Doing More with Less: Small Health Department EHR Tips

Alright, we are here to talk about money ideas. First thing, I want everyone to know that I am aware that my screen is not in presentation mode, so do not worry about having to let me know that. The reason I am doing that today is because I did my presentation in Canva and I wrote my notes in the notes feature.

If you all do not know Canva, here is a little tutorial. I have a lot of links for you today and it does not let me cut and paste the way that PowerPoint does. So, lessons learned, pros and cons of each platform. On the flip side, you kind of get some captioning from me today, and for those of us of a certain age, asking for captions more often, maybe that is not such a bad thing.

Framing the Conversation: Money Ideas and Context

So, money ideas. We are talking about diversifying revenue for your public health agency today. The outline is really short. We are going to:

• Acknowledge and honor the next hard thing in public health that puts us in the mainstream once again in the national discourse, just like COVID did.
  
  
• Put things into some perspective to maintain our sanity, what is left of it, because the topic of health is not going to go away.
  
  
• Learn from each other.
  
  

The ideas that I offer may or may not be new to you. If you have had some experiences with some of the things that I am talking about or some of the sources I am talking about, please put them in the chat. Tips and tricks. We are all learning together and I really, just as a culture, want public health to come together as a community in this next phase of challenges.

The learning outcomes are basically what was shared in the paragraph that attracted you to this webinar, so I will not repeat those.

State of Affairs in Public Health Funding

So we will arrive at the state of affairs, and it is this: no one is under any illusion, I am sure, that the Trump administration has made its mark on health and human services in America. Between firings, gutting, cuttings, reductions, shootings, and resignations in the first nine months alone, there have been a lot of things to absorb and push through.

Unfortunately, there is nothing in this presentation that is going to change the fact that things have been flipped upside down and sideways. I am not here to give you hope that we are going to someday magically return to the “before times.” This is all really happening. So what we have to figure out is how to push through together.

I think we also have to acknowledge that while we are not going back to what once was, I am not really sure that what once was was a perfect service delivery system, and we were not doing things the way that we would want to. So, inherently, as professionals in public health, we have got this.

Sudden, unexpected change, uncertainty in day-to-day operations. We trained for this. Diversifying income for the organization has always been a smart budgeting practice, because we know, especially those of us who have been around a minute, that funding streams dry up all the time. It is feast or famine.

Sometimes there is a ton of money, like there was the past few years for COVID, and then sometimes there is just not enough, like there is now. There are ebbs and flows, mountains and valleys in funding streams. You try to figure out what your big ones are and then the places where you can find flexible funding to fill in the gaps that your government funding is not letting you cover.

We have always been hustling on the side to get the needs of the community met, and that is one of our superpowers: resourcefulness.

So we have the skill set, we have most of the skill sets, to get us through and to mentally prepare. But there are some skill sets we need to pick up on and do a better job with. I swear I am getting to the funding sources.

This is also an opportunity. It is a time to rise from the ashes, reevaluate, and assess the situation. Figure out, as the community health strategist in our communities:

• What do we know?
  
  
• What can we do?
  
  
• Who can help?
  
  

I think we may want to go back to the ideas that were being promoted at the national level about the future of public health in the 21st century from the Obama administration.

Public Health 3.0 and Evolving the Profession

So here comes our first link. I am going to dust off this 3.0 paper for you because this was going to be our North Star. I do not see why it cannot be again: 21st century public health.

It was a groundbreaking assessment of the need to evolve as a profession to meet the needs of current and future generations compared to those of the past. Some people may think public health 2.0 was infectious diseases, and 3.0 or 4.0 is going to be about chronic conditions. So we have to evolve, the way we have in our history, to meet these needs.

But these new skills are not necessarily regularly embraced by the profession. So this is kind of a new doubling down.

Sales Mindset and Public Health as a Brand

Sales. Becoming salesmen and saleswomen, salespeople.

Public health is a brand. If we think about it as a brand, this is flipping the narrative, changing the narrative. Our brand has some issues. But regardless:

• Making the healthy choice the easy choice is an idea.
  
  
• Prevention over direct service is also an idea.
  
  

Those of us who were around for the Great Recession in 2008 may remember the value judgments that were being made over where to put funding. Is it direct service, meeting the needs of people suffering now, or is it continuing to invest in prevention in order to assure future generations the ability to not suffer from the same things or suffer the same fate?

