on the Ventures team here at MedAxium. I know we're gonna have quite a few more people logging on, but in the meantime, I'd like to get this started and go through some housekeeping items. Today's webinar is called Future-Proofing Healthcare with New Staffing Models. It's hosted by one of our industry partners, ProLocums. So a couple of things to cover today, and that is that this presentation is gonna be available for you in the chat feature. At the bottom of your screen, you're gonna see a chat button. You can click on that. There will be today's presentation. You can download that to share with some of your colleagues or other folks that you work with and be able to have that presentation available. Contact information will be in there as well. If you do have any questions during the presentation, we'd like to have you submit those through the Q&A feature. That Q&A feature, we will be monitoring all those questions and more than likely saving those questions for the end of the presentation. But if you think of any questions that you'd like to present to today's presenters, please do so and enter those through the Q&A feature. Again, this presentation will be available. We will be recording this and be able to send this out to you after the presentation. So keep a look at it out for it. So let's get started. So today's webinar will explore innovative staffing models in cardiology to address the challenges of an aging population, physician retirements, and the increasing prevalence of disease. Experts will discuss the role of locums, early engagement of fellows in training and strategies to expand the locum pool. The session will also highlight the benefits of vendor management system in optimizing staffing solutions for long-term sustainability. Today's presenters will be Dr. Ish Singla, who is the president and founder of ProLocums, our partner, as well as Kristen Doster, who is the CEO of Vemsta. So to kick this off, let me turn this over to Kristen. The floor is yours. Thank you, Chris. I appreciate it. Happy Wednesday, everybody. It's so nice to talk to you today. We're gonna talk a little bit about healthcare staffing. You know, it's one of those things that consistently ranks as a top challenge facing care delivery today. You know, whether it's we're reading our inboxes, we're sitting in the boardroom, or, you know, just in day-to-day operations. I think we've come to this realization that there's not a cavalry of physicians and nurses on the horizon ready, you know, to reach the crest and save the day. The impact is real. So in preparation to kind of chat with you today, I was doing some quick online research and just looking, very narrow focus on Q1 of this calendar year. And these were just a few of the sites and program closures that specifically listed staffing challenges as the reason for shuttering services. Again, this was a five-second quick Google search. And yes, you know, I think, you know, we all can agree that staffing challenges in healthcare are a longstanding issue. This is not a recent phenomenon. Healthcare industry has been faced with difficulties in recruiting and retaining skilled staff, you know, for decades, for, you know, I've been in healthcare 30 years, and it's been a problem that I can remember since day one. And although the pandemic exacerbated some of these challenges, the underlying issues driving it really aren't new. So I hope you all had an opportunity to read Joel Sauer's recent MedAxium op-ed about access. And when we think about access, that directly ties us back to staffing. It was a great piece, and he kind of proactively positioned this idea of access as being even more important than quality. And when we think about it, you know, I think he's right. You know, we can have the highest quality program, but if patients can't get in our door, quality becomes really less relevant. And that access problem, though, it's really complex. Even if we're, let's say we're awash with physicians, you know, healthcare, let's remember, it's a team sport. And there are so many places where access can break down all along that patient journey that's gonna impact and disrupt that care continuum. You know, just because you get a patient in the door today, if it's three weeks to get that echocardiogram, because you don't have enough sonographers, and again, it becomes a staffing issue. And when we talk today, although we're gonna kind of keep physicians at the center of this discussion, this challenge of staffing impacts our entire care team. And there's some demographic shift that we wanna talk about today that's really exacerbating what's been these longstanding issues. So the data here, it's a little depressing. So maybe let's reframe it, right? And let's distill it down to something a little happier. Let's think about it in terms of birthdays. Birthdays are happy, right? Every day in the US, there are over 11,000 people celebrating a 65th birthday. You know, that's a lot of candles if you think about it. And, you know, a lot of people with those horns and happy hats. But those numbers, when we think about them on the care delivery side, we're sometimes a little myopic. We think about them in terms of representing the panels that we serve. But there's two sides of a coin in those numbers. They represent that aging population who are gonna require more health services. But those birthdays, remember, they're also inclusive of our care team. They're our