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 Thanks for joining us on this week in Health IT Influence. My name is Bill Russell, former Healthcare CIO for 16 hospital system and creator of this week in Health. IT a channel dedicated to keeping health IT staff current and engaged. Today, Mona Bassett joins us. She's the Vice President of Digital Services with SCL Health.

She has an interesting background. She comes from marketing and we do talk a fair amount about marketing and how it's evolving as a discipline, but we also talk about digital services and establishing your digital roadmap, establishing your team to deliver on digital services for your health system. A lot of great content I think you'll enjoy.

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You can also go to today in health it.com. And now onto today's show This morning, we're joined by Mona Bassett, the Vice President of Digital Services for SCL Health. Good morning, Mona. Welcome to the show. Hello. Thanks for having me. Well, I'm looking forward to this conversation. I, I, I've talked to Craig Richfield a couple time and, and.

The last time I talked to him, I said, you know, what are you guys doing in the area of digital? And he said, you have to talk to, to Mona about the things we're doing in digital. I said, all right. So, so that's, that's how you got on the show and how we've, we got introduced. So I'm looking forward to this conversation.

And we really focus on consumer engagement and the technologies that enable those experiences. So my team has responsibility for things like our external website, our intranet site, our chatbot technologies, our. CRM and digital marketing automation platforms, our MyChart user experience, and all those related technologies that really focus on giving the consumer a great experience.

Yeah. And so your, so your background is, I mean, you came from the marketing world, is that right? Yes, I grew up in marketing, so to speak, so I spent much of my career in marketing, working for many different organizations, healthcare, retail, financial services, and really spent a lot of time in marketing, brand management, marketing, operations.

Marketing analytics and really continued that focus in, you know, on consumer engagement. So when I made the move to the technology side, soon as I landed there, I was in love. It was, it was an amazing experience and I was able to take those experiences and just apply them slightly differently to still focus on the consumer and give them a terrific experience.

Yeah, I'll tell you, marketing is one of those things. A as a, as healthcare, CIOI thought, well, I, I, I understand marketing and I understand, you know, I had my MBA and I understand how these things work. And then I came onto this side. So I, I now run a, a podcast and I'm doing, uh, digital delivery of those things and managing a website and interacting with the consumers, and I'm learning a.

Of things that I didn't, didn't really recognize. Marketing is a really evolving discipline in, in the world, but especially in healthcare. And there's a lot of really cool tools that are available that give us the ability to really touch and hear from the, the client pretty often and, and start to collect some information and provide value just all along the, all along the journey.

How, how is that playing out in healthcare? Yeah, marketing has just completely changed since, since the early days, and digital has given marketers the way, a way to really personalize, understand what consumers are looking for, get feedback from them, and provide really relevant experiences. You know, when I think about where marketing has gone since I was, you know, in my early days as a marketer, I think about.

How the consumer has just gotten a lot more control, which is great. It used to be the, the marketers had control. They show the message, people receive it, and you know, we hope they take action on it. But now the consumer has the control so they can decide what they see, when they see it, where they see it.

Oftentimes it's in context of other places they are. So marketers are meeting consumers where they are, and additionally, when consumers like something or don't like something, they have a lot of public forums to be able to express that feedback. And if you're a smart marketer, you will take that information and it's real time.

You'll take it and adjust and, and act on it. So I, I think it's a wonderful time to be a consumer and also to be a marketer. Social listening.

And it, it was pretty basic back then. And we were essentially looking within our, our geography, what people were saying about our hospitals and, and our doctors essentially, but mostly our hospitals is what I'm gonna focus in on. And we found out that, you know, people really didn't like the food at one hospital and they, they didn't like the parking at another hospital.

Is that, is that aspect really changing within health systems? I think so. I mean, I think the whole, just this consumer mindset, which really was slow to evolve, I think in the healthcare industry is here. And I think the pandemic really accelerated that. And it's that consumer mindset that allows you to start looking at that information.

And many health systems are doing it. So we, you know, we listen to our consumers. We're always trying to, to get feedback and improve. We have a few different venues. We do that clearly in the online space and in social media, in the, all the business reviews and ratings that they provide in those areas. Uh, we're, we're looking at those and managing those.

