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HEALTH AND WELLNESS CENTER · One on One With a Professional

• 0:00
  Speaker 1: Good morning, good morning, god morning, Welcome, welcome, welcome.
• 0:02
  Speaker 2: We got our neighbors from Health and Wellness right next
• 0:04
  Speaker 2: door here with us today.
• 0:05
  Speaker 1: How are you doing.
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  Speaker 3: Today, Hi, I'm good.
• 0:08
  Speaker 2: How are you today, Josh wonderful, Welcome to the neighborhood.
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  Speaker 1: As they say, thank you.
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  Speaker 3: We're so excited to be in Bartlesville. And I thank
• 0:17
  Speaker 3: you for having me on the show today.
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  Speaker 2: Oh well, this is absolutely great. We've got ourselves here,
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  Speaker 2: a beautiful new location right next door to us, and
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  Speaker 2: the building just looks great. And to tell us a
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  Speaker 2: little bit about the business, and it's a little bit
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  Speaker 2: unique too. It's kind of really a special addition as
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  Speaker 2: far as medical health is concerned.
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  Speaker 3: Yeah, it's a different concept. And first of all, I
• 0:46
  Speaker 3: would probably begin by explaining to your community what a good,
• 0:50
  Speaker 3: really qualified health center is. Yes, and we are community
• 0:54
  Speaker 3: health centers. This program has been around since Lyndon B.
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  Speaker 3: Johnston administration in the sixties. It was created at the
• 1:03
  Speaker 3: same time Medicare and Headstarts were started. Community health centers
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  Speaker 3: were created to provide affordable and accessible healthcare to all
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  Speaker 3: residents of the community, regardless of their ability to pay.
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  Speaker 1: Well wonderful.
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  Speaker 3: So basically that means that we offer healthcare services to
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  Speaker 3: anyone in the community, and we accept all payer sources
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  Speaker 3: including Medicare, Medicaid, marketplace insurance, and private insurance. What really
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  Speaker 3: sets us apart from other providers is the ability that
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  Speaker 3: we charge people on a sliding fee scale, so they
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  Speaker 3: make it a discount based on the number of people
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  Speaker 3: in their household and their annual income. If they don't
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  Speaker 3: have any interests coverage, that's how we figure their fees.
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  Speaker 3: The discounts are based, like I said, on household income
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  Speaker 3: and family size, and those ascounts are possible for us
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  Speaker 3: to give to our patients because we apply for certain
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  Speaker 3: federal grants each year. So that's what covers the amount
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  Speaker 3: of feast that we slide off. Wow, it is a
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  Speaker 3: small percent of our budget, and the remainder of the
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  Speaker 3: cash that we require to operate is earned through regular
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  Speaker 3: payer sources such as insurance and Medicare and Medicaid. So
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  Speaker 3: we will serve anybody in Bartlesfielle. You don't have to
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  Speaker 3: be low income. You can be employed, unemployed, have insurance,
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  Speaker 3: or be non insured and come in and see it.
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  Speaker 1: That's a great way to say the doors are wide open.
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  Speaker 1: That's for sure.
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  Speaker 3: Yes, we won't turn anyone away.
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  Speaker 2: What are your operations and challenges, especially you know here
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  Speaker 2: in Oklahoma, and how do you plan to address those?
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  Speaker 3: Well, balancing margin with mission is always a challenge. If
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  Speaker 3: we don't have a margin, we can't have a mission.
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  Speaker 3: So of course funding is always a concern. Beyond that,
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  Speaker 3: I mean, there are rules and regulations around the services
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  Speaker 3: we provide, and they are very strict. Sometimes they hinder
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  Speaker 3: our ability to provide services, you know, in an economically
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  Speaker 3: feasible manner. So we're always watching and we're always advocating
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  Speaker 3: for policies from our state and federal legislators that make
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  Speaker 3: a positive impact on our ability to serve the patients
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  Speaker 3: in our communities in the most cost effective and responsible way.