physicians, our advanced practice clinicians, our nurses, our new med tech. They're all made up of this number. And that number is gonna go forward to about 2030, when all of a sudden, we're gonna see all of the baby boomers, 66 and older, and they're gonna account for about 25% of our population. So, you know, by 2030, we're gonna be facing shortages of nearly 200,000 physicians that number about 180,000 and over 275,000 nurses. And then, you know, that's five years down the road. Let's think about it today, right? Now, if we look at our physician workforce, 20% of our physicians are already 65 and older today, and they're still practicing. So this is a significant challenge. And despite those number shortages, it's the math that's working against us. There are other forces at play, and they become very cyclical, right? They sort of chase themselves, and they become really difficult to dig out of. We have this burnout that becomes exacerbated by already short teams, and that continues to be a cycle. We have this complexity of care challenge, where we are seeing sicker patients and more advanced treatments, which require us to find really highly specialized skill sets that complicates recruitment and retention. And then we have this idea of new employment models, which we're kind of talking through today, and this idea of millennial expectation, which I think is fantastic, right? We see this percentage of the workforce who's showing up a little differently. It's a younger workforce. They're seeking flexible, balanced lifestyle. And those traditional employment models that we're all used to become a little bit less attractive. And that's where we really start to see, despite all of these efforts on reducing temp staffing, we see a year-over-year growth in locums utilization, and it's been consistent at about 7% per year, even post-pandemic, that use of locums has been increasing over time. And so when we think about it, we think about how it's impacting our fellows in training, our residents, it's a tough number to really find that exact percentage of physicians that are considering locums right out of fellowship. But there was a recent survey that was done, and it identified that when we look at entering the workforce, about 27% of physicians started working locums tenants right outside of their residency or training. That's a pretty significant number. And so that survey went a little further to really look at why, what were the motivations to really consider an alternative employment model to rather joining a physician practice, joining a health system. And really some of the things this physician cited was this idea of what we all know, schedule flexibility and work-life balance, that locum tenants allows more control over schedule, helps alleviate burnout, improve work-life balance. Some physicians said they were looking for a more diverse clinical experience, working through different facilities and locations through locum tenants provided opportunity to explore different practices, different settings. And it wasn't just young physicians either who kind of responded to the survey. It was this idea of mid-careers saying it became a stepping stone as they were either transitioning between specialties or using locums to even kind of test out a better fit for a permanent position. Other things that kind of made the ranking was this idea of networking and professional growth. We all know that relationships are exponential, right? When we know people that grows by the exponents of the people they know. And looking at locum tenants assignments is this opportunity to really expand professional networks and build these relationships. And then finally, there was this component of giving back, this idea of taking assignments in underserved areas and supporting this idea of medical mission. So there were a lot of motivators driving this idea of early career locums and even transitioning career locums. So now we've got this new segment of employment, right? But we have with this theme of locums, we've become more sophisticated, I would say in our use of agency since the pandemic where it was really going from fire to fire, especially with our frontline teams, we've gotten better, we're more sophisticated. I'll tell you, we're still struggling with a lot of the same challenges. And I'm not convinced that we've really thought about how we play to win when it comes to staffing. You know, a lot of recruitment happens in an organization behind the scenes. And I, you know, for my past life worked with, my recruiters were phenomenal. They were, oh my God, they were incredible. But a lot of that process just hasn't evolved with 21st century technology and innovation. And it leaves us still dealing with this high cost of recruitment, inconsistencies in rates across agencies, even inconsistent credentialing processes. So even after going through all of this work to identify the right individuals to fill our key positions, it can take months to get them through both our internal and external credentialing slaloms. And so all of these are barriers in getting people into our organization. And because HR has a tendency, you know, to run outside of the operational side of the house, and then you've got recruitment that is actually then running parallel with other HR services, I don't think we always have clear visibility to what's happening in our overall spend and the cost of continuing with manual