Unfortunately, in 2008 it was almost a false choice. It was direct service over prevention, not even both. And in Iowa, where I live, we did not recover from that and we remain at our lowest funding levels since 2008, where we were at our peak.

So “prevention over service” is an idea, and these ideas are not everyone’s truth or priority. We do have to think of ourselves in competition for America’s attention on the critical need to create a culture of health. We really have to sell the idea to people that their health, in connection with the health of others in the community, is worthy and necessary of investment.

As legislative liaison, and what that is, is the point of contact between a state health department and the state legislators, sometimes congressional staff for me but mostly state legislators, I was going in between farmers, the non-public health types, the “muggles” over here, and then my public health professionals back at the department.

So as I am doing this as a legislative liaison, I was competing with advocates. Technically, we are all on the same team in terms of shared values of wanting your community to be healthy and thriving, wanting people to be successful. But when it comes down to it, we all want special attention paid to our specific interests, whether that is childcare, financial sustainability, housing.

All of these things are worthy of investment and attention. As public health, we know that there are determinants of health that are non-medical factors.

When I realized this early in my career, that what I was doing was very similar to what my father does as a salesman, I happened to find a book called “Dale Carnegie’s How to Win Friends and Influence People.” My little government self texted my brother and I said, “Lou, is this something that business types read or care about? Is this like a valid resource for understanding sales?” And my brother, who took over my dad’s business, retorted, “Yeah, there are workshops regularly,” and come to find out there is this whole Dale Carnegie Institute.

So what do I know, I am not in the private sector. I did find it and it does help and it is a very short read. That one I do not have a link to because it is as easy as Googling “Dale Carnegie How to Win Friends and Influence People.” That can get you started on your path to being a salesperson.

Communication and Values-Based Messaging

Communication. I am not talking here about marketing or social media. Twenty-first century skill sets mean the art of:

• Reaching out
  
  
• Speaking authentically about the issues in your community
  
  
• Asking for help
  
  
• Making the ask
  
  

Oh, it is so hard to ask.

Authentic communication refers to the honest and open exchange of thoughts and feelings that fosters genuine connections and trust between individuals. So I am talking about vulnerability, expression of values, expression of feelings. I have not said data.

Data takes a back seat in these conversations. Do not get it twisted, I am not abandoning data, nor would I ever. But data is appropriate in certain settings and not a value add in others. I am saying that data does not add value in the types of conversations we need to be having with other leaders in our community.

I say this acknowledging that we all have strengths and weaknesses. If being vulnerable is very challenging or difficult for you, there is no judgment here, only a request for self-awareness that maybe you are not the best person to be building relationships and being the face of the organization, even if you are the leader.

If there is some magic unicorn in your organization who does not know a stranger, makes friends with everyone, regardless of whether that person is the executive assistant or the receptionist, maybe there is a role for that person to play.

I always tease epidemiologists, and that is my longstanding relationship that I had with the EPIs at the state health department. They are some of the smartest people I have ever met. I will never understand everything their brains are able to do. But this may not be in their wheelhouse. Yes, they are the subject matter experts, but that does not make them the right people to build bridges.

So my point in saying this is that moving forward in public health, we have got to let go of the titles and work toward a more egalitarian profession that celebrates the strengths and weaknesses of what is traditionally considered the “grass tops” of the organization and the “bottom” of the organization.

Communication, relationship building, asking people, “Hey, let us go get a cup of coffee. I just want to pick your brain. What do you think the state of affairs is? What are we doing as a community? Who have you been talking to?” I am having my own conversations like that. I have even had a dinner party with leaders in the public health community in my home just to get some movement going.

Because a lot of our leaders, I think rightfully so, may feel a fight, flight, or freeze response right now. I will talk about that a little bit more in the community foundation space.

Values-based communication is a short title for what I am talking about. The best resource for me on this was “The Righteous Mind: Why Good People Are Divided by Politics and Religion.” That is a thick book. You could also go back to the webinar I gave in April that is on the Patagonia Health website, and you will hear me talk about moral foundations and values-based communication in the vaccine hesitancy webinar I gave.

Cross-Sector Collaboration and Public Health 3.0

Cross-sector collaboration. That Public Health 3.0 paper I mentioned really hammers home cross-sector collaboration. The idea is that the 21st century problems that America faces are too big to tackle alone as a sector. They are too complex, too nuanced, and they involve too many sectors of the economy now that we are into determinants of health and non-medical determinants of health.

