December 4, 2020: At a time like this, health systems need to come together. Two minds are better than one. Does your market have fierce competition? Or is it characterized by collaboration? Darren Dworkin of Cedars-Sinai shares the huge benefits of collaborating with Huntington Hospital. What does the partnership look like and how will he approach it as a CIO? How is the Cedars-Sinai Accelerator transforming quality, efficiency and delivery in healthcare during COVID? What innovation can we see around real time dashboards and predictive analytics? Are telehealth visits for primary care really working? Do they meet the patient’s expectations? What other tools can be used to reduce touch points and minimize unnecessary contact? It’s important to make investments in analytics, particularly around data science.
Telehealth, Data and Innovation with Darren Dworkin of Cedars-Sinai
Episode 337: Transcript - December 4, 2020
This transcription is provided by artificial intelligence. We believe in technology but understand that even the smartest robots can sometimes get speech recognition wrong.
[00:00:00] Bill Russell: [00:00:00] Welcome to this week in health IT influence where we discuss the influence of technology on health with the people who are making it happen. Today darren Dworkin CIO for Cedar Sinai joins me and I love having conversations with Darren. We touch on everything. We talk about telehealth data innovation, you name it, we touch on it. One of the reasons I love talking to Darren. My name is bill Russell, former healthcare CIO, CIO, coach consultant, and creator of this week and health IT. A set of podcast [00:00:30] videos and collaboration events dedicated to developing the next generation of health leaders.
[00:00:35] I want to thank Sirius Healthcare for supporting the mission of our show. Their weekly support of the show this year has allowed us to expand our service offerings to the community. And for that, we are incredibly thankful, a quick update before we get to the discussion. Starting in 2021 we have a new channel. Okay. So if you're wondering This week in health ITis a channel.
[00:00:56] We have three shows on that channel. We have news day, we have solution showcases [00:01:00] and we have influencer episodes where we talk to industry influencers. The only change you're going to see on that channel next year is that the news day episodes are now going to be duets. We're going to have a series of about six guests that come through and talk about the news with me.
[00:01:14] So instead of just me talking about the news, it's going to be conversational with, different, people with different perspectives. We're going to have a physician. We're gonna have CIO's W're gonna have former CIOs. And we're going to have startup, a former CIO, a CEO of a startup [00:01:30] be one of those guests as well so we can talk about the news from different perspectives. I think that you guys have responded really well to that and giving us great feedback, that, that you appreciate that dynamic of going back and forth on the news. So we're going to continue to do that, but you've also told us that you love the, the news day show and so what we're going to do is we're going to be launching a new podcast, a new channel in and of itself called Today in Health IT and this is where I'm going to talk about the news, but I'm going to do it in much shorter segments.
[00:01:57] So what you're going to get is, we're going to release a [00:02:00] show every day of the week. So Monday through Friday, weekday, every weekday, we're going to release one show. It's going to be five to seven minutes in length, and we're going to cover one news story. we're doing this based on your feedback. you have said shorter segments to help you stay up on the news. this way you can just, put it on your podcasts, listen to them all on Monday, listen to them all, while you're working out or just listen to one a day.
[00:02:23] For about five to seven minutes to stay current on what's going on in health IT.That is going to launch in January. [00:02:30] We are going to start doing the daily episodes on today in health IT but you can get signed up today. You can go out onto wherever you go for your podcast and sign up for that.
[00:02:40] And as soon as we start releasing shows, it will start showing up in your podcast, listening device, whatever that happens to be. So thanks again for your support over the years. Again, we want to get this content into as many hands as possible. So share it with your friends and we really appreciate your support, now onto our discussion.
[00:03:00] [00:03:00] All right. Hey, we have Darren Dworkin, the CIO from Cedar Sinai out of LA with us. Good morning, Darren. Welcome to the show.
[00:03:07] Darren Dworkin: [00:03:07] Good morning.
[00:03:09] Bill Russell: [00:03:09] Yeah I'm looking forward to this conversation every time I get you on, I think I'm going to do a deep dive into something, but there's so many things I want to talk to you about that I always end up, asking you questions that are all over the board. But one of the comments I got on, one of the shows that we did before was, one of my listeners said, Hey, you, you're not asking these people about their health system. Can you get [00:03:30] more information? So I I'd love to have you just share a little bit about Cedars, what you guys are up to. Just a little, little background. I know you guys are expanding in that LA market.
