- There's a small circle of people who truly
- understand what it takes to lead a health
- system right now. The decisions are enormous.
- The variables are constantly shifting, and the stakes
- of getting a call wrong don't stay contained.
- That's not a complaint. It's a structural reality.
- And it's why the most effective c suite
- leaders are deliberate about where they go to
- pressure test their thinking.
- Becker's fourteenth annual CEO and CFO roundtable
- brings together more than 1,500
- executive level attendees
- and nearly 400 speakers for four days built
- around growth, financial sustainability,
- workforce strategy, and the leadership questions that don't
- have easy answers.
- Join us November second through the fifth in
- Chicago.
- For the agenda and event details,
- visit beckershospitalreview.com
- and click on the events tab in the
- upper right.
- This is Laura Dierda with the Becker's Healthcare
- podcast.
- I'm thrilled today to be joined by Cody
- Walker, president of Baptist Health Medical Center in
- North Little Rock. Cody, it's a pleasure to
- have you on the podcast today. Pleasure to
- be here, Laura. Thanks so much for having
- me. Absolutely. Now I'm excited for our conversation.
- I know we'll catch up a bit on
- some of the things that you're doing at
- the hospital and then, you know, looking to,
- how you're thinking about the future. But before
- we dive in, can you tell us just
- a little bit more about yourself and Baptist
- Health Medical Center?
- Sure.
- My name is Cody Walker, president of Baptist
- Health Medical Center here in North Little Rock,
- Arkansas.
- Baptist Health is a 14 hospital
- system here exclusively in the state, and
- I've been in this role as president of
- our North Little Rock campus,
- which is about a 225
- bed facility for the last four years.
- Been with Baptist Health for the last six
- years and, you know, find myself busy. It
- seems like busier, each and every day
- with all that's going on,
- but, proud to be with you today and
- and to talk a little bit about what
- we're working on and what we're looking forward
- to.
- That's great to hear. And, you know, I
- think to get us started off, can you
- give us just a little state of the
- union of,
- the hospital and and what has gone well
- through this year so far as well as
- what you're focused on for 2026?
- Sure. I, you know, I I think as
- as I,
- ponder on that question,
- sometimes it's,
- what's going well is also some of what
- we're struggling with. And what I mean by
- that is is, you know, health care is,
- as I can imagine, many would resonate around
- the country today is as challenging as it's
- ever been and probably the easiest as it's
- ever going to be, it seems.
- But, you know, I think for what has
- been going well
- for for the for our hospital in specific
- is we've been able to make access for
- patients,
- new access, and and and grow in our
- our, ability to care for our community through
- new efficiencies, and we've we've been able to
- go from really a middle of the pack
- player in throughput and efficiency and link to
- stay to a top decile performer,
- through some of the rigors
- processes and and and group work that we've
- put into play
- recently that's really made an impact, I think,
- on access to care.
- So,
- but but at the same degree,
- you know, the demands for our services are
- higher than they've ever been. And, I think
- what, you know, what seems to be going
- well is also
- dovetailed and with some cautious optimism,
- about,
- you know, the demand for our services and
- and I, you know, with with all that's
- happening on the national and federal front,
- around,
- you know, the cost of of health care
- and people dropping off of
- and the ACA subsidy
- based plans and and the pending Medicaid work
- requirements, you know,
- as as good as it's been for us
- to
- make access
- for patients in our hospitals,
- I think the waves keep coming. And,
- unfortunately, I think that that beginning to look
- more like self pay and charity pay
- cases,
- to which, you know, as a nonprofit health
- system, we will continue to step up for
- our community, but it it certainly makes it
- a challenge.
- Something else I think that's been going well
- for us, Laura, is,
- our focus on guest experience,
- consumer
- consumer experience at large and and trying
- to to in our own ways as a
- hospital make that as best as we possibly
- can.
- We've tried
- a new partnership
- with
- a a texting platform
- that's being utilized in the the Marriott and
- Hilton
- resorts around texting with our our guests and
- and when they're on the inpatient setting,
- not necessarily about their hospital lab values or
- that an x-ray has been ordered, but more
- so about the the needs that we can
- address
- that they typically are more interested in in
- talking to us about, but oftentimes have to
- use a call light just to speak with
- our staff.
- We've we've been working through over the last
- several months ways to make texting available for
- operational needs or hospitality like needs in our
- hospital,
- And I've gotten some really good and encouraging
- feedback, some really strong engagement, and,
- some good feedback from our our our patients
- and even the support individuals that that come
- alongside and and care for the patient, you
- know as as a spouse or a loved
- one that
- that can inform us about how the care
- is going while they're here with us. So
- we really enjoyed that and and plan to
- to really hit the gas on that moving
- forward and improving our guest experience. We've seen
- some positive results so far. So those are
- some of the things that I'd say are
- are going well for us.
