SME interview Jennifer Vena

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Jennifer Vena
By the system and to the systems I think make the selling process much more complicated because we’re finding you have the the system who wants to weigh in on it, and then you have the local leader of the hospital who ultimately owns the budget and you know, the operating subsidy is gonna typically hit their budget.
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Jennifer Vena
So they’re gonna have to figure out how to still be a profitable try to be a profitable hospital these days by adding that significant subsidy to support the center.
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Jennifer Vena
So I think that’s one of the nuances that’s different in terms of the structure as we actually seldom multiple audiences and we have to, you know, address both.
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Jennifer Vena
We’ve seen some where the systems willing to do the capital expense, but again the operating stays locally with the actual hospital.
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Jennifer Vena
Umm, so that’s the unique part on the buying side, I think we’ve also seen this interest more recently and so DD sold Miller Hot Miller Hospital which is under construction.
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Jennifer Vena
And we have another one we’re doing with her, and we’ve done a study for Brian where they’re they’re regional and they’re more rural hospital.
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Jennifer Vena
So they are feeling the pressure, I think in terms of staffing and everything as well.
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Jennifer Vena
And looking at it so kind of not unlike our manufacturing population, so again they’re they’re in the middle of nowhere.
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Jennifer Vena
So they are deserts, don’t have care, but also they tend to pay less.
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Jennifer Vena
So and the the local care that exists is not expensive.
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Jennifer Vena
So we have low market rates, which then drive up the operating subsidy.
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Jennifer Vena
So it’s still makes it, you know, if anything, it almost makes it a more expensive proposition then if you’re in a big city like Houston or something.
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Jennifer Vena
Umm, but that’s kind of an interesting little bit of a trend too.
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Jennifer Vena
So either we still have some small mom and pops, or then we have these huge systems that we’re selling into.
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Jennifer Vena
Umm, I hope you have more.
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Jennifer Vena
I mean, I could go into like the, you know, obviously you know the unique parts of the workforce, the 12 hour shift.
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Jennifer Vena
And one thing we’re doing in our use projections is, you know for the 12 hour shift population, they’re probably only needing care two or three days a week.
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Jennifer Vena
So that’s another nuance, which it’s not always easy to find, that care in the community.
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Jennifer Vena
It’s not easy to find a care.
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Jennifer Vena
Open those that links of day to cover what’s more like 13 hours.
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Jennifer Vena
By the time you usually they have to get there early to switch the shift and they end up staying late to switch the shift, and then you have to drive to your child.
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Jennifer Vena
What have you?
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Jennifer Vena
So you’ve got the hours and then you’ve got the flexibility of, especially if your schedule changes that you might not always work Tuesday, Thursday, every week you might.
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Jennifer Vena
Your days might change, so having the ability to change what days your child uses care and whether it’s two or three, depending on if your third shifts a weekend, some weeks, or how that works out.
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Jennifer Vena
So it does make the centers a little less cost effective from our standpoint.
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Jennifer Vena
So that that hits the employer, not us.
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Jennifer Vena
And to have that flexibility for their workforce.
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Amanda Cozzens
And as that’s something that, like every hospital, is typically fast, I’m sure it comes up in the conversations.
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Amanda Cozzens
But is it something that they’re all accommodating for?
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Amanda Cozzens
The ones that have centers and or some of them nine to five.
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Jennifer Vena
I don’t some do more than others.
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Jennifer Vena
Yeah.
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Jennifer Vena
So no, most well, most of the hospital centers are open long hours.
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Jennifer Vena
I’m not sure they’re all 13 and but not all of them are allowed the flexibility and not all of them have.
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Jennifer Vena
As crazy as schedules, so I’m not sure what drives some of them.
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Jennifer Vena
Literally, the nurses get their schedule 2 weeks in advance and it changes every two weeks, but I think others are more set because I don’t think we have that craziness at every hospital we operate.
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Jennifer Vena
And yeah, then the sense is also goes up and down, but I think they tend to fill that more with the their PRN.
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Jennifer Vena
So those are the people that are on call and like for HCA, for example, they do not have their PRN eligible to use the center, which I think is kind of interesting, but they’re rationale is they want to entice their PRN S to actually become full time nurses.
