2020 Top 10 Recap – Influencers

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2020 Top 10 Recap – Influencers

Episode 346: Transcript – December 31, 2020

This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.

[00:00:00] Bill Russell: [00:00:00] Welcome to this week in health IT influence where we talk about the influence of technology on health with the people who are making it happen today. Our top 10 countdown, the most listened to episodes of 2020. My name is Bill Russell, former healthcare CIO, CIO, coach consultant, and creator of this week in health IT. This is our final episode of the year. And this has been a year. It’s really an era defining year, the kind of year that will change our [00:00:30] lives and healthcare forever. We’ve had the chance to talk to so many great guests this year and they have shared their experience, their wisdom, and we are so appreciative of that.

[00:00:41] You know, I’ve learned a ton and I think the community has communicated to me that it has been very beneficial to hear the kind of things that the health systems are doing in real time, the best practices the, just the approach to so many new things that have come about as a result of the [00:01:00] pandemic in 2020.

[00:01:02] I want to take this chance to thank Sirius Healthcare and our channel sponsors. For supporting our mission to develop the next generation of health, it leaders and our work to amplify the best thinking to propel healthcare forward. In addition to Sirius, our channel sponsors include VMware Starbridge Advisors, Galen Healthcare, Health Lyrics, Pro Talent Advisors, HealthNXT, McAfee and Hill-Rom. Without their support, our show would not be possible. So thank you very much for all your support [00:01:30] in 2020. 

[00:01:32] This is our third and final recap show of the year. If you missed the first, there’s a COVID serious recap. We did daily shows early on in the initial surge. And we were talking to health systems on a daily basis about what they were doing and what they were doing in preparation.

[00:01:47] And we did a recap of some of those shows and some of the great content that was shared with us. We also did a Newsday recap and you’ll want to check out that as well. That’s just the news throughout the year and the things that we were [00:02:00] talking about, and we go into some of those clips. So hopefully you’ve listened to the COVID and the Newsday recap. But this is the top 10 most listened to countdown eagerly awaited. So let’s just get to it. 

[00:02:16] Number 10 this year we talked to a lot of CMIOs. We talked to a lot of CIOs, CSOs and others. And from time to time, we get the opportunity to talk to both of them at the same time or multiple at the same time. [00:02:30] And one of the things I like to pose is the question of how do you work together? How do you get things done together? How do you collaborate on strategy? How do you collaborate on supporting the business? And this episode was titled A Team Approach to Health IT from Baptist health in Kentucky. This is Tricia Julian who is the CIO at Baptist health and Brett Oliver. Who’s been on the show a couple of times. Who’s the CMIO at Baptist health, Kentucky. So kicking us off at number 10. Tricia Julian [00:03:00] and Brett Oliver.

[00:03:00] One of  those areas where you guys could potentially fight you. Brett, you might want more dollars and Trisvia, you might want more dollars or you might think your project’s more important than the other. So how do you, how does that work together? How do you guys work together on strategy? 

[00:03:20] Tricia Julian: [00:03:20] So one of the first things we do as you well know, and you just described how you played a supportive role in many of your businesses [00:03:30] initiatives, when you were CIO. That’s true for us too. So first and foremost, we can’t, I, it, as a form, their strategy, our strategy on our own, we have to understand what the business is going after.

[00:03:40] And then. As we understand what the business strategy is, then we ask ourselves, okay, where did they, where will they need technology? How ready is our technology to support those initiatives? So some of what we’ve sought to do is Brett and I with working with our leaders. And [00:04:00] Michael’s involved in this with his, the three of us are intentional about seeking to understand in what priority are those given business strategies? So what’s the timeline for a said given or a given business strategy, and then backing into that, how much lead time are we going to need from a technology perspective to deliver to that? And that honestly is how we start to prioritize our funding within our budget. And while Michael’s [00:04:30] security budget is separate from IT budget. We even still look at it holistically because there are a lot of right security initiatives that my goal as the CSO leads, but in order to carry them out, he needs members from my team to fulfill them. So we have to have that ongoing transparency, the collective three of us, the three chiefs and IT have to appreciate what each [00:05:00] other is being asked to do by their respective leaders so that we position the staffing. Because oftentimes I would say if there’s shared staff, it’s mostly team members from my group coming to support what Brett may need or Michael might need. Do you think that’s fair, Brett?

[00:05:17] Brett Oliver: [00:05:17] Yeah, no, absolutely. Yeah. I think our organization has had a wonderful cultural shift over the last couple of years to want to include it early. It’s been a more [00:05:30] traditional way of coming in after a deal is signed to vendor selected and the network doesn’t work or something, but when it gets notified that this project even exists and the world that we’re living in now is wonderful in that the vast majority of the time.

