This is Laura Dierda with the Becker's Healthcare
podcast. I'm thrilled today to be joined by
Kenneth Waller, chief executive officer at Norwalk Community
Health Center. Kenneth, it's a pleasure to have
you on the podcast today. Thank you for
having me, Laura. Now I'm excited for our
conversation because I know there's a lot going
on in health care right now, and it's
truly a transformational time on a variety of
fronts.
And your leadership of the federally
qualified health center is, you know, something that
is so important within the broader health care
ecosystem and community. So many across the country
are trying to figure out and navigate very
real challenges as well as take advantage of
those opportunities. So I'm excited to hear your
perspective. But before we dive in, could you
introduce yourself and tell us a little bit
more about Norwalk Community Health Center?
Yes. Thank you so much. I've worked in
the
social safety net environment for over twenty years,
Laura.
I've been really much very much engaged,
in the work, and I'm very excited to
be doing this. So,
I come,
with a lot of experience in both the
acute setting and the ambulatory setting, but mostly
working in the social,
safety net environment. And, just thrilled to be
in the space.
That's amazing to hear. Now from your perspective,
what's the biggest winner success story from the
last year or so?
I think having Northwell Health,
entering to our market and,
the capabilities
that they bring and the resources that they
bring is really gonna be,
impactful. And so, we're very excited to have
them join,
us as a partner,
as well as to be in our, catchment
area. So we're very excited to have them.
I think another thing is that we are
really working,
very closely with our community partners to map
out opportunities,
to grow our outpatient
primary care subspecialty
footprint.
And that has really,
been a rewarding,
process for us because we're able to touch
more lives and we're able to really,
get input,
from our community to help us design care
models that really,
meet the needs,
of the patients in our catchment area.
Absolutely. That makes a lot of sense. And,
you know,
great to hear that Northwell coming into the
market could be such a,
support system for US community partners. Now when
you think about figuring out how you can
expand that access to care and, really redesign
those care models, what is the that look
like to you if we're digging one bit
deeper in here? How do you see,
those conversations
playing out with your broader leadership team and
then,
applied across the organization?
Yeah. I think, you know, we we're talking
with our community stakeholders. That's that's everybody. Right?
That's the
local legislators
that's speaking with the clergy
and other nonmedical,
community based organizations,
getting in a room and having those conversations
about what the needs are and looking at
all the different,
uncertainty and challenges that are happening,
at the federal level and trying to figure
out
a clear map that will help us,
one, to sustain our organization and our mission,
but also to identify opportunities
within this,
uncertainty
on how we are going to take care
of the broader community. And that is the
the undocumented,
community that are really in need of services.
And and really, you know, trying to make
sure that our local hospital
emergency,
departments are not negatively impacted,
with the inflow of of patients who can
no longer access care, at the community health
center level.
Got it. That makes a lot of sense
and, you know, certainly something to keep close,
close eye on. And, you know, I I'm
curious overall, what are the top two to
three issues that you're focused on right now?
What takes up most of your time and
attention?
Yeah. I think,
workforce development is is is an is an
important priority for us.
You know, that's important because we know that
there is a shortage of clinicians,
and that we need to be really trying
to create that pipeline so that we can,
ensure that we have folks and the talent
needed, to provide care. So that's top of
mind. The other one, as I mentioned earlier,
is the sustainability,
of our mission is how do we create
an environment to continue our mission through developing
new revenue streams and looking at ways to,
create,
services
that align with the care demands within our
catchment. And the last and probably the most
important,
is infusing,
technology,
to improve efficiencies,
as well as getting folks timely,
access, whether it's through virtual or telehealth care.
So those are the three things that I
think are top of mind for us,
as we as we advance this work.
Absolutely. I think that makes a lot of
sense and, you know, really matches the trajectory
of, so many organizations,
that I hear from on a daily basis.
And I I'm curious when you think about,
especially that workforce development,
what have you noticed in terms of trends
right now? What is working well to attract
new talent and retain them? Or how do
you really,
see
the environment transforming to meet the needs of,
the the care team?
