The Cloud represents a fundamental shift in how we think about provisioning IT services. No area is that more true than Disaster Recovery. We host a panel of experts on the potential and practice of using the cloud for DR. Hope you enjoy.
The Cloud represents a fundamental shift in how we think about provisioning IT services. No area is that more true than Disaster Recovery. We host a panel of experts on the potential and practice of using the cloud for DR. Hope you enjoy.
[0:00:05.7] BR: Welcome to this week health events where we amplify great thinking with interviews from the floor. This show is – well, the show, the HIMSS show was canceled but our work continues to amplify great thinking to propel healthcare forward. Special thanks to our channel sponsors, Starbridge Advisors, Health Lyrics, Galen Healthcare, VMWare and Protalent Advisors for choosing to invest in our show.
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. I was scheduled to host a few panel discussions from HIMSS 20 and the guests were kind enough to carve out some time dialing to a video conference to do the virtual panel discussion. We did one earlier this week and this is the second.
On this panel, we’re going to explore how cloud has changed the way healthcare can deliver disaster recover capabilities with our distinguished panel, Dr. Stephanie Lahr, CIO and CMIO of Monument Health. Rick Bryant, national healthcare architect for Veritas and Josh Peacock, healthcare solutions advisor with Sirius.
[0:01:04.1] BR: Good morning everyone, welcome to the show.
[0:01:05.6] SL: Morning.
[0:01:06.2] RB: Thanks for having us.
[0:01:07.7] BR: This should be fun, I mean, it’s a lot easier to do these in person, you know, the crowd’s in front of you and you sort of see what their response is when you say something but these end up being pretty fun as well, you don’t have the crowd, I guess, this is what the NCAA final four is going to be like without – I can’t even imagine that. Are they going to pipe sounds in or something? Anybody have an idea of what they’re going to do with that?
[0:01:30.5] SL: No, I haven’t heard anything but I agree, the silence must be deafening.
[0:01:35.0] BR: I guess it will be just like a practice environment for them, it will be interesting.
All right, we’re going to delve into this topic of how cloud has really changed the DR landscape and you know, Stephanie, let’s start with you. I mean, you’re practicing at a health system in the dual role CIO, CMIO, how have you seen that DR gives maybe new capabilities or new options for disaster recovery for healthcare system?
[0:01:58.8] SL: Yeah, I think there are a handful of different elements that play into kind of what the opportunity is that’s presented with cloud options for DR, first, I think it’s an opportunity for us in healthcare who — let’s be honest, we’ve been a little resistant and some for good reason to move into cloud space. DR is a safe place for us to get our feet went and what that technology is going to take, how to get that environment setup, how to ensure that we’ve got the skills either internally or that we are incorporating them through partnerships, to be able to stand up our environment in something that we’re not used to. But again, not with the added pressure of our production environment.
The other thing is, you know, money is a big issue in healthcare that margins are tight and the IT shop is being asked to do like everyone else more with less and a lot of that is focused around what can you do with dollars to innovate rather than just keeping the lights on. Really, the datacenter in general, and having duplication in a DR process is part of keeping the lights on. I think this is also an opportunity for us to explore ways to be able to either save money or change how we are spending the money, so that we may have people resources or financial resources to carve out in innovation.
[0:03:25.2] BR: Josh, what are some of the benefits of the cloud? I mean, it is one of those environments that is pay for what you use and some elasticity of demand and what not out of cloud. Give us an idea of what are the benefits that the health system’s going to experience as a result of thinking about DR in the cloud.
[0:03:40.9] JP: Yeah, some of the stuff that we’ve witnessed, events and benefits has really been the ability to establish a flexible environment that they can not have to refresh every three years and then they’re only paying for it so that the major significant benefits has been particularly some of our applications that use a lot of [inaudible] for example, we’re able to spin down those hosts and we don’t have to actually have them up and running and then as we spin them up, obviously, during a DR, there’s a pretty substantial amount of money that’s spent for that but the rest of the time, when it’s down, they save a ton of money in that perspective and then –
Also, the other key that I think that’s a benefit, instead of every three years, having to refresh that tech, you literally just swap out the [inaudible] starts up under and now we’ve got new technology underpinning DR solutions. It really has changed the way that they’re buying DR and then also how they’re leveraging their technology refreshes, is the keys that I’ve seen so far.
