KVH News

We sat down with some of the team that keeps our facilities clean. 
McKenna – 2 years
Patty – 12 years
Paula (PC) – 31 years
Sara – 10 years

What does environmental services look like? Is it different in patient care areas?

PC: I do the Critical Care Unit, Imaging, Surgical Outpatient, three rooms on Med/Surg, the Doctor’s Room and Social Services.

M: Some deal directly with patients and some don’t. Some of us do offices.

S: I do both. I deal with offices, the cool crew up here, you know, and I deal with patient areas too, so I have both sides.

Who works in the clinics in this group?

S: Me.

P: I used to work in the clinics, and now I’m in the Emergency Department. I really enjoy the faster pace there.

Does environmental services handle the OR? That’s like a whole other level is it not? I mean, I know you have to have things clean, but, like, there’s *stuff* going on in there.

M: It’s pretty detailed. After a surgery, I go in, take up the trash, then move everything to the middle of the room and mop the ceiling, mop the walls –

Why do you move everything to the middle of the room? I’m picking up housekeeping tips.

M: So I make sure I get everything and don’t miss anything.

So you move everything to the middle of the room and then you sweep, you mop –

M: No, we can’t sweep. No dust is allowed back there. I can’t use a duster. You just don’t want a lot of dust in the air. So I mop the ceiling and I mop the walls.

You mop the ceiling? That’s something I didn’t know.

M: Yeah, it’s basically like a microfiber flat mop. So I can throw it away. It’s a one-time use. And I have a pole extension so I can get the ceiling.

That is crazy. But you know there’s a concern that everything be clean, so, okay. Wow. Okay. That’s just the tip of the iceberg, I’m sure.

S: It’s the same as what you do if you have a contact room, like if you have MRSA, you basically have to do the room the same way. With surgeries, you do the ceiling and the whole thing once a day at the end of the day, unless we have totals, which happens on Tuesdays.

(For the more sensitive souls out there, I’ll just summarize what they shared next, and say that total hip replacement surgeries need to be cleaned up after, every time. Now, back to the interview.)

So when you’re doing a room in Med/Surg or CCU, there are different signs on the doors, right? They’re clues that something’s different about this room. Tell me about those.

PC: We have a sign that is brown and that’s enteric. So you clean that with bleach water, 1:10 (ratio) bleach water solution. Droplet is the green sign. We use Virex disinfectant cleaner for that. We have the orange signs for contact. You have to go in there and use your Virex, change curtains, wash walls…

Do you guys mask up for any of this?

S: Yes, and you have to gown up.

PC: With droplet, you have to wear a mask. With contact and enteric, you have to wear a gown.

Is there always somebody here on duty? 24/7/365/Christmas day?

S: Every day, yes. And pretty much all day. From 1:30-3:30 there’s a night janitor available to help with anything that comes up.

PC: I’m here at 4 a.m.

How are the clinics and outbuildings handled? Are there dedicated staff for clinics?

S: There’s someone that does Family Medicine – Ellensburg, Orthopedics, and Pediatrics, so they just clean those. And then there’s someone that just does Radio Hill, Physical Therapy, and Occupational Therapy & Speech Therapy. Then there’s Laura, she does Internal Medicine and Workplace Health. I do Women’s Health, General Surgery, and here (upstairs at the hospital).

So in the hospital, this is the place where cleaning could happen at any time, but with the clinics and the external buildings, it’s pretty much before or after hours.

S: Right. When the clinic staff leaves, then the housekeeper comes and cleans.

Environmental Services is an 18-person crew, plus 3 in Laundry, responsible for keeping clean 135,000 sf of KVH facilities.

Are there any ideas people have about the work that you do that you want to correct?

PC: Well, some people think that literally all we do is mop the floor and collect garbage. It’s more detailed than that. I’ve actually had patients say to me, “Oh, you got the fun job cleaning up after us,”  and I go, “Well, you know, it pays the bills.” (Laughter) And I’ve done it for a very long time. So then they ask me how long, then they say, “Wow, you’re a lifer!”

One of the things I forget is that your jobs are 100% on your feet, all the time.

Is there anything that might surprise us, like mopping the ceilings, about the work you do?

M: You’re tested on how well you clean the room. There are invisible dots everywhere.

Oh, what? Tell me about this!