- Well, that's great to hear. And, you know,
- so interesting to think about that patient experience
- and texting platform too. I I'm curious,
- you know, what does it take to set
- up something like that? And, you know, anything
- you've been surprised by going through that process
- as you've kind of been thinking through more
- of the hospitality mindset versus the traditional
- health care, provider to patient relationship?
- Yeah. It's, it's been a codevelopment process for
- us with this
- with this company and and, you know, you
- always hear about, you know, buy, build,
- partner and and for us, this is one
- of those that we we felt like we
- needed to partner with an industry leader outside
- the health care sector to to begin laying
- the structure and groundwork to to try something
- new inside
- of health care. And and so we we're
- really learning
- a lot along the way. I mean, it's
- it's kind of the
- building the plane and flying it at the
- same time concept.
- And so we've we piloted it on,
- three of our units so far and and,
- we've been at it for about ninety days
- now and are seeing
- seeing those,
- reap the benefits through the what our patients
- are telling us. But
- so far it's been a bit manual, Laura.
- You know, not to
- make it overly complicated
- to start, you know, it's it's kind of
- like one of those things where we
- we wanna build a good process and then
- begin to automate it
- or or, you know, integrate it. And so
- I think what we're trying to do right
- now is is learn the process,
- learn what works and what doesn't, and then
- begin to build those integrations to to scale.
- So we're we're really probably going a mile
- deep in in the solution today,
- and and learning what what kinks,
- are are in the inherent process that we're,
- I think, you know, frankly, kinda building from
- from scratch.
- And and so I think that, we will
- get to those integrations here shortly, but we
- really wanna make sure that we're we have
- a crisp process before we, you know, accelerated
- it and automate it. What I think there's
- a lot of potential for for some of
- this to be,
- you know, auto or or agentic
- AI responded,
- because what we're finding is a lot of
- the questions are are, as you would imagine,
- are are categorized and routine, frequent questions that
- we can probably create a lot of, you
- know, automation around and then white glove the
- rest of them, to help help guests get,
- what they're looking for, the answers they need,
- or the services that that we can help
- them with.
- That makes a ton of sense. You know,
- it sounds like a really smart way to
- begin using the technology, figuring out what's gonna
- work best, and then,
- leveraging for more efficiencies in in the larger
- scale rollout too.
- So that's super interesting.
- And, you know, I'm curious. Obviously, a lot
- of, great opportunities and interesting things going on
- right now, but what are some of the
- headwinds as well that you're keeping an eye
- on and preparing for? I know you mentioned
- a little bit about some of the different,
- you know,
- payer challenges and and and things happening with
- the ACA plan drop offs and whatnot. So
- how are you thinking about those as well
- as any other headwinds,
- as you prepare for the future?
- Yeah. We we've seen,
- like, I know many of my colleagues around
- the country, we've seen
- a pretty alarming
- drop off in the in the exchange products,
- because of that cost. And so we're we're
- watching that really closely. But
- we also know that,
- the Medicaid work requirements for our state, soft
- launch this month,
- well, actually, July 1, they they did a
- soft launch and will go into effect 01/01/2027.
- And this isn't our first round,
- of that in 2018. We we our state
- did something similar and it,
- it became a challenge,
- because,
- a lot a lot of people fell out
- of coverage and so we expect that to
- happen, you know, to some degree again,
- and and I know for the right reasons,
- but also it it affects,
- you know, our how how we do our
- business. And so we're we're watching that really
- closely and and,
- continuing to try to make efficiencies along the
- way,
- because we know what our ER boarding looks
- like today or or the demand for our
- services is only going to increase
- as people
- don't seek care routinely and and come in
- more emergently, so we're we're watching that very
- close.
- You know, working with our our local hospital
- association in partnership with the National Hospital Association
- around,
- the three forty
- b discussion,
- on Capitol Hill and,
- and even some of what CMS has proposed
- around side neutral payments, and,
- we're we're watching that really close. I think
- those are, you know, headwinds we've all been
- talking about for a while now that,
- you know, could be very disruptive
- in in how we conduct business every day
- and and provide care for the the communities
- that we serve. And so,
- those are some of the things that we,
- you know, are not unique to our market
- per se, but, certainly something that would cause
- us to to have to pivot in a
- variety of ways to to continue to provide
- high level care to to those in our
- market. So
- that that's what I'd say, Laura, is that
- we're watching.
