November 20, 2020

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November 20, 2020: Do you have an application rationalization focus for your organization? Are you in a steady state or are you still responding to COVID? In constant troubleshooting mode? Molly Katsanes and Amanda Bass, leaders of the application team at PeaceHealth show us how to manage a clinical and business application suite smoothly. How do we handle rogue applications? What’s it like to upgrade whilst working virtually? Do we stay on prem or go to the cloud? How can we keep the focus on COVID but also get those other IT projects going? And will we ever get back to “normal” health IT operations?

Key Points:

  • First step is an applications inventory, next is a governance model [00:09:45] 
  • A lot of people talk about Epic really being the tip of the spear for application rationalization [00:10:55] 
  • What happened during the pandemic within the EHR, telehealth and other modules? What were you asked to do? And what are some of the things that piece off that? [00:12:15] 
  • PeaceHealth’s ERP journey [00:19:10] 
  • Doing an upgrade whilst working virtually was a success. What else is more effective in this virtual environment? [00:28:10] 
  • https://www.peacehealth.org

Maximizing Potential of the ERP and Long-Term Covid-19 Response with PeaceHealth

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Maximizing Potential of the ERP and Long-Term Covid-19 Response with PeaceHealth

Episode 331: Transcript – November 20, 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. Today we have a great conversation. I get to talk to the application team, the leadership of the application team at PeaceHealth, a great conversation, and we talk about implementing and managing a health systems, application portfolio, a wonderful conversation with these two leaders.

[00:00:23] My name is Bill Russell. Sometimes I get bored reading the same thing over and over again. I’m a former healthcare CIO. I managed a [00:00:30] 16 hospital system. Yeah, five, $6 billion in revenue. And when I left there, I wanted to do something to help the industry, to stay current on what was going on in health IT. And that’s what this is. We created this week in health IT which is a set of podcasts, videos, and collaboration events dedicated to developing the next generation of health leaders. I want to thank Sirius healthcare for supporting the mission of our show. They have been a great partner. They, share our passion to help you to stay [00:01:00] current and help the industry to move forward and I want to thank them for helping us to expand our services going into this year. This is a great opportunity because at the end of the year, we’re taking on a whole new set of sponsors. And I want to make you aware of it. And you might be saying hey, I’m not selling anything. I work for a health system, but you work with people who want to get the message out. So you might want to let them know that there’s an opportunity to be a part of this week in health IT to support what we’re doing, to get the word [00:01:30] out and to create these shows. But also to get their message out. we have, we are approaching close to 250,000 downloads of the podcast this year, and that’s an awful lot of rooms at HIMSS to fill of people that are listening to this show, to get, to stay current and to get information on what’s going on in the industry.

[00:01:49] And so if they want to get their message out, this is a great way to do it. Our channel sponsors have found that out. Our weekly sponsors have found that out. So we are, we’re in the process of taking on [00:02:00] new sponsors for next year. If you know of anybody, let them know if you’re interested, reach out to us [email protected] it.com now. Onto the show. 

[00:02:10] All right. So today we’re going to have a fun conversation. We’re going to talk about selecting, implementing and managing a health systems, application suite, and, I get to talk to a lot of CIOs and we talk strategy. it’s nice to go get one level below that, to the people who are actually in the weeds doing the work. And so I’m excited to have [00:02:30] to, two the leaders from PeaceHealth with me, Amanda Bass, the Enterprise Application Manager and Molly Katsanes Director of Applications is with us as well. good morning. Welcome to the show. 

[00:02:43] Molly Katsanes: [00:02:43] Thanks for having us 

[00:02:44] Bill Russell: [00:02:44] Yes so this is really good morning for you guys cause we are on opposite ends of the coast and you guys were kind enough to take a morning show, but nothing’s really going on in your world. So it’s probably not that big a deal. 

[00:02:56] Molly Katsanes: [00:02:56] Not a thing. Not a thing. 

