Navigating Complexity: Tactics and Tools for Effective Healthcare Risk Management

Good day, and welcome to the PSQH Patient Safety Now Online Summit. My name is Jay Kumar. I’m the Editor in Chief of PSQH, and I’ll be your moderator for this session. The final session of our event today is titled Tactics and Tools for Effective Healthcare Risk Management, sponsored by Origami Risk. Thank you to our sponsor for making this session possible and to you and our audience for participating. Before we get started, I have a few housekeeping details. Our program will be sixty minutes in length. Note that an on demand version of this program will be available approximately one day after completion of the event and can be accessed using the same login link you used for the live program. To ensure that you can see all content for the event, please maximize your event window and be sure to adjust your computer volume settings and or PC speakers for optimal sound quality. Next, you’ll find a resources list for this session in the upper right of your screen. Here, have listed the session materials and multiple resources from our sponsor for you to interact with. At the bottom of your console, are multiple widgets you can use. To submit a question, you click on the q and a widget. It may be open already and appear on the left side of your screen. You may submit questions at any time during the presentation. However, please note, it’s likely your questions will not be answered until the Q and A portion of the program. And finally, should you experience any technical difficulties during today’s program and need assistance, please click on the help widget, which has a question mark icon and covers common technical issues. At this time, it is my pleasure to introduce our speakers, Taylor Podozak, Director of Enterprise Risk and Insurance at Cleveland Clinic and Anuja Cannon, the Senior Healthcare Market Strategy Lead at Origami Risk. Thank you both for joining us today and with that, I’ll turn it over to you. Awesome. Thank you so much, Jay. Thank you to everyone for joining today’s session. As Jay mentioned, my name is Anuja Cannon and I’m the Healthcare Market Strategy Lead at Origami Risk. I’m joined today by Taylor Podusak, the Director of Enterprise Risk and Insurance at Cleveland Clinic. Throughout today’s session, we’ll discuss the importance of collaboration in successful risk management, discover the power of small changes driving big efficiency gains, and demonstrate how data accessibility can empower informed decision making. Risk management is more important than ever, especially in healthcare. Risk managers play a vital role across all industries, from identifying and assessing risks and developing policies that mitigate those risks, to responding to incidents and ensuring regulatory compliance. Risk managers have a key role to play in safeguarding organizations. As we know, healthcare is a highly complex industry. As a result, the role of the healthcare risk manager goes one step further. Risk managers play a key role in fostering a culture of safety and continuous improvement. Their work expands beyond traditional risks of environment, reputation, and compliance, just to name a few. Healthcare organizations are also faced with those risks, they have the added pressure to focus on preventing harm to patients. The human impact of the role is much more significant. Risk managers ultimately support the duty of care by proactively addressing potential hazards and ensuring safe care environments. There are many risks impacting the healthcare organizations. With changes in regulatory compliance and the increased use of technology, these risks continue to grow. There is a higher demand on the role of the healthcare risk manager than ever before. Organizational risks also don’t operate in silos. They often are interconnected and often emerge in combination with each other. They require many people from multiple departments to deliver a single unified organizational response. To be effective in their roles, healthcare risk managers require support and collaboration among key stakeholders throughout their organization. Success starts with a team that’s motivated by a purpose to achieve a common goal. For Cleveland Clinic, this was a shared desire to achieve greater operational efficiency, identify tools that could enable them to learn from their data, and use insights to implement continuous improvements. A robust technology solution can further enable a team to succeed. The healthcare industry has been notoriously slow to adopt change and new technology. However, as we’ll hear from Taylor today, when an organized group with a strong leader motivated by a shared set of goals gets together to make a change, that change can have strong and lasting outcomes. A risk management team needs data transparency and streamlined access to key and relevant data. This could include a vast array of details such as claim information, patient record details, or details gathered from an HR file, just to name a few. The team at Cleveland Clinic had set out on a mission to elevate their daily processes, enable and empower teams to more efficiently use their time, and enhance reporting to generate key insights. As you know, I’m joined today by Taylor Podusak from Cleveland Clinic. Taylor is here to share Cleveland Clinic’s journey toward elevating