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Thanks for listening.
Now here's the episode.

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This is Laura Dedo with the
Becker's Healthcare Podcast.

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I'm thrilled today to be
joined by Darida Wilson,

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vice President of Operations of
Northern Light Medical Group. Darida,

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it's a pleasure to have
you on the podcast today.

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Thank you so much for having me.

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Now, I know we have a lot to talk about.

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There's so much happening in healthcare
right now and, and certainly, uh,

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for medical groups,

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just a lot going into what's gonna happen
in the future and some of the specific

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challenges and opportunities. But
before we dive into my questions,

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can you tell us a little bit more
about yourself and your background?

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Sure. Um, I am of course Darida
Wilson. Like, uh, uh, like you said,

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I'm the Vice President of the Northern
Light Health Medical Group, uh,

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in charge of operations. I, uh,

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have been an executive leadership
position since 2005, uh,

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working at Harry University Hospital
in Washington, DC until 2014.

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In 2015, I became the co O
of the Ascension Providence
Hospital Medical Group,

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also located in Washington, DC and
their ambulatory services division, um,

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until, uh, 2019. Uh, then, uh,

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the acute hospital, uh, was
deemed by such to be closed,

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and then in 2020, um, I became a National
Healthcare Leadership consultant,

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which brought me to Maine and Northern
Light on a temporary assignment,

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which, uh, turned in August of
2021 to be a permanent position,

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uh, which I now hold. Uh,

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so I have over 35 years of
healthcare career experience,

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and I wouldn't trade it for
anything. I love the work that I do.

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Absolutely. Wow, that sounds
like an amazing career,

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and I can really tell that
you're passionate about, uh,

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working in healthcare
and serving patients,

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and certainly improving the communities
wherever you're at. So, you know,

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when you look at, uh, absolutely.
Absolutely. That's awesome. Um,

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when you look at where you're
at today at, at Northern Light,

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what is your growth strategy
for the next year or two?

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What's really ahead for you
and what are you excited about?

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Well, to, to start our conversation
about Northern uh, Northern Light, um,

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we have 10 licensed
hospitals, uh, 900 plus beds,

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um, 818 post-acute beds. Uh,

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we're spread over two thirds of
the state of Maine. As you know,

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this is actually, uh,

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what I would consider my dream job because
it gives me the opportunity to both

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do healthcare delivery to both, uh,

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rural medicine as well as, uh,

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a little of the urban flavors. So
the larger cities, uh, Bangor, uh,

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Bangor, Maine and Portland, Maine are
where our larger hospitals are, uh,

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including our flagship
hospital, which is, um,

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Eastern Main Medical Center, uh,
which is in Bangor. And then,

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uh, we have a lot of rural areas
where we also provide services.

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So, um, we are beyond our services.

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We have statewide telehealth services to
include virtual walk-in care services,

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home health services with
more than 330,000 visits

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annually, statewide.

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And we have a focus on population health
management using data to direct, um,

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resources and address
and address the most, uh,

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virtual chronic health needs of our
population. So that's a little bit about,

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um, Northern Light. I'm privileged
to work here, and I really, um,

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admire, uh,

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the goals and the mission
that our president, uh,

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Tim Dery, who is the CEO and
president of Northern Light has,

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and we're just working the,
we're just working the vision.

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That's what we're doing. So as it
relates to growth strategies, um,

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we have a couple, they're very simple
to increase patient access, uh, using,

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um, innovative technology and creating
process improvement to maximize

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efficiency. You know, the pandemic
has brought about a series of events,

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which means that healthcare delivery
will never be the same again.

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We have gained some lessons from
the pandemic on what patients need

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to make sure that we offer patients
what they need, when they need it,

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and how they need it. Um, and
some of our old models, uh,

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just are no longer efficient enough for
us to reach the masses that we need to

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reach.

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One of the other strategies we have is
the development strategies to address

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staff shortages, uh,

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which is nationwide and work toward
bringing new opportunities to build,

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teach, and grow a sustainable
healthcare workforce. Um,

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everybody's looking for
staff. Everybody needs staff.

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It is one of the number one issues on
most of our plates in the healthcare

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industry,

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but we need to really start looking at
how do we get our workforce and really

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encouraging the younger
generation to join health, uh, um,

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healthcare workers, um,
in managing, uh, uh,

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the health popul, you know, the
health issues, uh, of the day. Um,

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our population is getting older,
uh, with more people in it,

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so we're gonna need quite a bit of, um,

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workforce staff to
really accommodate that.

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Absolutely. I, I think
that makes a lot of sense.