M: It’s from the company Ecolab. Before surgeries, someone will go in and dot the room with these little invisible dots that I can’t see. After I clean, they go in with a black light and see if the dots are still there.

Is it some kind of substance that would come off if the surface was cleaned, is that the point?

M: And you can’t just wipe it, you have to really rub hard on it to make sure it’s actually gone.

How often does that happen?

M: Several times a month.

S: They do it in Med/Surg and CCU, too. And OB, when you clean the C-section room, there’s a checklist, so someone has to check everything in that room to make sure that it’s clean. So it’s not just your eyes that have been on that, it’s other people, too. So that’s kind of cool.

Well if you think about it, like the number one piece of health advice that people give is wash your hands. And I don’t know if you realize or if people think about how important the work is that you do, because if we didn’t have a clean environment here, can you imagine how sick everyone would be? So, bless you for all you do.

What are the challenges of working in environmental services?

M: When someone calls out sick, because then you’re covering multiple areas.

S: Being in more than one place at a time. It’s like, be here, do this, do that. And the hours, you know, the hours aren’t always super ideal. It’s common for people at KVH to have an 8-4:30 job, but most people in our department don’t.

What are the rewards of working in your department?

S: I would have to say, the people. Speaking for myself, General Surgery, Women’s Health, the people here. At first, I never wanted to work upstairs ‘cause it’s all administrative staff. And now that I’ve been up here, I really like these people. I can get used to working up here, you know?

Let’s put it this way. If you’re that special person who loves cleaning, then maybe that’s what you like. But otherwise I would think it would be about the patients, and the people.

M/S (unison): I like to clean!

PC: I really like interacting with patients.

It must be tough, ’cause you guys have physically demanding jobs, but you have the opportunity to be a bright spot for somebody that’s probably not having a good day. I’m sure you are very much appreciated by patients and families.

What does it take to have a good day at work?

Everyone: Sense of humor!

PC: Also have a positive attitude and respect each other.

How does environmental services support the KVH mission of providing quality patient care?

PC: A clean environment, I would think.

M: We help not to spread infection.

S: Yes, infection control. Make sure everything’s clean.

You’re protecting patients, right? And staff. You should have police badges. I’m seriously in awe of the work you do. Everyone else will be, too.

INTERVIEW #1
We sat down with the Engineering team to learn more about the ways they take care of KVH facilities. Mitch (team lead, with 12 years at KVH); Terra (department secretary, 11); engineering techs Robert (.5), Tim (8), Jody (26), and Ben (2).

Who’s the go to person for what, on your team? Jody’s the painter.

M: So is Terra. We go to Tim for locks and doors. Robert’s our HVAC guy.

J: Ben’s master plumber.

(To Mitch) And you’re the enforcer.

Tim: He’s the phone guy.

What’s the best thing about working in engineering?

J: We’re never doing the same thing, day after day after day.

What’s the most challenging thing?

M: The frustration sometimes of not being able to fix things as fast as they need to be fixed. It’s challenging. When heating goes down when it’s cold out, or the cooling goes down when it’s hot out, how fast can you get it going?

‘Cause you’re only going to hear from several hundred people.

M: Another challenge is the 13 houses that we own; they need constant care. And then we have all the outer facilities, too.

Including Cle Elum?

M: That’s where Ben is now. Ben’s our Cle Elum guy. We spend a minimum of one day up there every week. We have preventative maintenance that needs to be done. It comes in huge sheets. Hundreds and hundreds of things that we have to do besides emergent things.

There’s a checklist about a mile long is what you’re saying.

Your work covers such a wide range. Can you give me a simple definition for engineering?

M: General maintenance. And sometimes we have to actually engineer something to keep it working.

Any engineering misconceptions you would like to clear up?

Tim: We’re not security.

M: We’re part time security when needed. And we have these little vests we can throw on. Other than that. Yeah. I think they look at us like we are, it’s not what we do.

Any other misconceptions or surprises?

M: I’ll take people on a tour, and they get to talking about the heating and cooling, and to actually see how that works is kind of fascinating if you’ve never seen the large scale of it, with the giant chiller and boilers making hot water and cold water, sent throughout the whole building.

With surgery, there’s things that have to be a particular temperature…

J: And humidity. We have to control humidity. We fought it all last week with the rains.

You can’t change the weather. So how do you control the humidity?

J: By computer. There are units installed that can add humidity or dehumidify the surgery suites.