their risk management operations and claims management processes while working toward a shared organizational goal of eliminating patient harm. To start, let’s take a moment to meet Taylor and learn about Cleveland Clinic. Hi everyone, it’s a pleasure to be with you this afternoon. A little bit about Cleveland Clinic. We have a global presence with hubs in Northeast Ohio and Southern Florida, along with an outpatient brain center in Las Vegas, concierge and sports medicine practices in Toronto, and hospitals in Abu Dhabi and London. Cleveland Clinic London actually looks out onto the backyard of Buckingham Palace, which is kind of cool. And we continue to expand our footprint out there in the private healthcare sector. Cleveland Clinic is ranked as the number two hospital in the world by Newsweek and our cardiology program has been ranked number one in the world for twenty nine consecutive years. We employ over eighty thousand caregivers and contribute almost one point five billion dollars in economic impact to our communities annually. When it comes to insurance, we have our own wholly owned captive insurance company. It’s domiciled in the Cayman Islands and called Cleveland Clinic Health System Indemnity Company or CHISCO as we call it. It ensures our professional liability risks and being that we’re a hospital, this accounts for the majority of our exposure. However, we also ensure general liability, auto, property, D and O, employment practices, cyber and pollution risks in various forms within our captive. Awesome. Thanks again for being with us today, Taylor. Now that we’ve learned a little about Cleveland Clinic and this large global organization, can you tell us a little bit about the goals that your team had set out to achieve? Yeah, so there were certainly some things we wanted to improve upon from our previous claims management system. We wanted to enhance our integration capabilities. Our previous claim system was lacking the ability to integrate with third party systems, which as I’ll get into a little bit later resulted in a lot of double entry between those vast systems. Next, we hope to increase data visibility. Our data and reports were clunky, they were hard to manipulate and we were restricted in the number of filters we could apply to a report, which resulted in a lot of manual work, a lot of data manipulation, which again just creates opportunities for quality errors. We were also seeking a more flexible system, something as simple as adding a new location because of hospital acquisition or adding a new field to capture additional information was not in fact so simple. We needed more flexibility, especially as we expanded the lines of coverage that Cisco had oversight too. And then lastly, we wanted to streamline workflows. Our day to day workflows just ultimately needed improvement. We had a slow system. Most of the tasks that our end users were required to complete needed many clicks to do so. And we didn’t have a ton of ability to generate certain types of ad hoc reports. So overall the system just didn’t function in the most efficient or productive way for us. Yeah, so now when you think about your journey and setting your team up for success, what are some of the guiding principles that supported this change? So transitioning to a new claims management system was a long road, but before we even began, we ensured we had leadership support from our executive director, our chief financial officer and the CHISCO board of directors. And with their buy in, we began sort of socializing this concept of a new system. We began assembling a team to assist with that integration, including partners in legal and IT. I also had the benefit of being able to leverage prior experience. So I’ve implemented a claims management system previously. I’ve also implemented a few governance risk and compliance systems and an enterprise risk management system. I’m very detail oriented, I’m organized analytical. But that being said, I know what I don’t know and I recognized when I need to lean on the expertise of others, which brings me to my next point, which is really incorporating the voice of the end user. Those are the individuals who are in the system day in and day out. This is their work product. And I think that they have great ideas when it comes to building a system that meets their needs. Because we were able to leverage our captive to cover the cost of the new system, we considered it a risk management insurance expense, by the way. And because we had a great business case to transition to a new system, we fared pretty well in the various approval committees for supply chain and IT, but we still had to work our way through those approvals nonetheless. Awesome. So let’s talk a little bit more about that relationship between Cleveland Clinic and Origami Risk. We’d love to hear about your implementation timeline and learn about some of the key capabilities that your team is leveraging from within the system. Yeah, so we began our relationship with Origami in early twenty twenty two and we’ve really been expanding that relationship ever since. We took a phased approach with our claims management system. The contract on our previous system expired at the end of twenty twenty two. So by the time we got through all of those approvals that I talked about, it left us with about three months to stand up, test