[00:05:44] The business leaders are asking the question, why have you run this by security yet? Has it involved? What can Epic do this or summit existing platform that we already have? So that really helps our strategy becomes simplified where if they’ll just come to [00:06:00] us with their business case problem, their business problem they’re trying to solve. And then let us find the technology that we either have. That’s just could be repurposed or a new vendor. And so are our roles. As the work pops up in our different verticals really are about keeping our head up for those new technologies that could assist in the strategy or business planning of the organization.

[00:06:22] Honestly, there’s not. There’s not a lot of infighting over Michael gets special treatment with security, but otherwise there’s no infighting with our [00:06:30] budgetary wishes and desires because they really come from outside of it. If that makes a lot of sense, I advocate for things and there are a few projects that probably wouldn’t have happened if I wasn’t advocating for them. But most of it we’re supporting what the business is asking for.

[00:06:44] Bill Russell: [00:06:44] Yeah, I really enjoyed that episode. Great great content. If you had a chance to go back and listen to it’s worth worth your time. Our next number nine, we have another pair, another twosome. If you will. We have David Muntz and Sue Scade, and we did this jeopardy type [00:07:00] format early on in the year. And we talked about the state of the industry and. They had like six, six or eight topics. We actually had to split it into two episodes. And I let them pick the topics. And we then went through with specific questions on each one of the topics. And what, in this clip, what we talk about is preparing our staff for what’s coming next.

[00:07:20] And we talk about professional development, the challenges based on maybe your market, your market size and those kinds of things. So here’s a great clip from David  and sushi. [00:07:30] What can we do within our health it organizations to prepare people for what’s coming next and is that our responsibility as CEOs of the organization? And if it is our responsibility, what are we going to do? David? I’ll start with you. 

[00:07:45] David Muntz: [00:07:45] By the way, I do think that training is actually a reward for the people than it is. Incredible motivator. And so professional development seems to be a way to attract and [00:08:00] retain people. So couldn’t agree more that doing that is important. And it’s important for selfish reasons, the ones I mentioned. If you want to keep people on what I used to tell people that worked for me and I found it very effective. And by the way, I’ve mended is that every year that you stay at this organization, I will find a way to make sure that you get some kind of professional development and next year your resume will be so good that you wouldn’t leave because the year after that will be that much [00:08:30] better.

[00:08:30] And the idea is I want to make you prepared for the next job. But I want that next job to be inside my organization. And so it’s not enough to change just the staff to, you have to change the environment in which you’re working, and that’s where you need to be looking for innovations and how you can use technologies that people haven’t thought about.

[00:08:52] And you have to move people’s skills along. And it is true that there are a few people, a few [00:09:00] percentage points of people who just don’t want to change. They want to keep doing the same things for the same skills that they want. But in general, I find that the vast overwhelming majority of people want to be trained. They want to be challenged. They want you to ask them to get smarter next year than they are this year. I think having those kinds of people around you makes you better. And the idea is the smarter they get the smarter you need to be. [00:09:30] And so, as a CIO, I’ve always felt pushed because they would always bring topics that I wasn’t familiar with to me.

[00:09:39] And I felt like that old joke, you don’t need to outrun the Barry Disney to outrun the, your friend or your companion in this case. And so the idea is you. I find that I probably get about a hundred emails from listservs every day and people go, that’s ridiculous. And it’s like, maybe ridiculous, but it helps me look for trends. [00:10:00] It also helps me look for what’s new that I wouldn’t have anticipated had the staff not bought it to me or brought it to me. And so I think those are interesting things to pay attention to. 

[00:10:13] Sue Schade: [00:10:13] So one of the things that I would say about staffing is there is a huge difference. And the staffing challenges and probably strategies in markets that we’ve all been in. Right? I was in the Boston market for many [00:10:30] years. You, you bill we’re in the LA Southern California market, David Dallas market. You’ve been working with a client and the New York market. Very, very, very different in terms of competition, being able to draw people. When an Epic implementation is done at one major system in the, in the area that you can get some of them onto yours, if you’re not that far and they don’t have to move houses and [00:11:00] change kids’ schools, they’re ready for the next one.

[00:11:02] Right. But, but how many healthcare organizations and IT shops are not in those big markets who are just in the very same need for talent. And how do they find those that talent and how do they retain that talent and how do they grow that talent? I’m in a market like that right now. It’s, it’s, it’s beautiful. I love seeing the mountains every day in Burlington, Vermont, but it’s a little far away and a little bit harder [00:11:30] to recruit for. So those are really different staffing challenges. That you have to look at, but when it comes down to it, the culture of your organization, your commitment to your people, your investing both time and money and training them and preparing them for the future. Some of that is the same, but you have to recognize that you’ve got some different challenges. 

[00:11:51] Bill Russell: [00:11:51] All right. And throughout the show, I’m going to throw out a couple of things. This is a. First thing I’m going to do. So a little bit of a crazy statistics about the [00:12:00] show, and these are some things that I just find fascinating. Coming into this year we had 170 episodes that’s through 2018 and 2019 in 2020. this is episode 345, which means we doubled the number of episodes in just one year. You know, part of that is we just went to daily episodes during the COVID series and. And we’ve just done a lot more content this year. We’ve had close to 250,000 downloads this year.