R: With room temperatures, people have different preferences, but we have to find happy mediums.

M: Our goal is to be 71 degrees. That’s, that’s the happy place, really.

I love that. That should be your motto.

So why do you guys come around to offices with a stick and a piece of ribbon attached to it?

Checking air flow. To see if air is blowing. If not, then that is probably part of your problem.

Now is that one of those checklist things that you do periodically or is that when you’ve got a complaint or both?

M: That’s if there were complaints.

You have supply and you have return. We want to make sure the air that’s being blown in is being taken out. If you go up on the heliport, you open the door to that fan and it’s a hurricane. That’s the kind of pressure it takes to fill the building. And if you’re going to pressurize it, you have to remove it, too. So we’re dealing with huge fans to make this work.

We think of “call” as a patient care thing, but you have 24/7/365 coverage. How does that work?

M: We rotate. We each get one week, through the weekend.

J: From Monday to Monday.

Have you ever been called in in the middle of the night?

J: On a weekly basis, yeah.

“It’s 65 degrees. Get down here!”

R: Sometimes people think we’re not getting to their problems, but it takes time to fix things. And with outside vendors, we’ve got to wait even longer. “I put that two weeks ago.” “Yeah. I haven’t gotten the part yet.” And then there’s money concerns. I mean, if it’s a big item, we’ve got to wait for approval. People can get frustrated waiting.

I think a lot of us are used to instant fixes. Right? Need to get that fixed in 30 minutes or less.

M: You may have a light out right here for you in your office. We go through the work orders and make sure that the patient care items are handled first.

I’ve heard you say that before, that you prioritize patient care. It’s why I’m always shocked when somebody shows up for my thing. I’m like, don’t you have a list a mile long of really important stuff?

R: We might be waiting on a part! (Laughter)

You all work so hard. How do you survive a day in engineering?

J: What keeps me coming back every day is the crew that I work with. The people on this team.

You’re in it together, right? That makes all the difference.

Baseline responsibilities: 2,000 pieces of equipment, 3,597 PMs, and 33 systems

INTERVIEW #2
Director Ron Urlacher currently spends about half of his time focused on facility renovations. He’s grateful for a capable team that expertly handles the department’s ongoing work. Ron shared some additional insights with us about the work of KVH Engineering.

One of the difficult things to wrap my brain around is defining what Engineering does. It seems like a pretty broad spectrum.

Ron: And it is. Maintenance calls – plugged toilets, changing lights, hanging up whiteboards, all those little things – and lots of square footage to take care of, including the district houses, with lawns to be watered daily, garbage to be set out for weekly pick-up, and general maintenance.

When one of those systems goes down you have to put on your problem solving hat. It’s a whole different skill set. Even if you can’t fix the problem, you need to understand the problem so you can call the right contractor and relay the right information so they can come prepared.

For example, let’s say an air handler goes down. You need to determine if it’s a mechanical problem, electrical problem, control problem, or other system feeding it such as boiler or chiller and everything associated with that. With each of these problems come different contractors. It could even be IT infrastructure as our controls are computerized. Anyhow, that’s when the fun starts.

We also handle office moves, interjected into the normal workflow. And there’s all the preventative maintenance that we do. I wish I had a count of the pieces of equipment.

I’m sure it’s hundreds or thousands or…

Ron: Literally. And each piece has to be maintained. Which gets into the world of compliance. A lot of things have to be documented on a regular basis, things that inspectors look for.

How is engineering different in a healthcare environment?

Ron: There’s so much variety. The hospital has 33 distinct systems we manage and maintain. There are some commonalities, but each system is unique. Trying to keep up on the science of all those is a challenge.

How does Engineering support the mission of KVH?

Ron: Through safety, really. Some of these systems are high risk. Like when a patient is on oxygen, the expectation is that oxygen will flow and that’ll flow at the right rate and it won’t be liquid, you know? It’s about creating a safe environment. We work behind the scenes so that you can take it for granted.

Patients won’t even realize that you’re there, because everything is working as it should be.

Ron: Exactly. I always say if they don’t see you, that’s a good thing.

Located in two separate facilities, the KVH Central Billing Office covers a range of services and responsibilities. We sat down with three long-time CBO employees for a glimpse at the work they do to serve our patients, the community, and the organization itself.

Photo (L-R): Tara, Kelly, Leah

Leah, you and Jill and Yvette are the faces of KVH Hospital. What’s a typical day for you?