[00:02:58] Bill Russell: [00:02:58] Yeah. I don’t think [00:03:00] so. Molly, you were just, some people might not know you as Molly  Kastsane you were just recently, recently married. And actually, I just want to start with that story because I think it’s fascinating cause you got married a month and a half ago and I think people are wondering like what does that look like to get married within a pandemic? We’ve heard some interesting stories. My son actually got married in February. They took their honeymoon in, France and got back. And when they got [00:03:30] back, they closed down France. Like you couldn’t go in or out of France. So  they literally got married. There’s felt like the last people in and out of the country. Yeah. Give us a little of your if you’re okay with it. Give us a little of your story. Yeah 

[00:03:44] Molly Katsanes: [00:03:44] Sure. Your son got in the nick of time. That’s for sure. So when the pandemic hit, we were planning to get married in September and that’s the plan that we did go through with, but of course we had a larger wedding planned at a venue in Portland, Oregon, and, [00:04:00] we thought we were fine. No worries. This is all gonna be done by then. Turns out that wasn’t the case. We have family from California. They weren’t going to be comfortable traveling. And we really weren’t comfortable bringing everyone together and putting folks at risk. So we went through a couple iterations. We ultimately got married in our backyard.

[00:04:20] It then rained. So we had to then adjust again and transform our garage into a reception space. But, everything that mattered was [00:04:30] there. Our family, a couple of our closest friends, and it was, it was a very special day, but I guess, in. Everything that we’re experiencing in this year.

[00:04:40] We just had to go with the flow and adjust as we found it. The other interesting part to that timing and I didn’t plan my date around this. It fell the weekend before, but we did a four version Epic upgrade the weekend before. I got married [00:05:00] and so we were in the command center working Amanda, who was here was my lifeline, keeping me sane through that whole time.

[00:05:09] And then I had a great team that picked up the remaining work, which the upgrade went. Well, so we were very thankful for that. And I was able to take a week and a half off to enjoy a honeymoon. So it was a crazy time, but it turned out to be so special. 

[00:05:28] Bill Russell: [00:05:28] So you guys are the, I [00:05:30] mean it’s a threes. I love talking to you guys. You’re the ones who make the CIO is look at, right? So you’re the ones who have to roll with the punches, make sure the applications get out there, respond to cyber attacks and all those things. So you guys are the ones who are really able to roll with the punches. Did you have a waterfall approach to your wedding or did you have an agile approach to your wedding?

[00:05:54] Molly Katsanes: [00:05:54] I think it was more agile, it was just make a change and get it out there, make a change and get it out there [00:06:00] and see what happens. And it was up to the last minute. It was great, but it was wild. 

[00:06:07] Bill Russell: [00:06:07] Right. I that it is a great story and congratulations on, yeah. On your wedding. Tell us a little bit about PeaceHealth or for those who aren’t familiar with PeaceHealth.

[00:06:17] Yeah. So PeaceHealth is a Catholic not-for-profit healthcare system out in the Northwest area. So we have hospitals and clinics covering Oregon, Washington and Alaska. We have [00:06:30] 10 hospitals that range from level two trauma centers down to critical access hospitals and a network of about 200 different clinic groups.

[00:06:40] Our employee count is around 16,000 and we have roughly about 1900 providers  within our network. We’re based out of Vancouver, Washington, that’s where our corporate offices are but we have, caregivers, especially on the it side spread across our different networks.

[00:07:01] [00:07:00] Molly Katsanes: [00:07:01] Yeah. So you’re the you’re essentially that upper West area. And I think when people hear Alaska, they’re like, no that’s, but,  but if you serve in Washington, a lot of times, there’s a lot of connections between Washington and Alaska. So that’s a pretty logical connection. So, Yeah, let’s talk about role.

[00:07:21] So Amanda welcome to the show. Give us a little background on what your role is. 

[00:07:26] Amanda Bass: [00:07:26] All right. Good morning. I’m Manager of enterprise applications. [00:07:30] So I manage, all the inpatient applications on the Epic systems so end patient ,cleanDocs store quarters, also the ambulatory application on Epic as well as all the patient experience, modules. So haiku Canto, put care, leak, care everywhere and the most popular in my chart. So our patients can get into their, their EMR at any time. [00:08:00] So very large group. 