processes. And what are some of the levers that we can pull as operators to kind of manage this? So I'm gonna pause there. We've got some data to process, and then I'm gonna turn this over to Dr. Singla to give you some real-world perspective in terms of what's the difference between agency and vendor management software, and how do they work together to really benefit your organization? Dr. Singla? Thanks, Kristen. Good afternoon, everyone. I'm E. Singla. I'm an interventional cardiologist by training, and I am also a locum cardiologist, and I started ProLocums, which is a locum-done staffing agency. We started that in about five years ago. So the idea behind the locum-done staffing agency for starting another one was when I was doing locums myself, I found that, you know, we have facilities where there is physicians coming, new physicians coming every few weeks, every few months, and there is lack of continuation of care, and which is very important for all the healthcare organizations. So what we wanted to start with ProLocums was to have more of a long-term staffing programs where we have a consistent physician, same physician coming in every week or every month whenever there is a need. So with that in mind, we started a cardiology hospitalist program where our general cardiologists come to the same hospital and take care of inpatient two weeks on, two weeks off program, because that helps the, depending on the size of the organization, whether they have only a few cardiologists or it's a large organization, the program was utilized in different ways, because if it's a larger organization, that will free up their existing employed cardiologists to do outpatient work and not juggle between inpatient and outpatient and reduce the burnout of their cardiologist. So with that in mind, we also provided the interventional cardiology staffing program where we provided more like a managed service provider. We provide 365 days of coverage at a cardiology program where we would have two physicians do two weeks on, two weeks off, full interventional as well as general cardiology coverage. So the goal for ProLocums was to start a staffing programs where we have good quality physicians and we are able to pay them what they're looking for, but at the same time, as Kristen mentioned about the cost challenges. So the cost can be high for when we have only locum physicians. So, but when we have these long-term staffing program, those staffing program provide more of a consistency to the locum physicians and also reduce the overhead for the agency. So it helps the overall cost burden for agency and provide more surety for the locum physicians and help bring the cost down for the healthcare organization. You know, at some point we always say that, you know, locums, we don't want to use locum, but I think locum may not be the right word. We may be looking more of a long-term independent contractors model. So, you know, there may be physicians who want to do independent contractor work because of the life balance, work-life balance, maybe because they want to work in the rural areas, but they cannot move because of the family situations. So there could be different reasons the physicians choose independent contractor model, but I think our goal as an agency or as an organization is to how we can work with the hospital and the healthcare facilities to provide that coverage for the important services like cardiology, as well as controlling the cost and bringing the quality physician and bringing the cost down. So that's where I think one of the important solutions which hospitals can use is vendor management system because it brings the efficiency from the operational standpoint, as well as logistic standpoint, how to get the physicians in the system. So vendor management system is essentially a software which is very different from most of the software which is used in the hospitals, which require big IT setup, which requires big IT integrations or implementation. So we have worked with Vemsta with Kristen and Vemsta is like a cloud-based software which basically helps bring all like a lot of agencies like 50 to 60 agencies they have on their platform and bring it to the health system so that they don't have to go out and contract with each agency individually and create a marketplace where hospitals place their jobs. And they have now 50 agencies looking at that job and bringing the candidates based on the credentials, based on the rates and bring and the hospitals can choose the best match. And that's one of the operational stand, operational efficiency which can brought on by the vendor management system, but also vendor management system provides a transparency because you have all the locum spend, all the locum spend by specialty, not just for cardiology for your other specialties, if you're a multi-location center, whether it is a hospital or a clinic where you are using locum more. So it overall help you strategize and then implement us that strategy to see how you want to reduce the cost for the contingent staffing. You may want to spend more on certain specialty, you may want to spend more for certain physicians because they are high quality physicians, but the agencies which come on the vendor management system, they typically have lower overhead because they have kind of vendor management system act as a reverse marketing for the agencies. So they also have a reduced overhead when they use vendor