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Jennifer Vena
So they would like them on the the pay you know, to be regular employees, they can dictate their schedule and where the PR’s like the flexibility they can pick up the schedule or not.
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Jennifer Vena
And you know, so they have more flexibility in their lives.
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Jennifer Vena
So that’s that’s one of the reasons.
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Jennifer Vena
Yeah, they wanna keep the spaces for them.
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Jennifer Vena
They’re full time employees.
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Amanda Cozzens
And then for like this, I don’t know if this is like getting into the weeds of things where the first scheduling, but if there is like an on call doctor or something like that, would that be back up care if they get called in or is there like flexibility where emergency doctors could just drop their kids in if they’re on call and they get a call?
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Amanda Cozzens
Or does that ever come up?
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Jennifer Vena
So I think for the people again with this flexibility, I think if your child’s enrolled and you you have it two day a week schedule, I think we do let people call and say now I need to come in an extra day this week and if we have space, we take them.
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Jennifer Vena
So if you’re already enrolled, but I think if you’re if you’re not a regular attendee, then it would fall into needing to go through kind of the back of care process to use this on it.
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Jennifer Vena
I mean, Saint Jude.
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Jennifer Vena
Just yeah, the unique aspect St.
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Jennifer Vena
Jude just did is they opened a tiny Center for patients.
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Jennifer Vena
So that’s just a total different new thing for us.
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Jennifer Vena
So it’s I think 10, it’s pretty small capacity and the the goal there is actually truly drop in care for their patients to use it because of the work they do at that hospital, they’re usually treating one child and if you have siblings, they need a place for those siblings don’t have to go to the meeting or if they need to do a meeting with the parent, they can leave the you know the child actually in the the center.
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Jennifer Vena
So they can have the yeah, the hard conversation with the parent about their child welfare.
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Joe Cordo
So in many health systems, nurses will work 3/12 hour shifts a week and get paid for 40.
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Joe Cordo
Do we accommodate that in any way?
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Joe Cordo
So for example, during the when nurses work 3/12 hour shifts a week, do we have extended hours for children in in in the center to the can?
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Joe Cordo
The nurses only use our Centers for three days a week.
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Joe Cordo
Is there any flexibility with that or is it just strictly A8 hour whatever it is, schedule five days a week.
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Jennifer Vena
Yeah. No.
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Jennifer Vena
So the one we’re open 13 hours, the child can be there.
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Jennifer Vena
My only caveat I’m gonna say is there might be a couple states that have a limit on how long a child can be in childcare, and I’d have to go to operations actually to figure out if that’s impacting us anywhere.
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Jennifer Vena
But barring that consideration, yeah, the kids can be there for the whole 12 to 13 hours, however long they’re at work.
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Jennifer Vena
And I think typically we find they only want care when they’re working because of the cost of care.
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Jennifer Vena
So that’s why the cost structure they pay kind of on a daily, you know, a two day a week, a three day a week rate.
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Jennifer Vena
However, we’ve set the rate.
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Jennifer Vena
But in the scheduling mean, if parents want to pay, we’re not going to stop them from paying for four or five days of care.
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Joe Cordo
Sure.
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Jennifer Vena
If they wanna use it to you know if if you were the employer, you may not want that because idea I actually could go be a PRN over at another hospital on one of those days.
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Jennifer Vena
And I’m using your Center for me to go work for somebody else.
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Jennifer Vena
I mean, they they could technically do that when we’ve done focus groups.
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Jennifer Vena
Uh nurses have said they work for multiple people, and that was actually leading to exhaustion because there were there really working too much.
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Joe Cordo
Yeah.
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Jennifer Vena
But.
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Joe Cordo
Can you trade childcare days for backup care?
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Jennifer Vena
Not currently, but that’s an interesting idea.
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Joe Cordo
Because I I could see where a nurse I could see where people in hospitals would be interested in that.
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Joe Cordo
So.
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Jennifer Vena
But what do you mean?
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Jennifer Vena
Change or childcare.
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Jennifer Vena
You’d have to pay for your childcare.
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Joe Cordo
So well, so I’ll give you an example real life example.
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Joe Cordo
So my wife was a nursing administrator for many years and Leahy clinic, and she ran the hospital on the night shift and she was taking care of the children during the day.
