August 26, 2020: The pandemic created significant challenges for healthcare. We had to develop so many new things. So many new muscles, new strategies and approaches. Today Tressa Springmann, the SVP and CIO for LifeBridge Health walks us through the silver linings and those things that will go with us into the future and change healthcare forever. Creating a uniform experience for the consumer across multiple platforms. Difficult conversations with outdated vendors. Leadership skills. Replicating office culture and productivity virtually. Telehealth, chatbots, remote patient monitoring. What are the priorities going into 2021? What further investments should be made?
A Digital Consumer Platform with Tressa Springmann
Episode 295: Transcript – August 26, 2020
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Welcome to This Week in Health IT where we amplify great thinking to propel healthcare forward. My name is Bill Russell, healthcare, CIO, coach, and creator of This Week in Health IT a set of podcast videos and collaboration events dedicated to developing the next generation of health leaders. [00:01:00] This episode and every episode, since we started the COVID-19 series has been sponsored by Sirius Healthcare.
Now we’re exiting the series and Sirius has stepped up to be a weekly sponsor of the show through the end of the year. Special thanks to Sirius for supporting the show’s efforts. During the crisis today, we are joined by Tressa Springmann. Tressa Springmann is the SVP and CIO for LifeBridge Health in Baltimore, Maryland.
She is a phenomenal guest. She has so many great insights. I really especially like the section [00:01:30] where we talk about the things that she is doing to replicate the culture that they had in the office in a virtual setting, it’s a phenomenal back and forth. And I really got a lot out of it. I hope you enjoy today.
We’re joined by Tressa Springmann SVP and CIO for LifeBridge Health. Good morning, Tressa. And welcome back to the show.
Tressa Springmann: Having me, I hope your, you and yours are well.
Bill Russell: Yeah. You know, we’re doing pretty well. We’re in I guess you wouldn’t call it an urban area. [00:02:00] We’re more rural area. So social distance is a little easier.
And, everybody seems to be wearing their masks and what not, but you’re, you’re in a pretty urban area. Right?
Tressa Springmann: Yeah, the majority of our facilities are in or around Baltimore city. But I don’t know COVID seems to have leveled out here, much quicker than it did for you there in Florida. For sure. Yeah.
Bill Russell: And Florida is really regional. I mean, if you’re in Miami, it’s very different than the Western shore, which is where I’m [00:02:30] at. But I, you know, I haven’t heard a lot from Baltimore. You know, what’s what’s what, what, what’s the current state of COVID in your community?
Tressa Springmann: Sure. Probably like a lot of my peers we have daily safety huddles where we talk about the numbers and, it was nail biting in March for sure. March and April. We were running high vent capacity, had some issues with PPE. We were banging it, but, We have had, quite a decrease and now we’re more in [00:03:00] a stable mode. I think as of this morning, we’ve had a hundred thousand in the state and a hundred thousand positives, not deaths.
And, things have been, we had a small uptick couple of weeks ago, but, we’ve been in recovery doing electives, et cetera for the last couple of months. Sadly, we aren’t seeing the same volume levels we did pre COVID and that certainly I think is going to have an economic impact, entail on a lot of [00:03:30] us in the healthcare sector.
But, knock on wood, the social distancing and early masking I think, paid off. And although their hotspots we’re really in a pretty good place, Bill.
Bill Russell: You know, it’s interesting. One of the things I grew up on the East coast. One of the things I used to love about it was, you know, for us, it was an hour and a half drive to New York city, an hour and a half drive to Philadelphia, three hour drive down to Baltimore, four hours to DC.
I mean, literally, it’s also closed and that’s one of the things I love about it, but [00:04:00] during a pandemic it’s also close. And so when you had that going on in New York city, I mean, you guys had to be sort of stepping back and going, Hey, you know, that’s not that far from here.
Tressa Springmann: That’s right. And we were just behind them.