L: As a Registration Clerk, I register hospital patients for all the different areas, like lab, imaging and emergency. I also train our staff on the patient registration process.

Does everybody in Registration work the main desk and ER?

L: Yes. We train everyone to work at both.

What was it like for you when you first started here?

L: Well, I’ve worked in healthcare since I was 18. Before I came here, I worked at Swedish and at Overlake Hospital. So I was able to draw on those experiences.

So, say somebody comes up to your window and they don’t feel well or they’re upset. How do you deal with that?

L: I’m very compassionate with patients. Some come regularly for care. One patient comes to mind who, when she checks in, she could be crying or happy, but I always reach out my hands for her to grab onto, and she feels better right there.

A lot of folks get comfortable with you and they don’t want to go to anyone else to get checked in. I try to do everything I can.

Tara, what is the billing office like?

T: No day is the same, with the constant changes in payers (entities paying claims, such as insurance) and healthcare.  We review claims for errors and fix them, submit claims to payers, do claim/denial follow up, post payments, send patient statements, and do self-pay follow-up and collections.

And as Billing Office Supervisor, what does your team look like?

T: We have three billers for primary (main) insurance, two billers for secondary insurance (which happens, for instance, when a patient has insurance through their work and also has coverage through a spouse’s insurance – one insurance is primary, the other is secondary), two self-pay financial counselors, a revenue cycle clerk who collects patient payments, and a cash poster who posts patient and insurance payments.

Kelly, what do you do?

K: I’m the Charge Master Coordinator. Tara and I’ve been here just about the same amount of time – 14 years, and some change.

I manage the charge master, which is a database. Anything that could possibly be charged, for clinic and hospital care, is housed either in our charge master or in the pharmacy’s charge master. I work closely with Coding and Billing to ensure every CPT (Current Procedural Terminology) code is attached to a charge, that the codes are correct, that they’re hitting the bill correctly, and that we’re not overcharging.

I audit a lot of accounts. The Quality team reaches out if they need a chart audit done. So by the time it hits my desk, there’s a problem or it’s one we didn’t look at. And then they’ll have denials or claims that won’t get pushed through because something’s wrong. So I look at those, as well.

When people ask, “What do you do?” I’m like, “It’s probably easier to say what I don’t do.”

How have you spent your 14 years at KVH?

K: I started actually in Revenue Cycle Management, which at the time also covered nighttime registration. I did a lot of the cash posting and chart auditing.

T: I started working as a Registration Clerk right out of high school, and also worked for a short time in Home Health before I came to Billing.

So, you all spend a good amount of time on the phone in your jobs. How do you feel about that?

L: It’s more about how the patients feel, right? Until recently, when folks called for Imaging, we’d answer the phone, then they’d be transferred to Imaging’s phone tree. It was backwards. Now, when you’re calling the hospital, a phone tree picks up with options for Billing, Imaging, Lab, HIM (medical records), and ‘Other’. Callers can select ‘Imaging’ and connect with a live person in Imaging. It’s so much better for patients.

Tara and Kelly work in traditional office settings, but your work environment is…

L: It’s like the mall. (Laughter)

With busy times and quiet times. What do you do when there’s no one to register?

L: We have other duties, and we try to do them when we can, but it’s tough to get things done between patients, so we do more on the weekends and early mornings and evenings.

So you didn’t mention the mail, you guys do mail?

L: We take mail out in the morning and then I take it in that afternoon to the post office. 

I’m sure it’s fun when somebody does a massive mailing.

L: Like Marketing. (Ouch!)

What are the challenges of your jobs?

T: One of the biggest challenges we have is keeping up with the changes in healthcare as everything effects our department.

K: People don’t think about us until the end. Absolutely everything that happens upstream stops with us. If it’s broken, if it’s not working right, if the charge didn’t drop, if the documentation isn’t there to support the charges, if there’s the wrong information on the claim because it was registered incorrectly – things that if looked at upstream would make our jobs a lot easier.

T: We have really been working to improve the communication between departments organization-wide. We have implemented weekly and bi-weekly meetings with other departments to discuss any current issues we may be having.

As billers, we are wired to correct issues regardless of where they originated, so we can quickly get the claim out the door. Because of this, we’re not always the best at communicating those issues. That’s why we’ve implemented Registration and Coding work queues, and are able to send any issues we come across back to the departments for corrections. Plus, when we implement changes like these, we see our AR decrease.