[00:12:26] We’ll see how this episode does, but pretty much approaching that [00:12:30] number for the year. So that’s a huge record for us. That’s actually almost two and a half times what it was last year. Go figure. And I want to give you some of the things that sort of fascinate me. Apple podcasts account for 45% of the downloads Overcast which is the app I use on my iPhone accounts for 14% of the downloads. It’s a great application, by the way, you can listen to it a little faster. I’ve been told that I sound good at two and a half times speed. I can’t imagine that that’s the [00:13:00] case, but some people have said, so Overcast, 14% Apple podcast, 45%, web browser is the next highest. 7%. I find that interesting as well.

[00:13:11] Devices are what you think they are. 76% of all people who listen to the podcast, listened to it on their iPhone. Android has 10% and a windows computers are 6% and final crazy, we’ll do some other statistics, but where are people listening from? 89% [00:13:30] of all downloads are happening in North America, 4% in Europe, 3% in Asia, this, so those are the top three areas.

[00:13:37] And those are just some interesting, fun facts that I thought I would share with you a couple more coming a little later in the show. All right. At number eight. We have Judy Kirby. Judy is a friend I’ve known Judy since I came into the industry and wanted to have her on the show to really talk about the process. And I’ve done this as well. When I left St. Joe’s, I [00:14:00] interviewed for a couple of CIO jobs. I go through the through the retain search process and I had a bunch of questions and I thought you guys might have some of those questions as well. So we tapped Judy and asked her a bunch of those questions and one of the things was talking about.

[00:14:14] Preparing for the next interview and talking about video interviews, which is now really the norm. And so in this clip, she shares some of some of the coaching that she gives to her clients. Is there a way I can prepare ahead of time for the interview? Is there [00:14:30] something like research that you tell people that to do or to prepare? Do you tell them to, I don’t know, as you tell them to do practice interviews? What do you generally coach people to do? 

[00:14:42] Judy Kirby: [00:14:42] We coach them a lot when we’re working with them, either as a candidate or a coaching client, because the video interview can either make it or break it for you. And now interviews, video interviews have become the norm and very few people have experienced to [00:15:00] really do those well. Everything from, and I know I commented on your amazing background to some people having. clutter to some people having animals jump up on the desk in front of them, but it all comes down to, you’ve got to do your research, both on how to do an interview well, and on the organization on the position, you’ve got to make sure that you can highlight in your background what they want to hear, but you also have to practice a [00:15:30] video interview.

[00:15:31] You have to make sure that you can connect. To the platform they’re using that your bandwidth is enough that it’s not going to hang up. These things are so important. And as you and I were talking about first impressions, and if you’re late, because you couldn’t get your video working and you’re in technology, that’s speaks volumes. So you really want to practice with somebody, record yourself, look at it. Look for tells. Look for [00:16:00] ticks. Look for your background. Preparation is absolutely the key to success for video interviews. 

[00:16:07] Bill Russell: [00:16:07] Yeah. I want to thank Judy for coming on the show. And  that was a lot of fun. We will definitely go back and talk to some of the Kirby and Associates people in 2021 interesting topics.

[00:16:19] All right. Coming in at number seven, we have the Post COVID Rise of the Insurers with Rob DeMichiei. I love talking to Rob. Rob is brilliant. [00:16:30] He’s the former CFO for UPFC. We met and he was actually highlighted on the COVID series as well. He came on a couple of times. We were trying to make sense of what the financial impact of COVID was going to be on health systems.

[00:16:44] And he was really helpful for me to really understand it. And one of the things we found was you almost had to look at it on a week by week basis, almost a daily basis at times based on how the numbers were going, based on how. Once we took the [00:17:00] restrictions off of the electric procedures, how quickly they were coming back, we were having conversations pretty often.

[00:17:05] Rob is coming on the show again in 2021. I hope he becomes a recurring guest. I love talking about the financials. He is instrumental in this clip. In my understanding of the financials in this clip, we talk about increasing the return on investment and how the pandemic. Not only a pandemic, but this was the direction that healthcare was heading that we were exploring you know, better uses [00:17:30] of our capital and more sound financial underpinnings to the decisions that we’re making. So here’s Rob DeMichiei, former CFO at UPMC at number seven.

[00:17:41] We are dealing with a 15, 10, 50% revenue loss. And we’re trying to redesign at the same time. And then we have these, you know, hundreds of millions, billions of dollars of projects that we’ve done over the years, that becomes a debt burden. Is that, how are we going to juggle that?

[00:17:59] Rob DeMichiei: [00:17:59] I think [00:18:00] we’ve got to stop the addiction to capital and the addiction to growth and healthcare, right at the if you look from an industry standpoint, Healthcare has one of the lowest sort of returns on invested capital. We create these facilities and locations, and then they’re grossly underutilized in most cases.

