Community Health Collective

In this episode, you'll learn:Why most "patient appreciation" events in health centers are actually marketing events in disguiseThe critical difference between referral-source thank-yous (B2B) and patient-facing appreciation gesturesWhy healthcare runs on trust — and how no-strings-attached appreciation builds it faster than almost anything elseSmall-budget ideas: birthday cards from providers, handwritten milestone cards, monthly coffee morningsMedium-budget ideas: community BBQs, family movie nights, skating or bowling nightsBigger ideas: holiday meal kits, new-parent care packages, patient longevity recognitionHow to address the "we can't afford this" objection — including funding sources most leaders aren't usingA 5-step framework for rolling out a patient appreciation effort without it dying in a leadership meetingWhy measuring this with marketing metrics will kill it — and what to ask insteadKey Takeaway"Loyalty is built through genuine appreciation, not just clinical excellence. Your clinical care is the price of admission — but the thing that turns a patient into a loyal patient is the feeling that you actually see them."Connect with JillEmail: [email protected] a call: jillsteeley.comIf this episode resonated, please:Subscribe so you never miss an episodeLeave a rating and reviewShare with a fellow health center leader who needs to hear this

Episode #25The Fractional Advantage: C-Suite Leadership Without the Full-Time Price TagHosted by: Jill Steeley | Guest: Rebecca Mankin, MPA, CGFM, ACHE — Founder/CEO, Mankin Consulting, LLCEpisode OverviewWhat do you do when your health center needs C-suite leadership but can't justify—or afford—a full-time hire? In this episode, Jill Steeley sits down with Rebecca Mankin, a seasoned FQHC executive and founder of Mankin Consulting, LLC, to break down the fractional executive model and why more community health centers should be using it. Rebecca has served as interim CEO, COO, and CFO for multiple health centers simultaneously, led financial audits with combined budgets exceeding $100 million, and has a track record of turning struggling organizations around—without the slash-and-burn approach. This conversation is practical, eye-opening, and directly relevant to every health center leader navigating uncertainty right now.In This Episode, You'll LearnWhat a fractional executive actually is—and how it differs from a consultant or interim hireWhat a typical fractional engagement looks like: hours, duration, and scopeWhat size and type of health center benefits most from this modelThe most common financial blind spots Rebecca finds when she walks into a health center for the first timeHow to make the ROI case for fractional leadership over a full-time hireWhat health centers need to have in place for a fractional engagement to succeedHow to vet a fractional executive and avoid costly mistakesWhy survival mode is the enemy of strategic thinking—and what to do insteadRed flags to watch for when evaluating fractional candidatesKey Takeaways"You don't always need more time. You need the right experience at the right time."— Rebecca Mankin"When you're inside the bottle, you can't read the label. Sometimes you need that outside perspective."— Jill Steeley"Every system we improve, every process we fix, ultimately impacts the patients and staff in these centers."— Rebecca MankinWhat Is a Fractional Executive?A fractional executive steps into the leadership team—not as a consultant who advises from the outside, and not as a simple interim filling a gap—but as an embedded leader who is in the meetings, making decisions, and accountable for outcomes. The key difference: they work a fraction of the time (typically 10–30 hours per week) at a fraction of the full-time cost, while bringing immediate, high-level impact without a lengthy ramp-up.Rebecca's firm, Mankin Consulting, provides fractional CEO, COO, and CFO services specifically to community health centers—bringing deep FQHC expertise that a generalist accountant or outside consultant simply can't replicate.The Most Common Financial Blind Spots Rebecca FindsLack of real-time financial visibility — no KPI dashboards, just backward-looking financialsRevenue cycle inefficiencies — gaps in workflows, undocumented processes, rising denial rates with no root-cause analysisMisalignment between operations and finance — poor communication between departments leads to costly disconnectsUnder- or over-utilization of data — too many KPIs is as dangerous as too few; track 10 meaningful metrics, not 100The ROI Case for Fractional vs. Full-TimeWhen evaluating the true cost of a full-time C-suite hire, health centers often forget to factor in: salary, benefits, recruitment costs, relocation expenses, onboarding time, and ramp-up time before the person is productive. A fractional executive eliminates most of these costs while delivering immediate impact.Rebecca's approach: identify revenue cycle gaps that generate measurable new dollars—often enough to pay for the fractional engagement many times over, and leave the health center with sustainable systems after she exits.A real example: one health center went from 6 days cash on hand to 80 days—without a single layoff.How to Vet a Fractional ExecutiveCheck references thoroughly—just as rigorously as a full-time hireAsk state PCAs and national associations for recommendationsLook for outcome-based LinkedIn recommendations, not just tenureConfirm they have FQHC-specific experience (340B, UDS, HRSA compliance, sliding fee scales)Beware of executives who only offer a 'slice and dice' approach—look for a holistic, balanced strategyMake sure they roll up their sleeves and execute, not just adviseWhen Fractional Doesn't WorkThe model isn't a fit for every situation. If a health center has no foundational finance infrastructure in place—essentially a one or two-person shop with no established processes—a fractional CFO may not be able to operate effectively. In that case, a full foundational assessment of what structure is truly needed comes first.Mentioned in This EpisodeMankin Consulting, LLC — Rebecca's fractional executive and consulting firm for FQHCs | mankinconsultingservices.com | (660) 223-6212CEO Bootcamp — Jill's 5-month program for FQHC executives, co-led with Steve WeinmanRebecca Mankin on LinkedIn — linkedin.com/in/rebecca-mankin-mpa-cgfm-ache-79980baa/Connect & SubscribeIf this episode resonated with you, please take a moment to:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear thisHave feedback or a topic request? Jill would love to hear from you! [email protected]

The Most Powerful Marketing Tool You’re Not Using: A System for Collecting Patient StoriesEpisode OverviewYour patients are having life-changing experiences at your health center every single day. Someone finally has a doctor who knows their name. A farmworker catches a diabetes diagnosis before it gets worse. A parent who had nowhere to turn finds a place that takes care of their whole family. These stories are happening in your community right now - and most health center leaders have no system for capturing them.In this episode, Jill Steeley makes the case that your past and current patients are one of your most underutilized strategic assets, and walks you through how to build a simple story collection system and put those stories to work in three critical areas: attracting new patients, influencing the policymakers who fund you, and generating referrals from external partners like hospitals, schools, and social service agencies.In This Episode, You’ll Learn:Why your past and current patients - specifically their experiences and outcomes - are one of your most valuable and most overlooked strategic assetsWhy patient stories have a 270% higher impact on someone’s decision to choose your health center than any brochure or flyer you’ve ever printedA simple four-step story collection system you can start building this week - no dedicated staff person, no big budget, no complicated HIPAA process requiredHow to collect stories in a HIPAA-conscious way before formal consent is obtained, using patient ID numbers instead of namesThe three places patient stories do the most strategic work: new patient acquisition, policymaker advocacy, and external referral relationshipsWhy data resonates with Republicans and stories resonate with Democrats - and why you need both every time you walk into a legislative meetingHow to use patient stories internally to combat provider and staff burnout - including the “Happy Hour” channel ideaWhy closing the loop with patients who share their stories turns them into long-term ambassadors for your health centerA specific challenge you can act on this week with zero budgetKey Takeaways“Your patients are already telling their story. The only question is whether you’re part of that conversation.”“Data gets you in the room. Stories change minds.”“A parent who says ‘I didn’t have insurance and I didn’t know where to go, and this health center took care of my whole family’ - that story is more persuasive than a mission statement.”“Patient stories aren’t a marketing tactic. They’re a strategic lever that directly affects your financial health, your standing in the community, and your ability to serve the people who need you most.”“Build the system. It doesn’t have to be perfect. It just has to exist.”Mentioned in This EpisodeVital Interaction — AI-powered patient engagement platform for automating patient communication and story collection touchpoints | Schedule a call with them hereFree Patient Story Starter Kit — includes a simple release form template and patient prompts that work in a healthcare context | email [email protected] with “Patient Stories” in the subject lineCEO Bootcamp — Jill’s 5-month program for FQHC executives navigating financial strategy and leadership | www.fqhc-ceo.comConnect & SubscribeIf this episode was valuable to you, please:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear thisHave a topic request or feedback? Jill would love to hear from you. [email protected]