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Joe Cordo
So this was cutting into her sleep.
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Jennifer Vena
Yep.
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Joe Cordo
So she would love to have a benefit where if we had, if we put the kids in childcare, she could trade childcare for backup day where somebody comes into the home if one of the children were sick, as an example.
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Jennifer Vena
But that if they had our backup care benefits, you could just do that.
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Jennifer Vena
So I don’t know what you mean by trade.
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Jennifer Vena
Like, nobody really has childcare unless they’re paying for child care at our center.
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Joe Cordo
Right.
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Joe Cordo
But what if they need extra?
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Jennifer Vena
OK.
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Joe Cordo
So if you if you have our backup care benefits, you might get what, 40 days a year, 30 days a year?
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Joe Cordo
What?
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Jennifer Vena
20 yeah, yeah.
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Joe Cordo
What?
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Joe Cordo
What if you need more?
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Jennifer Vena
Yeah.
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Joe Cordo
Yeah. Yep.
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Jennifer Vena
So they we’ve talked about that we haven’t put it in action yet, but that’s definitely something we could consider, which is kind of retail backup care, like letting parents buy more, but that that the challenge is the current, you know the UPN for, that’s $370 a day, which no one’s gonna pay to have backup care on their own. Umm.
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Joe Cordo
Yeah, but you you can’t.
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Joe Cordo
So if you’re not sending your cell, if you need extra backup care days and you’re not using all your child care center days, you could have.
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Joe Cordo
You can’t trade a childcare center day for backup care day.
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Jennifer Vena
Not currently, but that’s hope you’re saying if you’re a parent, buying two days or three days a week in our center, could you trade one of those days for backup care?
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Jennifer Vena
Right.
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Joe Cordo
For me.
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Jennifer Vena
That’s an interesting idea, and we don’t do that yet.
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Jennifer Vena
We don’t have that system in place yet, but.
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Joe Cordo
OK, but I I the the message I want to communicate to the team is what what all the things that Jennifer’s talking about and these questions really gets to the fact that.
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Joe Cordo
I’ll.
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Joe Cordo
I’ll just say it, we’ve optimized our services for the healthcare environment.
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Joe Cordo
This is what we should be bringing out in this guide.
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Jennifer Vena
Yeah.
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Joe Cordo
We’re sensitive to the variable shifts.
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Jennifer Vena
Yeah.
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Joe Cordo
We’re sensitive to the fact that and it’s schedules are extremely fluid and hospitals so and so we’re sensitive to all these things and we’ve created the utmost flexibility to be able to accommodate that.
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Joe Cordo
Right.
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Jennifer Vena
That, to your point of your wife working the night shift, they can use the center during the day to sleep, and we’ve been talking about that a lot with the manufacturing as well.
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Jennifer Vena
So there’s nothing to preclude, preclude them from buying, you know, booking two spaces or two days a week, the mornings after their night shifts so they can bring their child in or the spouse could bring their child in and they can go home at 7:00 AM and sleeve.
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Joe Cordo
Right, right. Yeah.
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Jennifer Vena
Yeah, because that is a a total issue for anyone working the night shift.
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Joe Cordo
The.
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Jennifer Vena
If you’re trying to take care of a zero to five when you you walk in the door and your spouse leaves and you’re like, tell my second shift starts with no sleep, that’s brutal.
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Joe Cordo
Right.
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Amanda Cozzens
Based on kind of like the decision makers at the table, I know that you talked about like some of the smaller health systems needing to get by and or thus smaller hospitals needing to get by in from the health system that they’re part of.
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Jennifer Vena
Yeah.
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Amanda Cozzens
And I guess just any like considerations around things that we should be messaging in the buyers guide around the decision making process or like I’m just trying to think of any like tidbits we would wanna add in that help to get at that and solving for that at all?
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Jennifer Vena
Yeah.
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Jennifer Vena
So we have like so some of the stuff.
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Jennifer Vena
Maura, your broader team has produced the Shannon Health article, talked about the the the benefit of reducing traveling nurses.
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Jennifer Vena
Now that has gone down in terms of an issue as far as we can tell is we’re now doing consulting work.
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Jennifer Vena
So it seems like that’s stabilized them and is not as crazy as it was during the the couple years of the pandemic.