[00:08:01] Bill Russell: [00:08:01] Yeah. And that’s pretty significant, set of applications. Molly what’s your, what’s your role? 

[00:08:10] Molly Katsanes: [00:08:10] So my role as the director of applications is I support all of our clinical applications, but in my role, I also support all of our business applications. And that’s where I came up through. I came up through the business applications world within healthcare. So your, your ERP, your workforce planning, your credentialing, [00:08:30] and, then actually at the very first week of the quarantine this year, I took the position as director over the clinical applications and business applications. So I split my time on both sides. 

[00:08:46] Bill Russell: [00:08:46] So how many applications do you currently have at PeaceHealth? Do you have like a, like an inventory that you’re tracking? 

[00:08:53] Molly Katsanes: [00:08:53] Well we do have an inventory and I actually looked this morning when I saw that question. Just want to get you an exact number [00:09:00] 799. 

[00:09:02] Bill Russell: [00:09:02] It’s interesting because when I came in, I thought, Oh my gosh, we have 900 applications at the health system. I was out, I was like, we have 900 applications. And I said that at a meeting and people are like, 900, call me when you get to 1500. That’s a pretty common, phenomenon within healthcare. We have a significant portfolio of applications. Do you guys have, an application rationalization, focus for your [00:09:30] organization? 

[00:09:31] Molly Katsanes: [00:09:31] So we’ve attempted to dig into application rationalization proper, over the course of the last number of years and. We’ve done it in parts. So we’ve built up the inventory. So I was able to go in and see, yes, this is the inventory of our applications. But more importantly, we’ve established a governance model that is really helping us bring in operations to the table to say, hey, [00:10:00] we already have these applications. Can we have a conversation about what it would take to get you on that application versus you going out and buying your own? We’ve done a lot of work to identify all of those rogue applications, out in our facilities and inventory them and then make plans to overhaul.

[00:10:18] But I think mostly where we have focused and. For good reason is on that governance. So everything new coming in, we are saying, all right, we are an Epic first organization. We’re an Infor [00:10:30] first organization. And then we have a couple other primary applications that we tend to look to first to those vendors for a solution. If none of those work within that 80 20 rule, then we, dig into other opportunities. 

[00:10:47] Bill Russell: [00:10:47] Yeah, that makes sense. So Amanda when did you, when did you make the move, to Epic and how many applications? A lot of people talk about Epic really being the tip of the spear for [00:11:00] application rationalization. How many applications do you think were consolidated in that first pass of moving to Epic? 

[00:11:07] Amanda Bass: [00:11:07] So I’ve been on Epic in one shape or form or the other for about nine years now. This is my second organization of an Epic shop. And when we started the enterprise install, I want to say we took down at least a hundred, if not more applications by just bringing everything into [00:11:30] Epic and just to build upon the app or application rationalization, I think as managers and director, we’re constantly aware of our contracts. what’s coming in, what are we allowed to expand upon as well as making sure we’re sticking with those vendors to continue to not expand those vendors any further?

[00:11:51] So yeah, really the enterprise go live really did start to slim that down and I think it’s become a culture that we have [00:12:00] become Epic first, as Molly was saying, 

[00:12:03] Bill Russell: [00:12:03] So talk a little about, I do want to talk about your ERP journey. That’s one of the things I do really want to get into, but since we’re on the Epic topic at this point, talk about the, what happened during the pandemic? What were the kinds of things that you were asked to do within the EHR, with telehealth with some of the other modules, what were some of those things that you were asked to do? And, and what are some of the things that [00:12:30] piece off that. 

[00:12:31] Amanda Bass: [00:12:31] Yeah. So I think very first off we were, starting to change the questionnaires that were coming in. The patients were being asked as soon as the CBC started really seeing those questions and symptoms that they are aware of the COVID symptoms. That was our first kind of snowball, if you will of the work. And we started to see that, building up further as well with the labs. The labs were a big body of work to make sure we have the right [00:13:00] swabs, the right test, the orders, et cetera. Probably a couple of weeks after the work started to build, we recognized, this was a larger. Issue then than we expected. And that’s when the Washington started looking at this as a pandemic. So we called it a command center. as an organization, we had a large ore and system incident command, and as a TSP slash it shop, we decided to pull together our own incident command center.

