Speaker 0 | 00:12.214
Welcome to Building the Hospital of the Future, a podcast from Bon Secours Health System. Over the course of this series, we're taking you behind the scenes of a purpose-built hospital designed from the ground up in Limerick. From the first sketch to the first patient through the door. We'll meet the people behind it all. Because the future of medicine isn't just about technology or treatment, it's how those things come together to make people feel safe, seen, and truly cared for. And in episode one, we have none other than the CEO of the New Limerick Hospital, Jason Kenney. Welcome to the show.

Speaker 1 | 00:49.967
Thank you very much.

Speaker 0 | 00:51.108
Jason, I think everyone in the Bon Secours Health System knows a little bit about you, but for the people that maybe are not familiar, maybe you can give us a quick introduction to your role.

Speaker 1 | 00:59.873
Thank you. Yes, I'm just over 30 years in hospitals, showing every sign of it and indeed, started off life in the South Infirmary in Cork just over 30 years ago, went to the Mercy Hospital, did a stint in procurement. I was head of procurement in that organisation. Then moved on and went back to college and did masters in healthcare management and then got a flavour for general management, so moved down to Kerry, to Kerry General Hospital and spent a stint down there as deputy general manager and general manager of that fine hospital, then came back to Cork in 2010, where I became the deputy group CEO for Cork University Hospital Group, which is the CUH, Maternity Hospital, Mallow and Bantry, and spent seven years there and at that stage, then, I had the wonderful opportunity to become the CEO of Barrington's, at the same time when the Bon Secours acquired Barrington's.

Speaker 0 | 01:48.858
So, Barrington's, tell me a little bit about that. How did that start, and what's the relationship with Barrington's and the Bon Secours Health System?

Speaker 1 | 01:58.292
Indeed, Barrington's as a hospital is over 200 years old in Limerick, which is a wonderful institution of Limerick, and at the time, it was owned by a gentleman called Mr. Paul O'Byrne, who was a Vascular General surgeon and he owned the hospital at the time, with about 150 staff doing 11,000 discharges. The Bons acquired Barrington's back in 2017 and I became the CEO of Barrington's back then and it was at that stage, I'll be honest, in your introduction about the foundation of this, it was at that meeting with Bill Maher, the group CEO, where it first started about, this is phase one, we're buying a 48-bed hospital, which is a business, and we've got a building with it. The ultimate aim is to expand and develop a new hospital in Limerick, and that was as far back as 2017 and that was, to be honest, for me, leaving CUH Group was one of the reasons why I came to Barrington's. In addition to the wonderful, Barrington's hospital itself is the vision and the future of expanding and developing Limerick's first full-scale private hospital, so that was back in 2017 and today, we've gone from 11,000 discharges to over 24,500 discharges, 150 staff to 265 staff and growing every week, which is fantastic and an additional 35 consultants, so it's been a wonderful team effort from all involved for the last eight years as we move to the next stage.

Speaker 0 | 03:18.188
And you mentioned about those early discussions and how you were bought in because of that vision. What were those early discussions like? Was the site decided on? Was the building decided on? Were the services that were going to be offered decided on? How did that all start?

Speaker 1 | 03:30.664
2017 was a vision. There was no specifics, to be fair and then, as you get older, like my good self, fate intervenes and things happen for a reason and I must admit, there was two major changes between 2017 and when we started building. One was the merger with Bon Secours Mercy Health in the US. There is no doubt that that was a significant move and a gentlemen at the time, the Chief Operations Officer, Brian Smith, visited Limerick on more than one occasion, and Brian was looking at the existing facility and was saying, my goodness, what you're doing with what you have is fascinating and basically, imagine if you got something bigger, what you could do, especially in Ireland's third largest city. So, together with Bill and the board, the Irish board at the time, triggered back in late 2019 a commission, sorry, EY, to do a business case for the justification of a new hospital in Limerick. The second thing that happened was unfortunately COVID, where it really exposed Bon Secours Hospital at Barrington's in a very vulnerable manner, in that we were solely a perioperative elective surgical hospital, and overnight, the Royal Colleges switched off elective surgery, so we were floating with no engines. We had no activity. All our patients were turned off overnight and we were in a very, very vulnerable position and only for the Bons group and ultimately, the HSE taking us over, we wouldn't have survived because we didn't have medicine or medical patients to fall back on. We were solely surgical. So that really was humbling and that only further enhanced the business case, the need to diversify, the need to expand and I think those two aspects really came together, in addition to the already existing vision that existed with the Bon Secours Board and with Bill Maher as group CEO.