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  Speaker 2: Now, what strategies do you use to manage and optimize
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  Speaker 2: limited resources in a nonprofit health setting. That's to be
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  Speaker 2: it's got to be a challenge.
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  Speaker 3: Yeah, we're guided by an operational manual. It controls the
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  Speaker 3: requirements and regulations, but each community can vary in how
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  Speaker 3: we approach services in their specific area according to the
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  Speaker 3: needs of their population. So this is achieved through our
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  Speaker 3: hearts requirements versus health resource service administration, and they they
• 4:05
  Speaker 3: require that we maintain a board that is fifty one
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  Speaker 3: percent of users of our clinics, So over half of
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  Speaker 3: our board of directors are clinic patients.
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  Speaker 2: Okay, very good. You know you said the word community
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  Speaker 2: and that's big around here. It's big everywhere too. How
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  Speaker 2: do you build partnerships with other community organizations and stakeholders
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  Speaker 2: in order to prove to improve access to care for everyone?
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  Speaker 3: Sure, we have to just ties back in with operating
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  Speaker 3: efficiently and how do we know what to do to
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  Speaker 3: manage our resources. We attend meetings and conferences and events
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  Speaker 3: that the public puts on in the communities. That's the
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  Speaker 3: only way that we can really get to know our
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  Speaker 3: communities and know their needs. Having someone on our board
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  Speaker 3: from the community is also that they will have knowledge
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  Speaker 3: and partnerships in each community that we serve. So we
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  Speaker 3: take their input very seriously through our board of directors
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  Speaker 3: and try to try to tailor each location to the
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  Speaker 3: specific needs of the community.
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  Speaker 2: You know, our community is very blessed here for its
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  Speaker 2: a diversity. We have people from small around the world.
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  Speaker 2: Thanks to some great employers here. You bring in some
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  Speaker 2: great talent from around the world. What measures do you
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  Speaker 2: implement to ensure a culturally competent care for these diverse
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  Speaker 2: patient populations.
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  Speaker 3: Sure, we have many different culturally significant segments that we serve.
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  Speaker 3: We do annual training with all of our staff very
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  Speaker 3: sensitive to the needs of the different populations. We use
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  Speaker 3: a language line if we should need translation services as
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  Speaker 3: well as as we try to hire different ethnicities or
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  Speaker 3: we try to hire bilingual staff to help with those
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  Speaker 3: translations and just integrating everyone into our services.
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  Speaker 2: Now, how do you incorporate your patient feedback into making
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  Speaker 2: some decisions moving forward for service and improving the process
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  Speaker 2: of Right now, it looks like you've got a pretty
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  Speaker 2: well streamlined.
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  Speaker 3: Yeah, the board helps. People on the board help. But
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  Speaker 3: in addition to that, we send out surveys. We have
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  Speaker 3: a Facebook page with opportunities to provide feedbacks. There's a
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  Speaker 3: link on our website that's provided patient testimonials, and we
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  Speaker 3: regularly send out the surveys after each visit to try
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  Speaker 3: and collect input which we use to evaluate our process
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  Speaker 3: and services. We take it very seriously when I say
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  Speaker 3: we use it. We read every comment. If it's possible
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  Speaker 3: to act on them, we do if it happened, if
• 7:03
  Speaker 3: we happen to get a negative comment, and it does happen.
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  Speaker 3: Sometimes you can't make everyone happy all the time. But
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  Speaker 3: if we're able to reach out to that person, we
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  Speaker 3: reach out to them and see what we could do
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  Speaker 3: to make the situation situation right or to improve it
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  Speaker 3: moving forward. Sometimes the surveys are anonymous, so we don't
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  Speaker 3: have any way to reach out, but it is very
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  Speaker 3: important to our board and our team to provide the
• 7:30
  Speaker 3: best possible servants based on our patients wants and needs.