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Jennifer Vena
So I’m not sure that’s really an area to focus on.
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Jennifer Vena
I’m just raising it because it was an issue, but it seems to have calmed down a bit and but turnover is still a big issue and and attraction of people so that is still a challenge and so we have the well star who did their own study and we have that article where they’re quoted as saying of all of their staff center users had the lowest turnover rate of 1.5%, which is really low.
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Jennifer Vena
So I think highlighting that it’s gonna help them with recruitment and retention of their people in this still competitive market was probably, I mean it’s not earth shattering, but that’s still a way to go.
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Jennifer Vena
And I think in supporting them to staff, so you know it should help with left college and Joe to your point, I would I would suggest that the the center does have a backup care component.
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Jennifer Vena
I mean the beauty of having the full service center is that they can also supply their own backup care.
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Jennifer Vena
So, especially if they’re in a rural market where we have no network to sell them back up care and they’re using, you know, out of, yeah, the cash out of network here, they actually work, they’re creating their own supply of backup care, which will help people make their shift to get to work, reduce their reliance, perhaps on PRN S or, you know, agency nurses, which cost them more money to fill shifts.
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Jennifer Vena
So one of my favorite stories, it was from a chief nursing officer who said to me she, like, knew her stuff, and for her was $80,000 to replace a nurse.
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Jennifer Vena
She knew her turnover rate, which I’m not gonna remember on top of my head.
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Jennifer Vena
And then she said for her shift she had on average 7 call outs of shift, and she had two floaters.
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Jennifer Vena
So she automatically, you know, she, she staffed for it.
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Jennifer Vena
So she knew she had two people to cover, but those other five she had to pay a 40% premium for for agency nurses to fill.
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Jennifer Vena
Like that was the model.
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Jennifer Vena
You know how she was budgeting to kind of cover the call outs.
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Jennifer Vena
So if you can reduce the call outs, which obviously aren’t all due to childcare, but if you can reduce a percentage of them by having backup care if that’s what’s keeping them from coming in.
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Jennifer Vena
And that might be, you know, mentioning school age might be helpful.
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Jennifer Vena
Yeah, to have a school at age.
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Jennifer Vena
Program you know for school holidays because that might be, yeah, they probably see an uptick in call outs or at least vacation requests for the same week all the time when these schools are out of session.
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Jennifer Vena
Sorry if you hear that background noise.
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Amanda Cozzens
Mm-hmm.
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Joe Cordo
That might be me.
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Joe Cordo
There’s somebody doing hammering next door.
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Jennifer Vena
Ohh no, I’ve actually got vacuuming going on behind me.
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Jennifer Vena
I came to visit my dad before my vacation, so I’m working here today and having dinner with him tonight and his cleaners are here.
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Jennifer Vena
Well, he’s golfing, so he’s not here.
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Amanda Cozzens
Can’t hear anything.
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Jennifer Vena
OK, good.
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Jennifer Vena
What else you got for me?
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Amanda Cozzens
Yeah.
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Jennifer Vena
I I would.
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Andrew Alayza
How does spacing requirement go ahead? Jennifer?
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Jennifer Vena
No, go ahead.
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Andrew Alayza
How does spacing requirements?
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Andrew Alayza
Behave differently in healthcare versus a corporate environment?
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Jennifer Vena
So the challenge of the faith, where I would say like with a lot of corporate environments right now, they have extra space because they stuck, got this whole hybrid thing going on and they have a lot of office space.
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Jennifer Vena
So they might be able to convert ground floor space and find space for a center hospitals.
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Jennifer Vena
They wanna make money off their space, so it’s very hard to get a hospital to give you space in there campus proper because it’s very valuable to them.
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Jennifer Vena
They wanna put in an imaging center or they wanna put in something that’s gonna earn them revenue.
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Jennifer Vena
And so a lot.
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Jennifer Vena
Some of them are more off-site, like we’re working with Memorial Hermann right now on a consulting study and they they got like 30,000 people in Houston.
0:16:35.710 –> 0:16:38.900
Jennifer Vena
So it’s huge, they’re spread out, they have 15 hospitals.