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And certainly I can imagine a lot of
hospitals and health systems are in a

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similar spot in terms of trying to make
sure they're able to connect with their

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broader patient populations
and, and very diverse patient,

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patient populations as well.

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I know you were talking about both
the rural and urban communities,

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and I can imagine, um, you
know, some very different, uh,

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needs and challenges for both of those
spaces as well as integrating technology

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and in virtual care, along
with in-person care, um, in,

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in managing all of that while trying to
troubleshoot the staffing issues. So,

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you know, when you, you look
at, um, especially how staffing,

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it seems like it is not
necessarily there's an easy
answer to bring more people

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into the healthcare workforce. What are,

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are some of the ways that you are managing
that and looking into the future to

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try to, um,

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improve some of the workforce
challenges that you're currently facing?

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Well, listen, we're starting in the
middle schools, uh, <laugh>, uh,

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middle schools and high schools to really
start putting in the minds of these

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young people, the,

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the benefits of being a healthcare worker
and the rewards that are not always,

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um, tied to monetary things,
but to be of service, um,

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to our nation. I think that the pandemic,
if anything else has shown that,

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you know, the people that
work in, in healthcare, um,

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are are committed to the, to the work. Um,

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they have a love for the people,
and especially people who need help,

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um, and who suffer from not only
chronic illness, but even wellness, uh,

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visits to make sure that they remain
healthy for their friends and their

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families.

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So one of the other major ways that we're
doing that is to make sure that we're

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visible,

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to make sure that we leave out of
the hospital walls as it work and go

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where, uh, go to community
events, go to fairs, uh,

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go to celebrations, uh, go
anywhere we can to show, uh,

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so that children and younger people who
may be looking for a career can have

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access and talk to people who are already
in healthcare. Um, and maybe we can,

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hopefully we can get some recruits
just by being there and being a part of

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the community to let them know that
this is a exciting career opportunity,

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but more importantly, it will be a great
service to our country, to our state,

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um, and to the people and the
communities that we serve.

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Absolutely. I, I love that. And
certainly, um, starting in middle school,

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it seems like early,

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but definitely a place where children
can still be inspired and certainly be

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brought into the healthcare space.

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Mm-hmm. <affirmative>, absolutely.

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Fantastic. And could you also, you know,

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I loved hearing about those initiatives,
and could you tell us about other,

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I guess, exciting initiatives that
are making a really big impact or,

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or projects that you're
working on right now that, um,

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are important for the medical group?

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Well, yeah,

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so another way that we're doing it is we
are looking at how we recruit and where

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we recruit. Um, as you
know, Maine, um, is,

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uh, has, you know, a population
of only 2% of people of color.

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Um, so the idea that there are, um, other,

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um, diverse populations,
uh, our native, uh,

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our Native American population and
other areas where we have, you know,

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um, immigrants that are coming in
and asylum seekers here in Maine,

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we wanna make sure that they have the
adequate healthcare that they deserve

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also. And we know based upon
research and, and, and just,

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uh, uh, research that's
done based upon, you know,

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healthcare outcomes that people do do
better when they see providers that

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look like them, and that
can reach them at a,

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at a personal or cultural level
as it relates to their health. Um,

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so one of the other initiatives that
we're doing is we're teaming up with

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partners. We're teaming up with, um,

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educational partners to help this
development, uh, go forward. Uh,

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some of the historically black colleges
or the HBCUs that we will be doing

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clerkships, um, uh,

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here in the state of Maine to get people
accustomed or get 'em familiar with the

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state of Maine. It's beautiful here.
I mean, before I came here, you know,

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22 months ago, I didn't really even
have an idea where Maine was <laugh>.

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But now that I, now, now that I'm
here, it's just a beautiful, um, uh,

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state, uh, with lots of wildlife
and lots of things to do.

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Um, so we're seeking, uh,

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we're looking at some of the
HBCUs to bring some of the, uh,

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providers, uh, some of the physician
assistants, um, nursing students,

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and maybe even finally some of the
additional residents here to the state of

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Maine, um, to get some training
and then hopefully, uh,

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then the effective
recruiting, uh, done, um,

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to make sure that, um, we have the,

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the resources and the workforce
that we need going forward.

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So just looking for recruitment
and, uh, and, uh, talent,

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wherever we can find it, even
outside the state of Maine, uh,

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to draw them into our beautiful state.