- Very you know, health care is very,
- it's just as disruptive as ever. And,
- there's there's some things that
- are coming at us, or at least being
- being discussed at a level that I think,
- could cause a a lot of disruption.
- That makes a ton of sense. And, you
- know, I can imagine,
- a a lot having having to balance a
- lot when you're looking at, you know, what
- you need to prepare for, for next year
- and and some of these trends continue. And
- just fascinating to hear about the Medicaid work
- requirements too. I mean, you know, is there
- anything that you're preparing to do differently as,
- the the those continue,
- as compared to 2018? Or, I guess, what
- lessons did you learn
- that would be helpful for other hospital executives
- to know and think about?
- Yeah. I mean, I think,
- that's a good question. I I don't have
- the best answer for you other than, you
- know, we have to continue to be
- efficient
- and manage and steward the resources that we
- have now more than ever, you know, looking
- at ways that
- to reduce waste within our systems,
- because, you know, providing access to care is
- not an option. It's never it's never
- been something that we'd even entertain. It's just
- that,
- these are realities we have to deal with
- and,
- be
- be flexible and willing to to pivot to
- make those adjustments to continue to do what
- we've been doing for over a hundred years.
- Yeah. I do think we have
- been having conversations with our state legislature
- around
- ways to promote fairness and
- preserve the rural hospitals
- in our our state as well. I mean,
- we're all under threat for that around the
- country and I think for us, you know,
- we in Arkansas get paid 50 out of
- 50 on federal and CMS reimbursement and we
- also get paid 50 out of 50 on
- commercial reimbursement. So, you know, as a state,
- we're at the bottom of the barrel on
- reimbursement, but yet
- cost is, you know, on par with bordering
- states.
- You know, the expenses for supplies, we don't
- get a break on because of our reimbursement
- structure in our state. So,
- you know, ways to promote fairness for the
- for who we care for,
- across state lines like in Texas or Louisiana
- or Tennessee. I mean, we still provide care
- for for patients all around our state beyond
- and yet we get paid on a on
- a totally different scale. And so how do
- how do we communicate that message to, you
- know, promote fairness when the you know, it
- seems like,
- so much is changing around us to, you
- know, make sure we're reimbursed on a
- similar scale as those that,
- you know, we share borders with, but then,
- you know, ways that we can preserve the
- the rural hospitals that provide such, you know,
- life sustaining care to the communities they serve
- along the way. And so I think those
- are the messages that we,
- would share with others, but also just promote
- with them that as as the rules, you
- know, continue to be reviewed and,
- debated, I I think we have to continue
- to focus on what we can here locally
- around stewarding our our resources,
- managing
- high efficiencies,
- and,
- but then also
- discussing more on the the lobby front around,
- ways that we can preserve this in the
- long run too, because it's it's as challenging
- as ever and and,
- we need our our communities and our our
- legislator to,
- to help us,
- keep doing what we do so well.
- Got it. That's so helpful to understand and,
- you know, I know it's a constant,
- constant
- moving target in some ways, but it seems
- like it makes so much sense to have
- those, kind of local ties and and certainly
- connected with the legislators too, as they're making,
- different policies and updates. So I appreciate, your
- thoughtful and candid response here. Now I wanted
- to ask you about growth too. Where do
- you see some of the best opportunities to
- grow in the next two to three years
- or so?
- You know, we've seen a lot of disruption
- in,
- health care in the last, you know, year
- or two, and it seems like every six
- months
- that new insurance or new, disruptions are are
- affecting,
- the ways that we strategically plan for the
- next two to three years. But I I
- think for our health system, we have always
- prided ourselves on providing some of the highest
- end specialties and the highest level of care
- in and around our region, you know, being
- the first to do
- a a variety of, you know, tertiary
- service lines or or treatments here. I think
- that focus hasn't changed.
- As much as we
- will continue to focus on value based care
- and population health and and access to primary
- care,
- and ways to be convenient to our consumers,
- we we have to continue to be focusing
- on the things that only we can do
- in the ways that we can do it.