Episode #23Death by a Thousand Paper Cuts: The Hidden Cost Leaks Draining Your Health Center's BudgetHosted by: Jill Steeley | Guests: John Carpenter, Brie McFarland, and Becky Kalinowski — ERA GroupEpisode OverviewCosts went up during COVID and they haven’t come back down. Most health center leaders know they’re probably overpaying for something - they just don’t have the time, the data, or the expertise to find out where. In this episode, Jill sits down with three members of the ERA Group team to talk about what’s actually happening on the expense side of health center finances: why costs get ignored, what poor inventory management looks like on the ground, why your GPO may not be enough, and how ERA Group works alongside FQHCs to find and recover the money hiding in plain sight - with zero upfront cost and no obligation to cut staff or change vendors.In This Episode, You’ll Learn:Why expense reduction gets ignored while revenue gets all the attention - and what it’s actually costing health centersThe most common categories where FQHCs are overpaying without knowing itWhat poor inventory management looks like when you walk through your own clinicWhy being part of a GPO doesn’t mean you’re getting the best pricingHow vendor loyalty can quietly cost tens of thousands of dollars a yearWhat ERA Group’s process actually looks like - from first conversation to implemented savingsWhy 60–70% of clients end up staying with their existing suppliers, just at a better priceHow ERA Group optimizes staffing and ordering processes - not by cutting headcount, but by eliminating inefficiencyThe compounding cost of inaction: why this year’s 5% increase becomes next year’s problem tooKey Takeaways“It’s death by a thousand paper cuts. It seems so small — going from $10 to $8 doesn’t feel meaningful until you start stacking it all up.”— Brie McFarland, ERA Group“Expenses compound just like savings. That 5% increase this year is going to happen next year, and the year after. It’s not just overspending by $100,000 this year — it’s the compounding of that year over year.”— John Carpenter, ERA GroupAbout ERA GroupERA Group has been in business for over 30 years and has completed tens of thousands of cost reduction projects worldwide. Their healthcare team - led by PhDs with clinical and analytical backgrounds - specializes in medical, dental, pharmaceutical, and reference lab expenses, with additional specialists covering 40+ cost categories including insurance, IT, translation services, staffing, and office supplies. They work exclusively on a contingency basis: no savings, no fee.Since 2020 alone, ERA Group has saved FQHCs over $3 million in medical, dental, pharmaceutical, and reference lab expenses - and that doesn’t include savings from other expense categories.What ERA Group Actually DoesERA Group works alongside health center teams to find money organizations are already spending but don’t have to. They are not a firm that tells you where to cut — they find where you can pay less for the goods and services you already need. Their process includes:A customized initial discovery conversation to learn the organization’s current pain points, contracts, and vendor relationshipsComprehensive data gathering and analytics, including benchmark data from clients across the countryA baseline report for client review and confirmationBehind-the-scenes negotiations with suppliers - leveraging relationships and market data to get pricing as close to the floor as possiblePresentation of options (stay with your incumbent for less, change vendors, or a hybrid approach - always the client’s choice)Implementation support and ongoing invoice monitoring to ensure pricing holds and credits are receivedMost clients begin seeing results within one to four months, depending on the category.The GPO MythOne of the most common objections ERA Group hears: “We’re with a GPO, so we’re already getting the best pricing.” Brie explains it this way - a GPO is like a coupon book that goes to every health center in the country. It’s broadly useful, but it’s not specific to your organization’s purchasing patterns, size, or needs. ERA Group works within and alongside existing GPO arrangements to find what’s still being left on the table. Their first FQHC client was convinced there was nothing to find - ERA Group came back with 10% savings above and beyond what the GPO was already delivering.Signs Your Health Center May Have a Cost ProblemClosets, drawers, or storage rooms with overstuffed or expired suppliesDuplicate or triplicate product orders across departments that aren’t communicatingStacks of boxes waiting for returnsOrders placed by fax or phone instead of onlineStaff ordering from multiple vendors to find the best price per item - without accounting for shipping costsMultiple copy/print contracts across locations that haven’t been consolidatedTechnology assets (phones, devices) that are still being paid for but can’t be accounted forOn Vendor LoyaltyERA Group isn’t in the business of breaking relationships. In fact, 60-70% of their clients end up staying with their existing suppliers - just at a better price. But John’s point is important: loyalty becomes a problem when you blend it with ease. Partnerships are built on trust and transparency - and the only way to verify you’re getting a fair deal is to introduce some competitive tension into the process. One FQHC in the Southeast passed on a 7% savings in dental supplies to preserve a vendor relationship. A year later, the rep had left the company - and so had the savings.Mentioned in This EpisodeERA Group - Cost reduction and expense optimization firm | Contact: John Carpenter [email protected] | www.eragroup.comCEO Bootcamp - Jill’s program for health center executives navigating strategic and financial decisions | www.fqhc-ceo.comLeadership Academy - Jill’s online courses for health center leaders | jillsteeley.com/leadershipHealthcare Leadership Style Quiz — Free resource at jillsteeley.com/leadershipquizConnect & SubscribeIf this episode was valuable to you, please:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear thisHave a topic request or feedback? Jill would love to hear from you. [email protected]

Title: “Stop Fixing the Same Problems - Build the Systems That Prevent Them”Episode OverviewIf you feel like you're constantly solving problems but never quite getting ahead, this episode is for you. Jill Steeley breaks down one of the most common and costly traps in health center leadership: solving symptoms instead of systems. No-shows, provider underperformance, revenue volatility, staff turnover - these aren't separate problems. They're signals that the systems underneath your health center aren't working the way they need to. In this episode, Jill explains what those systems actually are, what it costs to stay reactive, and what it looks like when health centers finally make the shift to sustainable performance.In This Episode, You'll Learn:Why working harder isn't the answer — and what the real problem usually isWhat 'systems' actually means in the context of a health center (concrete, not theoretical)The five core systems every health center needs: scheduling, revenue cycle, provider productivity, patient retention, and marketing/referralWhat happens to teams and budgets when leadership stays in reactive modeWhat high-performing health centers do differently — and why their problems stop repeatingWhy the CEO Bootcamp was built, and what it actually does for FQHC leadersKey Takeaways"The problem usually isn't your effort. It's that you're solving symptoms instead of systems.""You can't outwork a broken system.""High-performing health centers don't chase problems. They build systems that prevent them.""The gap is almost never knowledge. It's implementation.""You build it once. You refine it. It will work for you."The Five Systems Jill Covers1. Scheduling System — How appointments are made, reminders sent, cancellations handled, and unfilled slots filled so providers see the patients they're supposed to see.2. Revenue Cycle System — From patient check-in to clean claim submission: eligibility checks, claim scrubbing, denial rates, first-pass rates, and who owns the follow-up.3. Provider Productivity System — Clear expectations, consistent data tracking, coding practices, panel size, and early-intervention processes before problems become crises.4. Patient Retention System — Knowing who's overdue, closing care gaps, re-engaging patients who've disengaged, and proactively building loyalty.5. Marketing & Referral System — Actively attracting insured patients, building community presence and referral relationships, and making your health center the preferred choice.Mentioned in This EpisodeCEO Bootcamp — The five-month FQHC executive intensive Jill runs with Steve Weinman. Focused on growing revenue, reducing costs, and building sustainable systems. Doors are closing — learn more at www.fqhc-ceo.comEpisode #21 — Jill's full breakdown of the CEO Bootcamp: what it is, how it works, who it's for, and what outcomes to expect. Listen hereSchedule a Call with Jill — https://calendly.com/jill-v7c/30minConnect & SubscribeIf this episode resonated with you, please share it with a fellow health center leader - that's how we grow this collective. And if you haven't subscribed yet, do that now so you never miss an episode.Have a topic request or feedback? Jill would love to hear from you. [email protected]