Additionally, we have some family and patient advisory groups where we get to talk one-on-one with our patients and their families, and get feedback. I come from a design thinking background also, and I truly believe that if you. Watch your customers, listen to them. They will tell you everything you need to know about your business.

And it's really a matter of organizing that information, really being disciplined about taking it and acting upon it. Yeah, that is so. Let's see. I, I think where I'm gonna, I'm gonna go off script, of course I go off script, but, uh, but let's talk about you. You're pretty new in your tenure. You came in there, it's a new role for the health system.

What does the, what does the first year look like? What, what do you have to put in place? What's the foundation that you have to put in place to, to move your, your digital strategy forward? You know, with, with all the work that we've accomplished and the pandemic slipped in there. The year and a half I've been here feels like a lifetime

So when I got here, I really started by asking a lot of questions. I wanted to really, you know, ask people what's working well? What's not working well? What are the biggest challenges that are facing, you know, organization, our . Our teams. And I love the magic wand question. You know, if you could do anything, you could wave your magic wand, what would you do?

And then I also ask people if, if they were me, what would they focus on? Because I think you get a lot of really good insight there. So I just, I came in, started asking a lot of questions, also really did an assessment of our current . Digital landscape, what did we have in place? So we really did a formal inventory of what we had out there and an assessment of where we were, what we needed.

So that really served as a basis to, uh, understand where the gaps might be. We also did some consumer journey mapping, pretty basic at that time. Really looking at those moments that matter, truly matter in a consumer or patient journey with us. So what's the experience that they're having when they're learning about us, when they're finding a provider, when they're scheduling, when they are checking in for their appointments, any of the follow-ups, they're billing.

So we really looked at all those key moments and started mapping where there might be gaps, where we could improve what. Technologies and channels, we had to help support some of those and where we were missing some things. So that was sort of the, the first stage. All right, so at the first stage, you're, you're, you're doing an inventory, you're asking a lot of questions, you're talking to people.

Uh, you're creating these, these digital journeys. Are are the, the, the early on, did you worry about the different personas? Did you worry about the distinction between, you know, a young mother versus a chronic old person? Or did you narrow it down and say, look, we, let's just simplify and, and look at, you know, the common things between those?

Or did you actually break it down by personas? So, so our first step was the most common path. Basically because we wanted to move very quickly, and then as we started developing sort of the common path, then we could get deeper. And we looked at, you know, the, the, the mom with, you know, kids and how she is really the, the chief sort of health officer of, of her family.

How is she going to be going through this process? So we did look at it in both ways. Early on we wanted to take that simple look. Because I do think that there are some foundational things that just have to be, there, have to be shored up and you wanna do those as effectively as possible. But we did both.

And you know, we have personas that we use for our website, for example, we have personas that we use even internally of my team focuses on some of the internal things like our intranet site. So the personas certainly help with how we really structure the way we're rolling things out and the capabilities that we're offering.

Interesting. So what did you find in terms of, we're gonna talk about where you took it, but when you came in, what was the, what did the digital set of tools or tool belt look like? Was it pretty. You know, decisions had been made to go in different digital directions, or was it, were, were they tied together pretty good or a lot of one-off solutions?

Yeah. It was really interesting that you asked that, and I think, I think what you're suggesting is what, what I found very early on is there were, there were quite a few sort of foundational level. Digital platforms and solutions. So we had an external website, we had an intranet site, we had, uh, an older CRM implementation.

We had our MyChart experience and portal. So all those things were there, but they were sort of at this lower, very basic level sort of. Check the box. The other thing that I noticed was there, there are a lot of innovative people across this organization and people who want to get things done and have lots of great ideas.

And what had been happening in the past when there really wasn't a digital services area is that teams would go off and implement sort of these solutions on their own. So there were a lot of things dispersed across. SCL health that we wanted to try to bring in centrally, see if there's any duplication.

Some of those solutions are great and you know, we've leveraged them. In other cases we found better solutions for, for some of those. But I think when you, when you look at all those solutions dispersed across an organization, you can't really manage them very well, nor can you. Really incorporate the expertise and, and the data and all the things you're learning to do it that way.

And I'm like, oh my gosh, how can we be one of your largest clients? And because we have very creative people who go out there and say, Hey, we've got a problem. Hey, I'm doing this at home with, with videos. I could probably do it with medical images, right? That's right.