- And so,
- over the next two to three years, and
- really even beyond, you know, we'll we'll remain
- focused in on,
- critical care and
- high level specialties
- like spine surgery and
- neurosurgery, heart surgery,
- you know, behavioral health,
- women's health,
- vascular,
- those things that, you know, have built our
- brand and have built whom we are known
- for in the community, we have to continue
- to be excellent at that. And that sometimes
- means recruiting, you know, the best and the
- brightest, sometimes that means, providing the
- the level of technology and robotics minimally invasive
- surgery with good outcomes that that only we
- can provide,
- all while continuing to
- meet our consumers where they are along their
- health journey and promoting,
- you know,
- well care instead of sick care too. So
- that's
- for us what we've we've got our sights
- on,
- all while continuing to promote access,
- in and around our entire state. You know,
- Baptist Health was built on
- extending health care, not only just for urban
- centers, but,
- in in metropolitan
- areas, but to to extend our tentacles into,
- rural Arkansas to to make a difference,
- because they deserve the same level of care
- as as any one of us. And so
- we have to be efficient. We have to
- level load patients across all of our our,
- access points and making sure that we're consistent
- across our whole enterprise. So opportunity for us
- is is doubling down a high end specialty,
- but but also
- making access,
- as easy as it's ever been.
- That makes a ton of sense. And I
- know that access question is something that so
- many organizations
- and hospitals and systems across the country are
- looking at and thinking about. And so to
- understand how you're,
- planning around it and and really seeing access,
- especially
- reaching further into some of the rural areas
- too is just fascinating to hear. I know
- it's, you know, never easy to to plan
- through some of that expansion and access points,
- but so critical for the larger and and
- broader market there.
- Before we wrap up, I wanted to ask
- you,
- about leadership as well. Who do you admire
- as a leader from really any industry and
- why?
- That's a great question. You know, a lot
- of people come to mind. I mean, personal
- mentors,
- first. But, you know, if I I have
- to
- in answer that, I think in light of,
- where we are in, you know, our February,
- you know, birthday as a country,
- I've recently been
- reading on and studying a lot about our
- founding fathers, and I've I've just been,
- I think in a renewed way,
- so impressed and inspired by
- George Washington.
- He's
- what he went through and the resilience and
- really the opposition a lot of times.
- To be remembered as such a, you know,
- incredible pillar of our our
- country, I it wasn't easy for him
- in so many respects,
- and and so I I appreciate his resilience
- and fortitude
- and so many of the things that he
- did that, you know, his leadership qualities I
- I wanna emulate
- in in forging a path and staying true
- to a purpose,
- and a mission, and and to me that's
- awe inspiring. But but I think in today's
- world, if I was to answer that question
- about who who in in our current
- day and age is somebody that inspires me.
- I I think across all the health sectors,
- but I also think outside of health care
- and and,
- you know,
- I'll I'll this may be, you know, kind
- of a curve ball, but I I've truly
- through some of our
- reinventing of ourselves and change culture been very
- inspired by
- a biography I I read recently from Walter
- Isaacson about Elon Musk. And,
- you know, there's there's so many things that,
- you can discuss there, but, really, his
- the way he addresses change process,
- is to me a pretty radical,
- view of it. I mean, challenging
- it's a five step process,
- and it's challenging the norm.
- It's deleting any steps that are unnecessary. It's
- simplifying the process down to its bare minimum.
- It's accelerating that process and then automating it,
- and he's he's applied that through all of
- his companies and, you know, you it's hard
- to argue the outcomes of that. You know,
- the style and and some of the other
- things that come along with it, you know,
- are could be argued as well, but I
- think I've just been inspired by that.
- In health care, we have so many requirements
- and so many regulations, and and many are
- there for the right purposes. But oftentimes, we
- make it harder on ourselves to do the
- things we try to do because, you know,
- we we say that's just why we've always
- done it. But, you know, I think
- that that biography has has really flipped my
- thinking on its head and helped me to
- understand
- that we we can,
- challenge ourselves and challenge our historical processes to
- make it easier on our patients and be
- the best versions of ourselves while trying to
- be
- cost efficient and time efficient to provide value
- back to all of our consumers, whether it's
- physicians or staff or
- or our our patients and their guests. And
- and so I think that's been very inspiring
- to me, and I've tried to emulate that
- in in the ways I look at decisions
- today. So, that's how I'd answer it, Laura.
- No. I I love that. And I I
- think that focus on efficiency
- and serving
- your, patient community and just really understanding what
- it means in order to think differently
- and,
- improve results, makes a big difference. So I
- appreciate that.
- Thank you so much, Cody, for your time
- today. This has been a lot of fun
- and and just really catching up and learning
- about how you're thinking about the future. And
- I know we'll be talking more about that
- at the CEO CFO roundtable in November while
- you'll be speaking on a panel and really
- digging further into a lot of these themes.
- So I'm looking forward to that as well.
- Yeah. Thanks again for having me on the
- podcast today. I appreciated the conversation. I agree.
- It's been a lot of fun. I look
- forward to connecting with others in Chicago in
- November. Thank you so much.