0:16:39.110 –> 0:16:55.220
Jennifer Vena
So we’re looking to do a pilot and what we looked at was at some of their hospital locations, but we also looked at the density of where people live to try to see like should they put one there, you know a good cross section of near hospital, but also near where a lot of people live to pilot one center.
0:16:55.230 –> 0:17:3.890
Jennifer Vena
So it would be a very successful, but wherever it is, it’s most likely gonna be nearer set near site and not on hospital property.
0:17:4.0 –> 0:17:4.990
Jennifer Vena
So it’s a good question.
0:17:5.0 –> 0:17:6.70
Jennifer Vena
It’s because there are.
0:17:6.540 –> 0:17:10.260
Jennifer Vena
They see their real estate is extremely valuable and needing to produce revenue.
0:17:11.720 –> 0:17:12.70
Amanda Cozzens
Yeah.
0:17:12.80 –> 0:17:28.90
Amanda Cozzens
So we and the guide, we probably wanna emphasize the that it doesn’t need to be an on site center and that we have the ability to do studies to figure out what the best location for your center could be and all of that versus hammering on site.
0:17:28.320 –> 0:17:29.570
Jennifer Vena
Yeah, that is a good point.
0:17:29.580 –> 0:17:34.620
Jennifer Vena
You might not wanna keep using on site, but employer sponsored or yeah near site or something.
0:17:34.0 –> 0:17:35.130
James Jenkins
And your your side, yeah.
0:17:36.50 –> 0:17:38.820
Jennifer Vena
Umm how the a good question.
0:17:43.50 –> 0:17:44.650
Jennifer Vena
Find to think of the decision makers.
0:17:44.660 –> 0:17:46.940
Jennifer Vena
What I was gonna say that just came up with memorial.
0:17:46.950 –> 0:17:55.200
Jennifer Vena
Hermann also was the CHRO went immediately to it’s 100 kids and it’s, you know, 800,000 subsidy or whatever it was.
0:17:55.210 –> 0:17:58.860
Jennifer Vena
It’s a lot of money for only, you know that typical thing we’ve been facing.
0:18:3.540 –> 0:18:3.800
Lindsay Capland
Umm.
0:17:58.870 –> 0:18:21.260
Jennifer Vena
And so I think talking about the flexibility and the shift of how the center will serve many more children than the capacity of the center indicates yo might be helpful, but they can serve more of their employees than the actual center size somehow, especially if they have the school age care.
0:18:21.270 –> 0:18:27.830
Jennifer Vena
And if they have the backup care component, then it just grows and grows exponentially of how many employees the center can touch and support.
0:18:33.60 –> 0:18:40.850
Andrew Alayza
And when it comes to healthcare, I think one thing that’s fairly interesting in particular about Healthcare is the wide range of employees that you might have, right.
0:18:48.220 –> 0:18:48.470
Jennifer Vena
Mm-hmm.
0:18:40.860 –> 0:18:49.170
Andrew Alayza
So you have anything from like the PhD in the highly compensated as start doctors and then at the same time you have perhaps frontlines cafeteria staff as well, right?
0:18:49.380 –> 0:18:56.410
Andrew Alayza
So it’s quite a wide population as as you’ve had these different consulting conversations with healthcare clients in the past.
0:18:56.720 –> 0:19:1.760
Andrew Alayza
Do you notice perhaps that specific interest towards one side of the population versus the other?
0:19:3.540 –> 0:19:11.60
Jennifer Vena
I say, I would say it’s swung a little bit, but I think nurses, the clinical staff are key.
0:19:11.320 –> 0:19:19.50
Jennifer Vena
So it might be you know your radiologists, your RN, you’re the people interfacing with the clients, the people that are hardest for them.
0:19:19.260 –> 0:19:32.250
Jennifer Vena
They don’t seem as worried about their doctors right now because I think they think the doctors have got a lot of money and configure it outwards so they seem more worried about the people they need to run the hospital, but not as worried.
0:19:32.260 –> 0:19:43.480
Jennifer Vena
I will say I think there’s a realization that your environmental staff and your food service staff, you’re just not going to be able to afford the center based care.
0:19:43.540 –> 0:19:49.340
Jennifer Vena
I mean, that’s just kind of out of reach, but all of the LVN’s and you know, anyone who’s serving patients.