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That's amazing to hear, and
certainly, you know, great that, uh,

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you're able to make those connections
with HBCUs and, and, uh, um,

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really foster that type of relationship.
I, I think, um, certainly important,

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as you mentioned, being able
to have healthcare providers,

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whether they're the physicians,
nurses or other, uh,

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members of the clinical team, you know,
reflect, uh, the patient population,

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especially like you said, it just
builds so much trust. And so, um, that,

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that sounds like a really
important and impactful way to, uh,

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connect deep more deeply
with the community.

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And, you know, you bring up a very
good point. You know, I am, um,

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an alumnus of a historically
black college, Howard
University in Washington dc,

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um, where I got my undergraduate degree
and I was tutored and learned, um,

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which is a, a academics, uh,
setting, uh, institution.

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So I was able to really
learn how people learn, um,

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especially in the healthcare
arena, you know, the, the,

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so I had the opportunity to work with
the, the medical students, the residents,

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you know, the nurses.

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They had a school of Allied Health in
addition to the school of medicine,

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a school of dentistry, um, all
connected to our community hospital,

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um, to serve the, and serve and
to serve that community, uh,

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with whatever health needs that
they had. It was a level one trauma,

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the hospital, the community hospital.
There was a level one trauma.

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So we basically saw it all there.

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And that training really sparked
in me the opportunity to look at

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population health, to look at, you know,

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disparities and healthcare as well as
social determinants of health, you know,

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and how we actually serve
the people because, you know,

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we're really not served until everybody's
served, if you understand what I mean.

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Absolutely.

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That's such a great point and powerful
statement about thinking through,

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you know, not leaving anybody behind,

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making sure you're serving everybody in
the community and thinking about that

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population health and then acting on
it too in making a big difference.

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And it seems like that
certainly is, is a, you know,

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evolving thing for a lot of hospitals
and health systems and evolving strategy.

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Um, as well as, you know,

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there's so many different aspects of
healthcare that are changing today.

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So I wanted to wrap up the discussion
by asking what is the most important

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thing that healthcare executives should
do right now to make sure that their

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organizations are
successful for the future?

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Um, I would say that they really
need to have a firm footing on the

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technology. Um, you know, the, the,

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the population today, today and the
generations today grew up with technology.

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We need to use that to our advantage
to be able to serve our patients,

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um, and to also make sure that their
healthcare needs are met not only just in

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chronic illness, but
preventative illness as well. Um,

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some of those things include, you know,

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patient self-scheduling
and being able to, um,

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self-register, uh,

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online before they come in
for an appointment to save
time instead of doing the

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paperwork in the office. And
all those things that we are,

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that we associate with how patients
are seen in healthcare delivery, um,

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can be improved by technology.

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And we need to be ready for that
and look for ways that we can insert

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technology into our present workflow or
then just change the workflow to meet

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the needs of the people.

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Because access is everything right
now to make sure that we have adequate

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access to all patients who need us and
to make sure that we're able to do that.

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So that would probably be
my number one thing. Um,

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I think that also we need to look at, um,

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the population that we serve and
to really listen to the patients.

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Um, all of our work needs to be
patient centered so that, uh,

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the patient gets actually what they need
instead of what we think they need. Um,

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I find that sometimes, you know, as
healthcare, um, executives, you know,

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we're so used to just doing the grind
and making sure that everything is

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covered. Um,

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but oftentimes we don't listen enough to
our patients to find out or look at the

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data to see exactly what kind of services
would our patients actually need,

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making sure we fill the
healthcare gaps. Um,

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also that patient has, as it
relates to social determinants,

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like transportation and, you know, uh,

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health literacy and all
of those things, um,

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we need to make sure that we are able
to serve the patients the way that they

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need to be served at the
place that they're at.

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Absolutely.

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And that's a fantastic reminder and
definitely something so important to keep

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front of mind. Mina, thank you so much
for joining us on the podcast today.

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This has been such a fun and
fascinating conversation,

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and I'm looking forward to meeting you
in person as well at our c e o and CFO

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Roundtable, um, in November.

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Awesome. I really appreciate
the opportunity to come and, uh,

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the invite and, um, I just
really appreciate, uh,

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the conferences and the seminars
that I've gone to so far.

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They're very enlightening. Um,

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the networking is fantastic and I
look forward to meeting you in person.

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It's so important for leaders at the
top of organizations to keep learning,

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00:16:29,920 --> 00:16:31,610
stay sharp, grow their networks,

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00:16:32,040 --> 00:16:35,170
help our audience better do this
in a more simplified, personalized,

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00:16:35,230 --> 00:16:39,090
and meaningful way. Becker's
Healthcare has launched my bhc,

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00:16:39,480 --> 00:16:42,570
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00:16:45,640 --> 00:16:50,570
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