I mean, it did get ugly. it just was early and it’s subsided and a lot of people’s behaviors had to change and they did, but, to your point, it got very ugly very quickly and certainly not nearly as ugly as it [00:04:30] did due to the proximity of folks there in the city, in New
Bill Russell: York. Well, you know, we talk about technology here. So, you know, just so we don’t get sidetracked, so people don’t confuse us with doctors or giving medical advice or anything to that effect. You know, we heard from a lot of the CIO is during our Field Report series about, you know, telehealth and work from home. You know, what was, what was your approach to telehealth in your community?
Tressa Springmann: So, and I think we’ve talked about this before, you know, [00:05:00] Maryland hospitals have had the benefit of being on a global budget. And so, we really, unlike a complete fee for service environment, we had made a number of platform investments in telehealth. So while I wouldn’t say we were rocking it, both remote patient monitoring and interactive telematic medicine were investments that we’ve made.
Ironically, and as you know, it’s, it hasn’t been about the technology, right? It’s been around the [00:05:30] reimbursement environment. It’s been around, having a burning platform need that encourages providers to, to change and do things differently. And that’s what we saw in March and April. We had. Just from a count perspective, we had 17 virtual visits out of our practices in January. And since February, we’ve had 80,000.
Bill Russell: Yeah, it’s unbelievable.
Tressa Springmann: It’s unbelievable. Now, you know, we do telestroke, [00:06:00] Tel ICU. We do, we use a remote patient monitoring tool. We do Iris management. We do a lot with telhealth these days. But those virtual visits in the practice space, as you’ve heard and, and we had organizational readiness partially because of the reimbursement model here in Maryland, but you know, when those things align, it just explodes.
Bill Russell: Yeah. It’s and it’ll be interesting to see, I’ve been monitoring a lot of those stories of CMS, just put out their [00:06:30] fee schedule and they’re asking for comments. So we’ll see where that goes. And, and we saw some numbers earlier this week based on claims data, but still it was showing that at our peak, 50% of our visits were in that, March, April timeframe, 50% of our visits were telehealth.
And now it’s dropped back to 20%. I don’t think that surprises anyone, but still that 20%, if you had told us last year that we were going to get 20% penetration in telehealth, I think we would have been [00:07:00] ecstatic
Tressa Springmann: We would. Yeah. Yeah. But that’s because we were asking people to do something that didn’t make sense and it wasn’t being demanded of them and they weren’t being reimbursed for it.
So, yeah, you’re absolutely right. And in fact, I think that’s the number. I think modern healthcare. I’m looking around the floor here. I think I have the most recent addition on the floor. They have some nice projections around where they see this landing. And I think it’s, you’re spot on for, [00:07:30] 20 to 25% of practice based care.
Bill Russell: Yes. So you use my filing system. You have a pile over here and a pile over there.
Tressa Springmann: Well, you know, you got to take advantage when you have a meeting where everyone’s 15 minutes late.
Bill Russell: Yeah. Well, all right. So let’s talk about work from home. You know, work from home was an interesting challenge. I mean, we’ve talked about it from a technology standpoint.
I mean, we had to stand up, you know, VPNs and other technologies and extend our VDI environment [00:08:00] and our virtual app and those kinds of things, but to talk about it from a leadership standpoint, you know, it’s, it’s interesting. How do you maintain culture? And productivity and just all the things that we have when we’re together, in a, in a remote work environment.
Tressa Springmann: Well, let me, I’ll start with the tools we had implemented Office365, but because of the physical nature of where things have been before [00:08:30] COVID, tools like Teams were just kind of nibbled around the edges and now they have become core to our day to day work, where we are convening and collaborating in a virtual way.
Similar to telehealth that until the environment made itself, right for that change, it just didn’t happen. People would swing by your office or still pick up the phone From a leadership perspective, I come from a long line of [00:09:00] process improvement. And so lean methodology has been really core, to a lot of the management system environment, that I’ve been exposed to.