So we need to start reaching out. The 3.0 concept put us in position as a community health strategist. It said “chief health strategist,” but I think “community health strategist” is a bit more approachable as a term.

Now, I am stereotyping a little. The phrase cross-sector collaboration made me think of people in suits who maybe golf in their free time and know a lot about stocks and Wall Street. So I suppose I go in with a little bit of that bias when I am having conversations with people in different sectors. Then you meet them and it is never as intimidating.

Those folks in suits who golf in their free time and know about stocks and Wall Street tend to be a bit intimidating for me because I do not know that I know their language as well, and I know they certainly do not know my language in public health.

For example, what we call “outcomes,” they call “KPIs,” key performance indicators. So that is some awareness that we speak a different language from folks in the private sector, and even in education, insurance, or public safety.

We have to respect the fact that we cannot go in with our alphabet soup of acronyms and short titles and catchphrases. We need to be mindful of speaking plainly and in plain language, which is hard.

Luckily, other people have put together some things that were really getting a lot of hype and focus before COVID hit that I do not think we should lose track of. So I am reminding folks about it if you heard it already, and introducing it if it was before your time in public health.

The de Beaumont Foundation, many moons ago, put forward the “Phrases That Work” framing tool. As you enter into the relationships that you will need to take advantage of the funding sources I am going to move on to, there are ways for you to prep your mind, not script, but prep what you want to say and what your key takeaways are.

“Phrases” literally means public health reaching across sectors. I used this as a liaison and it just swapped words for me. Again, going back to KPI versus outcomes, and it did a good job of helping people understand the difference between public health and healthcare, which is always the first thing that I feel I need to address with folks.

“How the field of health is transforming to meet your needs.” In salesperson language, it is, “Let me tell you what public health can do for you.” It is always about what public health can do for you.

For example: are you a company that has high turnover and presenteeism and absenteeism is an issue for you? This is what public health, when properly supported and championed, can do to decrease the turnover and absenteeism related to chronic conditions and just being an unhealthy employee.

I have even thought, if you are going to go to a grant maker focused on diabetes, it is really, “This is what the public health system can do for the issue of diabetes writ large.” Again, it is putting forward what our superpowers are.

We are a problem-solving strategy. Our 10 essential services and our three core functions solve problems. I have no shame in going back to the 20th century and recalling the CDC’s list of the 10 public health achievements that gave Americans 25 additional years of life expectancy. I do not know why we do not have more swagger around that. I cannot think of another sector of the economy that has that kind of demonstrated success.

So we have the success of our ancestors. If we pull that forward into this century, it is just about connecting the dots for people. I have never had a situation that I can recall where someone has been unimpressed with that, where that was just like a “meh.” Usually I get big eyes and “Oh, really? I had no idea.”

De Beaumont also has a toolkit to take you step by step through a process that helps you get some notes on paper so that you have a general idea of what you want to make sure you hit in your conversations.

Government Funding: Federal, State, and Local

So, take these skills into the next settings. This is a parallel process. Do not wait to master any of these skills before reaching out to make relationships. That is not what I am saying.

Government, federal, state, local, that is still in play. The FY 2026 budget is outlined in what is called a “Budget in Brief.” It highlights what they are thinking about in terms of health for the “Make America Healthy Again,” MAHA, priorities.

Looking at this, we see:

• Chronic disease mentioned several times by RFK
  
  
• Researching environmental toxins
  
  
• Funding for academics
  
  
• Support for Indigenous populations
  
  
• Head Start reform with no money attached, but still some money
  
  

It is not going to be as much, but there is still money. We will still get money from the government.

In Iowa, which is a deep red state right now, this is just one person’s observation: when the federal government makes reductions, they expect the states to pick up anything that needs to be picked up in terms of priorities for that state. So if they are going to cut maternal health funds and Iowa is really worried about our infant mortality rates, which we are, then we need to advocate at the state level to supplant that funding and not let it completely diminish.

In Iowa, the state has been pushing responsibilities down to the local level. That is confusing. I think what I am trying to say is there is no clear level of government holding their hands up and saying, “We are the responsible ones for health.” No one is really claiming ownership of it.