management system and pass on those savings to the health system. So I think it brings a lot of different savings in terms of saving time for your operations team, HR team, credentialing team, reducing the cost and increased transparency and helping you strategize and bringing how to have the contingent workforce. So the vendor management system has typically been used for the travel nursing because the travel nursing has been used in place for long more, has been used in probably a lot longer as well as the need for the travel nursing has been a lot more than the physician locum staffing. But due to the switch from the employed or the private practice model of the physicians to the independent contractor model, the locum need has increased significantly in the last five to 10 years. And that's why one of the solutions which is being used or be adopted by the healthcare facility is the vendor management system. And the technology is going to, as in all the field, the technology, whether it is with AI or not AI driven, it is going to help with solving some of the staffing problems or the challenges which healthcare facilities are facing. So with that being said, I think the vendor management system or the VEMSTA is a technology enabled platform with a focus on bringing quality physicians, whether or quality healthcare providers, whether we are talking about travel nursing, allied health, because it's all in one comprehensive system. And whenever there's a comprehensive system, it brings the transparency for the healthcare system where they are able to have all the dashboards, all the planning and strategy built in. And ultimately with the goal of having, cost control for the staffing challenges so that they can continue to provide access for the patients. Thanks for that, Dr. Singala. I think that last slide and that idea of the triple aim, when we're on the care delivery side, when we're on the care delivery side, we're very familiar with the idea of triple aim and quadruple aim. But that idea where the strategic use of locum tenens physicians and advanced vendor management software solutions like VEMSTA can come into play. You've got this balance with the agencies providing experience teams to fill those critical gaps, whether they're rural markets, the idea of cardiology hospitalists to offer that flexibility, mitigate burnout through supporting your full-time teams. You know, when we look at programs going unfulfilled, the math changes for us, right? Because it can, in those high demand scenarios, using locums can actually become the more cost-effective solutions. But where we then run into challenges is this idea of managing multiple agencies without a structured oversight that leads to inefficiencies again, and what we've been talking about, kind of the theme here, this idea of varying rates, inconsistent processes for credentialing, and just overall fragmented management. By using, you know, Vemsta at the center, centralizing this, it streamlines the locum management. And it's, again, I love the idea of your conversation with this idea of being IT neutral. You know, it's a vendor-neutral platform that's gonna help the team cast a broader net. It's cloud-based, so it's gonna sit outside of the hospital firewall, so don't have the same obligations from like an IT steering committee. And it's really gonna simplify and standardize those current operational complexities, because this is a very person-managed process now. And so by adding consistencies like digitized credentialing management, we can improve compliance, we can reduce errors, and the faster we get team members into our ecosystem, the better we are operationally. Cost control is managed through standardized rates and rate caps. Again, understanding where those spends really start to build, and how we can, you know, bring on some savings, whether it's practice-based. Even in bringing in perm staffing, this idea of using rates to kind of drive that margin, it's gonna add impact to budgets. And then, again, those dollars that are a little harder to see in terms of operational efficiencies, bringing up some of that team and allowing them to focus on other strategic initiatives, because we've cast such a broader net. And I would say the other thing that I think VMS brings to the table that we haven't had before, besides these immediate financial and operational advantages, I think there's opportunity to begin to really contribute to strategic workforce planning. An idea of succession planning in healthcare systems and physician practices, it's something that we neglect sometimes, and it's really gonna be crucial for sustainability. Using our analytics partnered with internal HR data, we can then begin to work together to anticipate retirements, plan strategic recruitment, and ensure that we have the sort of uninterrupted care delivery. You know, I think when we aggregate all of the analytics and forecasting together, we can transform how we approach workforce planning, and it's not just feasible, it becomes then highly effective. And so what does this look like, bringing it into your practice or bringing it into your health system? And this is a little unique, and having been on the operational side of the house, it's got a different model from a software perspective. There's no setup fees, there's no monthly subscriptions, either for the agency or for the end user. It's free, it's a free software, it's provided at absolutely