And I’ve used in my experience. That lean methodology focuses so much on daily engagement and, making sure there are a lot of open opportunities for communication. Most of my areas, although they do it virtually, they do virtual huddles and [00:09:30] what I found I needed. To make sure that I was overextending myself and encouraging my leaders to do the same and think differently.
What do I mean by that? Some of the examples I’ll give you an example that I employ. I have, two different sets, one each week and then one each month. And I didn’t use them as extensively before COVID, but I have virtual office hours. [00:10:00] And so I go online. And for an hour each week, if anyone, any one of my direct reports has anything that they’re stuck on, that they need some advice or direction or want to know what I’m thinking they could just hop on, ask a few questions and hop back off. You know, that used to be, Oh, well, I’ll see Tressa at that meeting. Or, you know, I’ll probably pass her in the hall cause we go to lunch at the same time. Those just don’t happen anymore. So you really need to program them in. [00:10:30] So this idea of virtual office hours are now the mainstay of the schedule of my week.
A second technique has been what the team, affectionately calls time with Tressa and. I mentioned the tough economic times. I mean, people’s spouses are losing their jobs. We have had to employ some furlough activities, especially during the real height of the crisis and your whole world’s already rocked.
Now you’re rocked to the core and your own [00:11:00] confidence. A lot of our reassurance comes from physical presence and that was just absent. So time with Tressa. Again, this wasn’t my leadership team, but anyone in my division who I do know, golly, what’s going on. And you know, I heard this about PPE and, there’s nowhere to park anymore.
And when can we come back to the office? And even though we have weekly huddles where I try my best to provide updates, That ongoing [00:11:30] ability, not just to hear from me, but to get reassurance and reconnection, not just from me, but from their direct supervisors and the other leadership team members, I think has just been essential.
You know, we’ve been, as many people have at their work from home and what are we going to do in the grand design? And, you know, we haven’t landed yet. Bill. We do have some leases that we’ve given up because we don’t believe we need people housed in those areas and we can save money. [00:12:00] and we’ve gone through the process where I’ve said, well, here are all my analytics jobs or my analysis roles, my engineering roles, that can all be done effectively, remotely, but there’s the role.
And then there’s the individual, right? I might be able to do the job remotely, but are my personality needs going to be met if I’m so isolated and the answer to that been very different for different people. And so, I think just to loop [00:12:30] back, really being intentional about communication, creating lots and lots of ways for that to happen.
We have weekly division huddles. I have leadership checkpoints now virtually three times a week. I have the virtual office hours. and I’m ever amazed that every one of these opportunities is used. People take advantage of it.
Bill Russell: You know, I trust there’s so much wisdom there. I’m going to have to cut you off at certain points, you throw too many [00:13:00] things at me. I love the fact that you’re doing the drop ins. I think that’s a phenomenal idea. One of the posts. in comments I made on my Tuesday show was just that we have to adjust our practices. We used to have, you know, monthly breakfast with the CIO, which was an informal, get to know the CIO and ask whatever questions.
And we had those drop-ins. We had those. What I was saying when, when I did that show was we have to be intentional about creating that same dynamic in the [00:13:30] virtual world and we were moving so fast. I was afraid that a lot of us hadn’t taken the time to really build that out. And it sounds like, you know, through interaction with your team and through really thinking it through that.
That you’ve created those, those points that, that create that, that dynamic environment where people can get their questions answered, can have the interaction with the leadership they need and keep projects moving forward.
Tressa Springmann: No, a lot of it’s just the skills we know how to deal with crisis, right? When that system’s been [00:14:00] crashed and down and you’re, you’re having to manage through it. But I think what was different here Bill is as a CIO for a lot of years and a leader, I have a lot of confidence in how to lead in that space. But during this crisis, I mean, that was affecting me too. And my family and my own fears. And I needed to be an example. I needed to be a rock I needed to be authentic and human, but I also needed [00:14:30] to offer some reassurance and stability even when, it was wavering a little bit for me, cause that’s just an expectation of the role of leadership, isn’t it?