[00:03:40] Darren Dworkin: [00:03:40] Sure. Well, thanks again for having me. and, listen, what a great question. I love talking about Cedar Sinai. Great great organization here in LA County. Cedars Sinai is built around the flagship hospital of Cedar Sinai medical center, which in itself, is different in many ways.
[00:03:59]It is [00:04:00] a almost thousand bed academic medical center that has all of the stereotypical things you would expect in an academic tertiary, quaternary organization. But we also, act as the community hospital for a large part of our region. So it makes up for a lot of diversity and a lot of different types of care settings built in and around the organization largely around the Maine medical center. [00:04:30] Has been like many organizations across the country, just a tremendous amount of growth in the ambulatory space. And maybe what makes us a little bit different, which is unique to, LA, is that while we have many, many locations, they're geographically pretty close to each other as the bird flies, but of course long to get through, when, traffic, come into play, who knows what the new reality is. We'll bring in a post COVID world, but we just have a lot of ambulatory [00:05:00] locations surrounding. And then again, like many organizations we've been, expanding fairly rapidly, by bringing in, new hospitals and new ambulatory and geographic markets under the fold, which has largely been around plans to expand and build scale and to ensure that we're making the right investments in our future. But, to me, I joined, almost 15 years ago. and I just think of it as [00:05:30] such a special and unique place. considerate, such a big privilege to. I've come here and still be here. and it's really been a lot of fun to watch the organization, continue to, find and grow its place in the region.
[00:05:44] Bill Russell: [00:05:44] Yeah. Well, we're going to talk a little bit about that growth later because I want to talk to you about the Huntington hospital affiliation as well as some other things. But, but I do want to go back cause we talked in, gosh, what was it? March, [00:06:00] April, which you know, was really the peak of COVID in New York city. L your market was experiencing some of that, but we're still in the throws of it at this moment, I guess we're right around Thanksgiving. And for those who are going to listen to it later, these podcasts have a have a lifespan.
[00:06:20] So we're talking around Thanksgiving, obviously we're talking about masking up and those kinds of things. So let's talk care to distance real quick. We're looking at things like reducing [00:06:30] touch points, minimizing unnecessary contact. creating new avenues for care to be received. How that going for your health system? What are some of the things that you guys are doing?
[00:06:39] Darren Dworkin: [00:06:39] I, think it depends and it's becoming an increasingly complex answer. I think that when we first spoke we were in a crisis mode of jumping in and doing whatever we had to do to. Get ourselves ready and to deliver care in what felt like a [00:07:00] new and emergent way. I think we then, went into, what we started to think of as the next phase, which is how we start to deal with sort of this, this sprint that we had to get through. and of course, at that time we couldn't see the forest through the trees.
[00:07:15] It turned out that sprint was really a marathon and now we're in that much longer period and I think the reality is that, we're seeing lots of different things we need to do for different parts of our care setting. Much [00:07:30] in the same way we wouldn't refer to the idea of we're planning for doctor visits. I don't think we can equally say we're planning for telehealth. the initial things we did for telehealth were broad. But now they're becoming a lot more focused. So we're quickly starting to think of these touchless. The telehealth the sort of the digital pieces we're overlaying onto the health system, not as one broad layer, but really as enabling [00:08:00] technologies for the different types of care that we provide in the different settings that we provide it.
[00:08:06] So I'll give you a couple of quick examples. It's been very clear to us that telehealth. measured against follow-up visits in surgical care is something completely different than on-demand video visits as perhaps a substitute to go in to see your primary care physician or urgent care. They're really at opposite ends of the spectrum.
[00:08:28] Similarly [00:08:30] some of the video visit work that we've done or the telehealth visit, platforms that we've stood up to enable some of our subspecialty care. Very, very different than what you need to do in an ambulatory setting in and around internal medicine. And so really starting to understand the differences between that and making sure that we're building the right types of enabling technologies for each one is becoming more and more important.