[00:13:30] [00:13:30] So I was heavily involved in developing that. So it was developing a process of making sure we had the flow of how these work. These questions these requests come in to make sure that our teams were protected so that they could be heads down and get that work done. And we managers and supervisors, directors could work to make sure we’re getting all of the pieces, the parts that they need to do that build. So anything from updating those [00:14:00] questionnaires. As we talked about the labs, a lot of orders were updated of course, because of the needs for COVID. Telehealth was a very large effort that happened and about, I want to say two weeks, which was expected to be a six to eight week project. We put telehealth then for all of our clinics so that our patients can still receive care via telehealth and not come into the clinic and be exposed.

[00:14:26] Bill Russell: [00:14:26] So did you just expand what you were doing with telehealth or did you head in a [00:14:30] different direction at all? 

[00:14:30] Amanda Bass: [00:14:30] We were fresh out of the gate, started tele-health brand new. so it was something that was kind of on our roadmap down the road. and as the pandemic allowed us to get that going very, very quickly.

[00:14:45] Bill Russell: [00:14:45] So that’s the response, Molly coming back to you, I mean, how has, how’s the pandemic changed? How we’re moving forward. What’s what’s the new steady state. Are we even in the new steady state [00:15:00] yet? The answer to that is probably no, but are we approaching it? Are we getting back to like normal health it operations?

[00:15:07] Molly Katsanes: [00:15:07] No that’s something I think about a lot, because a lot of our operations partners. And rightly so are starting to push projects forward that were potentially put on hold. A lot of these projects are moving forward but we’re also still very much within our COVID response. And now we’ve [00:15:30] just this week ramped back up with the latest surge. So our current state, I wouldn’t call it a steady state is one of we are still responding to COVID, the labs never. Back down. a couple of our other teams really never back down from that response but we’re still responding to COVID. We’re now shifting back into an incident command mode with COVID, but we’re back up to our project levels that we were at pre COVID.

[00:15:58] So we typically [00:16:00] run about 99 to a hundred it projects at any given time outside of, in pandemic. When we went live, when the pandemic hit and we put everything on hold that wasn’t essential. We went down to, I would say maybe about 10 active IT projects. We’re back up. We are over that a hundred mark again on the it projects that we’re pushing forward.

[00:16:25] So our new state is that of how can we [00:16:30] take our teams and keep the focus on COVID but also respond to our organizational needs to keep some of these projects going. So staffing is a huge consideration right now of fortunately we’re financially in a place where we can bring in a little bit of help and we’re working through that strategy now. But how do we keep the focus on COVID so we can respond to our organization needs right away. How can we keep some of these projects going that now are [00:17:00] very critical. Some of them are very critical to our repositioning and our financial stabilization based on what we went through with COVID. So we’re still defining our steady state at this point and it’s an extreme challenge and something I am so grateful to have the leaders that I work with every day, Amanda, and our whole leadership team, because we’re just in constant troubleshooting mode but we’re keeping that [00:17:30] energy.

[00:17:31] Bill Russell: [00:17:31] So from an operation standpoint are you guys taking the upgrades like you normally do and you’re back to the steady state operation never really ceased so you’re doing all of those things, plus you’re taking on the projects. Am I hearing that right? 

[00:17:48] Molly Katsanes: [00:17:48] So our, the upgrade that we took in September was originally planned for May, when COVID hit it got pushed out to September thinking everything was going to be great. And when [00:18:00] the summer we’re on. The determination was made by our organization on our leaders to let’s move ahead with the update. We were very much behind. Now going into 2021 we’re actually moving into a quarterly cadence. As many organizations are with Epic and that is just another piece of that staffing puzzle, that challenge, based on our size, our it organization, we have about 324 caregivers within our IT department [00:18:30] so we don’t have a large mass of resources to say, you go do this, you go do that. You go do this. We do have to have a significant amount of flexibility. So we are, we’re working through that as we speak. Yeah. 