"Why We Built the CEO Connect Bootcamp (And What Health Center Leaders Are Saying About It)" EPISODE DESCRIPTIONIn this episode of the Community Health Collective Podcast, Jill Steeley pulls back the curtain on the CEO Connect Bootcamp she co-leads with Steve Weinman. She shares the backstory behind why they built it, what it covers, and—most importantly—lets Bootcamp participants speak for themselves about what the program has meant for their health centers and their own confidence as leaders. If you have ever felt like the health center CEO seat is the loneliest job in healthcare, this episode is for you. WHAT YOU’LL HEAR IN THIS EPISODE • Jill’s backstory: taking over a health center in a nearly million-dollar deficit with 12 months to turn it around or close the doors• Why she believes profit is not the opposite of mission—it’s what makes the mission possible• How she and Steve Weinman built the Bootcamp around the exact support system she wished she’d had• Three real health center case studies: Diana, Paul, and Hannah, and the specific results they got• Audio clips from Bootcamp participants talking about what changed for them: resources, peer community, expert speakers, and the confidence to lead differently• The ROI question: what would it mean if the Bootcamp only did one thing for your health center? KEY TAKEAWAYS 1. The Health Center Program was designed to support access, not to build financially sustainable organizations. Understanding that gap changes everything about your strategy.2. The four levers for financial stability are interconnected: increase and diversify revenue, reduce costs, build a strong market presence, and deliver an exceptional patient experience. Pull one and the others get easier.3. Investing in yourself as a leader is not separate from investing in your mission. Your health center cannot grow past where you are as a leader.4. You do not have to figure this out alone. The peer community in the Bootcamp may be the most underappreciated part of the program—until you’re in it. CASE STUDIES MENTIONED IN THIS EPISODE DianaCame to the Bootcamp with a $1.2 million deficit and 68% grant dependency. Used the revenue diversification module to identify three untapped opportunities: her pharmacy program, commercial payer contracts she had never renegotiated, and employer relationships she had never pursued. Results:• 18% commercial payer contract increase = $800,000 in additional annual revenue• $340,000 in new pharmacy revenue• 850 new insured patients (approximately $1.5 million in optimized revenue)• Went from dreading board meetings to walking in with numbers she was proud of PaulCOO dealing with a 38% patient turnover rate and 32% staff turnover. Used staffing optimization and patient engagement tools. Results:• Staff turnover reduced from 32% to 14%• No-show rate reduced to 12%• Patient retention rate improved to 68%• $1.8 million in added annual revenue HannahCEO of an excellent health center with 63% uninsured rate and near-zero brand recognition. Known in her community as “the clinic for the poor.” Used outreach tools and employer engagement templates. Results:• Preferred primary care provider contracts with three major employers• Foundation launched using the fundraising readiness model, positioned for a capital campaign• $1.5–$2 million added to annual budget from employer relationships alone ABOUT THE CEO CONNECT BOOTCAMP The CEO Connect Bootcamp is a five-month program for health center CEOs and executive leadership teams. It covers five modules: increasing and diversifying revenue, operational excellence, building brand and market presence, exceptional patient experience, and future-proofing your health center. The program runs on Fridays, one hour per week, with everything recorded and accessible in a lifetime portal. Across three cohorts, participants have collectively increased revenue by 17%, reduced costs by 20%, and improved patient retention by 26%. PROGRAM RESULTS AT A GLANCE 30+ health centers served across three cohorts17% average revenue increase across participating health centers20% average cost reduction26% improvement in patient retention$5,000 investment with Case Study Discount (reg. $7,500) EPISODE TIMESTAMPS 0:00 Introduction and episode overview1:30 Jill’s backstory: the Google search, the 12-month ultimatum, and what year one actually felt like7:00 Why she left her CEO position in 2023 and what came next10:00 Meeting Steve Weinman and why their skills complement each other13:30 The belief behind the Bootcamp: profit is not greed, it is oxygen16:00 How the Bootcamp is designed differently from conferences and consulting engagements19:00 Who the Bootcamp is for: new CEOs, seasoned CEOs, and the whole leadership team22:30 Participant audio clips: on being new or experienced in the role26:00 The four levers for financial stability: how they work and why they compound29:00 Case study: Diana and the $800K payer contract conversation34:00 Case study: Paul and the $1.8M turnaround on staff and patient retention38:00 Case study: Hannah and going from invisible to preferred provider42:00 Implementation kits: the bridge between information and action46:00 Participant audio clips: on the resources and tools50:00 Steve Weinman and the guest expert series53:30 Participant audio clips: on the speakers56:00 The peer community: why it’s the most underappreciated part59:30 Participant audio clips: on the peer community and not feeling alone63:00 Investing in yourself as a leader66:00 The ROI question: if all it did was…69:00 Cohort 4 announcement, webinar invite, and how to enroll QUOTES FROM THIS EPISODE "Profit is not greed. It is oxygen. No margin, no mission. We can’t serve anyone if our doors are closed." — Jill Steeley "Absolutely. Even if you’re a seasoned CEO, I would a thousand percent advise anyone to take it because it’s very helpful. Very, very helpful, and I wish I would’ve done it sooner." — Bootcamp participant, Dr. K, Health Center CEO "You’re able to let your hair down and really be open about the problems that you’re dealing with, which that environment is never really facilitated in those settings." — Bootcamp participant, Tariq, Health Center CEO "I think it’s also very helpful to hear that you are not just dying on the vine alone." — Bootcamp participant, Health Center CEO "It was a good return on investment for the knowledge that was provided, the networking opportunities that exist, and just the opportunity to learn from other CEOs. Because when you’re sitting in a seat, sometimes it feels lonely." — Bootcamp participant, Keith, Interim Health Center CEO/CMO "Investing in yourself is not separate from investing in your mission. It is the same investment." — Jill Steeley LINKS AND RESOURCES MENTIONED • Register for the free webinar – “Why Dwindling Grant Money and Government Dysfunction Might Be the Best Thing That’s Ever Happened to Your Health Center”: REGISTER HERE• Wednesday, March 26 • 1 PM PST / 4 PM EST• Sunday, March 30 • 1 PM PST / 4 PM EST • Enroll in the CEO Connect Bootcamp (Cohort 4 starts April 3, 2026): ENROLL HERE• Schedule a call with Jill: SCHEDULE HERE• Take the healthcare leadership style quiz: TAKE THE QUIZ IF THIS EPISODE RESONATED WITH YOUShare it with another health center leader. That’s how this collective grows—one connection at a time. And if you have questions about the Bootcamp, schedule a call with Jill. The link is above.

80% Fewer Denials and $3.6M in Growth: The Revenue Your Health Center Is Leaving BehindHosted by: Jill Steeley | Guest: Melissa Erlandson, Clinical Account Executive, AthelasEpisode OverviewHealth centers are under enormous financial pressure—thin margins, rising denial rates, and providers drowning in documentation. In this episode, Jill sits down with Melissa Erlandson, a former physical therapist turned clinical account executive at Athelas, to break down where revenue quietly leaks out of healthcare organizations, how AI is changing the revenue cycle, and what ambient scribing technology is doing to reduce provider burnout. This is a practical, no-hype conversation about technology that is already working for practices and health centers across the country.In This Episode, You’ll Learn:Why payers intentionally design complexity into the billing process—and what the term “float” means for your bottom lineThe two biggest places revenue quietly leaks out of healthcare organizations (and why most leaders don’t see them)Why industry-wide denial rates run 12–18% (and sometimes up to 30%)—and what a healthy denial rate actually looks likeWhat “first-pass claim rate” means, why it matters, and what benchmark your organization should be hittingHow AI billing rules engines work—and how they get denial rates down to 2% or lessHow Athelas’s AI voice agent “Sophia” calls payers, navigates phone trees, and extracts information without a human ever touching itWhat ambient AI scribing actually looks like during a patient encounter—and how it saves 1–2 hours per provider per dayWhy coding suggestions from the ambient scribe improve revenue capture—and the important nuance around provider accountabilityHow Athelas’s forward deployment and 90-day onboarding process works—and why change management is the most overlooked part of implementationWhat a free Financial Health Assessment from Athelas includes—and how to get one for your organizationWhy the health centers seeing 15–20% revenue lifts are not outliersKey Takeaways“A lot of the complexity in medical billing is by design. Technology is uniquely positioned to overcome that complexity and get providers paid what they’re owed sooner.”— Melissa Erlandson“Payers are already using AI. We’re in an era where it’s AI against AI—except for the providers who haven’t yet deployed AI in their practices.”— Melissa Erlandson“The folks who are most overwhelmed are often the most afraid to use it. But those are also the ones whose lives could change the most.”— Melissa Erlandson“Is it worth a little discomfort for three months while it gets implemented? Financially, and for the wellbeing of your staff and your culture—the answer is yes.”— Jill SteeleyKey Revenue Metrics Every Health Center Leader Should KnowFrom the conversation with Melissa:Industry-average denial rate: 12–18% (sometimes as high as 30%)Target denial rate with AI: 2% or lessIndustry-average first-pass claim rate: 82–88%Target first-pass claim rate with AI: 98%+Average revenue lift clients experience with Athelas: 15–20%Time saved per provider per day with ambient scribing: 1–2 hoursAthelas platform processes over $10 billion in claims annuallyHow Athelas’s AI Revenue Cycle WorksBilling rules engine: A large language model that knows all current payer rules, ensuring claims go out clean the first timeAutomated eligibility checks: Replaces manual front desk phone calls and reduces patient billing confusionAI Denial Defense: Buckets denied claims by reason code (CARC/RARC), resubmits automatically where possible, and flags humans for nuanced casesRemittance Reconciliation Agents: AI voice agent “Sophia” calls payers directly to retrieve EOBs and claim decisions—without a human on holdRobotic Processing Agents: AI that logs into payer portals, navigates two-factor authentication, and extracts data automaticallyHumans in the loop: Athelas staff review flags, identify patterns, and work with practices to build new rules that prevent recurring denialsAmbient AI Scribing: What It Is and How It WorksAthelas describes their ambient scribe as a “three-click system”:Listens to the conversation between provider and patient during the visitTranscribes and extracts only medically relevant informationGenerates an organized, compliant clinical note that flows directly into the EHRProvides coding suggestions (CPT and ICD-10) for provider review and approval—the provider retains final decision-making authoritySaves 1–2 hours per provider per dayFrees providers to maintain eye contact and be fully present with patientsWhat Implementation Looks LikeAthelas uses a “forward deployment” model—for large enough practices, a team is deployed on-site during onboardingFull onboarding typically takes 90 days with weekly meetings involving onboarding and engineering teamsFor FQHCs: Athelas ingests two years of historical claims data to train the billing rules engine before go-live—preventing revenue dips during transitionChange management is built into the process: staff are shown and coached on the technology before it’s activatedCurrent limitation: Athelas does not currently integrate with Epic; most other EHR systems are supportedStart with a discovery meeting to assess fit—Athelas won’t ask for financial data until the relationship and solution fit are establishedFree Financial Health Assessment from AthelasIf you’re wondering whether your health center has a revenue capture problem, Athelas offers a complimentary Financial Health Assessment:Athelas pulls and analyzes your last two years of denials dataProvides a high-level overview of uncaptured revenue and what AI could have recoveredIn cases with more complex patterns, a deeper analysis is availableThe assessment is completely free—no cost to the practiceAthelas does not currently integrate with Epic; practices on Epic are not a fit at this timeMentioned in This EpisodeAthelas — AI-powered revenue cycle management, ambient AI scribing, and full-cycle billing platform for healthcare organizations | <a href="https://www.athelas.com" rel="noopener noreferrer"...