[00:18:20] And that was all driven by this addiction to growth and, and the fee for service environment. I call kind of the golden goose. The more, the more you do, the more you make and. And [00:18:30] like the golden goose we’re, we’re killing it because our employers and our country and our GDP can no longer pay for it. So I think the, and this also becomes a cash conservation method, right.

[00:18:41] By reducing new capital projects and the cash consumption that’s that’s related to them. So this is no longer about growth. The capital needs to be spent on transformation. So how do we look at our existing facilities? What can we do to increase the throughput of those existing facilities? [00:19:00] How can we consolidate? So it’s actually fewer physical locations. How do we close? I can’t say outright hospitals, but that may even be the case with, for a large system, but how do we close physician offices? How do we close surgery centers increase the volume and the throughput of the existing remaining facility. So capital will need to be redeployed in a way which delivers productivity and efficiency and lowers costs as [00:19:30] opposed to providing capacity for additional volume or amenities for patient experience. 

[00:19:37] Bill Russell: [00:19:37] Alright, before we get to number six, I just want to make you aware that next year we are going to be doing something a little different on the Newsday show. On the Newsday show, I’m going to have a rotating list of people and it is going to be a duet from now on.

[00:19:50] We are going to have me and another person on the show. We have DrexDeFord signed up. We have Sue Schade signed up. Let’s see we have. We [00:20:00] have Anne Weiler former CEO for a startup lined up and we are lining up with a handful of other guests that are going to be recurring guests. So that Tuesday news day shows can be a little more dynamic. Us talking about the news and what’s going on. We’re going to continue to engage with you on LinkedIn. So continue to do that. That’s a great way for you to be a part of the community and be a part of the show. 

[00:20:23] All right. Onto number six. Healthcare digital transformation is, gosh it [00:20:30] went into overdrive during the pandemic. And we had the opportunity to sit down with Paddy Padmanabhan  and Ed marks who had just written a book on healthcare, digital transformation. And in this clip, this clip is really Paddy who’s talking and it’s it’s him talking about preparing for implementing your digital transformation. It’s really about developing your roadmap. This is a great interview. If you get a chance to go back and listen to it, it’s also a great book. I I [00:21:00] crammed for this podcast. I got the book, I think 24 hours roughly before we recorded it. And I just sat on that couch over there and read the book and took notes and marked it up. And we then had the interview the next day. Great insights. I love the research that they did. I love the real world experience that ed brought to the conversation as well. So here it is at number six, the healthcare digital [00:21:30] transformation roadmap.

[00:21:30] Paddy, readiness, anassessment and benchmarking. What are we doing during this phase? 

[00:21:37] Paddy Padmanabhan : [00:21:37] What COVID-19 has done is it has exposed many organizations too. Structural weaknesses that they’re going to have to deal with at some point, especially in terms of their readiness for digital health. So what, what we’re saying in the book is that [00:22:00] all health systems must invest in developing a digital roadmap.

[00:22:05] It doesn’t mean you’re going to execute it all on day one, but you must have a roadmap. And we have given some very practical guidance on how to develop a roadmap, so tools and templates, frameworks, and so on, but it’s very important for. Digital leaders and health system leaders to first of all, do a self assessment of where they are in this journey.

[00:22:28] And there’s [00:22:30] multiple tools you can use and be a provider. And using that self assessment, you have to build a roadmap to where you want to be. And in what timeframe had mentioned, the goals that they had, which was more 50% of all outpatient visits to children’s and that’s a great goal, but you want it done in the next three months.

[00:22:49] Are you giving yourself three years to do it? And how are you going to get there? So you have to have a roadmap for that. And I think that roadmap needs to be put together for the [00:23:00] entire organization. Then you prioritize the initiatives within that, set some goals and move forward with it. That is really what we’re saying in the book.

[00:23:09] Bill Russell: [00:23:09] All right. A few more fun stats for you out YouTube. We finally decided to get serious about YouTube this year. We had been producing videos since episode, gosh, episode number eight. I think it was, I had early on, I had some millennial consultants, like my, my son, my daughter my nephew who are helping me out. And they all told me, you [00:23:30] have to do YouTube. And I’m like, who is going to watch this? And they said, no, no, you gotta do it. You gotta, you just, you gotta do the videos. And so we did. And I did it reluctantly to start and now have seen the power of having these videos available for the community. So here’s some stats for our YouTube channel.

[00:23:47] We’re now up to 600 subscribers on the channel itself. This year we had 17,000 views of our videos. We had 1,700 hours of watch time of the [00:24:00] videos. The videos are found predominantly through Google search. Google search is 25% of how the videos are found. Our website referrals are 15%, LinkedIn is 14% and YouTube search is 2% .Which is interesting to me that, you know, people aren’t going to YouTube and searching from there that they’re finding it actually from the Google search. So anyway, just thought I’d share some of those facts with you. I find them interesting. 