Speaker 0 | 05:20.002
Fantastic. And when did it feel like it was actually real? Like, when did the momentum start? Was it the turning of the sod? Or was there an actual point, like, Oh my god, we actually are building a hospital here?

Speaker 1 | 05:29.493
I'm laughing because when it felt real for me was when I went down to Penny's on O'Connell Street and bought a pair of boots, to walk a site, to walk a field, that's when it felt real to me. 10 euro for a pair of desert boots that are still in the back of my car, and I was next to Dennis O'Sullivan, who had the most high-end caterpillar boots or any other brand, sorry, if there's other brands listening to walk a field over there back in 2020 and fell on more than one occasion walking through a field, that's when it felt real. In terms of, you know what this is actually it, we're actually walking sites and it was during Covid as well, and we're both looking to each other going, it's out there, we're not in breach of any regulations, we've walked seven sites around Limerick in the first six months of 2020. It doesn't get as real as that.

Speaker 0 | 06:18.987
And tell us about the site, because a lot of people, you know, maybe not familiar with Limerick, tell me about where the hospital is being built? 

Speaker 1 | 06:29.201
We believe it or not, we had 13 options of locations and sites around Limerick and as Dennis always said, location is one thing, but the site quality is the next thing. Co-located utilities and how much effort we're going to bring utilities to the site so, being honest, this is a very, and there's no problem as a Cork man saying this, that the collaboration and cooperation of Limerick and the city and county Council in particular, was phenomenal. They wanted the Bons to succeed. So, we went into their offices and they had maps of Limerick and basically saying, this is a location that's already future proof for the following, this is zoned, this is this and our recommendations, you should focus here. To have that cooperation and collaboration really, really did help and speed things up and so this is one of maybe three final options out here in Ballysimon, and the minute we walked it and we just felt that, you know what, this, this does feel good, location, etc. and it was a 65 acre site and after a number of meetings with Robert and Rudy Butler of Kirkland Investments, who have been absolutely fantastic in terms of their support, we landed on the site at the front of, which is behind my shoulder here, the front seven acres, which just fell right from the very very offset.

Speaker 0 | 07:39.146
It's great to hear that during a time when the whole world was at a bit of a standstill and everyone was focused on the right here, right now, you guys were able to look to the future on what needed to happen. Speaking of which, getting to build a hospital is a really unique and rare opportunity in Ireland. What were some of the most important things for you when it came to the design?

Speaker 1 | 08:00.820
To me, like everything I do as a CEO of a hospital, is the right team around you and, quite simply, having the right experts around the table and we had a multidisciplinary design team with over 23 external companies of all various professions, right down to acoustics as an expert around the table, and that's very, very important. We have a good team in the Bon Secours, but we don't build hospitals every day, so you lean on and you partner with those who do this on a regular basis. So HOK, our architects, after a number of interviews, both myself and Bill Maher and Dennis, the Capital Projects director at the time, interviewed two or three interviews with a group of three architectural firms and we settled on HOK in conjunction with an Irish architectural firm called Ready Urbanism. But HOK had a history of building hospitals. They had just finished their 300th hospital in Abu Dhabi when we were meeting them, so we kind of said, they seem to know what they're doing, and we have the ultimate veto and the ultimate sign-off, but you listen to the experts, provide information, and you're right, the starting point was they had their patient design thing was the starting point. The building was in parallel. It was the pathways that was the starting point, and both came together and it's great to see experts at work. It was great to see those passionate people, professionals do what they do best and present it to us with pride. And we're sitting back going, we wouldn't change a thing. We tweak a thing. We might do this. But ultimately, it's been fantastic. I know that when they came over, they spent days walking around Limerick, looking at the history of Limerick and this crescent shape that we ended up with is not by chance, it was actually by design, pardon the pun, in terms of architectural, but on the top of O'Connell Street and O'Connell Avenue, you've got two crescent-shaped buildings. You've got the Crescent shopping Centre. There's a history of this crescent shape in Limerick, which fed into the design of this and even last night, I was meeting members of the Chamber of Commerce here locally in Limerick, and they were talking about what that design is, the shape and the welcoming, embracing, present shape. So, and I'm smirking to myself going, yeah, that was three years ago when we spoke about that in the project office inside and here it is, through fruition today.