• 7:35
  Speaker 2: Well, I'm going to take a few questions and kind
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  Speaker 2: of put them together here for you regarding financial management,
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  Speaker 2: about funding, the sustainability for the FQHC, and whether or
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  Speaker 2: not you operate solely on grant dollars, and a strategies
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  Speaker 2: you might use to maybe reduced.
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  Speaker 1: Dependency on federal funding.
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  Speaker 2: And maybe you share some examples of a financial challenge
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  Speaker 2: that you navigated through in a previous.
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  Speaker 3: Rolesolutely So my personal I'm the CEOs here at the
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  Speaker 3: Health and Willness Center, and my personal approach to fiscal
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  Speaker 3: management is in a conservative manner, So I'm always looking
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  Speaker 3: to get the best bang for my buck and save
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  Speaker 3: a dollar when we can and still provide quality, accessible services.
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  Speaker 3: We do not ever want to compromise patient care to
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  Speaker 3: save the dollar. That is not our goal. We don't
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  Speaker 3: operate solely on grant dollars, and that's kind of a
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  Speaker 3: mess about community health centers. Many people think that we
• 8:37
  Speaker 3: operate only on grant dollars, But the truth is our
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  Speaker 3: grant funding is less than twenty percent of our total budget.
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  Speaker 3: So the other eighty to eighty five percent of our
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  Speaker 3: budget is made up of billing you know, United Healthcare,
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  Speaker 3: Blue Cross, at Medicaid, Medicare, every other billing source and
• 9:02
  Speaker 3: revenue source that any other doctor's office would have, We
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  Speaker 3: also have that. The difference for the grant money is
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  Speaker 3: that it's just used to help provide discounts for our
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  Speaker 3: lower income under ensured patient population.
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  Speaker 2: All right, we're kind of running on time here, but
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  Speaker 2: I only want to get to your team, leadership and
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  Speaker 2: culture here. How do you foster that positive work culture
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  Speaker 2: motivating people in high stress healthcare environment?
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  Speaker 1: Healthcare is high stress? How do you get it done
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  Speaker 1: and how do you get the most out of it?
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  Speaker 2: And how do folks really get the value out of
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  Speaker 2: what comes out of your culture and leadership?
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  Speaker 3: Well, I try to do my best to make sure
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  Speaker 3: that our team has the tools they need to provide
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  Speaker 3: the care in an affordable, accessible manner for everyone, and
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  Speaker 3: make sure that I support them and make sure that
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  Speaker 3: any needs or requests that they have are met. If
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  Speaker 3: at all possible, I prefer I prefer a uh no
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  Speaker 3: drama atmosphere possible. That does help foster a really positive
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  Speaker 3: work environment. We want to face environment for employees, so
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  Speaker 3: that that's one way. Lastly, we try to be as
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  Speaker 3: you know, as competitive as possible in providing reasonable reimbursements
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  Speaker 3: for our employees while still being fiscally responsible. We want
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  Speaker 3: to have good employees, and we need to be competitive
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  Speaker 3: in salaries where you know, I've found if employees have
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  Speaker 3: what they need to do their job and they feel
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  Speaker 3: they're adequately reimbursed in value, they're generally a pretty happy workforce.
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  Speaker 3: The healthcare workers are a special breed of people. They
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  Speaker 3: generally went into the field because they have a heart
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  Speaker 3: to serve people. So the patients that we're able to
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  Speaker 3: help certainly provide a level of morale that I could
• 11:04
  Speaker 3: not achieve on my own. I think it's just a
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  Speaker 3: combination of several factors and trying to do the right thing.
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  Speaker 2: I'm the father of a nurse and a father of
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  Speaker 2: a will be doctor here in a few months.
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  Speaker 1: Kind of that hard.
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  Speaker 2: You're talking about innovation and technology, they play some pretty
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  Speaker 2: key roles.
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  Speaker 1: Tell us about it.
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  Speaker 3: Yeah, So I consider our organization to fit into the
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  Speaker 3: category of early adoptors if possible and feasible. Our core
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  Speaker 3: values include innovation and excellence, so we try to stay
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  Speaker 3: focused on continual improvement, and in our world of technology,
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  Speaker 3: it's an imperative component of being able to be innovative.
