Latest / Becker’s Healthcare Podcast / Reimagining Workforce and Value Based Care in the Home with Andrew Molosky

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Reimagining Workforce and Value Based Care in the Home with Andrew Molosky · Becker’s Healthcare Podcast

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  At Insight Global Health, we are dedicated to
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  delivering them. Visit us at insightglobal.com.
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  Welcome to the Becker's health care podcast recorded
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  live at Becker's sixteenth annual meeting at the
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  Hyatt Regency in Chicago. I'm Ella Reuter, a
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  writer for our behavioral health line, and your
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  host today.
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  I'm joined by Andrew Malowski, president and CEO
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  of Chapters Health System based in Temple, Terrence,
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  Florida. Andrew, thank you for being here.
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  Thanks, Hal. I appreciate the opportunity.
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  Could you briefly introduce yourself, your role, and
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  the scope of your organization,
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  and what's currently commanding most of your attention
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  as a leader? Yeah. Absolutely. So these questions
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  kind of feed nicely into each other. As
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  as you were kind enough to introduce me,
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  I'm Andrew Maloski,
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  Malofsky, the president and CEO of Chapters Health,
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  based out of Tampa, Florida. And, you know,
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  to know and understand Chapters Health is to
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  understand that we're exclusively a home and community
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  based delivery model. We have over 30 different
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  organizations constituting Chapters as a portfolio collective,
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  coast to coast. Right? So we're in California,
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  Oregon, Nevada, DC, Virginia, Maryland, Florida, and and
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  lots of places in between. So, when you
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  think about where my answers are coming from
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  this morning, it'll be from that perspective of
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  care in the home, care in the community,
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  and that's an important context to set.
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  Wonderful. Well, thank you so much for that
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  brief overview.
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  In a year marked by rapid change, what
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  recent decision or pivot required the most leadership
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  conviction from you, particularly when it came to
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  aligning people, resources, or capabilities?
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  Yeah. And this is a bit of a
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  complex answer, but if I can manage to
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  not lose the audience, I hope it makes
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  sense at the end. Right? So I I
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  briefly explained the the scope of chapters. When
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  you're exclusively in the home of community based
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  environment and even more so with a value
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  based care slant,
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  your workforce has to be a very different,
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  you know, organization than a lot of our
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  peer groups. Right? And so it's how do
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  you find them? How do you train them?
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  How do you unbound the the thinking restrictions
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  they've been facing with elsewhere in their career
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  to really be not only exceptional in the
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  home where resources are limited and creativity is
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  key, but also to think with that value
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  based slant. How can we do this more
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  effectively, more proactively with the patient in mind?
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  So in addition to rapid growth and managing
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  lots of different environments and communities and feels
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  and looks, you know, we have to have
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  an eye towards a different sort of workforce
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  altogether.
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  And how did that moment challenge your assumptions,
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  and what did it change about your approach
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  to decision making, talent, or organizational readiness today?
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  You know, I like the way that you
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  phrase that in terms of challenging assumptions. It
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  wasn't an assumption that I was proven wrong
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  on or our organization was proven wrong, but
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  it was really, heartening, right, to find that
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  at the end of the day, our belief
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  or our thesis was, you know,
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  our staff didn't go to school to figure
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  out how many visits they could do in
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  a day. They went to school. They got
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  their education. They perfected their craft by focusing
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  on what it meant to really uniquely care
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  for a patient and see them as a
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  story and not the sum of their medical
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  or diagnostic parts. Right? So we went into
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  that believing that is the greater good that
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  the workforce out there really signed up for.
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  And to see them shine and to see
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  them really flourish not only had good financial
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  results, but it empowered the organization. We have
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  a great culture. And so that was a,
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  a heartening validation of of an assumption that
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  we wanted to challenge.
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  Wonderful.
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  And when you think about the forces reshaping
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  health care right now, where do you believe
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  leaders need to be more decisive,
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  especially when balancing
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  speed, risk, and having the right teams in
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  place?
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  Yeah. It's an excellent question. So I answer
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  from a very, you know, kinda niche perspective,
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  at least for our organization.