Episode OverviewThere is $50 billion in federal funding specifically designated for healthcare organizations like yours - and most health center leaders either don't know about it, think they don't qualify, or have no idea where to start. In this episode, Jill Steeley breaks down the Rural Health Transformation Program (RHTP) created by the One Big Beautiful Bill (HR 1), signed into law on July 4, 2025. She walks you through eligibility requirements, core program priorities, and the technology investments that can anchor a winning application - all with an eye toward helping you act before your state's funding window closes.In This Episode, You’ll Learn:What the Rural Health Transformation Program is, where the money comes from, and how states are distributing itEligibility requirements—including a critical nuance most health centers miss about serving rural populationsThe core program requirements CMS expects you to meet with this fundingWhy Health IT modernization is the most underestimated opportunity in the programFour specific technology tools Jill recommends evaluating as part of your RHTP strategyHow to get a free eligibility assessment to know where your health center standsKey Takeaways"There is $50 billion sitting in a federal program designed specifically for healthcare organizations like yours. Most health center leaders either haven't heard of it, think they don't qualify, or have heard of it but have no idea where to start."— Jill Steeley"FQHCs do not have to be physically located in a rural area to be eligible. What matters is whether you are serving rural patient populations."— Jill Steeley"Generic applications are not going to win. State-aligned applications will."— Jill Steeley"If your state's application window closes before you've submitted, that's potentially millions of dollars that won't be available to you until the next funding cycle—and there may not be one."— Jill SteeleyFunding Snapshot: The Rural Health Transformation ProgramCreated by HR 1 (the “One Big Beautiful Bill”), signed into law July 4, 2025Administered by CMS (Centers for Medicare and Medicaid Services)Total investment: $50 billion over 5 years (FY 2026–2030), $10 billion per yearEvery state received an award in December 2025, with an average of ~$200 million per state per yearSample state awards: Texas $281M, Alaska $272M, California $234M, Montana $233MStates are the primary grantees—they are now issuing sub-award RFPs for eligible organizationsActive or pending sub-award windows: Colorado, Montana, Michigan, Washington, North Dakota, and othersFunds must be spent by October 1, 2032—unspent money reverts to the U.S. TreasuryWho Is EligibleOrganizations explicitly named as eligible for RHTP sub-awards:Federally Qualified Health Centers (FQHCs) and FQHC Look-AlikesCertified Community Behavioral Health Clinics (CCBHCs)Rural Health ClinicsCommunity Mental Health CentersSection 330 granteesIMPORTANT: FQHCs do not have to be physically located in a rural area. If your patient panel includes people who live in rural counties—even if your clinic is in a suburban or urban location—you may still be eligible. Don’t disqualify yourself before doing an actual assessment.Core Program Requirements1. No Duplication of Existing FundingThese funds cannot replace or duplicate money already received through Medicaid, 340B, or your Section 330 grant. RHTP is designed to be additive—funding new activities and expanded capacity, not existing revenue streams. This distinction is critical for both your application narrative and ongoing compliance.2. Spending CapsAdministrative overhead: limited to 10% of awardInfrastructure and facility upgrades: capped at 20% of awardThe remaining funds must go toward actual program delivery3. State Priority AlignmentCMS rewards alignment with your state’s specific RHTP plan. States submitted priorities documents when they applied for funding. Organizations that read that document and build their narrative directly around the state’s goals score significantly higher in sub-award competitions.CMS Priority Use AreasYour application needs to show how your proposed work maps to these explicitly named priorities:Behavioral health integration and opioid use disorder treatmentChronic disease managementTelehealth expansionWorkforce recruitment and retention (especially providers committing to rural practice for at least 5 years)Health IT modernization and cybersecurityMaternal care accessRural hospital sustainabilityValue-based care model developmentTechnology Deep Dive: The Most Underestimated OpportunityHealth IT modernization is consistently the most underfunded and underestimated area in health centers—and it’s one of the strongest fundable uses of RHTP dollars. When you can show that a specific technology investment will reduce unnecessary ED visits, close care gaps, improve chronic disease outcomes, or increase your clean claims rate, that is a compelling, documented outcomes-tied investment that CMS is explicitly looking for.Jill has vetted each of the following tools, seen multiple demos, and referred clients who have had measurable success. She also discloses affiliate relationships with each company.1. Vital Interaction — Patient Engagement &amp; RetentionVital Interaction is a patient engagement and retention platform built specifically for healthcare organizations. Unlike generic text reminder systems, it sends health center-branded communications (text, phone, and video messages from a patient’s actual provider) that patients actually respond to.Key results for FQHCs:20% decrease in no-show rates10% increase in completed appointmentsMore than 20% increase in revenue for participating health centersWhat sets them apart: Founded by healthcare professionals who also have IT expertise—not the other way around. The platform integrates with your EHR and is designed around how healthcare workflows actually operate.Special offer (up to 50% off): https://guidance.vitalinteraction.com/jill-steeleyClick here to listen to Jill’s full interview with Vital Interaction on the Community Health Collective Podcast2. Athelas — AI Scribe, Remote Patient Monitoring &amp; Revenue CycleAthelas is a comprehensive healthcare operations platform that integrates advanced AI across three core areas:AI Scribe (Ambient...