and train on a brand new system. For phase one, we focused on building a like for like system which addressed our HPL and GL claims and just bare minimum required reports. Once that system was live, we spent much of the next year really enhancing that system. That’s when we built our dashboards, created interfaces to other systems, developed import templates, cleaned up some data and expanded to our non HPL and GL coverages. We were really able to take our time during that phase two build out and accordingly we were able to be more thoughtful in terms of how we were designing the system. That was really important to us because this is a critical system. The functionality of it carries a lot of weight. And so in taking our time, I was able to ensure everyone’s voice was heard along the way, everyone’s ideas were brought to the forefront and we were really able to build a system that worked for us. And then, you know, around the time of that phase two build out, we were obviously very pleased with the system and with the service and we began exploring the clinical risk management module of Origami. We knew, you know, off the bat it would be an improvement from their current system, which was never really designed to be utilized by clinical risk management. It’s actually a research software. But we also knew that if claims management and clinical risk were on the same platform, we could create efficiencies between safety events and malpractice claims. Maybe we could do some more trending, some different reporting that could really have an impact on patient safety. So we kicked that project off in mid twenty twenty three and that implementation is still ongoing, but we have since expanded our requirements to include the root cause analysis module. So that module goes hand in hand with CRM and I have to say our team is very, very excited about each of those. Moving on to some of the details about our claims system configuration. So we’re able to manage our claims in Origami from the point we are made aware of a matter all the way through to litigation if needed. We capture all claim details, we’re able to document the parties that are involved, track all of our documents, transactions, we’re able to see in detail our reserving history in a visual format, which I can tell you is one of the most, my most utilized features of the system. And then I mentioned a bit earlier that we built out import templates. So these have been key for creating efficiencies and streamlining our processes, preventing double entry multiple systems. We’re able to import hundreds of invoice records and documenting notes in just a few clicks of a button. We also established interfaces with Workday and Epic to seamlessly pull additional detail into our claim records. Workday is our HR system and because of this interface, we’re able to pull employment records for all claims history requests directly into the system. And then the Epic integration allows us to pull patient demographics quickly into our claim records. Finally, we tapped into a connection with CMS that allows us to easily query and submit claims data as relates to MMSEA section one hundred eleven reporting requirements. We had no formal query or submittal previously. We had created a workaround with our workers’ comp TPA and it got the job done, but we were always a little concerned that perhaps we weren’t fully complying with CMS requirements. But luckily now with with Origami sort of acting as our proxy, that’s not a concern anymore. Able to, we know we’re able to comply fully with those CMS requirements. Awesome, yeah. So anyone who’s done any sort of software implementation knows that they take time. Obviously yours has taken a couple of years of really thoughtful collaboration with different teams and different voices. But so now let’s talk about the exciting part of all of that, which is really the outcomes. So earlier in our conversation, you had outlined four goals that the team had aimed to achieve. So let’s walk, everyone through whether or not you met those goals, spoiler alert, you did, and really the impact that the process and system have had on your staff and your organization. Yeah, so, you know, regardless of how well designed and functional origami is, which I can attest it is, but every organization still requires other systems to meet its business needs. So this is where integration capabilities come into play. We have a legal billing system that our outside counsel uses to submit fees and expenses, and then that directly connects to our AP system for processing and payment. This is a long standing process. It’s one that works. It works for both our outside counsel and our in house attorneys and we really didn’t want to flip the mold and try to solve a problem that wasn’t really there. So we didn’t wanna change that process, but we wanted to see what we could do to build some efficiencies for our teams. So Origami has capabilities such that we have integrated with that legal billing system in a way that cuts down on those everyday workflows. We’ve created a connection that automates the creation of a matter in the legal billing tool anytime a suit is created in origami. And since for our users, Origami is kind of their point of reference, it’s the source of truth. It made a lot of sense for them to just continue operating on their day to day workflows in Origami