[00:18:48] Bill Russell: [00:18:48] Well, let me, let me transition to ERP a little bit here. So, cause I’ve wanted to have a conversation on ERP and that’s, that is your background, Molly. And, [00:19:00] a lot of health systems are now making this transition. They did so much EHR work for the last three to five years. And now they’re starting to pay attention to the ERP. Tell us where you guys are at where PeaceHealth is at, on your ERP journey. 

[00:19:15] Molly Katsanes: [00:19:15] Yeah, so we’re a little bit ahead of most organizations is as I hear it listening to the community. We actually just finished. Actually, it’s been a year ago now we finished an upgrade to the Infor version 11 cloud [00:19:30] w. September, 2019. So just over a year ago and that project kicked off October, 2017. So between October, 2017, October 19, we were in full blown ERP upgrade and redesign mode. Essentially. We went through a whole, reimplementation where we started. We were already in an Infor customer. We were on Infor version nine and. We [00:20:00] also had a design that was based on a non shared services model. So it was originally designed when we were very disconnected as an organization, very, separate within our States, within our facilities.

[00:20:13] Over time, we moved to a shared services model. And, our ERP needed to reflect that as well. And that was a big piece of the project. 

[00:20:23] Bill Russell: [00:20:23] So the ERP selection processes, it always fascinates me. you have the [00:20:30] aspect of being the incumbent. So you went with the incumbent, which was Infor, there’s also the aspect that some might do, maybe the financial on the transaction side, better than the HR side. And I love when we put those teams into a room and, invariably what happens is one side feels strongly about one solution and one side feels very strongly about another solution. There are trade-offs in these solutions today. How did you. How did you sort of [00:21:00] bridge that gap between the  stakeholders? 

[00:21:05] Molly Katsanes: [00:21:05] It was, it was a challenge, certainly. but it was a necessity and I think all parties knew that it was necessary to come to an agreement where they knew there were going to be trade-offs, but we needed to get to a place where it all flowed together and work together. Like I said, we started on Infor, in 2008. Our [00:21:30] system worked well enough for our organization at the time, but there was a lot of customization. There was a lot of magic in the middle. Our HR org structure did not match our GL structure. So flowing from req to check. And any of that reporting into supply chain was a challenge and things broke a lot. We could not easily upgrade. So when we went to go do the vendor selection, we did look slightly. I wouldn’t say we did a full [00:22:00] analysis of other vendors, but it was determined that we were already on Infor in four at the time was showing best in class for that full suite as you weighed out all the pros and cons. Our biggest review going into this project was, would we stay on prem or would we go to the cloud? Because in 2017, the Infor cloud offering was very, very new and it still is very, very new today, but, it was [00:22:30] more that, that question of, do we go into version 10 and stay on prem or do we leave and go to version 11? And move into the cloud and we ultimately chose to leave and make the move into the cloud. 

[00:22:41] Bill Russell: [00:22:41] It’s really interesting. The implementation of these things are so important. I was talking to a CIO yesterday and, he, he said, he went into a meeting and they were they were talking about how bad a system was. So he came back with a couple [00:23:00] slides and said, Hey, what if we implemented this system? would you be excited about that? And they said, that looks like exactly what we need. He goes great. cause that’s what we have. We just need to implement it. Right. And that’s an old, that’s an old CIO trick, but essentially it, the implementation of these things is where the rubber meets the road. And we heard this with the EHR. The implementations had to continually be optimized. We had to keep doing that is the same true with the ERP. Are we. All right. Once you implement, is it just a constant, [00:23:30] iteration cycle of, of, I dunno of optimizing the platform? 