0:19:51.300 –> 0:19:54.400
Jennifer Vena
It’s who they’re they’re geared towards and the people that having trouble recruiting.
0:19:56.500 –> 0:19:57.390
Jennifer Vena
It does help.
0:19:57.400 –> 0:20:9.450
Jennifer Vena
I will say when we were trying to save a center when we were able to show like the oncologists and the the people actually using the center, I think that did help for them to see the center is serving.
0:20:10.90 –> 0:20:21.640
Jennifer Vena
You know, we we gave them the number of our ends and the number, but we also pulled out the few titles that were kind of also pretty impressive to show, you know you’re gonna upset these people if you take this, if you close the center.
0:20:21.650 –> 0:20:27.270
Jennifer Vena
So these probably aren’t the people you wanna upset because they’re also their revenue producers for them as well, you know.
0:20:27.280 –> 0:20:30.380
Jennifer Vena
So they’re bringing patients in, umm.
0:20:30.650 –> 0:20:37.370
Jennifer Vena
So we did use a **** bandage that direction and that’s also I mean it’s it’s.
0:20:39.490 –> 0:20:50.50
Jennifer Vena
The reality is that center is almost self sustaining or it was back in the day before all the labor increases because it had so many positions and it charge high market rate where it was located.
0:20:51.60 –> 0:21:8.370
Jennifer Vena
Umm, so when you when you go to that population you can charge high market rates then you can have a less financially the side of that requires less financial investment where if you want to target your nursing and your clinical staff or ends make pretty decent money.
0:21:8.380 –> 0:21:17.650
Jennifer Vena
But when you go down kind of the clinical staff latter they make less, they need more support to afford center based care, especially as our cost of care has gone up with labor costs.
0:21:17.780 –> 0:21:19.760
Jennifer Vena
So then you’re financial investment gets larger.
0:21:20.670 –> 0:21:27.220
Amanda Cozzens
So our subsidies less common would you say in health care than in other industries or?
0:21:25.650 –> 0:21:28.540
Jennifer Vena
No, no, they’re not less common.
0:21:28.670 –> 0:21:32.120
Jennifer Vena
It’s just it’s kind of the same thing that’s happened.
0:21:32.190 –> 0:21:42.550
Jennifer Vena
We even with our lease models and markets where it used to work, so it didn’t work at all markets, but there were some markets where they could price it if that was the audience they wanted to attract.
0:21:42.560 –> 0:21:51.790
Jennifer Vena
So like our lease model, the New York City only attract your you know your investment bankers and your lawyers and your people who can afford center based care at those rates.
0:21:53.510 –> 0:21:58.740
Jennifer Vena
But if you wanted to attract a lower level, they need more support, so that makes them more expensive.
0:21:59.70 –> 0:21:59.340
Amanda Cozzens
OK.
0:21:59.330 –> 0:22:1.280
Jennifer Vena
Yeah, but no, they still require subsidy.
0:22:1.290 –> 0:22:1.840
Jennifer Vena
So you can’t.
0:22:4.850 –> 0:22:5.240
Amanda Cozzens
Yeah.
0:22:5.250 –> 0:22:5.500
Amanda Cozzens
Yeah.
0:22:1.850 –> 0:22:5.500
Jennifer Vena
You can’t go that angle sales team would be furious with me.
0:22:5.510 –> 0:22:5.820
Amanda Cozzens
Don’t know.
0:22:5.510 –> 0:22:6.460
Jennifer Vena
If you went that direction.
0:22:7.390 –> 0:22:13.720
Amanda Cozzens
And now I’m more so just seeing hat like I know it’s often where we wake.
0:22:19.750 –> 0:22:19.910
Jennifer Vena
Yeah.
0:22:13.890 –> 0:22:21.300
Amanda Cozzens
Talk about making childcare accessible to populations that may not be able to afford it in some cases.
0:22:22.880 –> 0:22:24.290
Jennifer Vena
And that’s the direction.
0:22:21.310 –> 0:22:24.760
Amanda Cozzens
So just seeing how much we should go down that Rd.
0:22:24.720 –> 0:22:30.830
Jennifer Vena
Yeah, that is the direction I think help here is when we have the conversations, that’s the population they’re more concerned about.