no cost to the hospital health system or practice to implement, other than the time that you're gonna take for your team to do the implementation and onboarding, there is no cost. And we negotiate those rate caps and travel expenditures on your behalf to scale. So again, there becomes no premium for that, there's no premium for digitizing credentialing. This is all done in a very transparent model, again, with no upfront cost to the health system. And so when we think about what that means for ROI and implementing a software like this, there becomes this idea of immediate measurable wins. First, in efficiency and time savings, this idea of standardizing a process, getting more people, getting access to more agencies, rather than working with one or two day one, you're working with 50, but you're working with 50 all under a single contract. You don't have 50 interactions and 50 contracts to manage. And implementation of the software is again, very straightforward. We talked about it living environment, just gonna meet those SOC 2, type two requirements for IT security. There's a likelihood that your preferred agencies are already on the platform, but in the event they're not, the first thing we're gonna do is work with them to see if we can bring them into the family. And if there's some reticence, some people are less than eager to wanna give up some of the margin that they make because of our rate negotiation strategies. We don't require exclusivity. If this is something you wanna bring into your ecosystem, we can do a very open contract, which is gonna leave you free to maintain your teams. They can maintain those existing agency relationships and do some comparison. When we think about where VMS lives in our organization, it lives in an area on the recruitment side that currently is now managed through relationships. And these are very high trust relationships. They've been built over time. And we all know that trust is good, but trust but verify can be better. And so how do we get full organization eyes on what our costs are and how do we work together to reduce that spend? So one of the things we've implemented for you just to really get this idea as MedAxia members, what could this look like for my organization? What could this look for my health system partner that I work with? If you're an independent practice and you really feel you're all right from a recruitment perspective is we've created an ROI calculator. It's not visible if you visit our website, but if you go to the link in the slide, vemsta.com forward slash ROI dash calculator, you'll be able to input your current spend and run an analysis of what your costs look like and what they would look like if you would partner with Vemsta. And typically what we see out of the gate, again, through a lot of the strategies that we've talked about is an immediate guaranteed 10% savings across the board. A lot of our partners by year two, we've gotten to the point where we're at upwards of 20% savings. So it's this idea of efficiency translating directly into financial performance. In cardiology alone, we see roughly $675 per shift, which gives some of those programs, overall 8% savings. That hospitalist programs that we've talked about, those reported savings exceeded 20% with some of our partnerships. And those are our dark green dollars, right? There's a lot of light green dollars that come from that idea of operational efficiency from reduced administrative workloads, creating more robust financial health for your entities. So this is what the partnership looks like. And what I would say is the results we've had so far aren't just this idea of immediate financial benefits, but this idea of sustainable long-term economic improvement and keeping our doors open and widening those access points. Implementing a vendor software like Vemsta means predictable spend costs for staffing, controlling those spending costs, optimizing your existing resources, and all of those things are gonna be critical for us in future proofing our healthcare organizations. So I'm gonna pause there. I've seen a lot of conversations, a lot of questions come up in the chat, and maybe we can work through some of them, Chris. Thanks, Kristen. That was a great presentation and a very unique solution to some of the issues that are out there that I know all the administrators in the membership are facing. Before I get to, I do have some questions. Before I get to those, just a reminder that go to the chat feature, click on that link, and you'll be able to download this presentation. That'll also give you the link to that ROI calculator that Kristen referenced. If you do have any questions, please enter them into the Q&A section, and we'll address those. I've got a few here already. What do you think some of the barriers are for health systems in adopting the vendor management system? Clearly, it's not the price point since there's no cost for the software. That's a great- Dr. Mishra, Kristen? Yeah, no, I was gonna ask Dr. Singla if he wanted to take that. I have my own thoughts, but Dr. Singla, what are your thoughts on that issue? Sure. I think as a healthcare provider and as a physician, we have seen the technology uptake in healthcare systems is way behind. Whether we talk about, for example, the appointment system. We are still not in this place where we can make a, for open table, we can make a restaurant reservation for this evening. We still have, we