesign, 238 00:09:22,434 --> 00:09:22,934 readiness, 239 00:09:23,554 --> 00:09:26,034 and really take jobs and deconstruct them, look 240 00:09:26,034 --> 00:09:27,095 at a task level, 241 00:09:27,580 --> 00:09:30,799 and perhaps create new jobs that haven't existed 242 00:09:30,860 --> 00:09:31,360 before, 243 00:09:32,059 --> 00:09:34,379 allow our team members to operate at the 244 00:09:34,379 --> 00:09:35,519 top of their license, 245 00:09:35,899 --> 00:09:37,919 as we're creating these new workflows. 246 00:09:39,259 --> 00:09:40,940 So that's what our focus is gonna be. 247 00:09:40,940 --> 00:09:43,154 We wanna be proactive and not be reactive. 248 00:09:43,394 --> 00:09:46,055 And, you know, everyone is really talking about 249 00:09:46,754 --> 00:09:47,575 what the implications 250 00:09:48,035 --> 00:09:49,975 to the workforce will be around 251 00:09:50,355 --> 00:09:51,634 AI. And, 252 00:09:52,035 --> 00:09:54,915 we think if we can start looking at 253 00:09:54,915 --> 00:09:55,829 work force 254 00:09:56,450 --> 00:09:59,429 design around these big areas, ambulatory redesign, 255 00:09:59,809 --> 00:10:00,709 epic redesign, 256 00:10:01,169 --> 00:10:03,429 that will have that good strong capability 257 00:10:04,049 --> 00:10:05,990 to handle any type of disruption 258 00:10:06,450 --> 00:10:08,610 that AI may have for some of our 259 00:10:08,610 --> 00:10:09,110 workforce. 260 00:10:10,174 --> 00:10:11,154 The the other 261 00:10:11,695 --> 00:10:12,514 big opportunity 262 00:10:12,894 --> 00:10:15,375 that we are focused on is really looking 263 00:10:15,375 --> 00:10:16,115 at well-being 264 00:10:16,654 --> 00:10:19,054 at Children's National, and we made a very 265 00:10:19,054 --> 00:10:22,034 intentional effort to create that as a strategic 266 00:10:22,095 --> 00:10:23,475 imperative for our workforce. 267 00:10:24,670 --> 00:10:27,149 And we are taking in all kinds of 268 00:10:27,149 --> 00:10:29,790 data points around that and and looking what 269 00:10:29,790 --> 00:10:30,610 are the opportunities 270 00:10:31,550 --> 00:10:32,450 to substantially 271 00:10:33,310 --> 00:10:34,210 impact well-being, 272 00:10:35,230 --> 00:10:38,050 across the organization, whether that is around 273 00:10:38,924 --> 00:10:39,904 financial well-being, 274 00:10:40,365 --> 00:10:41,745 mental health well-being, 275 00:10:42,845 --> 00:10:45,164 structural well-being. Right? How do we make sure 276 00:10:45,164 --> 00:10:46,784 that our systems and processes 277 00:10:47,644 --> 00:10:49,904 work pretty frictionless across the organization 278 00:10:50,205 --> 00:10:51,825 to make the everyday 279 00:10:52,284 --> 00:10:54,144 lives of our clinicians better? 280 00:10:54,929 --> 00:10:57,170 So we're really looking at a lens of 281 00:10:57,170 --> 00:10:58,950 doing that, and that work, 282 00:10:59,410 --> 00:11:02,050 is really we're we're supporting it from HR, 283 00:11:02,050 --> 00:11:04,769 but it's partnering very deeply with our with 284 00:11:04,769 --> 00:11:07,570 with everyone across the organization from nurses to 285 00:11:07,570 --> 00:11:08,550 physician leaders, 286 00:11:08,965 --> 00:11:11,845 operational leaders, and more. So those are really 287 00:11:11,845 --> 00:11:14,245 the two big focus focus areas we have 288 00:11:14,245 --> 00:11:17,065 ahead around strategic workforce design and well-being. 