0:22:31.520 –> 0:22:41.590
Jennifer Vena
I guess it’s more the kind of the middle population, you know, it’s not your doctor’s, but it’s also not your food service, you know, it’s kind of everyone else in the middle is who they’re most concerned about.
0:22:45.910 –> 0:22:49.920
Lindsay Capland
So we talked about space as a consideration.
0:22:50.210 –> 0:22:57.830
Lindsay Capland
Are there any other like objections or pain points that you think so we that you hear or have caught wind of?
0:23:1.150 –> 0:23:1.640
Jennifer Vena
Umm.
0:23:1.50 –> 0:23:3.420
Lindsay Capland
So they may not want to give up the space, right?
0:23:3.780 –> 0:23:4.100
Jennifer Vena
Right.
0:23:3.430 –> 0:23:4.760
Lindsay Capland
So that could be an injection.
0:23:6.670 –> 0:23:15.960
Jennifer Vena
Yeah, health care usually has liability is not an issue for them because they deal with, you know, major liability every day with the lives of people.
0:23:17.370 –> 0:23:23.120
Jennifer Vena
The equity thing does come up for them too, sometimes of like, what about the other people who don’t have kids?
0:23:23.130 –> 0:23:29.160
Jennifer Vena
And that’s where if you extend the age and you extend the backup care, you’re at least covering more people.
0:23:29.170 –> 0:23:32.780
Jennifer Vena
You’re still not covering the people without kids at all or grown kids.
0:23:33.590 –> 0:23:43.190
Jennifer Vena
When we do surveys, we do get a lot of people write in, in health care as well as other industries they wish they’d had it.
0:23:43.240 –> 0:23:52.590
Jennifer Vena
So you’ll get like people like you know, when I was an RN, you know, I, you know, when I had young kids wish I’d had the service, it would be great to have this here.
0:23:52.600 –> 0:23:58.410
Jennifer Vena
So they tend to be we get a lot of positive comments that they think it’s a good thing for the hospital to do.
0:23:59.970 –> 0:24:1.720
Jennifer Vena
But that that question still comes up.
0:24:4.280 –> 0:24:8.850
Jennifer Vena
And it seems to be like the whole, you know, equity focus of companies in general.
0:24:9.430 –> 0:24:9.660
Lindsay Capland
Umm.
0:24:10.640 –> 0:24:12.310
Jennifer Vena
Like some people have moved.
0:24:12.360 –> 0:24:13.470
Jennifer Vena
Who have I just talking to?
0:24:13.480 –> 0:24:25.130
Jennifer Vena
Might have been meta who used to have a like a $3000 baby bonus or something like if you had a child you got kind of this $3000 check and now they’ve turned it into like this $3000 Wellness.
0:24:25.200 –> 0:24:26.490
Jennifer Vena
Everybody gets it every year.
0:24:26.500 –> 0:24:37.590
Jennifer Vena
I’m like, Holy God, that’s a lot of money, but everyone gets it to spend on whether it’s your, you know, Peloton subscription or your childcare or whatever it is, you know for your life.
0:24:37.600 –> 0:24:38.970
Jennifer Vena
So basically, just give everyone a raise.
0:24:38.980 –> 0:24:40.30
Jennifer Vena
I mean, that’s all they did.
0:24:40.40 –> 0:24:43.340
Jennifer Vena
But yeah, I don’t think they have to prove what they use it for.
0:24:43.350 –> 0:24:45.900
Jennifer Vena
I could be wrong maybe, but that’s a lot of paperwork.
0:24:45.910 –> 0:24:48.980
Jennifer Vena
But anyhow, so they’ve gone to more of this equity.
0:24:48.990 –> 0:24:52.420
Jennifer Vena
So I think that’s where it kind of comes up as you are giving something.
0:24:52.430 –> 0:25:4.460
Jennifer Vena
And so it’s trying to show them, but yes, but if you’re able to retain your nurses or just call a nurses, but yeah, your people you’re able to retain them and keep them, that makes everybody’s life working with them better.
0:25:4.630 –> 0:25:10.930
Jennifer Vena
They’re working with trained people who know the policies and procedures, who know the patients, you know, for the state that they’re there.