From Finance to FQHCs: The Unexpected Career Path That Led to Transforming Community HealthHosted by: Athelas Taking Back Healthcare Podcast | Guest: Jill Steeley, FQHC Consultant &amp; Executive CoachEpisode OverviewIn this episode, Jill Steeley joins the Athelas Taking Back Healthcare podcast at their San Jose studio for a wide-ranging conversation about what it really takes to run a financially sustainable FQHC. Jill shares her journey from Goldman Sachs to county health departments to FQHC CEO—and ultimately to running her own consulting and coaching practice. She unpacks the business model challenges unique to FQHCs, the mindset shift leaders need to make to move from survival mode to strategic growth, and why technology adoption is one of the most overlooked levers for financial stability.In This Episode, You’ll Learn:How Jill stumbled into public health from a career at Goldman Sachs—and why it became her life’s missionWhat makes the FQHC business model unlike any other in healthcareHow she turned around a health center that was nearly $1 million in the redWhy the instinct to “cut your way out” of financial trouble almost always backfiresThe flywheel effect: how fixing one revenue lever creates momentum across the entire organizationThe most overlooked financial lever in most health centers (hint: it’s not just payer mix)Why outdated technology is quietly costing health centers hundreds of thousands of dollarsHow Jill tackles provider burnout using a time audit approachThe real reason clinicians struggle when promoted into leadership—and how coaching helpsWhy AI adoption remains a trust issue in healthcare and what it takes to change thatKey Takeaways“FQHCs are truly there to serve the underserved. If they don’t have a payer, if they are underinsured, if they are low income—a lot of times they cannot access affordable healthcare unless there is a community health center in their area.”— Jill Steeley“When you are constantly in crisis mode and just trying to survive month to month, you start to do the one thing that you shouldn’t do, which is to cut.”— Jill Steeley“If you can prevent one MD from leaving your health center because the hospital’s got all the new technology—you’ve just saved your health center $500,000.”— Jill SteeleyThe FQHC Business Model: What Makes It UniqueUnlike hospitals, dental clinics, or mental health centers, FQHCs are required to provide comprehensive primary care including medical, dental, and behavioral health—all under one roof. This creates a unique financial complexity: health centers must attract a diverse payer mix or risk becoming entirely dependent on federal funding, which is inherently unstable.Jill’s first move in a struggling health center is always the same: assess payer mix and build a strategy to attract insured patients alongside the underserved population they exist to serve.The Flywheel Effect: How Financial Health Creates Organizational MomentumOnce one revenue lever starts moving, everything else follows. Jill’s health center went from being unable to recruit a physician for five years to turning away providers—simply because financial health made them an attractive employer. Key flywheel drivers include:Attracting insured patients to diversify revenueImproving access and reducing no-show rates by adding capacityInvesting in technology to increase provider productivity and reduce burnoutHappy patients referring 3–5 others (the math: 1,000 new insured patients can generate ~$2M/year)Financial health attracting community partnerships and expansion opportunitiesTechnology: The Overlooked ROI DriverJill makes a compelling financial case for technology investment, including AI scribes. Common objections (“I’ll still have to review it anyway”) miss the point: even reviewing notes is far faster than writing them. The ROI calculation is simple—if better technology prevents one physician from leaving for a hospital system, the health center has saved $500,000 or more in recruitment and productivity costs.Mentioned in This EpisodeCEO Bootcamp — Jill’s 5-month program for FQHC executives (co-led with Steve Weinman), covering revenue diversification, cost reduction, and strategic leadership. Currently enrolling the 4th cohort. www.fqhc-ceo.comFree, Live Webinar: “Why Dwindling Grant Money and Government Dysfunction Might Be the Best Thing That’s Ever Happened to Your Health Center” — Friday, 12 PM PT / 3 PM ET | REGISTER HERELeadership Academy — Jill’s online courses for FQHC leaders covering time management, people-first leadership, communication, change management, and more. www.jillsteeley.com/leadershipOne-on-One Executive Coaching — For CEOs, CFOs, COOs, and CMOs navigating burnout, team challenges, or strategic pivots. www.jillsteeley.comjillsteeley.com — Schedule a call or learn more about working with Jill.Connect &amp; SubscribeIf this episode was valuable to you, please:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear thisHave a topic request or feedback? Jill would love to hear from you. [email protected]

Community Health Collective PodcastEpisode #17You’re Not Wrong to Hesitate—But Here’s What It’s Costing YouHosted by: Jill Steeley――――――――――――――――――――Episode OverviewYou know the changes your health center needs to make. You’ve heard the data, felt the pressure, maybe even said out loud that things can’t keep going the way they’re going. And yet—you haven’t moved. In this episode, Jill Steeley names what’s actually happening when good leaders stay stuck: three specific resistance patterns that feel like caution but function like a ceiling. More importantly, she gives you a way through them—practical, honest, and without the pressure to pretend the fear isn’t real.――――――――――――――――――――In This Episode, You’ll Learn:Why hesitation is a sign of good leadership—not a lack of courageThe three resistance patterns that stop even the most capable leaders: cost anxiety, change fatigue, and the “we’re different” beliefHow survival mode quietly becomes a leadership identity—and why that’s dangerousWhy the cost calculation most leaders are doing is incompleteThe difference between change that creates more chaos and change that ends itWhy “we’re different” is almost always true—and almost never a reason not to changeFive steps to move through resistance when you’re stuckWhy grant dependency keeps your planning horizon short—and what to build insteadJill’s personal story: taking a health center from nearly $1M in the red to financial stability――――――――――――――――――――Key Takeaways“You’re not wrong to hesitate. But your hesitation is costing you. And at some point, the cost of staying stuck exceeds the cost of moving.”“Survival mode is seductive because it feels like leadership. You’re responding, you’re moving. But motion doesn’t equal progress.”“Change fatigue isn’t caused by change. It’s caused by change that doesn’t lead anywhere.”“You’re right—your health center is different. The question is whether ‘different’ is a description or an excuse.”“Stability doesn’t arrive when funding settles down. It arrives when leadership decides to build it.”――――――――――――――――――――The Three Resistance Patterns1. The Cost ProblemThe cost calculation most leaders are doing is incomplete—it only counts the cost of changing, not the cost of not changing. What does turnover cost you? Revenue left on the table? Continued grant dependency? Those costs are real. They just don’t show up on a single line item.The question isn’t “Can we afford to do this?” It’s “Can we afford not to—and for how much longer?”2. Change FatigueAfter pandemic, staffing crises, leadership transitions, and funding uncertainty, asking your team to go through another change feels almost cruel. But change fatigue isn’t caused by change itself—it’s caused by change that creates more work without a clear payoff, or change that’s imposed rather than explained. The kind of change that builds operational infrastructure and reduces grant dependency? Done well, that’s the thing that ends the chaos, not adds to it.You can have compassion for where your team is right now and the courage to lead them somewhere better. Both. At the same time.3. “We’re Different”This one is almost always partially true. Your population is unique. Your community has specific challenges. Your region, your board, your history—all different. But “we’re different” becomes a trap when it’s the reason every proven solution gets dismissed and every hard conversation gets deferred. The principles of financial stability don’t change based on patient mix. What changes is the implementation.――――――――――――――――――――Five Steps to Move Through the ResistanceName what’s actually driving the hesitation. Cost anxiety, change fatigue, and the “we’re different” belief each require a different response. Don’t skip this step.Distinguish between discomfort and danger. Not all resistance is a warning sign. Ask: is this uncomfortable because it’s wrong, or because it’s new?Make the decision that would embarrass you to explain in five years. If you’re sitting across from a consultant five years from now, explaining why you didn’t act when you had the window—would you be comfortable saying it?Start with the decision that builds the most foundation. You don’t have to change everything at once. Find the one decision that does more than anything else to create financial stability that doesn’t depend on unpredictable funding. Execute it well. Let the results build confidence for the next one.Communicate the why—early and often. When people don’t understand why a change is happening, they fill the gap with the worst-case story. Explain it to your board, your management team, and your frontline staff—in different ways, more than once.――――――――――――――――――――Mentioned in This EpisodeEpisode #15: Waiting for Stability Is the Real Risk Change Management Masterclass — available at jillsteeley.com/leadershipLive Webinar with Steve Weinman: “Why Dwindling Grant Money and Government Dysfunction Might Be the Best Thing That’s Ever Happened to Your Health Center” — Friday, 12 PM PT / 3 PM ET | REGISTER HEREFree Revenue Assessment — available to live webinar attendees――――――――――――――――――――Connect &amp; SubscribeIf this episode resonated with you, please take a moment to:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear this messageHave feedback or a topic request? Jill would love to hear from you! [email protected]