[00:08:57] And I think the reality is that [00:09:00] quickly dissipating is the give back or the luxury that we've had of, well, it was quick, it was temporary. We'll give them a little bit of a break. I think, consumer expectation is really rising around some of the things that we thought we were standing up super quick and folks should be appreciative as the months are going on, you really have to harden them.
[00:09:22] Bill Russell: [00:09:22] Yeah. Everything you said there really made sense to me except for the primary care one. So let's unpack that one a little bit. So [00:09:30] telehealth visits for primary care is that, I mean, is that not working for the physician? Not working for the expectation of the patient? Where's it maybe not working as, as we want it to?
[00:09:43]No, it's interesting. I think theDarren Dworkin: [00:09:46] honest answer is I'm not sure we know yet. but, I will say that our observations around primary care telehealth has probably been similar to everybody else's it was hovering at a low level, COVID [00:10:00] hits and it goes really, really high sets, new records everywhere, we thought it would set and then it slowly comes down to this equilibrium. That's not at the peak and not at the low and it's somewhere in between. And, we're, I think, in the early stages of trying to unpack what that means. And I think that there will be more than one answer. Some of it will be physician preference and practice preference. Some of it will be patient preference. Some of it will be [00:10:30] family preference. Some of it will be what was the visit really about and maybe what were the, some of the underlying sort of nuances in and around it? Heck we're starting to discover some simple things that we never would've thought of.
[00:10:44] We rolled out some technology support so that you could wait in your car and we would notify you and you can fill out some forms on your phone and wonderful stuff. And then we realized that, Hey, some of the parking lots and some of the ambulatory offices don't have cell [00:11:00] coverage, that's not going to work.
[00:11:01] And so it's little things that are hurting the experience, for patients that are perhaps drawing them to maybe think differently around it. And we're starting to try and to find sort of what the, what the right answers are. But I do think at the end of the day, what we have all underestimated when we got super excited about that peak was that, patient preference is ultimately going to be the driver. [00:11:30] And a lot of our patients want to come and see their physician.
[00:11:34] Bill Russell: [00:11:34] Yeah, it's interesting. At the peak, my mom was. Was saying, I want to go see my doctor. I'm like, COVID is at its peak, are you sure you want to do this? She goes, I want to see my, I was like, she was just adamant. It's not like there was a, a solid argument for it. It was just, this is what I want. This is my preference. And so that really resonates with me.
[00:11:54] Darren Dworkin: [00:11:54] Well, talk about the other thing that we worry about and, and, again, it'll be interesting to [00:12:00] see how it plays out, we have, we need to be careful about, staying true to ourselves about what technology has done with healthcare IT. And what I mean by that is that we have many examples where the technology has been both great and wonderful, but it's also been an and, and I think that it's going to be interesting to see whether folks will really use as much of the [00:12:30] telehealth as an or, and not just as an and because we're starting to see, people will start with a video visit and then expect an in-person visit and then keep going. And so, I just think it's something that we want to keep an eye on.
[00:12:45] Bill Russell: [00:12:45] Well the follow-up visits in a location like yours, which, has to be in the top 10 hardest to get to from if you're outside a certain boundary, makes, makes perfect sense. And, [00:13:00] we see that in New York city, we'll see that in markets like yourself, Chicago and others where it's hard to get.
[00:13:05] And so there's, follow-up search more visits, where a lot of times it's just a conversation with the doctor it makes sense. I want to talk to you about telehealth. One of the disservices we do to tell health is we lump all this technology into one bucket. Telehealth it's the virtual visits. It's also the remote patient monitoring. It's also, this whole classification. And this is the one I want to talk to you about, which is the [00:13:30] internal, video use of video and use of technologies to do consults, collaborate , maybe have multiple doctors see a patient at the same time. are you guys, are you guys finding in the midst of COVID you're doing more like video rounds and those kinds of things, the internal telehealth kind of solutions?