289 00:11:18,325 --> 00:11:20,565 I love that. And, you know, it's, both 290 00:11:20,565 --> 00:11:22,565 aspects are so critical. And I know especially 291 00:11:22,565 --> 00:11:25,730 today when you think about bringing AI into 292 00:11:25,730 --> 00:11:29,269 the health care organization operations and, you know, 293 00:11:29,409 --> 00:11:31,970 anything along those lines, there there's always gonna 294 00:11:31,970 --> 00:11:34,049 be a little bit of challenge or or 295 00:11:34,049 --> 00:11:35,924 fear of the unknown. But it sounds like 296 00:11:36,084 --> 00:11:38,325 being able to have the right message to 297 00:11:38,325 --> 00:11:41,445 your teams and, understanding that redesign and and 298 00:11:41,445 --> 00:11:43,225 caring for them and and how they're, 299 00:11:43,605 --> 00:11:45,924 fulfilled within their roles, it it makes a 300 00:11:45,924 --> 00:11:46,584 big difference. 301 00:11:47,044 --> 00:11:48,725 And and I'm curious. Can you share with 302 00:11:48,725 --> 00:11:51,870 us? Yeah, anything, you know, one bit deeper 303 00:11:51,870 --> 00:11:54,110 about kind of some of that transition and 304 00:11:54,110 --> 00:11:56,190 how you're making sure you're prepared for that. 305 00:11:56,190 --> 00:11:58,190 And I know there'll just be more AI 306 00:11:58,190 --> 00:11:59,089 and more opportunities, 307 00:11:59,470 --> 00:12:01,570 for for things to come into the organization. 308 00:12:01,629 --> 00:12:03,629 So how do you create, like, that nimble 309 00:12:03,629 --> 00:12:04,529 and and resiliencies? 310 00:12:05,149 --> 00:12:05,945 You you know, you're, 311 00:12:06,725 --> 00:12:09,285 moving quickly, I I think, especially, right now 312 00:12:09,285 --> 00:12:10,985 when technology evolves so quickly. 313 00:12:12,085 --> 00:12:14,404 Yeah. Absolutely. I think that's why we wanna 314 00:12:14,404 --> 00:12:16,644 start working on it today. Right? And so 315 00:12:16,644 --> 00:12:18,264 what we do know is changing 316 00:12:18,889 --> 00:12:22,029 is, we do have this this imperative to, 317 00:12:22,570 --> 00:12:25,450 really make ambulatory experience first rate. So how 318 00:12:25,450 --> 00:12:26,809 do we look at the jobs that are 319 00:12:26,809 --> 00:12:27,789 being done today 320 00:12:28,250 --> 00:12:29,950 and, have that standardization 321 00:12:31,315 --> 00:12:34,115 create, you know, less friction within that. And 322 00:12:34,115 --> 00:12:36,434 we've got these two big technologies coming in. 323 00:12:36,434 --> 00:12:38,294 So we feel like if we can get 324 00:12:38,434 --> 00:12:41,235 our feet wet in these current changes and 325 00:12:41,235 --> 00:12:43,254 get really pretty nimble and agile 326 00:12:43,559 --> 00:12:46,679 on how to change those roles for the 327 00:12:46,679 --> 00:12:47,179 future, 328 00:12:47,559 --> 00:12:49,399 that we should be able to have that 329 00:12:49,399 --> 00:12:49,899 resiliency, 330 00:12:50,679 --> 00:12:51,340 that capability, 331 00:12:51,799 --> 00:12:54,059 that when when an AI change, 332 00:12:55,160 --> 00:12:57,160 impacts us, we'll have the toolkit to know 333 00:12:57,160 --> 00:12:59,154 how to approach it. So that's why we're 334 00:12:59,154 --> 00:13:01,154 we're hoping to lean into it and not 335 00:13:01,154 --> 00:13:02,835 kind of be back in our heels and 336 00:13:02,835 --> 00:13:04,134 reacting to it. 337 00:13:04,754 --> 00:13:06,674 I love that. That makes a lot of 338 00:13:06,674 --> 00:13:07,575 sense. Now, 339 00:13:07,955 --> 00:13:10,115 I'm curious too when you think about the 340 00:13:10,115 --> 00:13:11,794 next year, what is the hardest thing that 341 00:13:11,794 --> 00:13:13,480 you're gonna have to do? I know, you 342 00:13:13,480 --> 00:13:14,220 know, even, 343 00:13:14,759 --> 00:13:17,399 having growth initiatives in in some of the 344 00:13:17,399 --> 00:13:19,480 opportunities that you've talked about, that are really 345 00:13:19,480 --> 00:13:21,639 exciting but don't always come easy when you're 346 00:13:21,639 --> 00:13:24,360 trying to do something organization wide. So I'm 347 00:13:24,360 --> 00:13:26,039 curious. How are you thinking about those types 348 00:13:26,039 --> 00:13:26,700 of things? 