Unfortunately, that means advocacy at all levels is going to be necessary. Advocacy is a whole other presentation, not for today. I just want us to start embracing that as part of our job functions and part of our roles. It is on the 10 Essential Services wheel now after the refresh in 2020.

So:

• Get to know your local officials.
  
  
• In Iowa, they are called county supervisors.
  
  
• Then we have our city councils, because city councils will give grants.
  
  

You can get money from your supervisors. A lot of you are probably primarily funded at the county level, so maintain those relationships. Get to know your state legislators if you do not know them already, just to help them understand what the new priorities of the administration are going to be and how that lines up with their stated priorities, either as a caucus or the governor, however your power dynamics are set up in your state.

In Iowa, our executive branch is more powerful and influential than our legislative branch, so we would spend more time with the governor’s office trying to get onto her list of priorities than we would with the Speaker of the House or the President of the Senate.

Philanthropy and Community Foundations

Now I am going into the world of philanthropy and community foundations. Matt McGarvey is a friend of mine. He is the foundation executive director for Telligen Foundation and he is over four states, and I cannot remember which ones.

I have talked with him a little bit about the general vibe he is catching from his colleagues in the community foundation space. He is seeing some withholding of grants by funders right now because they are too nervous or not sure what priorities are going to be important or funded. This is part of the freeze response, because I think it is a direct reaction to the increase in demand for their funds.

When everybody needs help and needs help now, it is kind of a frozen, “Oh my God, I am just not going to give money to anybody because I do not know how to tell people I think their stuff is more important than another person’s stuff.” In a moment of crisis, arguably that is what they are telling everybody in every grant cycle, but right now there is heightened emotion and desperation coming in.

Matt can tell that he has had the most grant applications for this current cycle that he has ever had, and that he is getting applications that are clearly just throwing stuff against a wall, hoping that somebody somewhere will fund their proposal or meet their needs. In other words, they are not taking the time to clearly see Telligen’s priorities and assure that those match up with the grant. That is an organization filling out applications for anything, just hoping to hit something.

If you are newer to this, community foundations are organizations that:

• Build relationships with people in the community
  
  
• Provide outreach to people who want to donate money to improve conditions in their community
  
  
• Help fund work that makes it a thriving community
  
  

They are kind of somewhere between a business foundation and government. They know about the community. They are conversational about the issues and they are good at matching community needs with what private funders’ goals are.

Community foundations are also good places for education on fundraising. If you are an organization with a board of directors, or even if you are an agency with a board of health, there are usually good trainings, resources, and coaching to help make those people work for you so that they are truly helpful.

I find folks at community foundations to be:

• Very friendly
  
  
• Very well intentioned
  
  
• Cheerleaders trying to empower
  
  

But they have a sticky icky of maybe over-promising and under-delivering. While I think they are powerful potential partners, I just want folks to know that. They are cheerleaders and they do not mean to get hopes up, but when you want to help, sometimes you accidentally over-promise because you do not want the person to leave the conversation feeling sad or hopeless.

Why Community Foundations Matter

Some key points about community foundations:

• They often provide flexible funding with unrestricted dollars.
  
  
• They usually have easier applications and fewer reporting requirements than government.
  
  
• They allow you more agency to use the funds based on your expertise and knowledge.
  
  
• Some offer rolling timeframes for applications.
  
  

Rolling timeframe usually means:

• There is not an actual end date for your opportunity to apply.
  
  
• They will likely ask you to meet with staff first and pitch your proposal in a two- to three-minute elevator speech.
  
  
• They will let you know what your probability of success is.
  
  

Even if the staff cannot fund you within their own foundation, the stronger the relationship you have with them, the more likely they are to say, “Hey, I know this person over in another foundation who is looking at that, let me make sure you are connected.”

If they say, “I know that person,” but do not offer to do the introduction, ask anyway. Say, “Oh my gosh, that would be so great. Do you mind if I ask you to make the introduction, or do you mind if I name-drop you?” That is a compliment. It means they are an important person.

In summary:

• They can open doors to opportunities that are not typically advertised.
  
  
• They become gatekeepers and we want to turn them into champions.
  
  
• A vision of success is that they call you when they hear about an opportunity, because you have talked about it before.
  
  
• Staff work with many community-based organizations, so if you do not have strong connections with nonprofits and other “helpy helpers” in the community, they can make those introductions too.
  