Speaker 0 | 10:10.773
And what a landmark it is. So tell me a little bit about the mission element of the build. We all know the Bon Secours health system is a not-for-profit. How did Mission play into the design of the building?

Speaker 1 | 10:24.124
Yeah, I mean, one of the values, which actually attracted me, to be honest, stage of the career I was at 23, 24 years into working in hospitals, the alignment of my own values with the values of the Bon Secours really did resonate with me and to be honest, when it came to the design, compassion, so patient care and the whole design of the inpatient bedrooms. I mean, the curves building behind with the, I'll use the official title, glazed architectural terracotta, not orange, glazed architectural terracotta, That is all the inpatient bedroom block. It is huge. And the hospitality experience, I mean, I've worked in a large model four complex acute hospital, where there were very, very sick patients. This hospital is not an acute hospital in terms of trauma, in terms of the complexity. Our patients, thankfully, walk in, get a procedure and hopefully walk back out again. That is, and you need to bear that in mind when you're designing the hospital, not to have the patient feel that they're stuck to the bed, etc., so we've got things like a roof garden, and on a day like today, wouldn't it be lovely? And so like, I've walked many hospitals and I've often stood into the side, watching a patient on a crutch or a walking frame walk down just after a hip and knee replacement, down the main corridor, getting their steps and getting their exercise in, so straight away we're going, where else can they go? Why? If you're not in your pajamas, you mean your clothes? You had a hip replacement, you're not sick per se, so things like that became features of. So, knowing what type of service we're providing, knowing what type of patients we're looking after is very, very important. So, from the Bons perspective, the community and the local community, which is quite simply, know your patient. So this is a hospital, yes, based in Limerick, but it's a hospital for the Midwest and in terms of all those patients coming to us, which we hope will be over 45,000 a year, discharges, and the building behind us the clinic that serves us up, which I'll touch upon later, maybe in terms of how that came to being, will have over 100,000 patients going through that building, supporting the hospital.

Speaker 0 | 12:24.567
It's wonderful. It's great to hear that the patient put in the core of almost everything they're saying. Like, was the patient, what kind of elements of that were non-negotiables from the start? Because I'm sure the hospital has evolved, you know, what are the non-negotiables? You're like, OK, we definitely need this.

Speaker 1 | 12:41.489
In terms of design of the hospital, definitely the inpatient bedroom. The inpatient bedroom really spent a lot of time on that and what we've ended up with is one of the most impressive inpatient bedrooms I've had the pleasure of working in and soon to work in. It is phenomenal, absolutely, but it's not just a patient in the bedroom, it was also the next of kin or visitors coming as well. So little things like a couch in each room for sometimes your visitors visiting a hospital and trying to grab a chair from somewhere. So the coach is both for the patient and for the visitor. Things like we're looking at our hospitality services in catering. When the patient's having their evening meal, why wouldn't they have it with their next of kin? And provide that option as well for the patient. So, again, it's just recognizing that the patient is of a certain cohort. We're fortunate in a way that our patients come for diagnostics and need some corrective intervention, be it in terms of endoscopy and surgery, etc., or when we are becoming more complex with the medic patient, there would be a few sick medical patients as well, to be fair, so we've got to be conscious of that. So, in terms of the design of the wards, we separated the Electrosurgical patients from the medical patients on a different floor. So, but each room is really feels the patient space, and there's a double corridor in the ward, which I've never seen before. It's like a galley in terms of an airplane, we'll say. So there's two corridors and in the central section, then there are nurse stations and the support rooms so, and every bedroom, patient bed to the left, patient head to the left, be it north, south, east or west, is homogenous in design because international research has shown that, from a nursing perspective in particular, having that homogenous design reduces error, so every nurse in this hospital, when they go into that room, it doesn't matter which ward or which direction, it's always the same design.

Speaker 0 | 14:36.796
Speaking about those nurses, they must be super excited with the move away from Barrington's into the new Limerick Hospital just around the corner.