[00:24:28] All right. Coming in at number five. [00:24:30] We I actually came in today with San Banerjee from Texas health resources. He was on a panel at the Scottsdale Institute that I was moderating and I was really impressed, really had a great conversation with him on that panel and asked him to come on the show.

[00:24:46] And he he supports their digital experience at Texas health resources. And in this clip we started talking about what it infrastructure. What, what’s the foundation from an it perspective that is [00:25:00] required for creating great digital experiences for healthcare. And this is San Banerjee sharing his insights at number five.

[00:25:08] The infrastructure is required to get this right and really support a seamless consumer experience across the entire journey. 

[00:25:17] San Banerjee: [00:25:17] So that’s a great question. So we are rebuilding and re looking at the whole it stack that we have today. Okay. Because it stack that we have today is to service our present or the past to the service to our [00:25:30] past. So we are looking at a new set of technologies that we can add to our stack or build something new so that we can serve as that consumer needs that we have.

[00:25:39] I’ll give you some examples. We are looking at a completely brand new CRM system, which can act across providers, our businesses, as well as our consumers. So we are trying to build a whole CRM stack. We also looking at the way we collect preferences from the consumers, it has to be in a central [00:26:00] place so that we can act on that.

[00:26:02] We are looking at an open API based structure so that we can connect with any external ecosystem that we need to. These are new muscle, which we never had. And this is if you, if you have to really think about it is a parallel stack that is big getting built as this point of time. And at some point we’ll fall back, whatever from our past has to come in that chair. That’s the path we are on. 

[00:26:27] Bill Russell: [00:26:27] All right. We’re getting down there now. We’re we’re at number [00:26:30] four and actually one of my favorite interviews this year was with Aaron Miri. It’s really, the first time I had met Aaron was on the show and that happens a lot more now than it used to early on. It was just me calling people I knew, and my peers and the people within my network. What happens now is I’ll read an article or read some content out there and I’ll say, That’s that’s really interesting. And I have like two or three follow on questions. [00:27:00] And instead of sending an email saying, hey, I have some follow on questions. I just asked him to come on the show and I asked the follow on questions and you get to hear the response.

[00:27:07] Well, Aaron is pretty active on social media. He’s pretty active out there in the community. And every time I read some of his stuff, I think, yeah, this is somebody I want to have on the show. I invited him, he accepted and he did not disappoint in this w we actually talked about strategy, architecture, innovation. We talked about a lot of topics. He’s a great guest. In this clip, we [00:27:30] actually talk about attracting and retaining the best talent for your health it organization. This is a challenge that a lot of health systems have, and I really appreciate the wisdom that Erin shared with us on the show. So here’s Aaron Miri at number four. 

[00:27:45] From an operation standpoint, let’s start with people. You know, Austin’s a really competitive market, as you said, you know, Silicon Hills for talent. So how do you attract and retain the top talent for your health system? 

[00:28:00] [00:28:00] Aaron Miri: [00:28:00] Yeah. Great question. So a few things, what we have found is that top talent is attracting top talent, right? As you said earlier, I chose to come to UT because of the people that are here on our board and our leadership team, people like Dr. Clay Johnston, who was at UCF. And now he’s our Dean people like Martin Harris, Dr. Martin Harris, who is CIO of Cleveland clinic. Who’s now our chief business officer. So I’m surrounded by people that are just really in their field. Literally wrote the book. Martin wrote the book on how to be a  CIO 20 years ago.

[00:28:28] Right. I mean, it’s amazing to [00:28:30] people around. That’s number one, top talents going to want to come and talk to us. So that’s number one, number two, your mission, right? You T’s mission of the whole, what starts here. Mantra really is what Renata, what makes the ethos of this entire university and all of our health system.

[00:28:44] And so the ability to break the norm and do different things. Brings out some of the best, especially young talent that is more gravitated that you can pay them maybe 30, 40, 50, K more. If you go work for Google and that’s great, but sometimes they want to come to something it’s a [00:29:00] lot more than just money. That’s something about you giving back to communities. You’re able to give back in a way to build something. And number three, how often do you really get a chance to start something new in the tier one R one, the demic world renowned university. I mean, that never happens, right? I mean, you’ve got the harbors and the Stanfords and the others out there that are just, listen-only amazing.

[00:29:20] But how often has this happened? And so what I have found is that a lot of talent that is leaving their established places to come here, they’re attracting the vet. They’re like, Hey, I get to [00:29:30] learn from the best. I got to be part of it. I get to be a long Lord, which is, you know, hooking them. That’s how I am. And then last but not least, I get to build something new, which is again, a resume bullet that you really can’t offer a lot of people. So those things tend to attract the best, the best and retain the talent that could be, and probably is being solicited by the Googles and others. Again, nothing wrong with them. It’s what do you actually want to do with your money? 