[00:13:53]Darren Dworkin: [00:13:53] Yes and no. I'm not sure I'm not, we are, I'm not sure exactly how you characterized [00:14:00] it. So on the inpatient side, we found that, the use of video could play a couple of interesting roles. So the first, was when we had very restrictive visitation policies, we discovered that, video visitation and enabling video for our patients to be able to connect to their families was really a precious gift that we could add to the care system. It really was, [00:14:30] tragedy, tragic story, over tragic story of folks, isolated in hospital rooms, not being able to be with their family.
[00:14:37]And so that was a new piece of video platform technology that we hadn't previously thought of. another variation of that is maybe closer to what you've described, which is when we had, concerns around restrictions of PPE. And we were, heavily trying to conserve as much as we could not knowing what supply chains would look like and not [00:15:00] knowing what our own supply capacity was going to be. We were limiting number of folks that needed to use the PPE by having one caregiver in the room and multiple people video consult a consultant. and that I think has been interesting and probably the closest thing we came to of video rounding the part of the question, that I love.
[00:15:22] And I think that continues to be under leveraged i physician to physician consult and [00:15:30] especially, constructed around perhaps multiple specialists working with a patient around the same time and collaborating. Things that are often restrictive in terms of the normal sort of ambulatory models, constructs that exist. But then when you rethink things in a digital world, perhaps can be done. And while we have a few examples of that, we're in the super, super early stages of really trying to re-imagine what that would look like.
[00:15:58] Bill Russell: [00:15:58] Interesting. [00:16:00] I know academic medical centers, you guys compete seriously, but collaborate, liberally essentially. I want to talk about this with you, what did collaboration look like during COVID for the academic medical centers and maybe more specifically, maybe not on the medical side, because let's focus in on the healthIT side. What did it look like for you to collaborate with your peers around the country?
[00:16:28] Darren Dworkin: [00:16:28] Well, first, just, in [00:16:30] the framing of that question, I would say that, I think there's some markets where there is fierce competition. I will say that, we're fortunate in the LA market, that is very much characterized by collaboration. I think that there are at any given time faculty, that are working together, between different academic medical centers on countless countless projects and initiatives. we're constantly doing, joint funded NIH research, with not just our colleagues, [00:17:00] in and around town here in LA, but really across the country and frankly, across the world.
[00:17:05]And I think that maybe a different topic for a different day. It's the awkwardness of cybersecurity when you have academic medical centers that their DNA is around, how do I open up and share everything? And so I think that that's the base that you're working on. Within it, I will say that, I consider myself super, super fortunate to just, pre COVID, long before I've [00:17:30] established, some great relationships with colleagues across the country, that, I think people often say, Hey, if you ever get stuck, give me a call, drop me a note. But I think that there was just this wonderful. ability to collaborate with colleagues around the country, especially as COVID was popping up in different hotspots. I remember, being on some email streams and being on some calls with some colleagues in New York, so useful to hear what they were thinking about, the, [00:18:00] the steps they went through.
[00:18:01] Hey, we forgot about this technology. Forgot about extra licenses for that. We forgot about showing up this infrastructure. It was really invaluable. And I think the nature of, medicine generally, is to always understand, Hey, let's do a root cause analysis and figure out what we could have done even better next time. and I think that culture is pervasive through AMCs, and the willingness of people to share, not just what went [00:18:30] great, what went wrong, really has been super helpful.
[00:18:34] Bill Russell: [00:18:34] Yeah, no, that's fantastic. And true to what I said earlier. I'm going to bounce around how's the pandemic impact of the accelerator. So you guys obviously have the accelerator there at Cedars around innovation. And did you have a class this year or did you postpone the class?
[00:18:53] Darren Dworkin: [00:18:53] So with some irony, just as COVID hit, we were wrapping up our first ever international week. [00:19:00] we had started off a very specialized class to bring in companies from all over the world and obviously as COVID was beginning to rage we quickly wanted to get everybody home safely. And so that got, wrapped up, it finished, but a little bit of an abrupt end. From there, the accelerator, took a really interesting pivot. And I would say that, if you think of our Cedars-Sinai accelerator as the front door of the center of sort of innovation at Cedars [00:19:30] Sinai, we certainly can put a big old tick mark into the accelerator pivoting to jump into the DIY business.