The experience, it's kind of hard to do it across a bunch of, of one-off type solutions. So you're ready to go to the next step and say, all right, look, we wanna be more intentional about the experiences that we're creating. How do you take the next step? Yeah, so we, we actually have a great steering committee.

We have a digital services steering committee, which in fact was in place a couple months before I, I got here. And that really brought in the stakeholders from all of our key organizations across SCL Health. We have folks from marketing and hr, finance revenue cycle just about everywhere across our organization operations.

And that has really helped us be able to get our projects endorsed, get feedback on them, and move things very quickly. So when we had done that early stage journey mapping, identify the gaps, that team actually came together and helped prioritize the things that we wanted to do. I mean, we had a long list of ideas.

We really wanted to implement. And so we had to look at things like, is this, is this idea going to get us a big consumer impact, big patient impact, and what are the resources required to do that? So of course, the no-brainers are low resources, huge impact. Of course we're gonna do those. And then we really started to look at the things that had high consumer impact, but also required some additional resources to do.

So we took that role and then we started developing business cases to, to get approvals on those items. And we have a very, very robust roadmap that came out of that. And even in just probably less than a year, we were able to implement a really big chunk of that roadmap. We implemented a brand new CRM.

We implemented several different new chat bot technologies. We launched a new provider directory and scheduling experience on our website. We partnered with innovation to launch a new consumer app. So pretty significant things that we were able to get done, and I think what really helped was that support of key leaders in our organization.

Interesting. So the, the tool set that, uh, well actually let this governance.

The, the impact on the consumer experience and the complexity of the project, very traditional approach to looking at that. But did you have some other criteria that the governance team was looking at to prioritize the work? I think those were really the big pieces. Um, we wanted to make sure that what we were doing would have an impact because we couldn't do everything.

So we wanted to get the biggest impact items, which, so, so you were, you were looking for wins that.

You know, the, the digital strategy moving forward, I would imagine. Yeah, and I think it just depends on how quick, it's quick. , some of those things. Definitely took a. But Absolutely. And you know, there, there are things again that we wanted to look at that are very foundational that we just needed to do. So things that people are expecting us to have.

And you know, that's the other thing. Healthcare doesn't get a pass anymore with experience, consumer experience, all the tools. And so we needed to make sure that all of these foundational capabilities were shored up and we were able to offer something that was similar. To what consumers are experiencing in other industries, like, you know, the, the travel industry, banking, retail, all of that.

And that's really what we keep in mind as we continue to go forward. You know, the other things that, that came out of that work is we set up some guiding principles for our digital work. Which we always keep in mind when we're choosing technologies or deciding what we want to move forward with, and it's things like, you know, making those experiences easy and low effort.

It's focusing on the user and not our processes. It's leveraging the smallest number of connected platforms so that we can. Manage our resources well and manage our relationships with our platform vendors. Additionally, it's personalizing those experiences based on what we know about our patients. We have a lot of information, so let's use that information to be relevant and helpful.

And then also providing options to engage with us. I mean, digital, yes, is, is the place and, and where we want the experiences to happen. Not everybody is comfortable with that, and not every situation will allow for a digital interaction. So we wanted to be able to provide sort of this streamlined experience.

So if somebody calls us or if they engage with us on our website, or if they come into our offices, they're still feeling that it's a connected experience. So what, what's the cool, what's the, the core platforms, I assume it's. It, it's your CRM, it's your content management system for your website, and there has to be some aspect of a, a platform for delivering information to the patient real time.

Uh, what, what other, what other tools are we, are, are we looking at in, in terms of the core platforms that you need? Yeah, so the core, core platforms that we're really using in digital space, you know, first of all, epic and MyChart. That is foundational. We, we start there. So when we want to try to build something, can we leverage Epic?

Is it possible? Can we integrate with Epic? So Epic and the MyChart portal are very key in what we're doing. And then I. Additionally, our most recent launch of our new consumer app is really an, right now, it's an extension of MyChart, but in a consumer friendly streamlined package, we're also giving them some additional information, and as we move forward, we'll be integrating other potentially non-Epic capabilities into that app.