[0:04:33.9] BR: There’s a lot of benefits, I mean, clearly, one of the things that take people back, I have a lot gray hair, so I take people to the SunGard days and SunGard was a life saver for me in a certain situation that we had but those models were kind of interesting because you still had to refresh the equipment even though it was in the SunGard environment. You still had to pay these exorbitant contracts and they didn’t really guarantee uptime when you needed it, it was kind of an interesting thing and so, the cloud gives you the ability to leverage not only a single cloud but multiple clouds to deliver the same level of services that you’re doing today. There’s a lot of flexibility around it.
Let’s get pragmatic because some people are going to listen to this and say, “Well, they’re making this sound so easy but it’s really not as easy as what they’re saying.” Rick, let’s go to you and whoever else wants to jump in here, let’s talk about the process of standing up the cloud. I assume it’s a lot like a planned designed implement, migrate, support kind of model but what are we looking at when the health system says, all right, we want to utilize cloud DR. What are some of the things they have to go through to get there?
[0:05:32.9] RB: Bill, I kind of chuckled when you mentioned, don’t let the long hair fool you, I was a customer of SunGard as well and actually, one of my health institutions that I work for, I went to the board, I was paying $80,000 a month for SunGard for what we considered plausible deniability. But when yo look at the actual plan, if it’s not a living, breathing plan, that’s pretty much all it is, you’re paying for plausible deniability.
I went back to my board and I said, “Here, look, here’s this money, give it back to the patient car, give it back to other areas.” Because this isn’t a plan that would actually execute, it’s the same scenario and that’s why I think this conversation is so relevant and that when you have a disaster recovery, healthcare’s mandated to have disaster recovery, the required to have PHI in every format, they’re required to have a data backup and they’re required have a disaster recovery plan, what we’re going through today is a perfect example of why healthcare is critical infrastructure.
When you start talking about the cloud, I always look at it from two different perspectives. If you have a regional hospital, this gives them the ability to actually have out of region capabilities, right? It’s a huge eye opener and enabler for those smaller hospital systems that I think are sometimes struggling because of the reimbursement methods. The large health systems like Stephanie’s organization, they spend a ton of money for something that’s just basically sitting idle. When you have the capabilities, now, that that’s matured to the point to where it can spin that up on demand but more importantly, they have the ability to be able to test it.
It becomes a living, breathing capability, so that they have confidence in the DR capabilities when they’re needed and then therefore be able to move to that next level of maturation to be able to spin it up on demand and eliminate all those overhead costs. I think it does change the model quite a bit from the old SunGard days.
[0:07:11.9] BR: Stephanie, what are you being held accountable for? I mean, when you have to go present to the board or the executive team and you talk about DR, what do they say, “Hey, this is what we expect from the IT organization, in a time of disaster.
[0:07:24.8] SL: I mean, really, the expectation is business continuity that we are able to with as little disruption as possible, maintain the true business that we are in which is delivering healthcare and that task is becoming more and more complicated because we are more and more reliant on technology in all aspects of healthcare right now.
Having a reliable disaster recovery option that you know — to Rick’s point is not been just sitting on a shelf collecting dust but that will truly spin up and will be fast and then can also be spun back down is absolutely the requirement. I will say, to your point earlier, you know, the devil is in the details on that, you really need to know what it is you’re doing today. As an example in my organization, we have two distinct data centers.
They are geographically separated, we do not live in an area that is typically hit by natural disasters and we have basically total redundancy. We flip flop back and forth right now and the teams are used to that. If we went to, as we’ve been exploring our cloud DR strategy, that will be a different way of doing business to the cause and different things that Josh and Rick both eluded to. We are going to run half time in the cloud and halftime on prem.
We’re going to need to have that be a reliable solution when we need it and test it when we need it. Right now, we’re simplifying it by basically flip flopping back and forth and that will be something different that the teams are going to have to get used to. But again, you know, the board’s expectation and I think , really great boards like the one that I have, the don’t want to get in the details.
But they do want enough information to know that when something happens, we have a plan that our hospital and clinic operations will be able to be maintained and some of what it takes in order to accomplish that is not just your technical DR. Some of that is down time processes and things like that. You’re going to have an opportunity to leverage those as well, the DR is not going to be a salvation of 30 seconds and we’re up.
[0:09:43.3] BR: There’s always the people process technology part of it. Josh, did we start this the same way we usually start DR with tiering the applications and determining which are going to be needed in terms of disaster and those kind of things? How do we start this process?
[0:09:58.1] JP: Yeah, for us, we’ve been working with relations to start with a BIA, identify the applications and tendencies and then you know, as we build those tiers out, I think one of the key things that we’ve also noticed with the cloud is in previous planning and exercises, it’s been really easy to be like, well, we needed probably about this many of these servers and this much of this storage.