Community Health Collective PodcastEpisode #16Straight from the Hill: What the NACHC P&amp;I Forum Means for Your Health CenterHosted by: Jill Steeley | Guest: Steve Weinman, FQHC AssociatesEpisode OverviewSteve Weinman just returned from his 40th National Association of Community Health Centers (NACHC) Policy and Issues Forum in Washington, D.C.—the largest policy and advocacy event in the community health center world. In this episode, he shares what he heard on the Hill, in the exhibit hall, and in the hallways, and what it all means for health center leaders heading back to their desks right now. Jill and Steve cut through the noise to give you the intel that matters—and the action steps you actually need to take.In This Episode, You’ll Learn:What the record-breaking funding increase in the Consolidated Appropriations Act actually means (and what it doesn’t)Why the community health center program posted a 2% program-wide financial loss for 2025 - and what’s coming nextThe real story on 340B: the rebate program isn’t dead, it’s just being reconstituted - what you need to know nowThe looming workforce crisis: projected national shortages of 70,000 primary care physicians, 350,000 nurses, and 500,000 behavioral health providersWhy the Teaching Health Center program’s new 4-year funding commitment is a game changer for recruitingThe untapped Medicare opportunity most health centers are ignoring—and why now is the time to actWhat HRSA told attendees about mergers, acquisitions, and low-performing health centers (pay attention to this)How OSV cycles are changing and what the 25% pay cut to site reviewers could mean for your next visitWhat AI-powered vendors stood out at the exhibit hall—and which ones were mostly hypeWhy cutting your way out of financial trouble usually makes things worse, and what to do insteadKey Takeaways“The funding increase is real—but it’s not a rescue. The 90% of revenue that doesn’t come from HRSA still has to be earned.”— Steve Weinman“There is always a way out—and it doesn’t have to be cutting, merging, or closing the doors.”— Jill SteeleyFunding Snapshot: What Was Passed$4.6 billion in mandatory funding — a net increase of ~$300 million (record-breaking)$350 million for the National Health Service Corps (up $5M — effectively flat)$175 million for the Teaching Health Center program (up $50M) with a new 4-year funding commitmentFunding extended through end of calendar year, providing an extra quarter of certaintyWhat to Do Right NowDon’t wait for HRSA to flag your compliance issues—get ahead of themReview your 340B program now, before new reporting requirements land in next year’s UDSBuild a strategy to recruit traditional Medicare patients (not just dual eligibles)Look at your provider productivity numbers honestly—and have a plan to address themInvest in operational efficiency before cutting headcount triggers a downward spiralIf you’re heading into an OSV, prepare carefully—the reviewer quality landscape is shiftingMentioned in This EpisodeCEO Bootcamp — Jill &amp; Steve’s program for health center leaders navigating strategic and financial decisions | link in show notesVital Interaction — AI-powered patient engagement platform (also featured in Episode #13)Azara Healthcare — Population health data platform (used by 50%+ of FQHCs)Equiscript — 340B third-party administrator leveraging HIE data to capture referral prescriptionsFriday’s Webinar [REGISTER HERE]— Jill &amp; Steve’s live conversation on navigating uncertain funding and building stability | 12 PM PT / 3 PM ET |Connect &amp; SubscribeIf this episode was valuable to you, please:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear thisHave a topic request or feedback? Jill would love to hear from you - [email protected].

From Surviving to Stable: How to Turn This Year’s Funding Into Long-Term Financial HealthHosted by: Jill Steeley――――――――――――――――――――Episode OverviewShort-term funding relief is here—but is your health center using it wisely? In this episode, Jill Steeley makes the case that the most dangerous thing a healthcare leader can do right now is mistake temporary funding for long-term stability. She challenges health center leaders to use this funding window intentionally, shifting from reactive survival mode into deliberate, strategic building.――――――――――――――――――――In This Episode, You’ll Learn:Why recent funding approvals represent a window of opportunity—not a solutionThe difference between survival thinking and true stability (and why it matters)What reactive leadership sounds like in daily practice—and how to break the cycleHow short-term money reinforces short-term thinking that keeps organizations stuckSpecific areas to address with this funding: no-shows, patient mix, reimbursement, operational efficiency, and outdated technologyThe powerful flywheel effect that happens when leaders commit to building stabilityJill’s personal experience taking a health center from nearly $1M in the red to a sustainable financial position――――――――――――――――――――Key Takeaways“This funding is not long-term stability. It’s a window—use it to build stability, not to delay hard decisions.”“Survival isn’t wrong. It’s necessary in certain moments. But survival thinking becomes dangerous when it becomes our default mode.”“Stability doesn’t arrive when funding settles down. It arrives when leadership decides to build it.”――――――――――――――――――――How to Use This Funding Window WiselyJill outlines the critical areas health center leaders should address now:Fix revenue leaks – address no-shows, last-minute cancellations, and unfilled appointment slotsEvaluate staffing – identify areas of over- or understaffing and align capacity to demandUpgrade inefficient technology – outdated systems drain productivity and revenueImprove provider productivity – assess and optimize productivity ratesStabilize your patient mix – actively recruit and attract more insured patientsStrengthen reimbursement – ensure you’re maximizing what you receive from health plans for the patients you serveBuild systems that hold – create operational infrastructure that works even when funding gets tight again――――――――――――――――――――Mentioned in This EpisodeJoin the live webinar, Friday, 2/13/26, 12 PM PST, 3 PM EST – Jill Steeley and CEO Bootcamp partner Steve Weinman will host health center leaders navigating strategic decisions (Register here)Past episodes to explore: Insurance reimbursement, AI efficiency tools, and more available in the podcast archive――――――――――――――――――――Connect &amp; SubscribeIf this episode resonated with you, please take a moment to:Leave a rating and reviewSubscribe so you never miss an episodeShare with a fellow health center leader who needs to hear this messageHave feedback or a topic request? Jill would love to hear from you!

What you'll learn in this episode:Federal funding uncertainty isn't what's actually keeping your health center stuck—it's the business model you've built around it. In this episode, Jill challenges the narrative that FQHCs must be perpetually grant-dependent and shares why the current dysfunction in government might be the catalyst you need to transform your health center's financial foundation.Key topics covered:Why funding instability isn't the real problem facing health centersThe three hidden reasons health centers stay stuck (none involving Congress)How Pureview Health Center went from 62.5% federal funding dependency to just 17%—while serving MORE uninsured patientsThe dangerous mindset that keeps health centers small and mission-limitedWhy treating symptoms instead of solving root problems keeps you in crisis modeThe isolation factor: How operating in silos wastes time and resourcesEpisode highlights:"The real problem isn't funding instability itself. The real problem is that we have built our health centers and our entire business models on a system that was never meant to keep us sustainable.""No margin, no mission. If we don't have the doors open, we can't serve anyone.""If you built your house on a fault line, would the earthquake be the problem or would it be the fact that you built on unstable ground in the first place?"Featured transformation:Jill shares her experience taking over as CEO of what's now Pureview Health Center in Montana—facing a million-dollar deficit, newspaper headlines about layoffs, five years without recruiting a medical doctor, and a 12-month ultimatum from the board. Discover how she turned it around by diversifying revenue and challenging the limiting belief that safety net providers can't be financially thriving.Join the conversation:Jill is hosting a FREE live webinar on Friday, February 6th at 12:00 PM Pacific / 3:00 PM Eastern:"Why Dwindling Grant Money and Government Dysfunction Might Be the Best Thing That's Ever Happened to Your Health Center"This isn't another compliance or grant-writing webinar. It's a strategic conversation about building a business model that doesn't require you to hold your breath every time Congress debates the budget.What you'll get:Stories of four health centers that transformed from grant-dependent to financially thrivingAction steps you can take in 2026 to reduce grant dependencyA new perspective on why this moment of uncertainty is actually your opportunityClick here to register for the free webinar Connect with Jill:Website: jillsteeley.comFQHC CEO Connect Bootcamp: www.fqhc-ceo.comLeadership courses: www.jillsteeley.com/leadershipLeadership style quiz: www.jillsteeley.com/leadershipquizSubscribe to the Community Health Collective Podcast for more strategic insights on building sustainable, mission-driven health centers.