are still not to that level. We have certain feature where we can utilize online appointments, but we are not, not everybody is utilizing. Utilization is probably like 20% or so for online appointments. So similar to that, we were pretty late in adopting any, we are late in adopting any technology. And I think a lot of it might be already existing relationship between the healthcare system and the agencies. And as Kristen mentioned, it is very good to have the relationship because you want to have a trusted vendors who provide you trusted physicians, quality physicians. But at the same time, if there is a software which you are, which is not exclusive and you are able to use it as a tool in addition to your existing agencies, then why not give it that as a chance and learn if there is a difference and maybe there is a reduced cost because the agencies which are on a vendor management system have a lower overhead. Maybe they are still paying the physicians the same, but they're charging, going to charge you less as compared to some of the agencies which may have large overhead. So, and the other is about knowing about the implementation process. You know, there is a handholding throughout the implementation process of Vemsta. There is a full support in terms of whether, you know, once it's implemented, there is a full support from the team, the backend team for job posting, for timesheet approval, for the invoice reviewing. So there is a lot of support which comes with the vendor management system, which the recruitment department may not know. And sometimes they worry about losing the relationship or the direct contact with the agencies when they go on vendor management system. Vemsta has an inbuilt messaging platform so that they can stay in touch with their, with the agencies which they are working with. So they all, so they still feel they have the same capabilities of managing relationship through vendor management system, Vemsta. Why, what they're doing without the software but having the added benefit of, you know, operational efficiency and the transparency. Now, I would agree with all of that, Dr. Singala. I, you know, I think, you know, we move, have a tendency to move at a bit of a glacial pace in healthcare and we become very change averse. And, you know, from, you know, some of my past life experiences and, you know, again, a lot of the MedAxian members are probably way more sophisticated, but I remember having a lot of trust in my recruitment team. And the cost almost appeared to be very fixed and they had their relationships. And as long as we were getting good results, it's sort of lived in an area of the organization because I had all these other operational fires to put out. I didn't get the attention that it deserved. And to be completely honest, you know, again, when I was sitting on the operational side, I didn't realize there were other levels, levers that we could pull in terms of managing travel costs, managing rate contracts. And this idea of being able to use the team to scale, I think just never really occurred to me. When we look at adoption of VMS nationally, Chris, it's still, you know, less than 30% of health systems that are even looking at VMS. So this still continues to be a very manual process in a lot of our IDNs and hospitals and health systems across the country. And I, you know, again, it's that idea. We see similar challenges in AI adoption as well too. We feel like we don't want to disintermediate people and not to play psychologist. I also, you know, think that there's some fear from some of the recruitment teams, which is where we see some barriers when we start to have these conversations because we've all been employed at a health system or, you know, again, open Google and do a quick search where we've seen a reduction in force and right sizing. And, you know, we tend to feel like if we're not a part of the direct care team and at the bedside, we may be at risk. So, you know, I think there's some fear of disintermediation from some of the recruitment teams too, but, you know, that's not the purpose of software like this, it's about making people more efficient and bringing these teams more into the operational conversations because this isn't a problem that there's a quick solution. on the horizon. We don't have this massive influx of people. We still see the role, we see, look at our EP fellowship programs, less than 40% of EP fellowship, or there's about 40% gap in EP fellowships that are being filled. We don't have the workforce to fill our open vacancies. So we have to start thinking creatively and move beyond that change adverse nature that we sort of have in healthcare. Here's another question somebody submitted. Can you share some success stories or case studies where your team helped reduce physician burnout or improve coverage? Yes, so I can talk about ProLocums. You know, ProLocums was providing locum services at a hospital in Nevada. It was a hundred bed hospital. It's not a, they have had cardiologists who got, who left the program and then they were using locums. And then we spoke to the CEO and we provided the long-term coverage for one year till they were able to recruit permanent physician. So we implemented the program where we had, we had saving of about 20% as compared to the locum spend. And so the hospital is, we are Northeastern Regional Nevada Hospital and NRH in Alco. So we provided interventional coverage for 365 