Speaker 1 | 14:44.499
Absolutely. The feedback has been phenomenal. Absolutely phenomenal, and it's great, actually. Most Friday afternoons, my colleague Sarah O' Sullivan meets, uh, with the heads of department and some of the staff and every person. We've got a stock of hard hats, glasses, high-vis vests, gloves and boots, and everyone's putting them on. There's even a bit of, uh, I suppose, banter in the self in that whole process of putting on boots and walking over in jackets, etc. and Sarah would take a few pictures and the phone, and everyone's just beaming, absolutely beaming. You walk up to the building, it's wow, but like, it is even more of a wow when you're in the building, especially, uh, with respect to our humble building aside in George's Quay, which is 200 years old and I used the example even again, like last night, met one of the surgeons and they were saying that. One of the biggest differences I found in a simple level, is the theater inside. One of the theaters in Barrington's has one door in, one door out. In this hospital, Theater 3 has seven doors in the theatre so little things like orientation, there's seven different doors for seven different purposes because the theatre today is built to the HM standards and technical standards of 2025, not of 200 years ago, so little things like that, and people just standing back, going, wow, and it's two to three times the size, everything is much bigger, but quite quickly, staff will get very, very used to that, very, very used to that. We're going to spend lots of time orientating and training and live demonstrations. In terms of before any patient is put through the service, we'd have staff volunteers, including myself, becoming a patient for a few hours and going through the whole patient pathway before we will put any patient through that.

Speaker 0 | 16:23.125
So you touched on there, the new standards, the 2025 theatre, and I guess that's across the whole new Limerick Hospital. Must be quite the contrast from a building that was built 200 years ago to now for the staff. I'm sure it's going to have a huge impact on their well-being and their day-to-day.

Speaker 1 | 16:41.984
It is phenomenal inside. So it's a kind of a, I suppose, an oxymoron in a way that it looks so open and so bright, yet so concealed in terms of acoustics, in terms of protection, etc., but you're right, and a little thing like the theatre staff and the endoscopy staff. If anybody ever worked inside theatre and endoscopy, like, it's so focused internally, and very, very few theaters would have external light. Mallow Hospital did, had one of the best theaters I've seen, a massive window overlooking the river Blackwater, up on a height, but most theaters are just four walls and everything is artificial. So, when the staff and consultants take a break, we now have a rest area in the theater block that has large windows overlooking the healing garden of the hospital and things like that were brought into the design process and straight away, thinking of the staff in particular, the consultants, it's a tough, responsive job. They have in the theatres and in endoscopy, and in the virtual cat lab and that 15 minute, half hour, one hour break, whatever it is, it's important to have that bit of light and have that bit of looking at what's happening in the world outside, so that came into the design as well.

Speaker 0 | 17:50.599
So, Jason, there's probably a few terms that are unfamiliar there for people, such as healing garden, but this probably leads us nicely into some of the main challenges when it comes to building a hospital versus a standard commercial building?

Speaker 1 | 18:06.592
At the starting point, it's just the whole how the building will run. I mean, this is a large, large building, so this is Ireland's first, as we believe, full electric hospital. It's got two air-to-water heat pumps. I've heard of air-to-water heat pumps going back a few years and new apartments being built, etc. These are two on the roof behind us, large air-to-water heat pumps. The backup fuel is biofuel, so there is no gas in this building. The biggest implication there, as I jest with my colleagues in catering, is the chefs. The chefs now have no more gas cooking, it's now gone back to induction cooking and the looks on their faces, they aren't too impressed when it doesn't be able to flambé some of the food, etc., so we're back to induction, cooking, full electric. That was a massive, massive change and a lot of talk and consideration about not taking a gamble. Far from it, because it's been proven across the world that we are full electric hospital that's open to sustainability, absolutely, but from a whole design perspective, so the difference you mentioned about an office block, and again, I'm not an architect, I'm not an engineer, but I've listened to many, many meetings, 40% of this building is mechanical and electrical engineering typically, I believe, is 10% in most buildings, 40% of this with our parentless Jones Engineering is 40% and Sisk are 60% building, so it is a completely different building. The number of air handling units the, I mean, I walked the hospital in many occasions and above the tiles that are going at the moment, to see the miles and miles of cables and ducting and pipe work. It was phenomenal, absolutely phenomenal. So to me, that is a major, major difference in terms of what a hospital and what at the same time. Then I'm sitting back going, it's going to be good fun validating this when it's trying to turn on all the systems, uh, over there a number of days in July onwards and how everything is connected and how everything works. That's why we go back to the starting point and you trust the partner that you've done this before, which is like Sisk Builders and Jones Engineering, who we have got a long history with and if I'm not mistaken, I believe Sisk were involved in building the very first Bonds hospital 112 years ago in Cork, in College Road, so, and here we are 112 years later and their family extension is involved in building the one in Limerick, so I think they know a thing or two about building hospitals and we have a very good and have had a very good relationship with six, Sisk sorry, and that is very, very important in terms of the I suppose, trust that when we start turning things on, that is which we're doing right now. By the way, absolutely read through and touch wood going very, very well. 