L: For registration, the challenge is making sure things are done accurately from the start, with the right insurance and demographics for the patient. Our CFO recently told us our self-pay list went from 4% to 2% after all the training we did at the clinics. That’s a good improvement to help with Billing’s challenges.

In your roles, you’ve got to be compassionate, but do you ever feel like you are absorbing people’s stress? Are you there for each other?

L: Definitely. We also have good bosses. In Registration, Yvette is there whenever we need to troubleshoot or be encouraged.

T: We’re a family. We really are. We’re pretty blessed with our departments.

So you kind of tiptoed into the next question: what are some of the rewards of working in your areas?

L: I love challenges in my job. If there is an issue, I usually can fix it. And when my shift’s over, it’s over. I can go home and be with family and leave work at work.

How do you see what you do as being part of the mission to provide patient care?

K: We talk the patients through complaints a lot of times before they even get to Quality. We’re able to work out billing issues, charge issues, things like that. If we keep the patients happy, we keep them coming back. You know, times are tough right now. Just having a conversation is helpful for many patients, who don’t necessarily understand their insurance, let alone charges from the hospital. Just giving them that additional information, then they’re like, okay, I get it. Nobody wants to pay those bills, but they get it, you know?

T: Even though we’re not providing direct patient care, we are the last department that the patient encounters, so we have a huge responsibility to meet their needs – whether that’s explaining their charges or insurance benefits, or helping them set up payment arrangements. One of our biggest challenges is that most patients don’t understand their insurance benefits.

Anything else you’d like to share?

K: It’s always important to remember what it was like before we got involved in healthcare: how much did we really know? You know, you presented your insurance card and you didn’t worry about it. Remembering that, and having understanding and compassion for patients is so important.

We all feel that way, and it helps that we work with a really good team of people.

We sat down with KVH Senior Finance Analyst Jason Adler and Accounts Payable Specialist Deborah Connors, to try to get a handle on the mystery that is healthcare finance.

How is the work divided between the team in your department?

Jason: Accounting is a part of finance, and finance is also the whole revenue cycle. They all partner together.

Deborah: And you do a lot of budgeting.

Jason: I do the budget and it rolls into accounting to compare the budget or financial plan to the actual accountings.

Deborah: I have a very small part of the whole accounting department. Pretty much just paying the bills.

Jason: Well, I think she has a really big part. How much money did you spend last year?

Deborah: You know, I don’t remember, but I did hear Kelli [Goodian Delys, Finance Director] say that I wrote over 10,000 checks. One night I was here until 7:30 doing checks and someone’s like, wow, you’re here late. I’m like, I’m just trying to keep the lights on.

Jason: Literally.

If you were to give a really high level of what your teammates do, what are the different roles? Kelly Winters does payroll.

Deborah: Kelly does payroll. I pay the bills. Vicky Sterkel pays the bills. She enters employee deductions and things like that. She also sorts the mail that comes in and helps do a lot of data entry in Cerner for matching invoices to purchase orders.

And Sharoll Cummins?

Deborah: Sharoll does just about everything else.

Jason: She puts in journal entries to account for things like bills we haven’t paid yet, like when a company bills us about a month behind, but we need to expense it at the time of service to ensure we have the money for it.

Deborah: Sharoll also keeps track of all the fixed assets, whether it’s a new computer system or a building.

What program do you use for all of this work?

Jason: We probably use Excel the most. Multiview is our general ledger software. So that’s where everything comes together in our general ledger, which is like the book of truth, I guess you would say.

What’s different about working in finance in healthcare?

Deborah: I had to learn a lot of terminology. My first six months I googled a lot of things, many of which I wish I’d never looked up. But, accounting is accounting. The basic principles are the same. It’s just the terminology that is a little bit different.

I just know from my perspective in marketing, but marketing in a healthcare environment has that layer of ‘it’s for a greater good.’

Deborah: That is actually part of what drew me to wanting to come to work here. You know, being part of an organization that does good things for people.

Jason: I guess one of the biggest differences with healthcare is learning how we actually get paid, and what we can charge for. Every payer pays us differently.

Deborah: Incredibly complicated.

Jason: Yeah. And contracts with insurance companies will conflict. You might have a contract with one insurance company where a service is allowed and paid for and another company that is complete opposite.