349 00:13:27,654 --> 00:13:30,054 Yeah. Well, it's it's pretty daunting even the 350 00:13:30,054 --> 00:13:31,654 the few imperatives I put out for you 351 00:13:31,654 --> 00:13:34,054 for the upcoming year. So I think we're 352 00:13:34,054 --> 00:13:36,235 really gonna be keeping a pulse 353 00:13:36,695 --> 00:13:37,674 on our organization, 354 00:13:38,215 --> 00:13:39,754 our team members, our leaders 355 00:13:40,429 --> 00:13:42,669 to make sure that they are, 356 00:13:43,149 --> 00:13:45,409 not getting fatigued with all the change. 357 00:13:46,029 --> 00:13:48,909 So change is super exciting, especially the the 358 00:13:48,909 --> 00:13:50,669 change that we have coming in that we 359 00:13:50,669 --> 00:13:53,264 know are going to allow them to care, 360 00:13:53,504 --> 00:13:56,245 for patients in in much more contemporary fashion. 361 00:13:56,625 --> 00:13:58,384 But when you have too much change, right, 362 00:13:58,384 --> 00:14:00,245 you have to be worried about how much 363 00:14:00,384 --> 00:14:03,105 how much, the organization can take in without 364 00:14:03,105 --> 00:14:05,524 it becoming a bit overwhelming. So we're really 365 00:14:05,829 --> 00:14:08,089 trying to keep a close pulse on that, 366 00:14:08,950 --> 00:14:10,889 to make sure that there's not a fatigue. 367 00:14:11,350 --> 00:14:13,589 And what do we need to pause? Right? 368 00:14:13,589 --> 00:14:15,750 So if we are getting to that point, 369 00:14:15,750 --> 00:14:17,750 are there priorities that we need to just 370 00:14:17,750 --> 00:14:19,269 kind of put on pause for a while 371 00:14:19,269 --> 00:14:21,485 until we get through some of these major 372 00:14:21,544 --> 00:14:22,044 transformations? 373 00:14:23,865 --> 00:14:25,625 That makes a lot of sense. And, you 374 00:14:25,625 --> 00:14:28,664 know, it's definitely hard sometimes to hit that 375 00:14:28,664 --> 00:14:30,264 pause button or to go a little bit 376 00:14:30,264 --> 00:14:32,904 slower, but making that strategic decisions and focus 377 00:14:32,904 --> 00:14:34,605 areas, I know is critical. 378 00:14:35,129 --> 00:14:37,129 And when you think about, you know, that 379 00:14:37,129 --> 00:14:40,170 potential for fatigue or the pause button, what 380 00:14:40,170 --> 00:14:42,649 types of things, you know, kind of typically 381 00:14:42,649 --> 00:14:44,590 fall into that bucket, or do you anticipate 382 00:14:44,730 --> 00:14:46,730 falling into that bucket over the next couple 383 00:14:46,730 --> 00:14:47,230 years? 384 00:14:48,654 --> 00:14:51,054 You know, Tara, I think I think it's 385 00:14:51,054 --> 00:14:53,054 gonna be hard to to know what we're 386 00:14:53,054 --> 00:14:55,054 gonna need to pause on. There's certain things 387 00:14:55,054 --> 00:14:57,214 that we know we've we've gotta deliver. Right? 388 00:14:57,214 --> 00:14:59,075 So we are gonna be implementing 389 00:14:59,615 --> 00:15:00,274 a transformational 390 00:15:00,654 --> 00:15:03,639 ERP across the organization. We are bringing epic. 391 00:15:04,019 --> 00:15:06,100 We are we are committed to the things 392 00:15:06,100 --> 00:15:08,740 within our strategic plan. So I think it's 393 00:15:08,740 --> 00:15:10,419 gonna have to be we're gonna have that 394 00:15:10,419 --> 00:15:13,079 muscle and to build in that 395 00:15:13,379 --> 00:15:16,600 that routine schedule where we're revisiting priorities, 396 00:15:16,924 --> 00:15:19,725 and we're creating criteria about what is most 397 00:15:19,725 --> 00:15:22,304 important for us to take care of children 398 00:15:23,004 --> 00:15:25,725 and what really drops down low on the 399 00:15:25,725 --> 00:15:28,284 priority. So, you know, we're everyone is super 400 00:15:28,284 --> 00:15:30,464 ambitious and and wants to do everything 401 00:15:31,169 --> 00:15:31,669 everywhere. 