Speaker 0 | 20:45.106
So no doubt you brought on the best experts. But no project has, you know, is without its challenges. You know what are some of those big challenges that came up that you had to overcome? 

Speaker 1 | 21:03.113
Um there is no doubt, I mean, it's not gonna be a shock to listeners, in terms of money and the budget, and the budget. We had in our mind first day to build this um fairly accurate, you get quantity surveyors and you go through the detail. However, we came out of COVID and everything just went absolutely skyrocketing and people can remember, like the construction inflation was the terminology used back in 2021, 2022 construction inflation and that happened right in the middle of us finalizing design, finalizing the planning permission, and going to tender to build the hospital at probably the worst time possible and it was a significant difference in what came back versus what we projected, a significant difference. However, with the support of both the Irish and American Board, the business case was re-looked at, the business case was re-viewed and re-analyzed, we had tweaks made in terms of design when we started designing the the building we were hoping for, not hoping, we're designed for 154 treatment spaces, 75 inpatient beds and the remaining day case beds, etc. we've ended up with 194, 40 extra. That 40 extra then would bring in extra activity, extra revenue, extra support in terms of the budget, so there was a phase there where there's a number of months going this is way beyond, and I emphasise the words, way beyond what was originally anticipated because construction inflation ran over 20%, which was unheard of at the time. Most other organizations could have said not now, not this organization had such faith and trust in what they wanted to do, it is Ireland's third largest city at the end of the day, and the business case is and remains very, very strong and the support of the patients of Limerick in the wider Midwest, and in particular the GPs, and really talking to them again was saying this will be supported, so, yes, I look at that, there's excitement, but there's also responsibility in terms of paying back that trust, in terms of what's been given to us and the team in Limerick to open this hospital and operate it to what we said we would do and I have no doubt we will.

Speaker 0 | 23:18.168
Well, it's really incredible. When faced with challenges, a lot of other organizations would suppress their ambition. But it seems like you and the other senior stakeholders actually rose to meet those challenges.

Speaker 1 | 23:30.184
I've often had a chat with, say, my friends of mine or colleagues etc., who say, you spent 23 years in the public voluntary sector, what's the difference between that and the private sector? In hospitals, very little. You walk through the front door, very, very little. But you're right, the financial challenges that we face in the private sector, like Covid at the time, we hired 29 extra staff coming out of Covid because we knew we had to treat the backlog of patients. We had to do more to bring in more revenue, to repay the debt that we suffered, so in terms of the budget for the new hospital, we had to build a bigger, to put in more beds, to see more patients, so you're right, there is a correlation and there's no point in shying from the the terms of using things like revenue, we are a not-for-profit, but we are for surplus, where we need to make a surplus to invest into the buildings, maintain them, equipment and staff, etc., so, and we get that from our customers, and one of our customers is the likes of VHI and Laya and Irish Life, etc., and they pay us for the services for their members, that's our income. We don't get state funding in terms of directly, only through other third-party mechanisms like NTPF or public sector tenders, etc., so we have to develop that ourselves to fund and look after our staff and our building and the equipment, etc., so it is a model that does focus the mind in terms of what you've got to do to pay the bills, as I say and with this building behind us, yes, it's been built, but it has to be paid back.

Speaker 0 | 25:00.272
And Jason, how does it feel? Personally, does it feel like you're coming to the end of a marathon with light at the end of the tunnel? How are you feeling personally?

Speaker 1 | 25:09.932
Very good, to be honest, very good. And it's a very good point, to be fair. I don't see it as a marathon. I've often used the phrase, I use many analogies, so my colleagues now would have vouched for that. I can come up with a different one every week. But at the moment, I like the analogy of a relay race, and in particular, over the last year or two, when we've seen what our international women's team, in fairness in the 4 by 400, et cetera, And running with a baton and quite simply, I joined in 2017, I got a baton, I have it in my hand at the moment, and responsibility A is don't drop it, responsibility B is hand it over to the next person. This building is here for the next 50 to 100 years. I'm not, so it is not my building. It is the Bon Secours Health System, which is 200 years old, so it's more of, for me personally, it's a relay race. I'll run my leg, run the bend, and I'll run as far as I can run, as I need to run and then we'll hand it on, and that's what all of our team will do. 