Yeah. I mean, we’re humans, It’s interesting because we all have to know the same set of decisions. We’re making it work. It’s like, when do we go back to school? When do we do this?
It’s a risk reward thing. When do we take those risks and go back and. Every family, every person and in every family and in, in your community is [00:15:00] having what you have at a corporate level. They’re having at an individual level and at a family level, we just made the decision well our daughter decided, you know, Hey, I’m going back to campus for the fall semester.
Bill Russell: And you know, that’s. That that used to be like, Oh yeah, you’re going back to the fall semester. It’s no big deal. That’s a big decision now. It’s like, ah, okay. How do we feel about that? How is her health, does she have any risk factors? I mean, there are a whole bunch of things went into it and that’s what every family sort of facing [00:15:30] is common things are just a lot heavier than they, than they used to make a lot more decisions to be made. Yup.
Tressa Springmann: Yup. For sure.
Bill Russell: Alright, well we’re one of the things I wanted to talk to you about you are a huge proponent of, platforms at the digital front door. And we’ve talked about this before, actually. When was the last time you were on the show in the fall, right? You were at the CHIME event. The last time we talked?
Tressa Springmann: You were there with your daughter?
Bill Russell: Yes, I was there with [00:16:00] my daughter, my daughter, who is now graduated from college. She’s leaving me and going on to better things. So I’ve
Tressa Springmann: no, no, she will never leave you, but I am a mother of all boys. I know what leaving you means.
Bill Russell: Yes, no, she actually has left she’s in another state. She’s pursuing a different career. So, I’m, you know, I’m not backfilling her as a daughter. I’m just back filling her role within the company anyway. I don’t know why I’m explaining myself to the audiencem like I’m, it would be [00:16:30] judged anyway. you know, a lot, a lot of organizations through a lot of technology at this problem, right? Chatbots, telehealth, remote patient monitoring. You mentioned a handful of those. I ran out of the bat, but, you’re a strong proponent of, of platform thinking. With regard to the consumer digital strategy, you know, what, what does that look like?
And what is, what is different about a platform thinking approach to this problem?
Tressa Springmann: So now we’re not going to talk about COVID right. We’re [00:17:00] going to move over and I’m going to talk about digital as a platform.
Bill Russell: I think so, unless you want to talk about it in the context of COVID, but, I, I just want to talk about, you know, that whole idea. We had a lot. I mean, I, every day I pull something up that says, Hey, our Health Systems used a chatbot here and our Health System used telehealth and remote patient mind, and I’m looking at all these solutions and I’m gone. okay. I don’t know how you’re going to control that controls. Maybe not the right word, but I don’t know how you’re going to [00:17:30] orchestrate a common and cohesive experience across all these things now that we’ve implemented things.
Tressa Springmann: Well, so, look, this isn’t a new idea, right? If I take a lesson on the journey that even you’ve been through, whether it was our ERP systems, which originally were a chart of accounts and a payroll and an AP system, Hey, let’s get them integrated and call them a platform. The same was true, where a lot of us started with [00:18:00] home grown or best of breed, and interfaced clinical systems only to see that as it played out and the products became more integrated that we could get scale with a platform. I, I truly believe that starting with the, and then mine is no different and it’s more of a vision than a physical concept, but I’ve been kind of hounding that topic, which is start with the end in mind and really assume that your digital [00:18:30] strategy needs to be a platform play and not a product play.
And I can’t tell you that we’ve gotten that done perfectly, but you know, it hearkens back to an article that came out in a Harvard business review in 2019. And it, I mean, it was probably the middle of last year and it just kicked me in the forehead and it was, the article is called finding the platform in your product and, you know, it had nothing to do with healthcare, but in fact, as all of us [00:19:00] know that, you know, what does Amazon become?
And I can buy things off the Amazon website that Amazon themselves doesn’t even sell because they’ve created a platform instead of just a product. And we seeing seen this with so many other organizations from a digital perspective, and I’m starting to hear consistent voices in the industry. there was an Allscripts event that I wasn’t able to attend and they sent the [00:19:30] slides out Bill on what the delivery was regarding.