Transforming Healthcare Operations with AI: Real Solutions for Real ProblemsGuest: Alan Stickler, Head of Technology, Vital InteractionEpisode Length: ~58 minutesEpisode OverviewHealthcare is drowning in operational inefficiencies—sky-high no-show rates, unfilled last-minute cancellations, burned-out staff making endless phone calls, and communication gaps that cost money and compromise patient care. But what if AI could solve these problems in weeks, not years?In this episode, I sit down with Alan Stickler, Head of Technology at Vital Interaction, for an honest conversation about how AI is transforming healthcare operations right now. We skip the hype and dive into practical applications that are reducing costs, improving health outcomes, and giving healthcare teams their time back.Timestamps &amp; Topics Covered[00:00 - 02:15] Opening &amp; IntroductionJill's welcome and request to subscribeWhy this episode matters for healthcare leadersIntroduction to Alan Stickler and Vital Interaction[02:15 - 05:30] Meet Alan Stickler20+ years in technology, 15 in healthcareBackground: US Oncology, McKesson, pharmacy technologyCurrent role: Head of Technology at Vital InteractionMission: Hyper-personalized communication to ease healthcare burden[05:30 - 12:45] Healthcare's Biggest Operational Pain PointsNo-show rates still devastatingly high (especially dental and behavioral health)Last-minute cancellations going unfilledStaff spending entire days making phone callsThe cost of manual communicationPatient experience as everything: Transformational vs. transactional healthcareThe systemic communication breakdown between health centers and patients[12:45 - 20:30] How AI Solves Communication BreakdownTechnology changing rapidly (6-month evolution cycles)AI detecting human vs. voicemail before engaging staffAI agents handling first interactions with full patient knowledge40-60% of communication volume handled automaticallySMS and text conversations for asynchronous engagementReaching patients during off-hours when it's convenient for themStaff freed to focus on complex interactions that truly need human touch[20:30 - 23:15] Where Human Touch Still MattersComplex clinical conversationsEmotional or high-anxiety situationsDecision-making requiring human judgmentOverflow and frustration escalationWhat AI excels at: Coordination, follow-ups, scheduling, education[23:15 - 28:45] Predictive AI &amp; Reducing No-ShowsHow AI predicts which patients are likely to no-showFactors analyzed: Patient history, confirmation timing, scheduling timelineAdvanced factors: Demographics, school schedules, weather patterns, business hoursPredictive analytics explained: 50% = coin flip, 70-80% = worth investingTraining AI models by rewinding historical dataProactive communication the day before and morning of appointments[28:45 - 32:30] Filling Last-Minute CancellationsWhat happens in that critical 60-minute windowAI working through waitlists line-by-line with real-time conversationsEliminating the asynchronous text message problemAutomated matching on appointment type and availabilityThe one-hour hold strategy before returning to staffCreating additional patient touchpoints that improve show rates[32:30 - 42:00] Personalized Patient CommunicationAI-generated videos featuring patients' actual providersBuilding trust in an era of consumer skepticismThe pharmacy case study: Adding pharmacist photo quadrupled engagement (10% to 20-30%)One 2-minute provider recording becomes 40+ customized videosProvider approval required for all AI-generated contentAuthentic desk recordings outperform professional studio videosNot always the provider: Sometimes it's the familiar face at the front deskVideo communication effective across ALL age groups (including seniors)AI adoption understanding has changed dramatically in the last year[42:00 - 49:15] AI Completing Administrative TasksRecalls and reactivations: The biggest burden on staffReminders, confirmations, rescheduling—all automatedCase study: 43% of bookings shifted to after-hours, freeing call center capacityMassachusetts health center: 15,000 monthly letters reduced to 700Multi-language support: Spanish, Portuguese, Creole, and moreReal-time translation for staff chat toolsInstant translation accuracy insightsCommunicating with hearing-impaired and visually-impaired patients[49:15 - 54:30] Impact on Health Outcomes &amp; ROINo-show reduction = better health outcomesFamily Health Center: 20% no-show reduction (14% to 11%) in 3 monthsEdward M. Kennedy Health Center: 47% pediatric reactivation ratePost-procedure education preventing ER escalationsThe "What to Expect When You're Expecting" approach for healthcareROI Timeline: 90-120 days (months, not

Episode Length: 32 minutesEpisode DescriptionStruggling to recruit and retain top talent at your health center? The solution isn't ping pong tables or pizza Fridays—it's professional development. In this episode, Jill Steeley breaks down why professional development is the most powerful (and underutilized) strategy for building and keeping a high-quality team in 2026.You'll discover the sobering statistics driving today's workforce crisis, the psychology behind why people really leave their jobs, and the five common mistakes executives make with professional development (plus what actually works instead).Whether you're facing high turnover, struggling to fill positions, or watching your best people keep their resumes updated, this episode gives you a strategic framework and actionable steps you can implement this week.What You'll LearnThe real cost of turnover and why nearly half your team is already looking for their next opportunityWhy professional development works when salary bumps and perks fail to retain talentThe three psychological reasons that make professional development a retention game-changerFive critical mistakes most health center executives make with professional developmentA four-step strategic framework for building development pathways that drive retentionFive actions you can take this week to start using professional development as a competitive advantageKey Takeaways"The exit interview tells you why people left, but it doesn't tell you why your best people are still looking."94% of employees would stay at a company longer if it invested in their career development. (LinkedIn's 2024 Workplace Learning Report)People don't just leave for more money. They leave because they feel stuck, because they don't see a future, and because they feel like nobody cares about their career trajectory.Professional development signals investment: When you invest in someone's growth, you're telling them they're worth it and you see a future for them at your organization.You can't build a culture of development if you're not developing yourself. Leaders must model continuous learning.Episode Segments[00:00] IntroductionWhy professional development is your secret weapon in the 2026 talent war[02:15] The Crisis Is RealHealthcare turnover rates, replacement costs, and the shocking statistic about how many of your employees are actively looking right now[08:30] Why Professional Development WorksThe three psychological reasons professional development drives retention and how it transforms your recruitment message[14:00] What Doesn't WorkFive common mistakes health center executives make with professional development (and why most programs fail)[22:45] The Strategic ApproachA four-step framework for creating development pathways that actually drive retention and results[32:00] The CEO Bootcamp ConnectionWhy investing in your own development is essential to building a culture of growth[36:15] Actionable Strategies You Can Start TodayFive practical steps you can implement this week to transform professional development into a recruitment and retention strategy[43:00] Closing ChallengeWhat's one thing you can do this week to start building a culture of development?Resources MentionedLinkedIn's 2024 Workplace Learning Report – 94% of employees would stay longer if invested inGallup Study (2024) – 48% of employed Americans actively searching or watching for opportunitiesCEO Bootcamp – Year-long professional development program for health center executives (enrollment opening soon)Action StepsStart This Week:Conduct Stay Interviews – Ask your team what would make them stay longer and what development opportunities they value mostLaunch a Simple Mentorship Program – Pair experienced staff with emerging talent for monthly one-hour conversationsCreate a Professional Development Budget Line Item – Even a small dedicated budget signals that growth is a priorityPublicize Internal Promotions – Celebrate development success stories to show that growth leads to real outcomesMake Time for Development in Work Hours – Build learning time into the workday so people know it's a real priorityConnect with Jill SteeleyWebsite: www.jillsteeley.comCEO Bootcamp Information: www.fqhc-ceo.comLeadership Academy Courses: www.jillsteeley.com/leadershipSubscribe &amp; ShareIf this episode resonated with you, share it with another health center leader who's struggling with recruitment and retention. Subscribe to the Community Health Collective podcast so you never miss an episode on practical leadership and business strategies for healthcare executives.Ready to invest in your own leadership development? Learn more about the CEO Bootcamp and take your strategic leadership to the next level. www.fqhc-ceo.comAbout the Community Health Collective PodcastThe Community Health Collective podcast delivers practical, actionable leadership and business strategies specifically for healthcare executives and emerging leaders. Hosted by Jill Steeley, each episode tackles the real challenges you face in building teams, driving results, and advancing your career in healthcare leadership.