[00:19:37]Aagain, I alluded to it before of, we all got a really big scare around our supply chains or in particular around PPE. and the accelerator quickly stood up and mobilized itself as being, the engine or a central place by which we were making gallons of a Purel-like substances and masks and shields [00:20:00] and other difficult to acquire pieces of equipment.
[00:20:04] And so the accelerator and its team were really focused around that. As our supply chains started to catch up a little bit, we've pivoted to having the accelerator now work in a remote and more sort of virtual model. And we're still trying to figure out exactly what that will be. We're actually getting ready to launch a fully fledged virtual class.
[00:20:28] And so we figured [00:20:30] no better way to try it than to jump in with both feet. And it will be interesting because I think that the most positive feedback we get from companies who came through the accelerator was their chance to, have boots on the ground inside our hospital. And so it's going to be a challenge for us to figure out how we create that virtually.
[00:20:52] But we're hoping that we think since the magic is all around the people, anyway, if we can connect the teams and the people we might be able to [00:21:00] recreate that sort of core piece.
[00:21:02] Bill Russell: [00:21:02] That's, that's going to be, that's going to be interesting to watch. It's going to be, as you say, I mean, the magic is in the collaboration between th e clinicians, between the people in the hospital and the, the really smart, startups and the innovators that you bring in. but that's, that'll be a conversation for later, but I'm sure it'll be an interesting class. Just like everything else in COVID we're learning as we go. It'll be interesting.
[00:21:29] Darren Dworkin: [00:21:29] It's funny is [00:21:30] that, early on, when we told, founders that you had to come to LA for 90 days, they're like, Oh, I love the program, but I don't think I can do that. Now of course, now that we're not having people, people are or asking, can I come to LA for 90 days?
[00:21:43]Hey, I read in Beckers and if I Bill Russell: [00:21:45] read it, if I misread it, let me know but it, it appeared like. You guys are hiring during the pandemic. And I know that, every it shop has openings at any given time, but it seemed like you're strategically hiring into [00:22:00] certain areas and in certain capabilities, did I read that? And what would those areas be that you're looking at as either trying to shore up or try to expand your capabilities?
[00:22:13] Darren Dworkin: [00:22:13] Yeah, no, I, I think you read that correctly. listen, at least half of that is we are always looking for, unique skill sets, to bring, onto our teams. I think that one of the things that, we've done really, really well within the Cedar Sinai [00:22:30] Tech teams is to combine sorta diverse backgrounds together, so that we have team members that really understand the nuance and the context of what they're working on.
[00:22:42]So that translates to is a bit 25% of our team have a clinical background of some sort, physicians, nurses, and in a variety of sort of other backgrounds. And I think that's just really important if you're working to implement a complex pathology system, having [00:23:00] spent time in pathology, working in the labs, makes the world of difference if you can speak both languages.
[00:23:06] And so we're always looking for great experienced talent, to help push the envelope of what we can do from a technology and digital and just general tech enablement point of view. That being said, there's a few areas that we're continuing to grow in. We're continuing to make investments in analytics, in particular around, data science and to [00:23:30] really build out those skillsets.
[00:23:31]I'd use that as an example of one that, we're excited and it's a part of a, of a larger strategy. We're also expanding in cybersecurity. one that I, I wish we lived in a safer, world and we didn't have to expand. But you know, I think that, it's a, it's a reality that we just have to accept.
[00:23:51] And so, we're looking to grow those teams and build up where we are. And then there's, a bunch of others, in particular, they tend to follow [00:24:00] some of our large, academic areas of interest around heart cancer, neuro, but we're, we're, we're an ever expanding team and candidly feel very privileged to be in that position.
[00:24:12] Bill Russell: [00:24:12] Yeah. It's, Yeah, that's interesting. I mean, I'd love to go into analytics. I'd love to go to, the cyberspace. I'm not going gonna, I'm not going to do any in detail, given that we're coming up to the end of our time together. But, but I do want to hit on this since the last time we spoke, Huntington hospital signed an agreement to affiliate with [00:24:30] Cedars. What does that partnership look like and how will you approach that as a CIO?