0:25:11.360 –> 0:25:22.90
Jennifer Vena
Yeah, it makes everybody’s work life better to have that level of consistency and to have people focused on their job, not distracted, not wondering, you know, this random neighbor, I got to watch my kid today.
0:25:22.100 –> 0:25:22.610
Jennifer Vena
You know how?
0:25:22.620 –> 0:25:24.40
Jennifer Vena
How’s my child doing so?
0:25:25.500 –> 0:25:32.440
Jennifer Vena
And then I guess this is a umm all I can send you, whoever is point on this or I can send it to the whole group.
0:25:32.530 –> 0:25:44.200
Jennifer Vena
But we did do a good Alice wrote up a great piece on like their focus is on patient satisfaction, patient outcomes, and so there is a link to employee engagement driving those.
0:25:45.860 –> 0:25:46.280
Lindsay Capland
Umm.
0:25:44.310 –> 0:25:55.40
Jennifer Vena
So if you link, you know, childcare to help you, employee engagement to help you drive the patient outcomes and patient satisfaction and all that goes into healthcare.
0:25:55.50 –> 0:25:56.120
Jennifer Vena
So let me I’ll write a note.
0:25:56.130 –> 0:25:57.590
Jennifer Vena
Let me send you that slide.
0:26:0.840 –> 0:26:1.90
Lindsay Capland
Yeah.
0:26:1.100 –> 0:26:2.550
Lindsay Capland
And we’ve written about that before.
0:26:2.560 –> 0:26:4.460
Lindsay Capland
So that reinforces what we’ve yeah.
0:26:5.250 –> 0:26:5.530
Jennifer Vena
OK.
0:26:7.120 –> 0:26:7.500
Lindsay Capland
Thank you.
0:26:10.660 –> 0:26:12.690
Jennifer Vena
And you could, I mean, I don’t know how.
0:26:12.760 –> 0:26:14.910
Jennifer Vena
How if you want?
0:26:15.140 –> 0:26:17.510
Jennifer Vena
If this is too salty, let me just put it that way.
0:26:17.580 –> 0:26:25.850
Jennifer Vena
But there is a family satisfaction survey data that you can cut for healthcare to show what parents using centers say the center does for them.
0:26:26.40 –> 0:26:28.580
Jennifer Vena
If that’s something you wanna tap into so it says.
0:26:28.590 –> 0:26:35.750
Jennifer Vena
Yeah, returning to work and and able to work the hours they’re scheduled and that kind of stuff from users of healthcare centers.
0:26:36.700 –> 0:26:40.0
Jennifer Vena
Umm that that might be a value too.
0:26:42.270 –> 0:26:43.330
Jennifer Vena
The Jessamyn would have that.
0:26:50.640 –> 0:26:51.530
James Jenkins
I know we’re at time.
0:26:51.540 –> 0:26:54.230
James Jenkins
I don’t know if anyone was extra or keep going.
0:26:54.240 –> 0:26:54.540
James Jenkins
I don’t know.
0:26:56.140 –> 0:26:57.410
James Jenkins
Did you ever hear the star of the show so?
0:27:2.110 –> 0:27:5.170
Andrew Alayza
Thanks for the thoughtful comments for certainly helpful.
0:27:5.790 –> 0:27:6.640
Jennifer Vena
You’re welcome.
0:27:6.650 –> 0:27:7.520
Jennifer Vena
Glad I could be of help.
0:27:8.430 –> 0:27:9.20
Lindsay Capland
Very helpful.
0:27:8.660 –> 0:27:9.20
James Jenkins
Thank you.
0:27:8.720 –> 0:27:9.140
Amanda Cozzens
You have.
0:27:9.30 –> 0:27:9.340
Lindsay Capland
Thank you.
0:27:9.560 –> 0:27:10.280
Amanda Cozzens
Thank you so much.
0:27:9.900 –> 0:27:10.310
Joe Cordo
Thank you.
0:27:11.140 –> 0:27:11.730
Jennifer Vena
Alrighty.
0:27:11.800 –> 0:27:12.480
Jennifer Vena
Bye bye.
0:27:12.410 –> 0:27:12.770
Amanda Cozzens
OK.
0:27:11.980 –> 0:27:12.920
Andrew Alayza
Thanks, bye.
0:27:12.770 –> 0:27:13.160
Lindsay Capland
Thank you.