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  You know, when you're committed to value based
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  care, you're committed to an aspect of health
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  care that a lot of people believe in,
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  but not as many resource, not as many
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  commit to. You know, if you're going to
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  commit, we jokingly will say it's like being
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  half pregnant. There's no such thing. Right? You
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  know, when you're in, you're in. And and
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  our commitment was, okay. We're going to do
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  this and do it well, but that requires
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  a reshaping of culture, of workforce, of capital
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  structures, of contracting design, of what what our
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  metrics that we constitute as successful look like.
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  And so that's not an inconsequential
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  set of steps to take. Right? If you're
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  gonna do it, you don't wanna be halfway.
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  Because we think about it, you know, you
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  hold a twig at both ends and you
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  start to squeeze. Where's it gonna break? Right
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  in the middle. Right? And we don't wanna
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  break the middle. The middle is where our
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  staff delivers the best care. So we had
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  to be fully committed as leaders, and there
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  was no time to dilly dally, not because
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  speed was of the essence, but that level
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  of commitment and that level of investment could
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  not you know, you had to have a
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  workforce who saw you as being committed as
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  you were asking them to be. 100%.
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  And as uncertainty has become the norm, what
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  leadership habit or mindset has been most critical
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  in keeping your organization
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  and your people moving forward?
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  It's
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  you can make this an answer that it
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  doesn't matter what side of the political spectrum
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  you're on. Uncertainty is my absolute favorite word
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  in these times. You know, I think of
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  it not playing word games or semantics, but
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  it's a little bit of a a flip
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  this around.
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  Uncertainty carries a negative connotation because we've allowed
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  it to be.
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  Right? And when your entire concept in health
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  care is looking at a patient differently and
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  saying,
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  wow. I know you have CHF or I
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  know you have COPD, and we may have
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  seen 10 members or patients before you who
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  had the same diagnosis, but you're a totally
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  different story. The circumstances are different. Your life
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  is different. Therefore,
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  there is no certainty. There is no path.
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  There's no protocol. Now, yes, there's great medical
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  best practices, and, yes, there's certainly best, you
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  know, ways to approach the medical components, but
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  everybody's story is different. So why should our
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  socio, you know, conditions, our global socio conditions
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  make us feel any less confident? Uncertainty is
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  the name of the world we live in.
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  It's only when you allow it to be
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  a negative stigma as opposed to a positive
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  opportunity that becomes problematic.
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  And how are shifting workforce expectations around flexibility,
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  purpose, and mobility influencing how you design roles,
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  schedules, or care teams today?
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  This is one that, you know, out of
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  respect for all the other folks you'll see
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  and talk to today, I don't get to
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  go to the full depth on this because
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  it's my favorite one, and I'll talk for
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  days. You know? But I I alluded to
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  it a little earlier. If you're gonna make
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  change in your organization, if you're gonna make
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  change or make a splash in the health
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  care environment, no matter which corner, of it
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  you work in, you know, you have to
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  be committed to seeing things differently. And you
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  can might be the most executive phenomenal executive
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  in the history of health care, but you
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  will still not see as many patients in
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  the day as your workforce. And you don't
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  have to be a statistician or an actuary
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  to recognize that the trends aren't in our
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  favor. Right? Mhmm. We have a rapidly aging
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  workforce. We have a rapidly aging population.
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  The supply demand curve is not gonna be
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  there. There are not gonna be the staff
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  that we all want. So you're going to
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  have to create an environment that's more alluring
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  to them, more rewarding for them, and also
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  the more fulfilling for them if you as
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  an organization are just gonna survive. So that's
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  really where we put our efforts. Right? And
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  if you look into chapters a little further,
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  you'll see we've trademarked the phrase, there's only
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  two jobs. It is to be taking care
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  of patients or taking care of those who
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  do. And it really we want to think
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  that defines our ethos. We are there to
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  build a workforce that looks different, feels different,
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  and delivers different. And in doing so, that
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  can be your organizational line of credit. So
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  we really use it as our empowering tool
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  in our business strategy and not just a
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  how do we put heads, you know, at
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  the beds today.
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  Well, wonderful.
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  Andrew, thank you so much for joining us
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  today. We really appreciate it, and thank you
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  for tuning in to the Becker's Healthcare podcast
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  brought to you by Insight Global Health. If
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  you enjoyed this conversation, be sure to follow
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  us for more conversations from Becker's sixteenth annual
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  meeting. I'm Ella Reuter, and thank you for
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  listening.