So we really want people to download that app, start using that as their, as their key source. So that's something we're also using. Salesforce is our, our partner for CRM. So we have Health Cloud and Marketing Cloud, and we're really using that in a lot of different capabilities and hope to expand that out to help

Manage those consumer engagements regardless of the channel, whether it's phone or chat, um, or email or text. So that's a, a pretty key platform also. And then our, uh, external website and actually our, our new intranet, our built on Sitecore. Oh, okay. Interesting. That's, that's.

I.

Telehealth and, and other things that need to get brought into those experiences. And are you just, are, are you expecting those kinds of things to get integrated into Epic and then that's how it gets brought into your digital, uh, core? That's really the first, the first step. That's where we like to start because it's, it's an easier integration.

It is, uh, compact. We're able to have, you know, all the information about a patient in one place. So that's where we're starting now. We know that there will be. Certain experiences that just can't happen in that, in that platform. So we always are looking at other solutions that may be able to offer a better experience, better capabilities, but how do we still continue to integrate those into that full experience?

I think, you know, the thing that keeps me up at night is ensuring that we have really easy, streamlined experiences for our PE experience, for our patient. And, you know, the more different solutions we sort of bring together, we, we have to be really careful at how we orchestrate those and how they appear to a patient.

That that's really a, a big focus. Yeah. I mean, yes. From, from, from both perspectives, right? From the internal perspective, you talked about managing fewer systems and the ease of orchestrating, uh, experiences across, uh, fewer systems is, is a lot. Is just better. But also from the patient experience, that experience cannot look like you're interacting.

They can't feel the fact that they're moving across three or four different systems. It's gotta feel like a cohesive experience to them, I would imagine. Absolutely. That, that is really key. And again, something that I'm always thinking about. I always get a little bit nervous as we start looking at different capabilities and you know, those, those key platforms.

They, they won't be able to cover everything. I mean, I mentioned that we had launched a chat bot recently, actually we have a couple of different chatbots and they're each on a different platform. We also have some automated SMS types of conversations that happen on another platform, which is well health.

And so we're really looking at how all those fit together and that orchestration is a key role that, that we have to get right. Well, you have a, you have a marketing background and I don't know why this is interesting to me, but I, I think part of it is my experience. I've, I've, I've done some consulting with health systems and I've gone into various ones and it's, it's interesting how different the marketing teams are from health system to health system and some are still buying, you know, billboards at.

And they're doing victory laps and they create a couple mailers and those kind of things. And then others I go into are complete state-of-the-art. They brought in somebody from, you know, from retail who really understands how, and they're really doing outbound type stuff. And, and really, I mean, and so I've seen the, the difference between those and one is very technology savvy and.

The others really, you know, traditional. But what I found is that creates an interesting dynamic between IT and marketing. How, how have you been able to work with marketing and, and establish that relationship with marketing? I think given my, my many years in marketing, I understand what marketers are going through and I understand the challenges and I understand what people.

Ask for and what they, what they focus on. I, I think that's been helpful. And in fact, when I arrived here, my team really was primarily a web and application development group. And as we, as the months went along, we started thinking about. Gosh, we're really, we're really looking at a lot of technology when it comes to marketing, digital marketing, digital automation platforms, and we actually worked very closely with our marketing partners here and we moved the digital marketing team IT to be a part of my team.

So I think given my knowledge and many years spent in digital marketing and understanding the technologies and the approaches. I think that was a, a comfortable transition to make and we ha we continue to have an amazing relationship and marketing, digital marketing. It requires still so much technology to be able to support the.

Those effective campaigns and outcomes, and we work very, very closely together. I have seen other organizations that do not do it well, but we need each other and yes, no, absolutely. We, we get to work together and, uh, we actually have a lot of fun doing it. I think we have a great relationship and we've, we've some really, really cool things.

Um, well, I, I hope no one takes this the wrong way, but marketing can be some of the most fun people in in healthcare. Well, I don't know about that. You know, I was a former marketer, so I'm not sure I can agree with you . Um, alright, well actually, you know, you lead into the next question, which was building your team.

So it was a new role, a new organization, part of the organization when you came into it. Give us a little, give us a look as to what you were looking for as you were building out your team. What were you looking for in terms of talent, what you were looking for in terms of the capabilities of the group that you were putting together?