And I know Ed Marks has talked about this as well, but the very first slide and it was in my inbox, is it patients too? They are inundated by disjointed technologies and, you know, digital, the digital platform is no different. multiple welcome message messages, various activations, depending on where you’re touching a healthcare system or what conditions you have [00:20:00] having completely different digital user interface experiences.
So. I guess my hypothesis is we saw the way of the ERP. We saw the way of the EHR. In fact, we live through providers. Who, and I’m sure you remember this. Oh my God. You want me to log in to all these different things and I can’t even find half of them and why don’t they?
Bill Russell: And that’s where I was going to take you. It’s not only the experience for the, for the patients. [00:20:30] The clinician experience was awful. I remember sitting there going, yeah, we’re going to put in a password manager cause they had to remember so many passwords cause they were logging into so many different systems. And, you know, we front ended that to made it nicer for it.
But at the end of the day, if you knew what was going on behind the scenes, you’re sitting there going, why did they have 25 passwords to do their normal patient visit? That makes no sense, but
Tressa Springmann: Bill are still going to see some of that, you know, in this arena of innovation, [00:21:00] you know, there’s good news, bad news about the big giants, right?
Even in the EHR space. And as the market evolves in the digital space, we don’t want to crowd out the nimbleness and the innovativeness of the smaller planks. But when you’re sitting in a $2 billion healthcare system, as I am, you don’t want to confuse disengaged patient or consumer, and you don’t want 700 diabetes apps.
They that, you know, it just starts to not make sense. [00:21:30] So very similar to other, platform plays. If you put together guiding principles and have intention, you aren’t necessarily looking for someone, a single someone to solve for all. But you want to be conscious and constant about guiding principles around the user experience, being as singular as possible.
you want to make sure when you’re really pressing the buttons with these [00:22:00] digital vendors, that they not only say, but can demonstrate their commitment to API interoperability. So that at the end of the day, when you, enlist this consumer in the journey. They don’t know very similar to the old clinical days that they’re moving on and off a digital highway when in fact they’re just context sharing with other applications because of the nature of that interoperability that exists. [00:22:30] So, it’s as much a concept and a strategy and informed by guiding principles and. Intentional decisions than just saying, I’m going to go buy this one thing that’s going to solve for everything.
I will say in our own experience, and maybe it was just luck of the draw. we’ve been very happy. We have found a vendor that is not going to be all things to all people, but because of their vision and their commitment to interoperability and their philosophy [00:23:00] that, We don’t believe that we are the only solution for every single one of your consumer digital needs, that has paved the way for them to be more of a universal user interface as we enroll and move a patient through their journey.
And this solution automates let’s say 40% of it. And the other 60%, I have the ability to, API enable [00:23:30] different junctures coming on and off that digital highway. So again, I think you need to start with the end in mind and I don’t think any of us. And I know some people already have any, even I’m afraid doing some of these decisions, but no one wants to find ourselves four years from now with having done nothing more than completely confused our digital consumer with what our, our healthcare products are and made it that much harder to have access to [00:24:00] care.
Bill Russell: Yeah. So begin with the end in mind is a great principal, but that leads to your guiding principles. So you want a uniform experience for the consumer across multiple platforms. And one, I assume there’s there’s clinician interaction principles that, that get formed through that. What are some of the principles around how the clinician interacts with a digital or a digital platform strategy or digital [00:24:30] front door strategy?
Tressa Springmann: Well, you know, it’s very similar to the old school EHR decisions, which is, well, heck think about this. When we implemented CPO, we asked really, really smart people with really good education, to do something that they’ve been doing very successfully forever, and to do it with really crummy tools.
That were very immature, and had no immediate benefit for them. I mean, that was CPO. We summed up and it’s early days. [00:25:00] And I think as we navigate the digital world, we’ve got to have that similar understanding with our providers. They don’t all have the same level of comfort with technology and we’ve got where possible to allow them.