[00:29:55] Bill Russell: [00:29:55] All right. That was number four. We’re now down to the top three, but before we go [00:30:00] there, a quick note on the show for 2021, we’re adding a new show and we’re actually adding a new channel for that matter. Today in health IT is going to be a daily podcast that is five to seven minutes in length, where we cover one new story a day. To subscribe to that you’re going to have to go do todayihealth it.com. And subscribe. However, you listen to your podcast. There not going to be video for this. It’s just gonna be audio. The thought process behind this is, it’s a great way [00:30:30] for you to stay current. You can listen to these on a daily basis. It’s only five to seven minutes. It’ll keep you, I’m going to pick out a new story that I think is relevant. To health it, to specifically the things that you’re doing within your healthcare organization. And I’m going to talk about those things for five to seven minutes, I’m going to share what’s in the article itself. 

[00:30:49] Give my sort of, so what. Why is this important and why does it matter? And how do I think about it as a CIO. But I just want to make you aware of that. So [00:31:00] todayinhealthit.com it’s not going to show up the shows are not going to show up in this channel. So if you’re waiting for them to show up in the this week in health it channel, it’s not going to be there.

[00:31:10] You’re going to have to subscribe to today in health IT. And those shows will start showing up on January 4th, So the fourth is going to be, when they’re going to show up, you’re going to want to subscribe now to get in line.

[00:31:20] There’s actually one show out there to sort of kicks it off and gives you a little background on it. So I head over to todayinhealthit.com today, he gets subscribed to that and we will see you in the new [00:31:30] year. It’s going to be great. 

[00:31:31] All right, let’s get down to number three. Number three. We had an interesting conversation with Chris Harper. He’s the he’s in charge of data and analytics at the university of Kansas. At least that’s what his role was at the time of the show. And I, I thought it was interesting because he had taken an organization that wasn’t advanced, that was struggling a little bit from a data and analytics side.

[00:31:57] And he was giving us sort of a roadmap [00:32:00] that he followed to mature an organization, to, to take over and then to mature an organization. And there were so many things in this. There’s a couple aspects of this one is I hear this conversation all the time. We are not as mature as we need to be in the data and analytics space. We could be more mature in that space, I hear that from a lot of health systems from some clients and others. So this is a space that I think there’s a lot of need and clearly resonated to get [00:32:30] up to number three means that a lot of people downloaded it and listened to the episode.

[00:32:34] In this, we talk about matching the specific needs of your organization, the culture, and really adapting that on an ongoing basis to make sure that you’re meeting. This specific needs of your organization around the data needs of the organization. So here is Chris Harper at number three.

[00:32:55] You seem to be communicating that each organization’s culture and data [00:33:00] needs and maybe even systems and governance is a little different. So you almost have to spend that time digging into. all those elements to make sure that you’re identifying the right program. It’s not a one size fits all kind of thing for healthcare. Is that, am I hearing you correct? 

[00:33:21] Chris Harper: [00:33:21] Yep. That’s that’s correct. And then you also have to. Look back and, and evaluate that every year. Right? So we [00:33:30] essentially developed this three-year roadmap to kind of guide us where we need to go, whether it’s with funding, with additional opportunities. When Y when I started that journey, quality and safety obviously is our number one focus. And so, but at that, at the same time, we had opportunities to look at our improvement except effort with cost opportunities.

[00:33:54] And so what I typically do is since it’s easy to count with your one hand, I look [00:34:00] at five different opportunities or questions you’re trying to address using data and really spending most of your time. Understanding not only where you’re starting from a culture. Technology the people and all of that, but also are the five most important things on your senior executives or your physicians are looking for.

[00:34:18] And really focusing on that to really understand where your starting point is. And then really, if you wait a year or two to get value out of it, you’ve already lost the battle, right? So you’ve [00:34:30] already got funding for maybe supporting it for 12 months, but if you’re not showing your incremental value and how you’re. You’re using this really  resource to improve outcome. We’re not going to really get that next year of funding. So it’s a really, we looked at what are some of the five questions and then quick wins. 

[00:34:48] Bill Russell: [00:34:48] All right. A little behind the scenes for you. There are times prior to me getting my production team. There are times where quite frankly, I would get to a [00:35:00] Wednesday and I wouldn’t have a guest for a Friday show. And so at that point, I’d just scramble. I’d call some friends and get them on the show. Well, one of my favorite people to do that with is Charles Boicey, Charles Boicey is brilliant. He’s a data scientist. He’s an architect. He’s worked for a lot of organizations, UCI in Southern California, Stony Brook in New York. He is now the chief technology officer. I believe chief technology officer. For [00:35:30] a startup out of Jacksonville that has done extremely well and they’ve, they’ve grown and and, and done really well.

[00:35:39] And Charles is the person I call a lot of times when I have a technical question. And so I thought, all right, I call them up on a Wednesday. I’m like, Charles, I want to do a show with you where I’m the CIO, you’re the CTO. And we’re going to discuss the current healthcare challenges. And he loved the idea and we just, we started plowing through them.