402 00:15:32,690 --> 00:15:34,450 But there are points where we're just gonna 403 00:15:34,450 --> 00:15:35,889 have to say, this one's gonna have to 404 00:15:35,889 --> 00:15:37,330 wait. So I I think it's gonna really 405 00:15:37,330 --> 00:15:39,750 be a team effort with us really 406 00:15:40,129 --> 00:15:42,870 re being almost ruthless about prioritization 407 00:15:43,934 --> 00:15:46,174 around what needs to happen and what's most 408 00:15:46,174 --> 00:15:47,715 important for caring for kids. 409 00:15:48,735 --> 00:15:50,735 That's helpful to understand. And even, you know, 410 00:15:50,735 --> 00:15:52,654 just how you're thinking about that decision making 411 00:15:52,654 --> 00:15:53,154 processes, 412 00:15:53,934 --> 00:15:55,855 makes a lot of sense. Now before we 413 00:15:55,855 --> 00:15:57,134 wrap up here, where do you see some 414 00:15:57,134 --> 00:15:59,554 of the best opportunities for organizational growth? 415 00:16:01,509 --> 00:16:04,709 Well, again, we have this incredibly special mission 416 00:16:04,709 --> 00:16:07,190 of of caring for our most precious, our 417 00:16:07,190 --> 00:16:09,209 most vulnerable patients with our children. 418 00:16:09,669 --> 00:16:10,470 So for us, 419 00:16:11,190 --> 00:16:13,610 we really view it as, an organizational 420 00:16:14,534 --> 00:16:15,995 mission to continue 421 00:16:16,375 --> 00:16:16,875 to 422 00:16:17,254 --> 00:16:19,115 grow the care that we can provide. 423 00:16:19,575 --> 00:16:20,794 So highly differentiated, 424 00:16:21,174 --> 00:16:23,334 complex, clear. How do we deliver that to 425 00:16:23,334 --> 00:16:24,475 more kids and families? 426 00:16:25,414 --> 00:16:26,934 So for us, how do we bring that 427 00:16:26,934 --> 00:16:30,570 world class pediatric care to more communities, more 428 00:16:30,570 --> 00:16:31,070 neighborhoods? 429 00:16:31,929 --> 00:16:34,570 That's really gonna be where our focus is, 430 00:16:34,809 --> 00:16:37,070 and which is really centered around our victim. 431 00:16:38,570 --> 00:16:40,090 Got it. That makes a lot of sense. 432 00:16:40,090 --> 00:16:41,610 You know, it's a great way to think 433 00:16:41,610 --> 00:16:43,404 about how you can grow and and serve 434 00:16:43,404 --> 00:16:44,544 your patient population. 435 00:16:45,245 --> 00:16:46,845 Thank you so much, Gina, for joining the 436 00:16:46,845 --> 00:16:48,764 podcast today. This has been so much fun 437 00:16:48,764 --> 00:16:50,464 to kinda learn from you and, 438 00:16:50,764 --> 00:16:53,085 getting your perspective on everything that's going on 439 00:16:53,085 --> 00:16:55,169 in health care at Children's National. And, you 440 00:16:55,250 --> 00:16:56,529 know, I look forward to catching up with 441 00:16:56,529 --> 00:16:57,889 you as well at our annual meeting. I 442 00:16:57,889 --> 00:16:59,570 know you'll be speaking on a panel with 443 00:16:59,570 --> 00:17:01,329 us, and we talk touching on many of 444 00:17:01,329 --> 00:17:02,929 these things too. So I look forward to 445 00:17:02,929 --> 00:17:03,829 seeing you there. 446 00:17:04,830 --> 00:17:06,670 Thank you so much, Laura. It's great to 447 00:17:06,670 --> 00:17:10,190 chat with you, and, I'm excited to, meet 448 00:17:10,190 --> 00:17:11,810 everyone in April as well.