creating those records and then not having to go into the legal billing tool and creating a mirror record. We’ve also built an invoice import template. So this allows us to pull reports of those fees and expenses that I talked about. We can pull that out of the legal billing system and then enter those directly into Origami via a batch process. So between the pooling of that invoice report, transferring it to the template and loading it into Origami, we’re maybe talking fifteen minutes total. So it’s an incredible time savings when you consider the fact that we were manually recording the records of those payments into our claim system previously. So that has been a huge win for our legal assistance. In addition, we did increase our data visibility. So we enhanced our data visualization through dashboards and more sophisticated reports. I mentioned the amount of manual work that went into report generations previously, a lot of data manipulation and data cleanup and whatnot. And so I can give you a little bit of an anecdote around that. So my team is responsible for presenting claims trends to each of our twenty five institutes on an annual basis. And sometimes we’d get asked to update the data. It I say twenty five and it really was. A much higher reporting constraints and the way that the data was configured in our previous system, each of those presentations probably took me a half a day to complete, probably about four hours when you take into account all of the data manipulation. In Origami, we were able to build out a dashboard that not only cleaned up the data for me sort of on the back end but it was able to pull the data into the exact format I needed it to be able to export it, pop those figures right into my presentation template charts and then I’m done. I mean, it takes again minutes. So by our calculations, this saves me over easily one hundred hours a year. So my time is better served elsewhere than in an Excel document. So I’m very happy about that one. Next, our system flexibility. So our system with Origami is much more nimble and flexible just because Origami is so easily configurable. We can add a location or a new field or restructure the format of a particular element on the form and we can even do that ourselves if we’d like. Origami really empowers us to learn if we want to learn, but also they can make those changes very quickly and very easily too if we don’t have the time or energy to learn how to do it. Those changes, the ability to not only make them but to make them quickly and efficiently has really been important. We’ve expanded, as I mentioned earlier, beyond just HPL and GL, and we have so many more coverages that we need to track and really just be worried about. And it’s nice to know that we’ve got a system that can change and be nimble and really move with us as our needs for those coverages change. And then lastly, streamlined workflows. So we’ve had a great success there. I estimate that my end users are performing similar tasks with about half the amount of clicks and time spent previously. That’s just from being in the system, you can tell it’s much more thoughtfully designed. It just makes more sense. And those clicks, they add up when you’re in and out of a system all day long. So we’re really pleased about that. We were also able to streamline the creation of agendas for our claims review committee meetings. So that really made things easier for me, who’s creating the agendas and for our attorneys who are selecting the cases to review. So what we’ve done to accomplish that is create a form element that allows the attorneys to go right into a claim, check a box if they’d like to discuss it at the next claims review meeting, And then that checkbox is directly tied to a dashboard we’ve created with all of the appropriate claim details as columns. And I can again export that dashboard and I’m good to go with my agenda. I can send that right out. So prior to that claims review, I was tracking with a notepad or email, anytime an attorney sent me a note and said, Hey, I wanna talk about this at claims review. I don’t have to track those things anymore. I don’t have to manually go into the system, search for those claims, pull out copy paste all of the information I need into an Excel spreadsheet. It’s all automated. So it’s been such a game changer in that sense too when you consider that we’ve got a claims review meeting for Ohio and one for Florida every month. So that time savings all adds up too. That’s awesome, Taylor. And I’ve certainly heard you talk about really the advantages and just the benefits of the system, but hearing you speak about it again really speaks to just the value that you’re gaining out of the system. And just clearly when you talk about it, you’re just so excited and it makes your life easier, it makes your team’s life easier. And I think that speaks volumes. So that’s awesome that you’re able to share that with us. So you mentioned earlier that you’re already expanding the use of the system. So can you describe a little bit about some of those capabilities that you’re looking to add? And then also just help summarize some of your key lessons learned along the way? Yeah, absolutely. So I mentioned we are very excited to continue collaborating with Origami and our focus right now is really on clinical risk management. So in our new CRM module, we’ll