We kind of figure out the rest as we go but really, we have to be far more pragmatic upfront and really just find out what those systems are, what connectivity is needed for those systems because since it is a pay as you go and it’s not just essentially pickets off technology sitting in a facility for us to work with, it’s driven requirements to be far more upfront with a lot more planning and less just saying that we’ve bought enough technology to support DR, we just don’t have a plan or the reason or why to exercise that.
[0:10:45.2] RB: You actually bring up a good point, I want to piggy back on that and that’s the concept of being able to use the cloud for search capacity. That’s something else that we’ve seen, given the current disaster that’s going on is that it’s caused the demand and the cloud has given them the flexibility to be able to scale up and scale out rapidly. It does give you some flexibility there.
[0:11:03.8] BR: Yeah, that’s what we found when we were standing up our DR in the cloud, back in the health system I was in in southern California is that the team found all sorts of uses for it, it became a test environment, it became a patching environment, it became a fail over environment for a period of time while they were doing equipment upgrades in our data center, it really gave us a lot of flexibility that we didn’t have before because before, we’d have to go out and purchase a million dollars’ worth of equipment, stand it up in a data center, potentially have to buy new crack units and do all that work, that was an unintended consequence of the work of standing up the DR is that the operations team ended up with a lot of flexibility.
To provide more continuity for the day to day outages that we were having that we didn’t anticipate. We’re getting into this, we’ve done the business impact analysis to BIA, we’ve tiered the applications, what are some of the roadblocks when we’ve tiered down the applications, these are the ones we need, I assume it’s the HER, it’s the ERP, it’s the pack system and what not, we need to make sure these are up in the time of an emergency. Right, integration and what not. What going to be some of the roadblocks as we start down this path that health systems are going to have to overcome in order to operate in the cloud?
[0:12:22.4] JP: I want to take a first shot of some of that and some of the things that we’ve ran into have been some of the DR vendors were taking their time to work through and understand what the cloud is going to need for them which that took some time.
I think we’ll still see a lot of the departmental applications be problematic, because maybe small organizations that are providing those, they’re not really sure how to support and handle that in the cloud. The interface engine has a potential there too just because of the fact that there’s a lot of IP to IP, there’s a lot of technology there that is maybe rooted in things that aren’t as easy to change IP addresses or make that jump to the cloud.
We’re really approaching a lot of that in a hybrid, so that we can accomplish and support both the applications that can go to cloud native with us as a sharp service or support things that need layer to or spanning or other type of needs to require that that’s really covered both sides of the needs and ensure that they can operate.
[0:13:16.6] SL: I completely agree with everything Josh said there. I think, in addition to that, there’s a lot of internal training and assessment of your team’s capabilities to sort of figure out what you can do on your own and where you’re going to need help. I think the average health system that’s moving into this space probably doesn’t have the internal people who know exactly how to do this.
Their teams aren’t necessarily used to working with applications in this kind of environment or this kind of infrastructure and it is a different way of managing things. You have to work on that assessment and then educating your teams and bringing in the right additional resources to help you.
[0:13:55.6] JP: I completely agree with everyone. I think we have a number of legacy applications in this industry that to be very challenging to port the call or even not even capable and when I work with some of our customers or even some of our personal experience, there just isn’t a replacement for some of these technologies, there’s some technologies that have vetted XP, they just don’t have a replacement because they haven’t built a modern day operating system.
The hybrid environment that Josh is talking about, it’s going to be critical I think in the interim for the next month. I worry about the skillset and the flexibility, because we know there’s a national shortage of that but I think that the offset of the cost will help organizations recruit and build that kind of technology. The EMR providers can be very protective in terms of the platforms that they support and allow.
Also, where the intellectual property’s at, and that’s appropriate in some cases but I think that causes the industry to struggle with agility and then something we haven’t really experienced yet in the healthcare industry but we see it in others is that once you put all this effort in to a DR in the cloud scenario with provider A, let’s say it’s Microsoft Azure, you have this tendency to get a lock-in too, so that they can manipulate or manage the pricing. So you have to make sure that you have the flexibility to be able to change out those utility companies if you will in this new model. So it is something that we’re all going to have to evolve to work together and support but the benefits far outweigh those costs and risks, I think.
[0:15:17.2] BR: So we’ll go through people, process and technology. Let’s start with people and skills that are going to be needed. So some of the things that we found is we went to a new level of automation when we did this. So we had to train people on the automation tools and there was different set of tools. They have to become full stack kind of people. They had to understand the storage, networking and systems all the way through the entire thing.