Deborah: There are a lot of things that are very negotiable.

How do you keep all of it straight?

Jason: It takes the whole team. There’s little things like with Medicare and Medicaid where location is really important on how you get paid. We can do the exact same service in two different areas and what we get paid for the services can be significantly different.

Deborah: And even things like the utility bill. Engineering absorbs most of the utility bills into their department, but not all. The ones for the Rural Health Clinics get charged to the clinics, so they can be included on the Medicare Cost Report reimbursements.

I think that’s the single biggest thing that I learned since coming here, is how complex the entire finance system is.

Jason: We do the cost report, so we’re paid on cost from Medicare and Medicaid, which is about 60 percent of our business, but pays about 33% of our costs by the time we factor out all non-allowable expense. It’s just accuracy with the most basic things such as square footage of my office compared to a patient room. Just the square footage makes a huge difference on payment for services.

Speaking of having numbers right, how often do audits come into play?

Deborah: Two a year.

Jason: The state audit, and the independent audit.

Deborah: It’s my understanding that government agencies whose revenue exceeds a certain dollar amount are required by law to have independent audits done on an annual basis.

Jason: It’s required that the board choose a firm for the independent audit. Our firm is DZA and they just did the report out at the last board meeting. We have a state audit every fall.

Deborah: We don’t just go, “Hey, it’d be a great idea to get audited.” It’s required by law.

Jason: We’ll have payers do audits, too. We hire a third party audit to audit patient accounts. Just at random, to check that we’re doing a good job.

Deborah: And that’s a big part of the audits. It’s not just “What are you doing wrong?” It’s like, “This is the way we’ve been doing things. Can we do it better?”

What are the challenges of finance?

Deborah: I have a huge volume of work that comes through. It never stops.

Jason: Yeah, the volume’s a big one. I’ve just learned that even though I’ll have some periods with tighter deadlines, I do what I can, and at the end of the day I go home, because it’s never really done.

Rewards of working in finance?

Deborah: I like solving puzzles. Accounting’s a big puzzle. Sometimes you don’t know what it’s supposed to look like, and I like that part of it.

Jason: Being part of a community hospital and community health care. I know that I need health care, my family needs health care, and it’s great to be a big part of this and then know the numbers, the behind-the-scenes of why we do everything.

We try to keep it improving continuously for the small community. It feels like I’m actually helping friends and neighbors, unlike a big city where it’s thousand people I don’t know. I see patients I know every day. It’s really rewarding.

What would you tell a new teammate to bring with them for a successful day on the job?

Deborah: I’d say patience and a sense of humor.

Jason: Ditto. Especially patience.

For many of us, being in a hurry with our work can create more problems than we’re solving.

Deborah: Yeah, that’s true. I usually find when I’ve made mistakes, it’s because I’ve got rushed through something.

Jason: I like to try to have a second set of eyes on things.

Any misconceptions that folks tend to have about finance that you would like to dispel here or anything that people might find interesting about your work?

Deborah: Well, I don’t think accounting is boring, but a lot of people do.

Jason: Yeah, I don’t think a lot of people are going to find accounting interesting.

Well, but they’re seeing it from the outside, right? Getting directly involved in it might make it interesting.

Deborah: I think people might be surprised to learn that just because you work in accounting doesn’t mean you don’t have to be able to relate to people really well, because a lot of what we do is talking with people. Even if most of it’s in emails and spreadsheets, you still need to be able to communicate really well to do accounting.

How does your department’s work support the KVH mission of quality care?

Jason: Well, there’s access and financial sustainability too, right?

Oh yes. Our core values. If you couldn’t afford to have the doors open. You said something before about the lights being on.

Jason: Well, timely bills keep supplies coming in and the lights on.

Deborah: And monitoring those expenses in addition to the revenue, just to make sure that we’re not paying more than we need to, that we’re not getting taken advantage of.

You also are making it so that there’s a future here. We have, like, rainy day funds and we have operating costs and, I mean, all that stuff is all, you know.(Because clearly, I don’t know.)

Deborah: And in that way it’s not a lot different than your household budget. You always have to put a little money aside because you never know when that money coming in might slow down.

Just on a much larger scale here.

Jason: Exactly.

It’s pretty important work you all do. I still don’t understand a lot of it, but I’m really glad you’re here to take care of it all.