[00:23:36] Molly Katsanes: [00:23:36] Oh, absolutely. And in fact we are right in the beginning stages of a defined optimization project. So we had a consulting partner come in, interview a number of our users from our back office power users, to our managers, to all sorts of just that standard caregiver who was just logging [00:24:00] into view their performance evaluation. So they came in and did a full survey, found a set of pain points. And now we have, I believe it’s about 17 projects that were just delivered, delivered to us to say, Hey, if you do this, you will take care of these pain points. And so just this week we’re reviewing that statement of work to move forward on the first grouping of projects. And I’ll tell you right off the bat, it’s a lot around, some of the basics. [00:24:30] Just how do we take this new structure that we have our HR org structure that now matches RGL. How can we take that structure and automate even more. So HR is based on the caregiver’s manager. Finance likes to deal more in the managers department. And so how can we fit all of this together? And there are ways we just need to optimize the other big one is [00:25:00] reporting always reporting. so that’s another, big piece we’re going to tackle.

[00:25:07] And then a few things in supply chain, mobile supply chain is always a challenge. getting those processes going. So yes, optimization. We are a year out from our go live and now we’re starting into some strategic optimization 

[00:25:21] Bill Russell: [00:25:21] Yeah reporting is interesting to me. They’re like, cause when they, whenever they talk to me about their canned reports, I just look at I’m like our health system is different. I mean, [00:25:30] it’s invariably you have to create so many, custom reports. Amanda, I want to come back to you. We have this, we put so many of our workers out of the home and you have a significant, part of the organization. Talk to me a little bit about how the work from home experiment, pilot or whatever, how that’s gone for you and what are some of the challenges that you and your managers have faced?

[00:25:58] Amanda Bass: [00:25:58] Yeah, so I actually think it’s [00:26:00] been really good for our group. Especially we have folks in all different locations and so all of us being virtual has allowed us all to come into one platform for communication. So we actually saw with our Epic upgrade, we had our very first virtual command center and we received a lot of feedback that it was actually better it because the communication was seamless. We had one platform, one way of [00:26:30] communicating. 

[00:26:31] I will say the biggest challenge is probably getting my people to take breaks. They want to work constantly. They want to get stuff done. They want to do the right thing for our communities. which is why we love them and why they are great at what they do, but getting them to take breaks and getting them to sign off at an appropriate time is probably our biggest challenge to prevent burnout but I think overall it’s been a very good experience. I’ve [00:27:00] heard a lot of great feedback from my direct caregivers and others. A few of course missing the interactions with people in the office, but for the most part, they’re really enjoying being home and being able to be heads down and get their work done and not have that commute time back and forth.

[00:27:18] Bill Russell: [00:27:18] So are you still doing at the elbow kind of support? Just with people who are practicing distancing and those kinds of things. 

[00:27:28] Amanda Bass: [00:27:28] No. Where, [00:27:30] so for the IT side, we are not doing at the elbow support. We are all virtual. We do have our training staff who, they will provide their the new employee training on a monthly basis, and they do have classroom training, but it’s very limited to eight people per training room. So they are trying to do as much virtually also by the learning home dashboards available in Epic, really pushing out the materials to the [00:28:00] system so they can grab that at the moment when they beat that as well. 

[00:28:03] Bill Russell: [00:28:03] So you took an upgrade while virtual and you’re probably planning some significant work while virtual is. I mean, what are the things you’re finding that are more effective in this virtual environment? 

[00:28:19] Amanda Bass: [00:28:19] I would say hands down communication. Again, we have one platform or not just an email and I think email is, I think every organization, [00:28:30] it just gets overwhelming. And you just try to get through, you can get through right, 

[00:28:34] Bill Russell: [00:28:34] yeah. Email is the second worst form of community. Actually third, worst form of communication. Second is taxing first is a tweet. So that’s the line of poor communication right there. 

[00:28:47] Amanda Bass: [00:28:47] Yes. So we also transitioned to teams, very heavily. Honestly, right as we went virtual or right before. And we all had to adapt that as well as being home, as [00:29:00] well as being in a pandemic, et cetera, but the team has taken it with strides and just has really adopted it very quickly. And I think that’s been the number one. Thing from my group anyways, so that I have seen as an organization is that we are able to communicate even better than we were face-to-face because everybody’s hearing the same thing at the same time. We’re not having these hallway conversations. I’m not having waterfall it down to our groups and maybe missing part of that conversation [00:29:30] because we’re playing telephone. 