days bringing in 20% savings as compared to the locums. And this gave them enough time to recruit two permanent physicians. Okay, here's an interesting one. Can you discuss the role of VMS in succession planning for physician practices and health systems? Yeah, yeah, I'd love to tackle that Dr. Singla. So again, you know, we're gonna make some assumptions here in what these partnerships look like. You know, we know with everything that we're looking at executive engagement and strategic buy-in but if your organization is really looking to prioritize succession planning, I would tell you VMS bits strongly in the middle of the process. So again, it's sitting down shoulder to shoulder and we're beginning to have some of these conversations with our customers now and looking at a workforce audit and risk mapping. So this idea of pulling age demographics, tenure, turnover rates, and even your specialty shortages. And then we can use our analytics and integration to pull contract lengths, renewal rates, agency usage and kind of develop a visual heat map showing some of your staffing risks, whether they be by specialty, by site, and putting together a timeline. And that gives us the point to really then start to focus on succession planning objectives and, you know, defining which roles require successes in one year, three year, five year, to turn it, you know, and this then happens on the side of the customer, this idea of determining internal promotion readiness versus external recruitment. And that's again, where we can step in because when we think about using VMS for sourcing, it's not just about agency staffing, it's not just about temporary staffing and we can help with permanent sourcing as well too. So it's this idea of burning, building these teams collaboratively. And then when we get to that point of where we really have this idea of our long-term vision, we can work with our tools to really begin to then consolidate agency usage, standardize those credentialing and privileging workflows, getting to faster onboarding and then integrate compliance tracking and develop what we've, I think the deliverable on that, that we're really iterating is this idea of a vendor scorecard and this automated locum spend dashboard. So everybody in the organization through our dashboard is gonna have eyes on what this looks like. And this gets us into the sense of what I would call VMS enabled succession pipeline. So again, this idea of using VMS to source future staff through affiliated agencies, and then partnering on this idea of how are we using our existing teams. Again, there's a lot of work that can be done with our recruitment teams on developing these talent pipelines, whether it's shadowing, mentoring, promoting job sharing. Let's, using VMS as that sort of central data aggregation and doing as an applicant tracking system, credentialing platform, it's gonna free up our teams to be even more creative and developing this idea of standardized quality succession review. So we're doing it at high level. We've got the model iterated. It's gonna again, require some rigor on the health system in terms of looking at data, but doing it shoulder to shoulder with a VMS agency, especially in that middle phase is where we're beginning to look at one year, three year and five year strategic plans is really where VMS software is gonna make a lot of sense in these kind of future stake staffing blueprints. It's terrific. I'll give it another second just to see if anybody submits any other questions, but in the meantime, appreciate the presentation, very unique solution, and the VMS system looks to be something that I'd love to see our systems implement. But if you've got any questions to reach out to Dr. Singla or Kristen, her contact information is here. I don't see any other questions at the moment. Kristen or Dr. Singla, any closing comments? So I'd like to turn it over to you. So I'll just say one thing that, vendor management system is a software for to solve some of the healthcare challenges in terms of staffing. It comes at no cost to the healthcare facilities and the organization. And it's a software which is not exclusive. So use it, consider it as an additional tool to solve some of your staffing challenge. I'll close this out with my shameless MedAxiom plug. This idea that I know the MedAxiom members well and proud to have been one for a long time. So I really feel like this idea of succession planning and how VMS can really help us plan long-term feels like a white paper to me. So I would call on some of our MedAxiom members to let's have a conversation and see if there's something there that we can really begin to partner and think about staffing solutions for the long term and look at unique solutions and maybe get some of that data published. Because again, we know when we begin to use technology to standardize processes, we get to the same place together. And that's really what our goal of VMS is here today. But we appreciate the time to talk about it today, Chris. And again, just as a reminder, Kristen's contact information is on the screen. We will be recording this and sending this out to everyone. So keep a lookout for that. But once again, thank you Pro Locums, Dr. Singleton and Kristen for the presentation. To everyone else, have a great day.

healthcare staffing

locum tenens

vendor management systems

physician burnout

workforce shortages

succession planning

ProLocums

Vemsta