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  Speaker 3: Telehealth plays a monumental role. It's been imperative to reach
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  Speaker 3: our populations with transportation barriers, and it will allows us
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  Speaker 3: to bring additional services to our patients. Last year, we
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  Speaker 3: served nearly one in four visits through telehealth, So it's
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  Speaker 3: a innovation in telehealth and technology is a large part
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  Speaker 3: of our organization.
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  Speaker 2: I'm going to skip ahead here to crisis management because
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  Speaker 2: this is something that a lot of health industry people
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  Speaker 2: were up against.
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  Speaker 1: When we had a pandemic.
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  Speaker 2: And can you describe your experience handling public health crisis
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  Speaker 2: or unexpected disruptions such as the COVID nineteen pandemic and
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  Speaker 2: what did you learn from it?
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  Speaker 3: Absolutely, I have been here since day one nineteen years ago.
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  Speaker 3: So I was the one that was here during the
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  Speaker 3: pandemic and I cannot brag enough about our team throughout
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  Speaker 3: the entire COVID nineteen pandemic. When the public emergency was declared,
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  Speaker 3: I think it was on a Friday or Sunday, I'm
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  Speaker 3: not sure. It was toward the end of the week,
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  Speaker 3: and we immediately text our leadership group. We have a
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  Speaker 3: group text and we met first thing Monday morning at
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  Speaker 3: seven am to implement our emergency pandemic plan from our
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  Speaker 3: policies and procedures. So that's a policy and procedure that
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  Speaker 3: you really hope you never have to pull out, but
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  Speaker 3: ends up we did. It was important and it enabled
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  Speaker 3: us to get information out to our employees regarding the protocols.
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  Speaker 3: You know, things such as one entry, one exit for
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  Speaker 3: each building. We had to register everyone that came in
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  Speaker 3: and everyone that went out, the times when they came,
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  Speaker 3: the times when they left, required masks to help prevent
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  Speaker 3: the spread of airborne diseases. Delegating essential staff was something
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  Speaker 3: that was pretty important. If you were essential to be
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  Speaker 3: on site. It took every precaution possible to maintain safety
• 14:01
  Speaker 3: for our patients and our staff, but if you were
• 14:04
  Speaker 3: in an administrative type role that could work virtually from home.
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  Speaker 3: We went out and set those systems up for our
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  Speaker 3: employees to work from home, and that's where the advantage
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  Speaker 3: of our early adopt mentality played out. We already had
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  Speaker 3: a lot of the pieces in place to use telehealth
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  Speaker 3: and to work virtually, so we just kind of enacted
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  Speaker 3: everything at a faster and higher pace than what we
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  Speaker 3: had already been able been using it. Even with the
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  Speaker 3: best I mean, one of the things that I learned
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  Speaker 3: was even with the very best possible emergency preparedness plan,
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  Speaker 3: there's always unanticipated aspects. The key for me was to
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  Speaker 3: be flexible, flexible, and to have an agile enough workforce
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  Speaker 3: that we could pivot pretty quickly and respond to a
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  Speaker 3: constantly changing environment. So I think that was pretty important.
• 15:02
  Speaker 1: I want to thank you for being with us today.
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  Speaker 2: Our time is unfortunately run short, but Health and Wellness
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  Speaker 2: right across the street from here on Frank Phillips Boulevard
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  Speaker 2: here in Bartlesville.
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  Speaker 1: Thanks for sharing some insight. It feels like we know
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  Speaker 1: you so well right now, and I know you great,
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  Speaker 1: and like I said, welcome to the neighborhood.
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  Speaker 2: Welcome to town, and I hope we get to speak
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  Speaker 2: together pretty soon.
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  Speaker 3: I would like that a lot. Anytime you need someone,
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  Speaker 3: I'd be.
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  Speaker 2: Happy to come already. Thank you very much for being
• 15:29
  Speaker 2: with us today on our