Speaker 0 | 26:04
Sounds like a whole project's giving you energy more than softening at this point. 

Speaker 1 | 26:07
Very good point, absolutely. So why wouldn't it be, in fairness, when you see outside and with the team inside? I mean, there's a big drive at the moment to hire 300 new staff, which is absolutely fantastic. However, we've got 260 inside that we need to look after. So there's two phases to this, we've got to transition the existing team, embed them and get them to be looked after, and then bring in 300 new staff on top of that, so we are doing a lot of good work on the whole area of the people, management and culture, etc., which is very, very important and having spent many an hour listening to lectures and what not about culture, etc., quite simply, culture, to me and the Bons limerick, is how we do things around here and at the end of the day, the existing 260 staff, that's their responsibility to inform the next group coming in. This is how we do things around here, and that's how we protect the culture and that culture then resonates, and as a consequence, patients feel that, and the patient experience feels that, so there is in no doubt that the staffing numbers is the talk of at the moment and it's very, very important, get all the buildings you want. If you don't have the staff, no patients get treated.

Speaker 0 | 27:19.975
So, Jason, I think people are starting to recognize the front of the hospital with this beautiful glass and crescent shape. But behind this is another fantastic new facility for patients. What is it?

Speaker 1 | 27:32.324
That is what we call our clinical services hub. That's a five-story building, just over 50,000 square feet. During the design of the hospital, it became apparent that, and especially with what I had mentioned earlier about COVID, the whole outpatient journey, an outpatient is patients coming to see a consultant, coming for a diagnostic, like a cardiology, echo, or a stress test, or a doppler or something vascular, things like that, or radiology, they don't necessarily need to be in the hospital and keeping those patient pathways separate to the patient pathways of the inpatient and day case began to emerge and again, so we have a seven acre site so we spoke again with our partner Kirkland Investments, and we looked at the opportunity to lease and build a building behind that, they would build it, we'd lease it back off them. But secondly, when it comes to radiology, we have a partner in radiology called Alliance Medical, and together, Bons and Alliance formed a company called Barrington's MRI so radiology is provided by that company, and the Bon Secours Hospital Limerick at Barrington's is the customer of that company so we've got proverbial skill in the game and basically, we've now split our radiology department into outpatient and inpatient so that whole ground floor of the clinical services hub is entirely outpatient radiology, MRI and Limerick's first PET-CT, which is fantastic for the people and the patients of Limerick and the wider Midwest and having worked in CUH, where we opened the PET-CT back in 2012, where the Cork patients were all going to Dublin because there was no other PET-CT so there is no PET-CT, and PET-CT has many, many functions today versus historically, where it was primarily used for, unfortunately, staging of cancer, diagnosis, etc., but now it's got applications in the cardiac world, urology world, in the neuro world. We've also recently approved Limerick's first private mammography service in the clinical services hub, so that building is going to become very, very important and will be very important to us, where patients come, get their diagnostics, see the consultant, and then if they need a procedure, they refer to the hospital, and in that building as well, we've actually located all of our corporate services, so HR, finance, revenue cycle, patient access, IT, myself. We've only got two offices in the hospital, our director nursing and our business manager, that's it. There are no other offices in the hospital. Every square foot of that hospital is assigned to patient services, clinical space, and that's how we ended up with the building behind.

Speaker 0 | 30:05.596
The clinical service hub sounds like a fantastic addition for the people of the Midwest, but there is one last thing that I'm sure everyone wants to know. The opening date of the new Limerick Hospital is...

Speaker 1 | 30:19.392
September the 1st, phase one, in relation to looking at endoscopy, the procedures, and then phase two, at the end of September, start of October, we will transfer surgery and ophthalmology and inpatient medicine and that is all on the basis that we get the building on Wednesday, July 9th from Sisk and Jones, and from July 9th to September, lots happening.

Speaker 0 | 30:41.495
Jason, thanks so much for your time. That was Jason Kenney, CEO of the New Limerick Hospital. On our next episode, we're going to be talking to Dr. Siobhan Grimes on the clinical transformation journey that we've gone on so far as we approach the opening of the New Limerick Hospital. Take care and we'll see you on the next one.