Which was challenging to be honest with you and then we found we needed – we relied a lot more on an architect. The architect became so critical, actually for us it was a team of architects but essentially they designed these systems in such a way that we could fail them over and they took into account the things that required hard coded IP addresses versus the things that the networkers virtualized and we can do that and they moved as many things as they could to virtualization.
Let us talk about the existing environment. You know nobody really walks into the data center much anymore. So we have gotten beyond that like, “Oh, the server needs to be down the hall.” The server actually can be in the cloud because they are doing a lot of things from their desk but there is still a change in terms of the skills that they need. What kind of skills have you seen? How are we going to go about getting people up on those skills?
And I am treating you guys are different from the last panel. I was calling on people I am just going to throw that out there. What do we do in the people side of it and then we’ll go onto process and technology.
[0:16:35.1] RB: Well I haven’t really thought about the criticality of the architect but yeah that really is a new skillset. It is like finding the uber technical person, someone who understands all the bits and bytes and the whole OSI model. So that is critical but you do have partners like Sirius for example that are embedded and they could provide a lot of that services and support for you from an architecture. But you know the cloud frameworks are different than the typical on prem models. And Josh can probably speak to that quite a bit.
Also I think being able to analyze the speeds and feeds that they charge you for whether it is sitting idle or whether they’re charging for the network bandwidth or they are charging you for storage, all of that really changes the model from the capital we’re operating expenses that we are looking forward to or that we operate on today. So there is going to be quite a bit of change.
[0:17:21.8] SL: So just to piggy back off of both of those comments, I think that all of this means that this is not something you decide, “Okay, my 12 month plan is that we’re going to go from no experience in this at all today to having a fully live DR in the cloud. I think this really needs to be viewed more as you need to be thinking three years out, potentially longer depending on the size and complexity of your health system. If you are thinking that far in advance then you can take the time to do some of the assessment of your teams.
I mean the cloud vendors themselves are offering opportunities to educate your teams. You can take small workloads move them in, have them start to gain some of the experience and the comfort when the pressure is not on because there is not a massive project with the deadline looming over them. At the same time you are going through that learning curve, you have an opportunity to go through the learning curve with your executive team.
With your CFO and your heads of finance to talk about how this may change the way we have historically paid for technology. So it is a long runway I think if you are going to do it well.
[0:18:37.1] JP: Yeah, I think we are seeing a pretty significant different varying groups within our client base that we are working with. Some – it’s been a great conversation started to talk about moving these things to DR and then some of them have to really settle back and help them establish that training exercise that they are going to go through with their teams to get them up to speed to be able to support it in day two or even during a build process.
So we have to be flexible to meet where they’re at, which is fine and then we got organizations that are they then kind of train some people up for a while and they’re ready to go kind of full speed ahead. So we got this varying degrees and then also I think one of the things that I’ve witnessed already is the fact that there is a lot of people out in healthcare right now that are really interested and are really excited to go do stuff in cloud and I am talking all the way down to the admin level, the engineering level, we are really excited about going in and getting it done.
And then I also think it helps the next generation of healthcare IT people through carry us into the next decades and ensure that they see something exciting to work on as well and new and that we’re not kind of stuck in the old ways.
[0:19:35.8] RB: You know, Josh, you said something I’d like to piggy back on and I find that interesting and that if you take Microsoft for example, they have mandatory Azure spin in there. So organizations that have ELA’s or paying for cloud usage and capacity anyway. So they are kind of encouraging everybody to move into the cloud and to Stephanie’s point, try with some smaller workloads or non-critical workloads to be able to build that experience. But I think more and more you are going to see every industry push to either software as a service or cloud based solutions.
[0:20:07.0] BR: Yeah, so it is interesting when we move to the cloud, my team kept coming into my office going, “Hey the tools work in the cloud too, you know SQL on Azure is pretty similar to SQL in our data center,” and I was like, “Yeah.” Like Microsoft is not going to completely up end the apple cart. They want to make that easy but I know we want to get to talking about technology because vendor lock-in a real deal. We need to create those layers of abstraction.
We’ll get to that but I want to talk about process real quick. How different are the processes for DR or are they pretty standard? Are they the same for declaring a disaster, moving over? Is it pretty similar or is it fundamentally different in the cloud?