[00:24:37] Darren Dworkin: [00:24:37] I think one of the things that, I, one of the many things I love about Cedar Sinai is that, it truly is an organization that's built around a philosophy of creating great partnerships. I think that, there's lots of rivalries, folks can talk about between payers and providers and between institutions and all sorts of other things that I think are [00:25:00] inherent in a fragmented ecosystem of healthcare delivery. But Cedars has always prided itself on being able to build great partnerships. And I think, hunting is just another example of that, of just a wonderful institution on its own serving the Pasadena marketplace and community and really a phenomenal way with just a wonderful high quality reputation. And I think, a realization that, I don't want to say the bigger is better, but that, the [00:25:30] idea that, combining, resources to achieve some scale to frankly, bring down the cost of delivery, is. Sort of what is in our new reality, our new world order ahead of us and that by working together more closely, we can achieve some of that from an it perspective.
[00:25:47]I think that, I don't know. I'll pick on cyber again maybe I keep doing it cause it's, on the forefront of my mind, but I think about the investments we need to make, the investments we need to make for one large [00:26:00] hospital, versus two, three or four. They're not that incrementally different and so I think it's a good example where, you could spread some of our unbelievably high fixed costs that we have to deliver, or that we need to invest in to deliver the best that we can, over a larger sort of footprint. I think it's, there's something that just makes a ton of sense and it, by the way, it makes a ton of sense in supply chain. It makes a ton of sense in most of the back office functions. And so I just think it's a, [00:26:30] it's a reality that you're going to see. More and more and more of, and the last thought all interject on that is that, even, even with COVID and what it's done to the economy and the job market, it's tough to get great tech talent.
[00:26:45] And so, when we're able to. partner with another tech team and spread talent across, a same or a combined sort of set of problems we want to work on together. it's only additive. and so I think that, just [00:27:00] represents a lot of opportunity. I'm kind of excited for it.
[00:27:04] Bill Russell: [00:27:04] Yeah. And it's interesting that cyber bubble has to keep getting bigger and bigger as you do partners. Even if somebody is just a community connect partner. You still have to be cognizant of their practices, their procedures, because you're opening up that VPN tunnel. And so I'd imagine that there's just a lot of complexity around that, just in and of itself.
[00:27:25]The other thing obviously is the EHR. I mean, one of the benefits of partnering with the Cedars as [00:27:30] you guys have a phenomenal Epic build. And you have so many, great elements that are built into that are just part of your care protocols and your guidelines and those kinds of things. But I think, maybe if I were partnering with an academic medical center, that's the value I would, I would want to, I think, get out of that partnership. So do you expect to, to, to come together around certain technologies and approaches?
[00:27:56] Darren Dworkin: [00:27:56] Yeah, there's no question. and I think it's interesting [00:28:00] the way you phrased that, because by the way, I completely agree is that, as little as 10 years ago, the innovation was the EMR itself, pack, 10 years ago, we celebrated the go live which, when I stepped back and I think about it, what a silly thing to celebrate, we celebrated that we bought something and we turned it on. But anyway, that was the big celebration deservedly. So bottom line, it was really hard.
[00:28:23] Bill Russell: [00:28:23] I remember the timeline that that was happening in and all the stuff that was being said, that was, that was a big [00:28:30] deal that go by it.
[00:28:31] Darren Dworkin: [00:28:31] It was, but moving past all that, I mean, to your, to your very correct point The EMR is quickly becoming the table stakes. And so the content of what's in the EMR is where we think it starts to get really interesting and the, the protocols and the decision support and the, the layers of, content that we've built up, over the years, that really represent a sort of, the pathways to enabling how we [00:29:00] deliver care.
[00:29:01] I think that over time is going to become the secret sauce and being able to. share that with partners, is going to be really interesting. to me there's lots written and lots of pushed around, that the Holy grail is to move information between organizations. And I think, with all due respect, when people figure that out, they're going to realize that was just step one. What you really want to do is you really want to be able to share and enable care and how you [00:29:30] deliver care between settings. So that from a patient perspective, we can say it doesn't matter what door you enter in.
[00:29:37] And then at what facility you can count on the same quality research-driven academic driven, protocols that have been developed, that are available to you.