Yeah. It's multifaceted, Laura. I think, you know,
having a good organization culture,
creating, the work life balance,
opportunities,
for providers is is gonna be mission critical,
because of the shortage. And, you know,
providers and and clinicians alike,
they have opportunities. And so the goal, for
us is to really look at ways on
how do we
engage with our provider group, how do we
engage with our clinicians,
to create this environment where we could retain
them and I think work life balance and
again, having them in the room when we're
making decisions has really helped us in
a big way. I mean, we've had really
good success at retaining,
and recruiting,
providers and clinicians.
Year to date, we have a below,
1% turnover rate among our,
provider group. And so that's, that has really
been,
helpful at us
establishing patient loyalty,
and improving
continuity of care with our patients, which ultimately,
foster better outcomes, medical outcomes for our for
our patient community. So those are some of
the things,
that we're doing.
That's great to hear. And, you know, really,
I appreciate you double clicking,
their, you know, the the low 1% turnover
rate in the provider group is really,
something to be proud of and and just
an amazing place to be. So great to
hear.
And when you look in the future too,
what are some of the big opportunities for
growth that you're seeing over the next few
years?
Yeah. I think predictive analytics is gonna be
important because it's really gonna help us,
try to look at ways on how we
can better serve patients
to prevent,
you know, oncoming chronic illnesses. So I think
predictive analytics is something that I would love
for us to be engaged in, and I
think that is going to,
be the future. I also think that telehealth
and virtual care and patient remote monitoring,
combined with population health management
is going to be, very impactful. And so
these things are really important because, again, focusing
on,
the
decreasing workforce,
when it comes to providing care in terms
of clinicians,
we we need to be proactive. And so
looking at ways to
infuse telehealth and virtual care and overall technology
to help us, ensure that we're getting patients,
timely access. And I think last and probably
least is this, the internet itself,
and the medical,
things that are happening in that space to
to really,
create,
an environment so that patients,
can get access.
So technology, technology, and more technology.
Absolutely. I know that makes a lot of
sense. And technology, I I know,
is very much, being more integrated into aspects
of the health care system, especially
with the data analytics and artificial intelligence coming
in, in a really meaningful way. But I
know, you know, it takes a lot of
time, effort, and resources,
in many regards to bringing new technology.
What is your process for doing that? How
do you make sure that, you know, you
are,
bringing in,
a new technology or implementing something that's gonna
be meaningful
given how many different opportunities and options there
are out there?
Yeah. We're we're assessing our environment.
We're looking at where the gaps are in
our overall,
capability in terms of technology, and then we're
we're going to market and we're finding vendors,
that have the software,
that could integrate with our existing,
technology, which is currently our electronic health record,
but also looking at ways on how it
can align with the way we practice care,
with our patients. And then we also put
together, obviously, a a a budget,
that makes sense for us in order to
do those per make those purchases.
Got it. That makes a lot of sense.
And, you know, it sounds like a a
smart way to go about things.
Before we wrap up here, I'm curious, what
will it take to lead a thriving organization
over the next five years, especially given some
of the challenges we've talked about, as well
as, you know, technology and how things are
evolving so quickly within the health care space?
Yeah. I think creative leadership
is gonna be important. I think being able
to really stay out in front of all
the different,
trends that are happening in the health care
sector
and
remaining nimble,
so that you have the opportunity,
to pivot,
when things do change,
and having
a a a organization,
and and people,
who are aligning,
with the mission.
And I think those things combined,
will will will help,
a health care organization,
continue its mission and continue to move forward.
That makes a lot of send sense. Kenneth,
thank you so much for joining us on
the podcast today. This has been a really
fun conversation. I learned a lot, and and
certainly it's inspiring to hear you talk about
all the things that you're doing in Norwalk
Community Health Center. And I look forward to
seeing you at the,
CEO CFO roundtable as well in November. I
think it'll be a great opportunity to reconnect
and just share among so many executives from
across the country.
You bet, Laura. Thank you so much for
having me.