[00:35:58] It’s like, all right, Charles, we need [00:36:00] to do this kind of reporting. All right, Charles, we need to do this for interoperability. All right, Charles, we need to do this around cloud. And we just. We just went at it for actually one of the longer episodes. I think it was like 40 minutes and I just had a blast doing it.

[00:36:12] It was a lot of fun in this clip. Charles and I talked about cloud strategy. I just threw out the question that everybody wants to ask, which is what the heck is a cloud strategy. And I love this conversation because it now seems. So appropriate [00:36:30] given what we experienced since the pandemic hit and how important the cloud strategy was for our for agility of the healthcare organization and our ability to adapt to the changing environment.

[00:36:44] So here we are at number two, Charles Boicey, with a CIO and CTO discussing the current health care challenges. What is a cloud strategy? 

[00:36:55] Charles Boicey: [00:36:55] Yeah, what is a cloud strategy? So [00:37:00] I’ll give you my definition of it. It’s not a choice. And what I mean by that is you have your own on-prem cloud. You could have a private cloud located somewhere else in a cold dedicated environment. You’ve got Google, you’ve got Azure. You’ve got AWS. The. Whole ecosystem is a cloud. Does that make sense to you? You’re not making a choice. [00:37:30] You’re in a cloud environment now whether you know it or not, and because of how we are doing things now, from an API perspective, if I want to run a workload in Google big query, then I will run a workload in Google big query.

[00:37:46] If from a storage perspective, I want to store all my data on prem. Great. Is there some tools within AWS that I want to bring on? And work in my environment. I can do that as well. So I can move workloads around [00:38:00] as I need. Is it all or none? No, that absolutely isn’t. And I think this is something that we’ll see evolve as time evolves, where I’m not making a decision to shut down my data center and move to let’s say, AWS, I’m going to do everything you need Ws.

[00:38:16] No there’s interconnectivity between all those cloud vendors. And I’ve used that. I mean, they’re fast. So it’s, we are in a cloud environment and I’m going to best utilize it. 

[00:38:26] Bill Russell: [00:38:26] And from a CIO perspective, what I would say a cloud strategy is [00:38:30] it is you getting the most agility and efficiency for your organization, providing the most capabilities to your organization. The reason we talk about cloud at all, Is because cloud gives you the agility, the efficiency and the capabilities. We can spin things up. Overnight that we used to have to plan six months for and order servers and put them in your data center. 

[00:38:54] All right. We’re there we are at number one. Before we [00:39:00] get there, one last thing I want to do, I really want to thank my staff. So this year, because we have sponsors, I was able to add staff and it made things so much smoother. I want to thank Tess Russell who is our head of marketing and social engagement and Tracey Miller who heads up our production efforts. I have enjoyed this year so much more because I can focus in on the conversations and I think it’s really elevated the content I can focus in.

[00:39:27] I can give almost a full hour of preparation [00:39:30] to  just generating questions that I want to ask this person and doing research for myself on some of the other things that they are saying. And I hope what I’m able to do as a result of that is just ask the questions, the followup questions that aren’t being asked by say a traditional journalist, but somebody who has an IT background, really thinking through where they’re going with these things.

[00:39:53] You know, I really enjoyed this year a lot more because of that staff. So I really want to thank Tess [00:40:00] and really want to thank Tracey. And if you’re wondering, who listens to every episode, those 2 listen to every episode so over and above just myself, hearing every episode, those two have listened to every episode and every now and then they’ll say, well, I’m not a healthcare expert.

[00:40:15] But I, you know, the more, and the more episodes they listen to, and the more conversations we have the more I’m realizing that these two are really, really picking up on healthcare, health IT issues, and those kinds of things. It’s. It’s fun. And [00:40:30] I think that same thing is an opportunity for you and your staff. So thank you for listening. 

[00:40:35] All right. Onto number one. Number one healthcare 21st century with Aneesh Chopra. Aneesh is somebody I met early on in my CIO career and we were on a panel together. Actually he was moderating the panel. It was unlike any panel I’ve ever been on. Aneesh engaged the entire audience. [00:41:00] Usually a panel. You’re just having the discussion with the people who are up on the stage. He engaged everybody. And because of that, we had a topic we were going to cover and we ended up covering a completely different topic because the people in the audience wanted to talk about a certain topic.

[00:41:14] That’s the kind of person Aneesh is. He engages the community. He listens to the community. And then he helps us to really think about how these things are gonna impact healthcare and how we should potentially be thinking about how they’re going to impact healthcare. [00:41:30] You know,  is very engaged in DC. Very engaged with the with HHS with ONC in those conversations that go on there, he’s engaged with the with the startup community as well. So We get to talk about a lot of different things in this conversation, though, we really focused in on 21st century cures and the interoperability that is going to be a huge topic for 2021.