[00:29:49] Bill Russell: [00:29:49] Well, Darren, you don't disappoint. I always love these conversations. I'm going to close with this last question and it's one of those, big, take it wherever direction you want to go, which is what do you think the [00:30:00] lasting impact on health IT is going to be as a result of the pandemic?
[00:30:06]Darren Dworkin: [00:30:06] I'll tell you what I hope it is. and what I hope it is is that we've been talking about real time dashboards and predictive analytics for the longest of times. And, I want to say this carefully. I think that, part of our challenge has been that while the dashboards have been phenomenal, the leadership teams haven't always needed them because [00:30:30] their experience and their knowledge has been equally as phenomenal. What COVID showed us. Was that those same phenomenal operational leaders. So COO and CMOs across the country, who were still brilliant and still had unbelievable intuition and knowledge of their institutions. They didn't have the same visibility because everything had been thrown on an audit side.
[00:30:55] So they began to look at the dashboards that were put in front of them. [00:31:00] And I'm hoping that the lasting effect is a little bit of aha or a click and they're going to become addicted to those. And they're going to want them in more scenario planning, in more real time ways. I think the, the idea of telehealth growing was inevitable.
[00:31:17]There's no question that digital got a kick in the butt and, that was super helpful, but for me, what I'm really, really hoping is that. executives across the country and their use of dashboards [00:31:30] and especially the predictive analytics that are built in these dashboards becomes an elixir that, they don't want to let go of.
[00:31:37] Bill Russell: [00:31:37] Yeah, absolutely. It's, it's been fascinating to see, how many of those dashboards have been created. Obviously you guys had a lot of them going into it, but a lot of health systems have told me about, creating them. In fact, somebody was, almost, Not happy with the fact that their team spent about 400 man hours to build a dashboard and then Epic released it two weeks later, or three weeks later, [00:32:00] you have to appreciate that about Epic, but they had already invested the couple hundred hours to get that done. So Darren has always great conversation. Thanks. Thanks again for your time.
[00:32:09] Darren Dworkin: [00:32:09] You bet. Thank you, bill.
[00:32:11] Bill Russell: [00:32:11] What a great conversation. That's all for this week. Don't forget to sign up for clip notes. it's a great way to support the show. It's also a great way for you to stay current. if you're not familiar, cliff notes is an email that we send out, immediately following the shows actually 24 hours after the show airs. And it'll have a summary of the show, bullet points key moments from the show and also [00:32:30] one to four video clips that you can just watch. Great way to stay current, to know who was on the show and what was said, special thanks to our sponsors, VMware, Starbridge Advisors, Galen Healthcare, Health Lyrics, Sirius Healthcare, Pro Talent Advisors, HealthNXT McAfee and Hill-Rom digital, our newest sponsor for choosing to invest in developing the next generation of health leaders.
[00:32:52] This show is a production of this week in health IT. For more great content, you can check out our website this weekhealth.com or the YouTube channel as well. We continue to modify that for you [00:33:00] to make it a better resource for you. Please check back every while. when to check back, we publish three shows a week.
[00:33:06] We have the news day episode on Tuesday. W usually have solution showcase every Wednesday and then an influencer show on Friday. but right now we don't have any solution showcases. So we are doing multiple, We were dropping multiple, influenced episodes. So a lot of content being dropped, between now and the end of the year. Hopefully you'll like that. And also we have the end of the year episodes coming up and I'm looking forward to those. We have [00:33:30] the best of the new stay show. So we take 10 news stories that we covered this year and, give you some clips, give you an idea of what we went through this year. Obviously COVID was the big story, but a lot of other things happen this year in the world of felt it, we're also doing a best of the, Of the COVID series itself.
[00:33:47] If you remember, we did three months of daily episodes and we go back and we visit that time. And just some of the wisdom that was dropped by the leaders during that. And then of course we do our end of the year, top 10 countdown of the top 10, [00:34:00] most listened to shows of the year. So you're going to want to stay tuned for that. That's we take a break the last two weeks of the year. And during that time we don't stop dropping content. We just prepare it ahead of time and, make it available to you. So hopefully you'll enjoy those, this year as well. thanks for listening. That's all for now.