[00:29:32] Bill Russell: [00:29:32] Yeah it’ll be interesting. It’ll be interesting to see. So as we look to 2021 and Molly, I’ll come back to you, what do you think the lasting impact of the pandemic is going to be on your health IT organization?

[00:29:45] Molly Katsanes: [00:29:45] Oh my gosh. looking at it, 

[00:29:48] Bill Russell: [00:29:48] That’s a big, it’s a big question. I’ll give you a little more time to think about that. Sorry. 

[00:29:51] Molly Katsanes: [00:29:51] Yeah, yeah. No looking into the magic ball here, I’m trying to see, well, certainly we’re like many [00:30:00] organizations, we’re having to look at our current position in our markets. Our patients are not going to expect to receive care in the same way that they did prior to COVID. And we have to adjust to meet that need. Obviously, telehealth is a big question if we expand that just depending on what our payers move forward. but that that’s. I guess I would just say that there’s a lot of question marks.

[00:30:26] We’re quickly working through strategy with our [00:30:30] operations on what our repositioning of what our go forward model is going to be. but in terms of the day-to-day work that is happening. Focus, I think is going to be the most prominent word coming out of all things COVID, we had so much focus in the beginning. We’re moving away from that, unfortunately, but now it’s our job as managers and directors, to keep our team, to move our teams back to that focus [00:31:00] and try to. Manage and protect them from this noise that is coming in from 15 different directions. And that is the challenge is to say, hey, look, when COVID hit. And we had all of this focus to get work done. We were turning work out to operations quicker than they could operationalize it. Now we’re in a place where that expectation is still there, but we have the layer of all of the other steady [00:31:30] States, whatever that is going to look like on top of us. So redefining the work, helping our teams understand their focus in a virtual environment with things changing daily, that’s whatever we get to in that world. And hopefully we get there quickly. That’s going to be what 2021 looks like. And I can’t tell you exactly what that whole world  will be. 

[00:31:56] Bill Russell: [00:31:56] Yeah no but I love, I love that idea of focus and the expectations have [00:32:00] changed and I think it’s interesting. I appreciate you, Will connecting us, great. I mean, I think this has been a great conversation. I really appreciate it. And I feel for you by the way, because your CFO, was,in charge of our financials at the health system where I was the CIO and it’s a catch 22 because he believes in technology and he’s [00:32:30] brilliant. So he’ll find the money. So I have a feeling your project list is only going to grow. So on the off chance that he’s listening to this, I’m going to remind him what I always used to remind them, which is you have to prioritize. So if Darren happens to be listening to this podcast that, just a shout out that you have to prioritize, you can’t do it all. So hey, I want to thank you guys. This has been a great conversation. Thanks for coming on the show. 

[00:32:53] Molly Katsanes: [00:32:53] Thank you Bill. Thanks for having us. This is great. Yeah. 

[00:32:55] Amanda Bass: [00:32:55] Thank you so much for the opportunity. This is awesome. 

[00:32:58] Bill Russell: [00:32:58] That’s all for this week. Special [00:33:00] thanks to our channel sponsors, VMware, StarBridge Advisors, Galen Healthcare, Health Lyrics, Sirius Healthcare, Pro Talent Advisors, HealthNXT and McAfee for choosing to invest in developing the next generation of health leaders. We really appreciate their support. Don’t forget to sign up for c lip notes. send an email, hit the website. We want to make you and your system more productive that shows the production of this week in health IT. For more great content, check out the website this weekhealth.com. Check out our YouTube channel. We continue to modify that and make that better and easier to find [00:33:30] things that you are looking for there. please check back every Tuesday we do news day, every Wednesday, we try to do a solution showcase every Friday we do interviews with industry influencers and we will continue to do that through the end of the year. And then we have some interesting things lined up for the new year. And I can’t wait to share those with you and we will start sharing those with you here shortly. So thanks for listening. That’s all for now.

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