So I have a fantastic team. I, I was lucky that I inherited really, really strong teams, which is wonderful. And you know, the things that I stress and the team is so good at. Is they are curious, they're adaptable. They ask questions and they figure stuff out. In technology, things change every day. So every day we come to work and we don't know necessarily how to do what we're doing, , because there's new things that are introduced, and so it takes a really special kind of person to come to work every day and say, oh my gosh, I have to, you know, learn something new.

I have to figure out how to do this. And so I look for people that love to figure things out, love technology, love the consumer, and really wanna focus on our mission as an organization to, to really be able to provide these types of services to our communities. So it is, it is not easy to find people with that sort of approach and attitude, but we, we've done a really good job at, at finding those folks.

And I would say. You know, with, with some of our moves to different technologies, I mean, some of our folks have, have had to completely relearn what they work on. We have people who never worked on Sitecore before, and now that it's also our intranet platform, we have folks who used to work on other platforms.

Now they have to learn Sitecore, and they're doing an amazing job with it. Same with Salesforce. We have people who, who had never worked on Salesforce before. Learned how to do it and are doing amazing. So that's the type of person I look for. I mean, clearly, you know, I would love to have some experience in some of the areas that we're, we're supporting.

But if someone is open to learning and figuring things out and being adaptable and not just being open to change, but actually being excited about it, they will do well in this space and on my team. Interesting. So let's talk a little bit about culture and let's go in two directions here. One is, uh, establishing a culture within a culture.

Clearly s has a cultures.

Really what, what were the, what were the things that you did to establish a culture for your team, and then what has it been like over the last 12 months trying to maintain that given the, the curve balls that have been thrown? Yes. At, at every leader . That's a good, nice way to put it. I think, you know, certainly you've talked to Craig Richville, our, our chief innovation Chief information, and.

He is, he is truly focused on culture, building the culture. It really is, is everything. And so since he has gotten here, the culture has, uh, really shifted a bit. And I think people are definitely, I think even more engaged, come to the table with ideas, are looking at ways to improve things. Everybody's idea is important.

And so that's really how I like to manage my team as well. We get a lot of opportunities where we innovate and ideate and come up with ideas. Uh, I always tell them that I don't have all the answers. I don't have the expertise in all of these areas, and so we all have to come together to come up with the best solution.

I think with the pandemic, we've just, we've just had to be a little more disciplined about continuing to engage and keep up with each other. So certainly some of the tools, you know, we're, we're a Google shop, so we use Google Meet. Google Meet has, has introduced many new capabilities like polling and, and whiteboards and things like that, which we try to bring into meetings to have more engagement.

We also make the time for people to come together more informally. So we have a virtual lunchroom once a week that everybody can just drop in like they would if they were together in, in one building. We have teams that have set up lunch and learns about, you know, non-work topics, you know, about how to set up a vision board and how to raise bees and how to prep to climb your first, you know, fourteener.

So it's, it's a lot of fun. I think people are really enjoying. Getting to know each other in that way. And I think that disciplined approach, we, we need to keep that even after we're more of us are together. We really should be disciplined. Well, you, you know, you, I mean, you brought it up, I assume you went to the, to the lunch and learn.

So how do you raise bees? It is, it very carefully. . No kidding. That's very carefully. Yes. There's just, I mean it's a whole art and science. It really is. You know, there, there are companies, I mean, there's a couple within healthcare, but there's also other companies. 'cause I have a friend who's in this business of helping companies to establish, like B Farms, I don't know what the best term terminology is here, but essentially that their, their company has on their premises and whatnot, and they.

I'm not sure I understood it when he was saying it. I sort shook my head. I shoulda listened a lot closer, but that's not, that's not what we're interesting though. Something I learned is that you can go online and buy your bees . Yeah, that's, that's amazing. I. Yeah, that's a interesting topic. So talk about what's next for SEL Health.

There's, uh, clinical and operational transformation and really aligning and empowering our associates also. So all of that work will continue and there are a number of initiatives across SCL Health that will focus on that. If I look at digital services specifically, it is truly. Making that experience easy.

So from a digital perspective, that's one thing. If they're calling in on the phone, we've gotta give them a, a similar experience if they're emailing us and there will be expansions of, you know, our consumer app and what you can do in that app. So I think it's really looking at experience and being able to provide that in such a way that is.

The number of people that have access. In healthcare over the last year has grown almost a hundred percent, right? So almost everybody has interacted in some way with now an online scheduling platform or some aspect of a chat bot like you guys have rolled out, or some aspect of telehealth obviously, and other things.

