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Today in health, it I'm on vacation. So I'm going to be highlighting some of the great content we have on town hall. And so this is going to be an episode from a town hall host. And their guest more on that in a minute. My name is bill Russell. I'm a former CIO for a 16 hospital system and creator of this week health. A set of channels dedicated to keeping health it staff current and engaged. We would think our show sponsors who are investing in developing the next generation of health leaders, accordion dynamics, Quill health tau site nuance.

Canon medical and current health. Check them out at this week. health.com/today. All right, I'm on vacation this week. So I'm taking this time to highlight the great interviews that our hosts have done on the town hall show.

Today Jake Lancaster CMIO Baptist health has a conversation with mark Zang. Associate chief medical information officer at the Brigham and women's hospital. Up there in massachusetts and they are talking about innovation specifically what it takes to build applications out and then maintain those applications once they've been built so here you go

Yeah. That's really great. Particularly when you're talking about how to build it within the confines of an academic medical center or hospital,

I know we still struggle with us. I'm sure everybody still struggles with it.

can you tell us just a little bit about how y'all have addressed some of those challenges with building things internally and maintaining it particularly as is some of the challenges.

Maintaining is thats Yup. Yup. Yup.

so, so I think like one of the things that we do at the iHub is, as I said, we were a solutions delivery. But we're also kind of,

a support structure and almost like a mentor for anyone at the Brigham who has an idea in digital health and,

for the solutions delivery, it's pretty straightforward.

it's a top-down approach. So really we don't build the thing unless leadership sees the problem and asks. to build the thing. And typically when we do that,

we'll use a,

fairly standard kind of processes to help ideally figure out like, okay, Who's going to do what, right? Like who's going to maintain this thing for how long and dah, dah, dah, dah, is this a build or a buy?

We kind of come,

either that's already pre-decided before it comes to us. Or that's like, the first part of work is like,

creating eventually the charter for, for this type of work. And then hopefully we maintain it. So,

during COVID like, I think most groups, because everything was so aligned, everyone was so aligned.

We were able to do a lot of really. incredible Kind of,

system level interventions very quickly. So One of the things that my team created and continued to maintain is our daily symptom at the station tool at Brigham and Women's but also at Mass General Brigham Dana Farber. And actually I think other sites use it outside of our system called COVID Pass.

And that was something that is a perfect example of a custom developed application that, you know, because we had that alignment from the beginning, we were able to rapidly create the solution, develop it, iterate on it. And then also as part of that, have a maintenance plan moving forward.

Maintenance plan was my team and other teams who played a role in substantial role in building the thing. We continue to maintain it in an agile format. We have like bi-weekly sprints and it's been, it's been a blast. On the other end of that is when we support Brigham innovators who have really early stage ideas. A lot of the work we do is really making sure that they it's a lot of education, right? Folks are typically incredibly talented, incredibly smart folks who might not have as much experience or in digital or doing anything in digital.

So a lot of what we do at the initial stages is just understand what they're trying to solve. Talk about some kind of base concepts, like what is an MVP. And then we also have a framework at the iHub, which we call the COFT team model, which is really something that we do. Particularly when it comes to a digital intervention that the researcher or clinician wants to ultimately try and pilot or implement within the hospital system.

And we run through it to kind of get a sense of how ready they are. It's like a readiness scale to actually do the thing.

Then it, clearly, the next step is we need to refine the proposal in a way where we can get you set up for funding or try and do as much as we can without the funding to kind of get you to some kind of either functional or at least conceptual MVP.

Fantastic. So keep checking back for more of these great interviews. I wouldn't be returning from my vacation on August 8th. We did prerecord some news day episodes. So every Monday you're going to have a nude news day episode, and then we'll be dropping these interviews until I returned on August 8th.

So that's all for today. If you know someone that might benefit from our channel, please forward them a note. They can subscribe on our website this week health. Dot com or wherever you listen to podcasts, apple, Google, overcast, Spotify, Stitcher, you get the picture. We are everywhere. We want to thank our channel sponsors who are invested in our mission to develop the next generation of health leaders.

Gordian dynamics, Quill health tau site nuance, Canon medical, and 📍 current health. Check them out at this week. health.com/today. Thanks for listening. That's all for now.