be able to better capture our event data and report on it in a much more robust streamlined way. Our clinical risk management process has changed over the years as we’ve grown as an organization, but the system in which we’ve captured that process has not grown. It doesn’t serve the team’s needs. There’s virtually no report generation, no trending, no visuals and clinical risk has regulatory requirements that they need to report out on. And when those requirements come about right now, our clinical risk managers are basically locking themselves in a room, sifting through that data that they can export from their system and then doing their best to put everything together in a meaningful way. So in their words, Origami, all of the configuration, all of the report capabilities, it’s really gonna change their lives and change their workflows all for the better. We’re also, as I mentioned, we’ve expanded into the RCA module as well, which is a component of the CRM module. And we’re going to be able to conduct root cause analysis directly within the tool itself. So it just brings things together in a way that honestly our teams I don’t think could imagine before. RCAs were previously just kept in shared drives, disparate from any incident records. So this is gonna be huge have everything in one place, in one record and be able to pull out that data whenever we need it. And then finally, we’re gonna use the training required for this new system as an opportunity to standardize most of the workflows across our teams in Ohio and Florida. So as I mentioned, our clinical risk team has grown over the years as our organization has grown And we found we just kind of need to level set in terms of what event data is captured and the format in which we’re storing it. So the transition to origami gives us the opportunity to do that. But that being said, clinical risk managers operate differently in different states because of certain regulations. Florida has different reporting requirements or different needs in certain senses when it comes to reportable events. So we’re really excited that Origami can help us build out workflows, keep everyone on a standard work process, help us become a highly reliable organization but they can also help us configure and kind of tweak those workflows when necessary because of those different regulations. So just to close things out on my end, I wanna touch on a few pieces of advice for you as you work through your own implementation or get prepared to do so. I’d start with asking yourself, what’s your end goal? What am I hoping to accomplish with this new system? Relay those goals to your implementation team and rely on them to find solutions and workflows to get you there. For example, I knew what I needed out of the system. I needed to generate institute reports more efficiently and I needed a better way to prepare for the claims review committee. I knew what my end users needed out of the system. They needed better functionality. They needed time savings, efficiencies. I didn’t know necessarily how I was going to accomplish those things, but by describing our pain points and what we were hoping to get to in the end, our implementation team was able to solution our system to address those things. I also think it’s really important to identify and collaborate with your IT contacts. IT is a huge piece of any implementation and I’m speaking for myself and maybe many of you, I don’t have an IT background, I do not speak that language. And so it’s really important to rely on those IT contacts to get you to where you need to be. Figure out who those contacts are, get them engaged as early in the process as you can. At Cleveland Clinic, each department has an IT business partner and they were really instrumental in helping guide us through the approval process and just connecting us with appropriate Workday and Epic internal teams to allow us to stand up those interfaces. Next, I think you need to make sure you designate a single point of contact. So someone who can interface between the end users and the implementation team who understands the project needs and then can help execute on those requirements. And then another piece of advice I have surrounding that is work within your team to see if there are any responsibilities can be shifted during the implementation. So especially for us during that phase one implementation process, it was all hands on deck. I had to turn things around in three months. And so my team was really great about what can I take off your plate? So you have as much time as possible to dedicate to that implementation and getting that off the ground. For example, a really time consuming part of my job involves reviewing contracts for insurance requirements. And so my boss at the time began reviewing those contracts for me. We all understood and were supportive of the fact that my time was better utilized supporting the discovery, the workflow planning, the data quality review of the implementation. And then finally, support for your end users. Yes, training, a single training is a huge part of that but it really should extend beyond that single session. So one of the things that I did to accomplish that is to implement a monthly end user group meeting after the go live. So that allowed us to demonstrate the new functionality that we were building out in phase two. And it