Is there a pace that you're looking at that you guys have to maintain? I think we, we are at that pace right now. We, we have moved very, very quickly. If you look at what has been accomplished, just in the last year and a half or so with our new, our new leadership team here in technology. It is, it is pretty substantial improvements in the Epic platform, even beyond, you know, the things that my team does, improvements in security, improvements in technology, infrastructure.

All of this has been accomplished in such a short period of time, and I think if we continue to move at this pace, we're going to get a lot done. I think the, the other important thing in this, and the reason why we can move so quickly is because the, the top levels of leadership in this organization are completely supportive of that and help us move quickly to get these things done.

And these things have to be done for our consumers, for our, for our associates, for our providers. I think the other thing that we continue to look at, and you know, some of us have, have come from different industries in the past. and we continue to look at what other industries are doing and the industries that are far ahead of us and have always been far ahead of us.

And I think they can give us suggestions on where, where we're going, where we need to go. So we continue to get inspired by non-healthcare, uh, industries and, and what they're doing in the digital space. I mean, if you think about even just the pandemic. Even those industries who were far ahead, great digital experiences, I mean, they really had to retool a lot of things.

If you think about something as simple as the word contactless. That word, I don't know that ever really existed, prior to the pandemic, but now everything you can do in a no contact kind of way. And so even simple things like words that are being introduced to, to our world now, you can see where the change is going.

How, yeah, it's, it, it's interesting you mentioned contactless. I went to Disney World and, and you could see that they, they've redesigned everything for contactless. Experience across the board and any, any place where you could come in contact with something, they're, they're cleaning it pretty often. It's absolutely, it's, it's just a new world we live in.

Alright, so what a question I've started to end my, my interviews with and it's, it's really to give you the opportunity to talk about whatever I may have missed with the questions and it's, you know, what

the. Might, uh, find interesting to, uh, to hear from you on, gosh, we talked a lot, we talked a lot about some really interesting, cool things. I think, you know, one other thing that we're, we've been exploring as we look at. You know, what, what I call sort of the digital workforce. So chatbots kind of fit in that, in that area around digital workforce and we're, we've been exploring robotic process automation to really understand how we can implement that mostly on the backend.

To be able to help us be more efficient, you know, provide faster turnaround times for ourselves and also for patients and some of the, the activities that they need to get done so that that is something that we are exploring. And I do believe should be a pretty foundational part of our operational processes.

Yeah. I think that, you know, as, as we've been really getting into the discovery and understanding what's, what's possible, there are a few health systems that have dabbled a little bit in this. Some have done it very well. I think there, there is still a lot of white space. To be able to kind of fit, fill in there.

Other industries, of course, have been using RPA for many years and have, uh, benefited greatly from it, so it's something that we, we are going to be looking at. Yeah, I mean, RPA itself is, is really fun technology to look at. And RPA as a technology has really advanced. I mean, they're layering in computer vision and other things on top of it, and it gets really sophisticated.

As opposed to some of the things we were doing seven or eight years ago, and it was more screen scraping technology. This is pretty sophisticated stuff that they, they have now, and really the sky's the limit, uh, in terms of the amount of back room processes that we can, we can take to the next level. So that, that'll be an interesting conversation to have.

Are your, are your plans near term or are you in the planning phases at this point? We're in the planning phases right now. If we're, if we're able to make a good business case for it, I would hope to see something in place in, you know, the next several months we do actually have a, uh, a proof of concept, very small RPA pilot that we launched a, a couple of months ago, which is going well, and this will really take that to expand it.

To really look at processes across our organization as, as I think of it eventually will be really great, is to have sort of a bot for everybody, . So you have all these bots that people can just choose to use and you know, they, they have functionality and you can just get those on your, your desktop and start using them.

So. There's just really, really great opportunities to, to do that. So still pretty early on, but, but I would love to be able to expand that. Yeah. And it's, it, it is exciting and I've heard from some health systems who have done some really exciting things around that and really reduce the, uh, amount of errors on claims and in increase the throughput of, of especially on, on that side.

But, you know, it's interesting because I'm hearing more and more RPA be talked about for it. As well. So should be, should be interesting, Mona. Thanks. Thanks. And on. And.

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