  

If they offer to connect you and then nothing happens for a couple of days, follow up:

• “Hey, thank you again for offering to make that introduction. I really appreciate your help.”
  
  

Hold them kindly accountable.

Business Foundations and Corporate Partners

Now, business foundations. These are in the private sector, typically found in large employers.

Some examples (from Iowa and beyond):

• Businessolver
  
  
• Come and Go (now Maverik), a gas station chain
  
  
• Wellmark (large insurance company)
  
  
• Principal (a Fortune 500 company)
  
  

These organizations often have foundations.

One key insight from my conversation with a foundation director: many of these folks are looking for ways to engage their employees in volunteer opportunities. If that is what you are promoting, you may lead with that.

Always remember, in business the question is, “What is in it for me?”

• How do I get my name out?
  
  
• How do I make sure the community knows I am making this very valuable investment?
  
  

Keep that in mind.

If you have conferences, events, or activities, ask these folks:

• “If you cannot give me a grant, would you mind being a sponsor? Could you donate $500 and we will put your name on some of the marketing for the event?”
  
  

They usually post their funding priorities online, so do your research. This is about efficiency. We assess and then move forward.

Tribal Foundations

Tribal foundations came up in a meeting I had with another group of locals. I had not thought of this, probably because of assumptions and stereotypes about who they would want to fund. A local public health agency administrator emphasized the importance of relationship.

This is not a situation where you just go in and throw applications at them. There is historical sensitivity we have to be mindful of. This clearly represents opportunity, though.

For example, in Iowa we have several reservations with casinos, and those are probably the first places to start. You may need to network into that community, much like in rural communities, where:

• You cannot just show up and start talking to people.
  
  
• You need to be introduced into the community.
  
  
• You need someone to vouch for your character.
  
  

That is culture.

National Foundations and Funders

Going back to national organizations, just to brainstorm:

• Robert Wood Johnson Foundation
  
  
• Annie E. Casey Foundation (childcare, early childhood)
  
  
• CDC Foundation
  
  
• Kaiser Permanente (community grants)
  
  

Robert Wood Johnson Foundation has:

• A lot of different grants
  
  
• A strong commitment to equity and health equity
  
  
• A “Pioneering Ideas” grant that seems to have the greatest flexibility while still focusing on health equity
  
  

That grant is a rolling fund, which means you have to talk to staff first and see if you are aligned.

As we move along, please put your national organizations in the chat that are not listed here, ones you have used or know of.

Managed Care Organizations (MCOs) and Pharma

If you have privatized Medicaid in your state, like we do in Iowa, you have companies that are interested in making community connections.

In Iowa, for example, our plans include:

• Iowa Total Care (Centene)
  
  
• Wellpoint (Amerigroup’s parent company)
  
  
• Molina
  
  

These are potential partners and they are interested in novel ideas, especially if those ideas decrease their cost to insure.

Similarly, pharmaceutical companies may be partners, though not uniformly. The woman who runs Merck’s public health grants, for instance, is a public health professional by training. They have a lot of community grants in different categories.

A friend of mine works for Merck in government relations for immunizations, and we have been fortunate in Iowa with our Iowa Immunizes Coalition to receive funding from Merck over the past few years to keep our coalition strong.

If anyone has other pharmaceutical companies they have worked with, put those in the chat.

Grant Tracking Tools

There are grant tracking websites, similar to centralized .gov-style sites, that aggregate opportunities. I learned about these from a consultant whose job is fundraising for organizations. I will make sure Dayna has those as part of her follow up, since that came onto my radar recently.

Novel Ideas: Nonprofits and New Structures

Now, ideas, because this is also a time for innovation.

I was curious if a government agency could create a nonprofit, so I asked the executive director for Iowa’s Ethics and Campaign Disclosure Board. They kind of govern government and elections. I had talked with them before about what government employees can do in terms of advocacy, so I went back there first.

Effectively, what they said was: in Iowa, there is nothing that says you cannot start a “Friends of Public Health” nonprofit for fundraising and to solicit personal, individual donations from the community.

Unfortunately, we might have to start borrowing some ideas from our friends in law enforcement and firefighting:

• Fundraiser events
  
  
• Pancake breakfasts
  
  
• That kind of thing
  
  

It is not fair, it is not right, but it might be part of the hustle moving forward. If we can maximize it through the nonprofit structure, it is worth considering.