allowed me to answer those questions for the broader group and share that knowledge more easily. And then we’re gonna be implementing a similar user group meeting for our clinical risk managers going forward too. Perfect. Thank you so much for sharing your story and your lessons learned with us, Taylor. I think many teams on this call today will really benefit from hearing about your journey and your considerations for their own future endeavors. I’d like to summarize with some key takeaways that I heard you mention today. First of all, in order to be successful in navigating complexities of healthcare risk management, teams need unwavering support from senior leadership. As you mentioned, Cleveland Clinic’s leadership across multiple levels and departments were a guiding force and constant supporters of the work being done by the team. Senior leadership can help set the strategic vision, they can help make decisions around resource allocation, and play a vital role in change management. Leaders can and should engage with stakeholders throughout the organization including frontline staff, providers, and even patients if that’s appropriate to ensure that there is appropriate buy in and opportunity for feedback. With advancements in technology solutions, there’s definitely no shortage of data that’s being captured. The Cleveland Clinic team recognized an opportunity to turn their data into insights by leveraging reports and dashboards for better leadership visibility and enhanced captive management. As we heard from Taylor, the team was able to realize significant time savings by converting manual processes into automated reporting. Further, they’re able to leverage this data to identify key trends and opportunities for improvement, something that I’m sure will continue for years to come. Taylor played an integral role in leading the team through a successful technology transformation. She was able to leverage her unique skill set and hands on industry knowledge to establish a vision and goals for their system implementation project. Although she was the key driver, the team’s success would not have been possible without collaboration with other departments such as IT, as Taylor mentioned, or the upcoming clinical risk management team, and even Taylor’s implementation team over at Origami. The most critical component was capturing the voice of the user. At every step of the way, Taylor was focused on making sure to capture feedback and ideas from the folks on the front lines. When Taylor and I were prepping for this and chatting a couple weeks ago, she said that her key theme was what can I do to make their lives easier? And this user centric mindset is one that we should all keep in mind to support success with key technology and process changes. Your technology solution should also support scalability. As we’ve seen with Cleveland Clinic, this large organization has been able to leverage the Origami system across multiple departments, allowing teams to collaborate and transparently share information and data from claims to clinical risk management and ultimately reducing the future need for additional point solutions that can be costly and limiting in functionality. The organization has already begun expanding their use of the system to clinical risk management. And with that, they’re able to create standardized workflows across different states while being mindful of state specific requirements. This consistency in workflows and review processes will help enable Cleveland Clinic to reach their goal of becoming a high reliability organization. And then lastly, when selecting a risk and claims management solution, configurability is key. The configurability of the Origami system was a key deciding factor for the Cleveland Clinic team. You heard Taylor mention this quite a bit throughout the presentation. So why is this configurability so important? So as you know, no two health systems are alike. And even within the Cleveland Clinic system, we saw that with different states, there are different workflows that we still need to be mindful of. Each organization and different teams even may have unique needs and workflows and these processes and needs may even continue to change over time. So picking a solution that allows for that flexibility and grows with your organization can really help support your team members, reduce burnout and streamline processes for the future. With that, I want to once again thank Taylor for sharing so many great insights with us today and thank you all for attending today’s webinar. We’ll go ahead and turn it to Jay to open it up for questions. All right. Well, thank you Anuja and Taylor for an excellent session. And as Anuja just mentioned, this now brings us to the Q and A portion of the program, so we’d now like to invite you to ask live questions of speakers. As a reminder to submit a question, you can click on the Q and A widget at the bottom of your screen. It may be open already and appear on the left side of your screen. Please note that your questions will remain anonymous and will not be viewable by other audience members. We already have some questions that have come in. The first one is, what measures are in place to track the success of the software investment? How do you ensure it continues to develop to deliver value? Yeah. So to to be honest, we don’t track the success of