[00:41:57] And it’s no surprise that this ended up [00:42:00] being the number one most downloaded episode for this year. First of all, because Aneesh is just so articulate. And second of all, because this is the topic for 2021. How are we going to do this? How are we going to do inter-operability? Well so here’s Aneesh Chopra. At number one.

[00:42:17] Aneesh Chopra: [00:42:17] Because the banking industry got its act together self-organized and built those standards by which the mint.com or the world could connect to the banks all within a [00:42:30] regulated context. Why healthcare 10 years after the initial data set was published? Why bill has the healthcare industry not added a single.

[00:42:45] Data element beyond the minimum required in the open source domain. Have we just been so busy? We can’t add a single element in 10 years. [00:43:00] It’s we don’t tend to self. Organized the way you talk about, we tend to, I remember sitting across from another CIO and I said, Hey, and this was something simple, right?

[00:43:12] So we had we had an, a health information exchange in Southern California. I sat across from him. I said, Hey, we’d like to share our data through this HIE. And the CIO said, that’s great. We don’t want to share our data with you. And I’m like, and I’m not going to reveal who that was, because, but to be honest [00:43:30] with you at that point in history, That was well within their prerogative to say, yeah, it’s not in our best interest to give you our patient data.

[00:43:37] You guys can then go after our patients. We don’t want it. And that’s why you see the need. That, what you’ve just said is why SEMA Varma said it hymns a year and a half ago when we were still meeting in person that effectively. And I’m paraphrasing, you made me do this. [00:44:00] You the industry in the failure to self-organize for any reason, because of the financial incentives, the market dynamics, whatever that compelled, what she said was a sort of, anti-refugee not anti-regulation, but deregulatory agency leader to want to impose some of the strictest and boldest regulations on interoperability. We’ve had in the industry and in the decade. 

[00:44:30] [00:44:29] Bill Russell: [00:44:29] Amazing guests this year, amazing insights. I really have to thank all of them for for coming on the show. I have benefited greatly. I think the community, actually the emails would tell me and the instant messages that I’ve received would tell me that people have really benefited from the show and the people that we’ve had on the show.

[00:44:47] So I really appreciate it everyone who has been, who has taken the time to sit down with me to record something that is going to last and really help people. I’ve had people just coming into the [00:45:00] industry new to the industry, young people coming out of college saying, Hey, this is really helpful.

[00:45:04] I’ve had people take over new jobs and said, Hey, I listened to five or six year episodes on this topic has really helped me that wouldn’t be possible without. Our great guests. So thank you. Thank you. Thank you. For coming on the show I, I just want to recap top 10 number 10 was Tricia Julian and Brett Oliver talking about a team approach to health IT. At number nine was David Muntz and Sue [00:45:30] Schade on the state of the industry. And we were talking about really preparing your staff for what’s next. Little did we know that what’s next was a pandemic. Number eight, finding the next role with Judy Kirby with Kirby partners, retained search firm.

[00:45:45] Number seven was the post COVID rise of insurance with Rob DeMichiei, former CFO for UPFC. Number six healthcare digital transformation with Patty Padmanabhan  and Ed Marks. Then we went down to number five, [00:46:00] creating digital experiences with San Banerjee with Texas health resources. Another great conversation.

[00:46:04] Number four, we talked a lot of different topics with Aaron Miri with UT University of Texas health system. And then number three, Chris Harper, with the university of Kansas talking about data analytics and governance. Number two, we had my friend Charles Boicey, where we had a, a CIO CTO conversation around the healthcare [00:46:30] challenges and at number one Aneesh Chopra with healthcare in the 21st century, talking about interoperability and the 21st century cures act.

[00:46:39] You know, if you heard something and you’re thinking, hey, this is good stuff. Go to the website this weekhealth.com. Check out the full episode. We have transcripts out there. You can go to the YouTube channel, not only check out the full episode, but there’s also clips out there for each one smaller clips that you can listen to some of these segments. You can sign up for clip notes. This is another thing you can do and get a summary. [00:47:00] And clips of each episode as they air in 2021. So 24 hours after the show airs, you’ll get an email telling you, Hey, here’s who was on the show and here’s what they said. 

[00:47:10] If you want us to continue making this show, there are two things that really help us. One is send us a note. We’d love your feedback. We are constantly trying to improve the show to make it more valuable to you. That is our that is really our litmus test. Is this valuable for the people in healthcare and healthcare? It [00:47:30] so your notes help us to continue to strive closer to that goal.

[00:47:34] The second thing is to share it with the peer, right? We want to get this content into as many. Healthcare practitioners, health, it practitioners as possible. We believe that by growing the community and sharing these insights from these great health leaders we have the opportunity to re-imagine healthcare everywhere for everyone. And I hope you agree with that. So please share it with your peers. If you have the [00:48:00] opportunity that’s all for this week and really that’s all for this year. Thanks for listening.