[0:20:44.3] SL: I mean my opinion is it should be easier. Typically speaking a lot of the DR strategies we were using before they were clunky and difficult to execute on sometimes and so you have a higher threshold for making the decision to leverage those. So I think in general the goal should at least be that if you have done it well the decisions should be much more pure and clean than maybe they have historically been when we were worried about sort of the flip side.
[0:21:17.9] JP: I think for me, my only concern is that if there is a set dollar amount that we expect the data run the cloud for DR is versus they already have the technology everything is there in the kind of traditional DR, then maybe that would weigh in on how soon they declare and make a switch. I think part of that is just helping them understand that the process of moving to DR and leveraging that in scenarios should be an asset and not something that we should be scared of.
We should use it when there’s issues or significant things that need to be done that turn it to be an asset and really leverage it when it makes sense.
[0:21:50.0] BR: I’ll tell you Josh, I mean being in the CIO’s chair the hardest thing for me was declaring a disaster. I mean I had to sit back and go, “All right.” Because I knew what it meant. I mean I had to scramble people all over the place.
They were going to — different work hours start to kick in and it is not only declaring and getting over to it, which is a herculean effort in some cases, but getting back was a big deal in some cases and so it was a huge deal and I am hoping and I know we are not there yet, even with the cloud, but I am hoping that this gets to be more of a thing where it is not even a CIO decision where somebody in the operations level just goes, “Yeah, hey let us just flip over to the cloud and we’ll flip back and the operations people, the clinicians don’t even recognize the transition. I realize we have to architect an awful lot of applications to get there but isn’t that where we want to get to?
[0:22:37.6] RB: Well, I hope the CIO is still involved because there is going to be cost implications, right? But it should be that easy and let’s take the scenario we’re talking about. I remember there was a declaration fee for SunGard and a lot of times that fee was not necessarily in your operational budget but it could be covered by any type of insurance were there a natural disaster. So the cloud takes away all of that declaration fee and it also gives you that guaranteed capacity.
Where I remember back in the days, if you didn’t declare early enough they couldn’t even guarantee your services and the infrastructure support. It was based on the first come first served. So the cloud changes that model quite a bit. Similarly, the trouble that we have in terms of being able to make a declaration and then operating in a different environment was that once you start writing to the databases, like you said it was a nightmare to bring it back.
But the technology has advanced to the point to where it will automatically do that stuff for you. It will shut it down and we’ve actually demonstrated this in the cloud with the demo with one of our partners and with Sirius and that it will make sure that the replication reverses, shut down the services and then bring it back up on site. So a lot of that difficulty and manual effort can now be automated.
[0:23:48.5] SL: I just want to say one quick thing on the elements related to cost. I think it does highlight another conversation that needs to happen. That is not one that maybe we have typically had, which is a conversation with your internal legal counsel and your insurers. It is something that you need to have the discussion about because yes, it can be very expensive every day to run that. If you are in the middle of a disaster it is also true, as Rick mentioned, that there may be part of your insurance coverage that would cover that.
And that’s not something we’re typically used to thinking about our insurance paying for in a disaster situation. So it is important to know if that is the world you are living in or not and if it isn’t and you are making this transition something you want to investigate.
[0:24:33.1] BR: Yeah absolutely. Now I want to talk about the technology and I didn’t clear with you guys whether I am allowed to talk about it. I saw you guys do a demo of a major EHR in a fail over scenario. It was pretty impressive because the EHR in general it doesn’t matter which one I am talking about was not designed for this kind of scenario and you guys demonstrated it, which gives sort of an indication that even applications that aren’t designed for it you can architect around some of those limitations and still make it work, Josh was I supposed to talk about that or we’re not allowed to talk about that?
[0:25:02.8] JP: We probably want to limit it a little bit but it was fine. I mean that was in conjunction with a partner. It was an exploration. It worked well, I mean at the end of the day we are really treating cloud as infrastructure as a service from that standpoint and so whether or not it is on a Windows server virtualized on VMware and their data center or the cloud, those pieces are really there.
[0:25:20.4] BR: So let us take it this way instead of talking about that specific, we are going to have to group our applications, right? There is cloud native applications, there’s legacy applications, there’s applications that are still on client server, let us hope it’s not servers that’s still need dongles to run and those kinds of things but literally healthcare has that breathe of things, what are we going to do? What does the technology stack look like to handle all of those things?
Are there just things that we just go that is not going to run and then we start moving up the stack to the things that actually can function?