To have an influence on the context, if, if we get the technology right Bill, and if we can pick vendors who are committed to, [00:25:30] interoperability in a real true way, then our clinicians have the ability to decide on which one has the best clinical content. Right.
Bill Russell: So that’s where, that’s where the platform comes in.
What kind of, so you’ve mentioned this a little bit. What kind of conversations do you have with your vendor partners? So you’re saying, Hey, we’ve got this platform and this is how you’re going to plug in. And this is how you’re going to [00:26:00] interact across the Lifebridge ecosystem. Okay. How did vendors respond to that and how do they, I guess, how did they respond to that is the question.
Tressa Springmann: Well, it hasn’t always been easy because as you know, some vendors believe and want to solve it all. And so if you’re not buying every one of those widgets objects and, and use case tools from them, they don’t want to play. That’s one [00:26:30] end of the spectrum. The other end of the spectrum are folks who are just pure tech companies and they have no content.
And so, when you have a gap in content, they don’t even have a default standard for you. So, they’ve been, I mean, they’re interesting conversations and, there hasn’t been a one size fits all. We’ve been doing a lot of navigation in this space. And it’s hard because you might have a vendor that’s got the best clinical content for your digital journey.
And [00:27:00] yet they are very immature from their interoperability perspective and really don’t, I don’t have the technical capability to fit into your ecosystem. And so, I think that’s where there just needs to be both a flexible and an innovative mindset. meaning that sometimes you have to accept in the short term that, you’re going to make a decision along something that’s more proprietary, as long as your contractual [00:27:30] construct creates an expectation that the interoperability, that, that your vendor partner will commit to the interoperability coming along and that there are mutual risks and rewards.
If that does or doesn’t happen. you know, as technologists, we can’t just come up with our little requirements documents, say, if you can’t meet any of these needs, you can’t play in my space. We could do that. but then we might lose the value of the richest County content for [00:28:00] the context. And the reverse is true, which is if you’ve got something that’s, highly appropriate based on content.
And absolutely will never fit into your interoperability ecosystem. Then it really can’t be a singular or close to a singular user experience. So they’re tough conversations. not a lot of people. Get me, you know, when I’m having these conversations with point solution vendors, they just want to tell me what a great job it does [00:28:30] for COPD CHF tele-health, just fill in the blank because they don’t care about or understand, the broader context that, we’re hoping to manage with the digital strategy.
Bill Russell: Yeah, and this is, this is where they fall down. And so you’re right. I have had some of these conversations and here’s what we’re asking for. It’s like, alright. Yeah. Our perspective, the organization is asking me for experiences. They’re not asking me for apps [00:29:00] anymore. They used to ask me for apps. They don’t ask me for apps anymore.
They ask me for experiences. Can we orchestrate a patient experience? Can you orchestrate a clinician experience? So with that being said, I’m going to, that’s what I mean, delivering now, but what that requires is I really like, Sections of your app. And I want the, I want the partners and the vendors to think about their app in terms of a bundle of services that could potentially be broken apart and say, I want that one to plug in.
I want this, I love your content over here. I [00:29:30] like how you orchestrate a carrot home or care to distance. And I would like to incorporate those two components into our platform, but a lot of them look at you and say, yeah, but you have to have the whole app. And what I’m saying is. look, I’m, I’m willing to pay you the same amount of money.
I just need you to break it down because you’re not going to be able to orchestrate the experience across the LifeBridge, health system, right? Nope. The way I need you to do it. So we’re going to provide that construct and then you just provide us the [00:30:00] services that we can plug in.