the investment in any formal way per se. Of course we review the efficiencies that we’ve created in terms of time savings and ease of use and we’ll continue to track those efforts. But overall, our measure of success ties kind of directly to the compliments that we hear about origami and about the system that we’ve built and developed. When origami is mentioned in conversation during any of our meetings, both myself and our teams, we always talk about how easy they are to work with, the service, our paralegals, legal assistants and in house attorneys are always commenting and how pleased they are with the system and what an improvement it is. And so for us, that’s the gold standard, right? We care about how people feel about the system that we’ve created. So for us, it really is what drives us to keep building out these really efficient systems and making their lives easier like we’ve kind of paralleled a couple times today. Alright, next question. How did the team decide it was time to invest in a new platform? Yeah, so a few things were kind of happening simultaneously. So we had begun expanding the use of our captive and brought in those additional lines of coverage outside of HPL and GL. And because our claim system is considered the books and records of the captive insurance company, we needed the flexibility to bring those new coverages and claims into the claim system. We didn’t wanna be working on spreadsheets and shared drives all the time. So around that same time, our existing claims management vendor was bought out by a competitor. We certainly did our due diligence. We met with the new vendor. They basically relayed to us that there weren’t any plans at that point to make any changes or updates to the claim system, which like I mentioned earlier was pretty inflexible and pretty static. So we at that point just kind of ultimately decided we needed a partner that we could grow with, a partner who was better able to meet our expanded needs. And then someone who was really committed to finding efficiency and solutions with us. And so implementing any system is certainly a financial and a time commitment, but we felt it was one that we had to make to really set us up for success into the future. All right, next question. How customizable and scalable are the solutions offered by Origami Risk to fit the varying needs of different healthcare organizations, whether it’s a small clinic or a large hospital system? Yeah. Do you want to take that? Sure, yeah, I can start and then you can add in Taylor if that works. Yeah, so yeah, that’s a great question. Our solutions are, again, kind of a big theme throughout today, very configurable and very easily configurable. So we have clients, you know, all the way at the local provider organization level, all the way to, you know, the Cleveland clinics of the world. And so again, able to provide solutions for the, you know, risk safety compliance suite to meet your needs. We do have some really great standard solutions that can be used more out of the box, right? These solutions are leveraging industry best practices and different taxonomies from those different industries, those different industry organizations. But again, with that, we know that each organization has unique needs. So we do support that full configurability on top of our base solutions to really make sure that you’re able to maximize your solution. And then I think Taylor actually mentioned this a little bit too, our implementation and customer success teams are there hand in hand with you. They’re very skilled in the healthcare industry and can help guide you through that entire process as well as any future growth needs. Taylor, if you wanted to add anything, go for it. Yeah, definitely for sure. So yeah, I mean the forms are completely customizable. So we basically just sat down and thought about what types of information did we need to capture and we were able to build exactly what we had envisioned in our mind. But I wanted to touch on another example that just demonstrates how configurable and how customizable the system is. So we recently changed the threshold at which we’re retaining our losses onshore versus offshore. And I won’t bog you down with the details, but basically it resulted in a need to track when a twenty twenty four claim in particular reaches the million dollar mark in terms of financials. So I was able to work with Origami to create a banner across all of the twenty twenty four claims whenever that threshold is met. So anyone going into the claim knows this one needs to be treated differently. I get a notification when that happens. And then we also worked with them to actually change the formatting of the claim numbers just for those twenty twenty four claims. We added a little prefix in front of the claim number. And so that allows us to really easily in our accounting system just pull out these particular claims. So that custom configuration was and has been incredibly helpful for our team during this new process. And I mean, I’ve got a ton of examples like that. They’re really easy to work with when you’ve got a change to be made to your existing process. Alright, next question. Did you run into any roadblocks during the origami approval process? Not necessarily roadblocks, but we did run into some issues in that. There always seemed to be another committee to present our