Speaker 0: 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.

Speaker 1: Thank you for having me, Laura.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: That's amazing to hear. Now from your perspective, what's the biggest winner success story from the last year or so?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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?

Speaker 1: 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.

Speaker 0: 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.

Speaker 1: You bet, Laura. Thank you so much for having me.