The ethics director also said: there is nothing that says you cannot, but check with your local city or county attorney to make sure it is not in violation of any local laws either.

Community Health Centers and Look-Alikes

Another novel idea came from a contract I had where we were exploring the need for a community health center, sometimes called a federally qualified health center (FQHC). They are a big part of the safety net and they are very mission-aligned with public health, more so than we sometimes realize.

We tend to think of hospitals and physicians as our natural partners. I am wondering if we should look harder at community health centers because of:

• Mission alignment
  
  
• Focus on social justice
  
  
• Prevention focus
  
  

FQHC “look-alikes” are a very long-term strategy. I almost just want to introduce the term. These are organizations structured like community health centers that can tap into similar funding streams for services that some public health professionals already provide, such as:

• Oral health
  
  
• Vaccines
  
  
• Other clinical services
  
  

We were looking in Johnson County at how we could leverage public health services and community health center funding streams, because community health centers get funded. They are going to be darlings of the MAHA movement. We have to respect what they have done to position themselves. They have done a lot of:

• Advocacy
  
  
• Lobbying
  
  
• Education and relationship building with the new administration
  
  

In the FY 2026 budget, there is a full paragraph stating that community health centers will be a cornerstone of MAHA. So those are important partners, but they are not unfamiliar. They:

• Work with prevention
  
  
• Want community health workers as part of their team
  
  
• Are looking to get more outside their walls
  
  
• Screen for social drivers of health and social determinants of health
  
  

Q&A and Reflections

I am going to stop here, and with about six or seven minutes left, are there questions? Are there things that I am totally off on? Do not send me away with misinformation, I will feel that is a betrayal. So if I am off on any of this, you should let me know. If you have any questions, ask them now.

If there was no new information, I am sorry. There are just some acceptances about the situation right now and what we are in, but it is nothing we cannot overcome. I believe in us as a profession, and I know that we can do hard things.

Public health has never been for sissies. You are all empowered people who want to help your community, and there is no way that can ever be bad.

That is all I have got. I really appreciate your attention and letting me share what I am coming up with these days, and sharing with each other what you are coming up with these days, because we are all going to have to compare notes for the foreseeable future if we have not been already.

So, thank you for everything you do. I am proud to advocate on your behalf and you make it easy.

Closing and Follow-Up

Thank you so much, Deborah. Somebody just put in the chat that they are looking especially for grants that will focus on senior services and isolation. A lot of people have been writing down these ideas. I do not know if you know of any off the top of your head, Deborah, for senior services.

Not for senior direct services, but I am going to put the isolation piece in a “novel idea” category. That is actually where my head is at right now, and I am shopping around proposals that are effectively, “Give us money to create events embedded in adult learning principles.” So maybe we handle isolation but also tackle civics and community knowledge as well.

The pitch is kind of mitigating expectations. It might hit the ear funny to say, “I would like to do events even though I know direct services are drying up.” So we really have to say, “Prevention still matters.”

Nothing in public health is one big idea. We are very simple, which is why we are upstream:

• Put in a sidewalk
  
  
• Get a shot
  
  
• Have more events
  
  

It may be that simple. We have to get people out of the idea that this is not a grind, that there will be one big idea that will suddenly get us out and make everyone healthy and create a culture of health in America. We are grinding it out, and we need people to come down to our local level.

I think it is a good idea to push with your community foundations. In Iowa, we have ARDCs, which are aging and resource development centers. They are quasi-governmental organizations. If you have that in your state, I suggest asking them where the direct service funding is and their thoughts on approaches to isolation with that population. Events may or may not be right, I do not know.

People are saying that at least in Illinois there is an agency on aging that has some grant funding opportunities. Ohio has some opportunities. Those are just some ideas.

Somebody has said that it would be helpful to have all of these resources and comments in one central place. I am more than happy to put together a little doc afterwards so that people can see all of these resources, because this was super helpful. Thank you so much, Deborah.

Yeah, anytime. Thanks for having me, I appreciate it.

And as always, if anyone would like to learn more about us at Patagonia Health, we are an integrated EHR, practice management, and billing solution designed specifically for public and behavioral health organizations. If you would like to learn more about us, visit our website at www.patagoniahealth.com.

Have a great day, everyone.