business case to. It was the first time that we had been going through that process. And at times we felt just super confused and it felt like we’d get one approval, think we were good to go and then, oh no, you’ve got this committee and then there’s one after that. So my advice on that front would be to connect with your IT and your supply chain business partners honestly earlier than you think you need to and confirm what that approval workflow looks like. How many approvals are there? How often do those committees meet? When can you reasonably expect to obtain those approvals and what comes next? Think about whether legal can work on the contract simultaneously while you’re going through that approval process or just one need to be completed before the other. I will say especially in healthcare today a huge Everything’s being looked at very closely. So we were at a bit of an advantage from that side of things because as I said earlier, our captive was covering the cost of the system. We treated this as a risk managementinsurance expense. So if you are able to kind of work that into your captive, would recommend that as well. All right, our next question. Are you utilizing origami risk for other matters outside of risk management and event reporting such as compliance? I know that origami risk has some other functions and we’ve been requested by our team members to adopt one platform that can work in various ways and capacities. Yeah, so we’re not using it right now for anything beyond our claims management and then we will be using it for clinical risk management like I said. I can tell you, I think that’s a great directive. I think if you can get all of these systems to speak together, that’s less interface that you need to build out, just less logistics. So I think that’s great that you are being tasked with choosing one system. And I’ll also say that the two modules that we do have from what I’ve learned throughout the development, they’re gonna speak to each other super well. So if that’s any indication of what that is going to look like as a whole, I think you’re in good shape. Yeah, and just to kind of add on to that, so Origami does have, really robust solutions for the compliance space. So the governance risk and compliance space, that work in that single platform with the claims management incident reporting, right? So it’s all on that single platform. And we do have clients, organizations, both healthcare and actually outside of the healthcare industry who are able to leverage the platform to have all of those different solutions you know, connected to each other again on just that one single platform. So opportunity for the future maybe, Taylor. Yeah, with fingers crossed. All right, next question. What’s the best way to get leadership buy in? Yeah, so really you have to build that business case. I think you’ve got to show how inefficient your current system is. Like, you know it’s not working for you, otherwise you wouldn’t be interested in another system. So document that out. Like what are the pain points? What are the challenges? And then to the extent that you can quantify those, how many hours are you spending doing X, Y, and Z? How many times a year do you have to do that? Or how many times a week or a month or what have Try to capture all of that data. For us, we knew that the system, we had already expanded our captive to bring in other coverage lines. There was actually no physical way to have different coverage, separate, entirely separate coverages in our previous system. So that right there was like almost a hard stop. It was either do it in Excel or nothing. So that was a really important driver for us to say, we’ve got to get on a system that can track these other coverages. So that would be my advice would be to figure out why it is you want to move to a new system, what’s not working, quantify it and present it in that sense. Alright, next question. Does Origami integrate with your electronic medical record? Yep, yep, it does. We’ve got a direct interface with Epic. I believe there are different ways to like you can bring in, I think as mantra as little information from Epic as you’d like. We keep it pretty minimal. It’s just demographics. But what we can do is basically just type in either the patient name or the medical record number that we’ve got for that particular claimant, type it in, hit a button and then I’ll populate a list of, I don’t know, five or so records that may match in some way on the medical record number depending on what it is. I’ll select them and everything populates all of the age, the address, email, if we’ve got it stored, it’s all right there. So yeah, it’s directly connected and pretty seamless. All right, well that is all the time we have for questions today. I want to thank our speakers once again for an excellent session, and everyone in our audience for participating today. Finally, want to give a special thanks to our sponsor, Origami Risk, for making this event possible. Over the past several hours, we’ve heard from healthcare experts and our session sponsors about key strategies and tactics for tackling the future needs of healthcare organizations, as well as making sure you’re set up for success. We look forward to seeing you again for future PSQH webinars and summits. This concludes the PSQH Patient Safety Now Online Summit. Have a great day.