[0:25:49.2] JP: Well I’ll take one last jab at the technology perspective. So we really do feel that it is going to be a hybrid and so what we are really focused on is how we are looking at a co-low facility that isn’t very closed case and see to a cloud region that we have worked in because there are certain pieces of healthcare that we tend to be monolithic and build very up in our designs.
For a lot of databases and things, traditional background, where cloud native items always scale out, right? So in the cloud we don’t necessarily have the biggest, largest capabilities of handling the most extreme scale up solutions and then also a lot of those like we talked about earlier too, application of things that just aren’t capable of making the jump to the cloud. So we are accommodating those in a co-low hybrid solution and then everything else we can pretty much accommodate I think pretty easily within the cloud then.
[0:26:39.8] SL: And while I appreciate a partner like Sirius’s effort to do something in a hybrid situation, I think it actually also presents a unique opportunity as you look at those applications that let’s be honest are going to really be challenging to move. The reality is moving them to the cloud is probably not the only challenge you are dealing with from the standpoint of that application and it might be time to think about — does it just need to be upgraded and it’s been a departmental application. That’s been sort of left to sit in the shelf? Is there newer technology that could be used to replace that?
So I actually think it allows an opportunity for conversations with some of the operational and other team members to say, “Hey, we’ve all set out toward this goal. We want to support you the best as possible when we’re in this future situation.” So we really need to take a look at what are those applications that might need to be either replaced or significantly updated. And again, it kind of forces the conversation. So you may not do it all at once but I think it is an opportunity to open those conversations up.
[0:27:43.9] RB: Excellent point and I think I completely agree. I think that our industry especially could really benefit from some platform rationalization and that I think we bought a lot of technologies based on specific needs without looking at the inner operability for example that’s been a big conversation in our industry or you know the forward progression and update to that but there are commonalities. There is for example the presentation layer.
Presentation layer for one application is very similar to the presentation layer. So you can move those heavy workloads into that environment while you are working to move some of the other monolithic architectures, either out of your organization or up into that cloud. So it’s kind of a journey but I think there’s a piece that can be universally applauded.
[0:28:30.9] BR: You know what’s interesting? As Stephanie was talking there it made me chuckle because I remember back when we were moving to the cloud that kind of event was phenomenal for our team. Well first of all, our inventory had never been as accurate as it was on the days that we were doing that. The second thing is as they have started to go out and talk to these departments about the applications, a lot of the departments were like, “Oh we didn’t know we had that application.”
And we literally shut off 10% of our applications just because no one was using them anymore. Now we archived them appropriately and those kinds of things. An exercise like this is so valuable to the CIO that I’d almost recommend it to anyone, as Stephanie says in a three year, five year plan because it makes you think about what skills are going to need in three years and it also makes you do the inventory. It also makes you just think through the processes.
And it also makes you think through what do I want DR to look like in three years and I do want it to look like they’re not coming to me. I already have it factored it into my budget. They are just going, “Hey we are having a problem with this storage. We run the risk of that going down. Let us go ahead and fail it over.” And then when they’re done fixing the storage they just fail it back and then they just come in and say to me, “Hey we used the backup system for four hours.”
And actually they won’t come to me, they just go to the finance person for IT and say, “Hey we are going to use DR for four hours.” I go, “Yeah that’s great, we’ll build that into our budget.” So anyway, you guys have been great fantastic panel, Josh, Stephanie, Rick. Can they go anywhere for more information if they wanted more information on this? I didn’t give you guys a heads up on that question but –
[0:29:59.9] RB: Yeah, absolutely. If you are looking for a solution-based type of approach, I would go to our partner, Sirius. They are really embedded and understand the nuances of the technology and of course, Veritas, we are very happy to engage with you to help you understand the underlying technology that you need.
[0:30:16.8] BR: Fantastic, I appreciate that. I am going to do the close. Don’t forget to check back multiple times this week. We are going to be doing a couple more interviews. The show is a production of This Week in Health IT. For more great content, you can check out the website at thisweekhealth.com and the YouTube channel. Thanks for listening. That is all for now.
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#ThisWeekinHealthIT it’s Tuesday News Day and today we look at Abbott’s testing breakthrough, Sweeping Telehealth and other changes from CMS and what’s next.
The Interoperability rule has come down, now how do we build it. Matt Michela CEO of Life Image and Kim Chaundy of Geisinger talk about how they partnered to make images interoperable across PA KeyHIE partners. Hope you enjoy.
#ThisWeekinHealthIT stress in a crisis is inevitable we talk with Dana Udall PhD Chief Clinical Officer for Ginger about self-care during this critical time. Ginger