Tressa Springmann: And I’ll give you a whole nother argument to that, which is if you don’t start with the end in mind, and if you don’t manage to the extent you can, a digital platform experience. When you start trying to leverage your CRM, your customer relationship management. If you’re having to do that across a fragmented diverse set of applications. It will be infinitely harder. How [00:30:30] does it, the CRM inform that Tressa Springmann the patient, is very comfortable with urgent care being done virtually, but primary care wanting to be in person, or how does the CRM understand to push content in this diabetes app, because my brother’s a diabetic and I have a history of it in my family, but I really don’t have any interest in child rearing classes cause my kids are older. You [00:31:00] know, if you really start to see just like in the Amazon play that if you don’t have some fundamental baseline shared content as part of that digital enterprise that those bigger plays around CRM or the personalization of someone’s health care. they’re just not going to happen. They’re just not going to be able to take advantage of those powerful [00:31:30] technologies.
Bill Russell: Yeah, that’s so true. And Tressa always, thank you for your time. I, one last question for you is so, COVID has changed a lot of things.
You talked a little bit about the financial crisis that follows. the fighting of the pandemic and the fact that we had to step into this public health void, if you will, that exists in our country still today. And so in doing that, though, we shut down our EDS. We did a lot of things which, created a financial strain on the health systems.
What do you, [00:32:00] what do you think the priorities are going into 2021. Are the priorities can be really around efficiency and operating efficiency, or are we going to be able to continue to focus on some of these strategic initiatives around the experience and, and, and really creating a better experience on the clinician end and the patient side?
Tressa Springmann: You know, In a couple of weeks, I have the opportunity of teaching at the CHIME bootcamp [00:32:30] on one of the success factors.
So I’ve been really doing a lot of contemplation on change management and man we have just been in the throws of it haven’t we, where there have been such environmental changes. well, first of all, we don’t, we want to make sure irrespective of how we emerge that we absolutely capitalize on the innovation that this recent situation, this crisis has brought us to what a shame it would be if we couldn’t carry all those [00:33:00] learnings into the future. I don’t know about you, but consumers are demanding this type of choice and now we’re seeing it. And that’s why it may not be 80% virtual, but 25%. but if we want to continue in our commitment to improve the health of our communities, that includes allowing them adherence and compliance to their own wellness path and you know, the best way to do that is meet them where they are.
And that’s about choice as a lot of reasons [00:33:30] why people cancel the appointment. Or, don’t follow a certain path, on their own healthcare journey. So, yeah, Bill we absolutely are looking at ways to be more creative and to do more with less as we head into the next year, we do believe, through the strength of our own balance sheet, as well as what we’re seeing in the market, that while they’re going to be some tough times, Healthcare may look different. It’ll become delivered in new and unique ways, but we’re going to stay [00:34:00] the course. Our community desperately needs this. You know, the the pandemic didn’t solve any of the healthcare conditions or crises that people are still struggling with. So we remain committed to the community. I think we are going to continue to grow our strategic service lines, but make no bones about it.
One of our new strategies is to finalize and give as much focus on a digital [00:34:30] strategy as an oncology strategy, because this is going to be the new norm. I’m excited about it. I think it’s a way that we can continue to enable better delivery and more cost effective delivery of healthcare. but I think there are very few of my peers who have had the benefit of going completely unmarked, at least from a financial, perspective on, on what’s been going on here in the industry.
And I think, you [00:35:00] know, technology and those changes, they’re going to help. And I hope the reimbursement encourages us to remain innovative and to allow things to stick that work and that our consumers want.
Bill Russell: Yeah, I love how you, you, you frame up the silver linings, right? Yeah. COVID, is a pandemic and it’s been a significant challenge for healthcare, but we had to develop so many new things.
So many new muscles, so many new strategies and approaches, and those things will [00:35:30] go with us into the future and change healthcare. So it’s, you know, it’s. There are, there are some silver linings coming out of this. it’s still some challenges ahead as well, Tressa as always. it’s great.
It’s great to catch up with you and I appreciate you coming on the show.
Tressa Springmann: Thank you Bill.
Bill Russell: That’s all for this. Tressa is such a great guest. I really appreciate her coming on the show. Don’t forget to sign up for clip notes, send an email, hit the website we want to make you and your system more productive.
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