Guest:Howard ArcherCEO, Fix HealthcareITWebsite: www.fixht.comEpisode Description:What if your health center is leaving $9,000 to $40,000 on the table every single month? In this episode, Jill Steeley sits down with Howard Archer, CEO of Fix Healthcare Technology, LLC, to discuss how RetroCAID is helping federally qualified health centers (FQHCs) automatically recover hundreds of thousands—even millions—of dollars annually in retroactive Medicaid reimbursements.Howard shares the shocking reality: 17% of uncompensated encounters become eligible for Medicaid reimbursement within timely filing, but most health centers are missing these opportunities because Medicaid eligibility is constantly changing. One of Jill's clients received a $58,000 check in their first month using RetroCAID—money that would have expired without automated monitoring.Discover how this passive monitoring system works, why it requires zero EHR integration, and how health centers are implementing it in less than 60 minutes with guaranteed results.Key Topics Covered:What is Retroactive Medicaid? [5:30]How Medicaid differs from commercial insuranceWhy patients can be covered 60-90 days retroactivelyThe complexity of Medicaid's fluid eligibility systemThe Problem with Traditional Billing [10:45]Why "spot checking" eligibility misses more than it capturesHow benefit profiles change daily (coverage, payers, benefit scope)The cost of manual monitoring for thousands of encountersHow RetroCAID Works [15:20]Passive monitoring vs. active checkingDaily monitoring of every uncompensated encounter for 365 daysSophisticated algorithms that filter out non-reimbursable claimsReal-time alerts with complete billing informationImplementation Process [24:30]Less than 60-minute phone setupNo EHR integration requiredResults within 48 hoursHow the custom reporting system worksReal Results &amp; Case Studies [30:15]Average monthly recovery: $9,000 to $40,000Annual revenue increases: $120,000 to over $1 million17% of uncompensated encounters become eligibleClient success story: $58,000 first checkThe Business Model [37:45]100% contingency-based (no upfront costs)Month-to-month contracts (cancel anytime)$5,000 guarantee for FQHCsNo setup fees, transaction fees, or hidden costsFuture of Retroactive Medicaid [42:00]Impact of work requirements and Medicaid churnEnhanced outreach tools in developmentText and email automation for patient notificationsRenewal tracking and lapse preventionKey Statistics:✓ 17% of uncompensated encounters become eligible for Medicaid reimbursement within timely filing✓ $9,000 - $40,000 average monthly recovery for FQHCs✓ $120,000 - $1 million+ annual revenue increases✓ 5,000+ healthcare facilities served across 49 states✓ 1/3 of all FQHCs in the country use RetroCAID✓ 48 hours to first results after implementation✓ 60 minutes or less implementation time✓ 13 years in business serving community health centersResources Mentioned:RetroCAID by Fix Healthcare Technology Schedule a free introductory call: www.jillsteeley.com/partnersCompany website: www.fixht.comRetroCAID's $5,000 Guarantee:If RetroCAID cannot increase Medicaid revenue for any FQHC within the first 30-60 days of service, they will donate $5,000 to that facility or any charity of their choice.Jill Steeley's CEO BootcampSeveral participants used RetroCAID's guarantee to fund their bootcamp investmentAbout the Guest:Howard Archer is the CEO of Fix Healthcare Technology, a company he founded to help healthcare facilities navigate the complex Medicaid system. With nearly 30 years of experience in healthcare revenue cycle management, Howard developed RetroCAID after witnessing firsthand the challenges FQHCs face in capturing retroactive Medicaid reimbursements. The software was initially created and tested in an FQHC in Baltimore before launching officially in 2013. Today, Fix HealthcareIT serves over 5,000 facilities across 49 states, including approximately one-third of all federally qualified health centers in the United States.About the Host:Jill Steeley is a former FQHC CEO and leadership consultant who specializes in helping community health centers thrive. Through her coaching, training programs, and trusted partnerships, Jill provides health center leaders with practical strategies and proven solutions to overcome operational challenges and advance their careers. She carefully vets partners like RetroCAID to ensure they deliver measurable value to the health centers she serves.Website: www.jillsteeley.comPartners page: www.jillsteeley.com/partnersEmail: [email protected] Action:Ready to see what RetroCAID could recover for your health center?Visit www.jillsteeley.com/partnersClick on RetroCAIDSchedule your free, no-obligation introductory callWithin 48 hours of your 60-minute implementation, see your first resultsQuestions? Contact Jill at [email protected] Timestamps:[00:00] Introduction and episode overview[02:15] Howard Archer's background and Fix HealthcareIT origin story[05:30] What is retroactive Medicaid and why it matters[08:45] Typical scenario:...

Join Jill Steeley and UDS expert Steve Weinman as they break down everything you need to know about the 2025 UDS report submission. From the history of this critical reporting requirement to the latest changes and common pitfalls, this episode is essential listening for any community health center leader preparing their submission.Steve Weinman - FQHC Consultant and CEO Bootcamp PartnerEmail: [email protected] completed UDS reports every year since 1984Specializes in helping health centers ensure accurate, compliant submissionsKey Takeaways1. UDS Report History &amp; ImportanceEvolved from Bureau Common Reporting Requirements (BCRR) starting in 1984Became the UDS in 1996Used to report to Congress on how 330 grant funding is spentDirectly impacts your patient targets and funding levels2. Critical 2025 ChangesTable 3B: SOGI data now optional (will be eliminated in 2026)Tables 6A &amp; 7: Minor housekeeping changes to ICD-10 and CPT-4 codesTable 9E: COVID-related revenue lines removedRelatively minor year compared to the major 2026 overhaul coming3. Major 2026 Changes (Start Preparing Now!)Table 4: Managed care utilization reporting ELIMINATED (huge time saver!)Table 5:Service categories renamed (enabling services → patient support services)QI personnel now lumped with IT personnelSelected service detail addendum removedTable 6A: Significant changes including removal of some women's health and dental metricsTable 8A: Complete overhaul - overhead vs. direct costs replaced with salaries/benefits vs. other costsTable 9D: Greatly simplified - retroactive collections eliminated, managed care categories combinedMajor shift: Moving from cash basis to accrual basis reporting4. Most Common UDS MistakesHigh-Impact Errors:Undercounting or overcounting patients (affects funding targets)Miscategorizing staff FTEs on Table 5Not aligning FTEs between Table 5 and Table 8A costsMissing enabling services encountersNot capturing all charges on revenue tablesData Collection Issues:Too many "unknown" entries for race/ethnicity, incomeUndercounting special populations (homeless, migrants, veterans)Poor quality control on data inputFinancial Reporting:Not properly categorizing pharmacy revenueMisaligning costs with FTE allocationNot capturing non-billable service value5. Consequences of ErrorsFunding cuts (must achieve 95% of patient target)Program appears less effective than it isCreates appearance of greater unmet need (invites competitors)Can trigger grant conditionsQuestionable data flags from HRSABest Practices for Accurate SubmissionThroughout the YearRun reports monthly - Don't wait until FebruaryEstablish a cross-functional team - Include clinical, finance, HR, and IT staffAssign one coordinator with authority to engage all departmentsReview data for reasonableness - Does it match what you're seeing clinically?Quality control at data input - Garbage in, garbage outDuring SubmissionStart early - Begin review in January, not February 10thVerify vendor updates - Ensure EHR and reporting tools reflect new requirementsDouble-check FTE allocations - Match Table 5 and Table 8ACapture ALL charges - Not just billable servicesThoughtfully answer HRSA questions - Don't copy/paste generic responsesAfter SubmissionUse as strategic planning tool - Compare year-over-year trendsIdentify operational inefficienciesDocument process improvements for next yearCreate systems to prevent recurring errorsResources MentionedFree UDS Submission GuideDownload at: jillsteeley.com/udsIncludes comprehensive checklist, table-by-table review timeline, common error prevention strategies, internal review template, and sample HRSA response templatesCEO BootcampStarts April 20265-month program focused on patient growth, retention, and revenue diversificationLearn more at jillsteeley.comHRSA ResourcesProgram Assistance Letter (PAL) with 2026 changesdocs.claude.com and support.claude.com for current guidanceKey Quotes"At the end of the day, almost invariably doing these quality things leads to more money because if you're not capturing the data properly, there's a good chance that your billing is not working properly either." - Steve Weinman"Don't let this year's UDS submission become a crisis for everyone. Download that guide, share it with...

In this enlightening episode, we engage with Attorney Matt Stevens to explore the vital topic of risk management within Federally Qualified Health Centers (FQHCs). Stevens, with his extensive background in healthcare law, articulates the myriad legal challenges that these health centers confront, particularly in the domains of employment law and compliance. He elucidates the importance of understanding the unique regulatory landscape that governs FQHCs, emphasizing that a nuanced approach to risk management is essential for safeguarding their operational integrity and financial viability.The discussion further delves into the intricacies of employment-related legal issues, highlighting how outdated practices and inadequate compliance measures can expose health centers to significant liabilities. Stevens advocates for the implementation of comprehensive training programs for staff and the establishment of clear protocols for legal engagement, ensuring that health centers are adequately prepared to navigate legal complexities. This episode not only serves as a critical resource for health center leaders seeking to enhance their risk management frameworks but also inspires a proactive approach to legal compliance that is indispensable for the future of community health.Takeaways: Understanding the intricate compliance landscape of Federally Qualified Health Centers is imperative for risk management. Employment law presents frequent vulnerabilities that leaders must address to mitigate potential litigation risks. Effective contract management requires thorough review processes to prevent overlooked compliance issues and ensure adherence. The dynamic nature of healthcare necessitates ongoing training and education to adapt to evolving legal and regulatory landscapes. Utilizing skilled legal counsel can significantly reduce the risk of costly mistakes in contract negotiations and employment policies. Healthcare leaders must remain vigilant regarding emerging risks, including increased claims and regulatory pressures, as the landscape evolves. Links referenced in this episode:jillsteeley.com/partnershipjillsteeley.com/partnersproviderlegal.com

Most clinical directors don’t get to build their team from scratch — they inherit habits, frustrations, and unwritten rules. If you’re a new medical or dental director trying to “make it work” with a team you didn’t choose, this episode will help you lead with confidence.Jill shares her proven 5-step approach to building trust quickly with inherited teams, even when they’re resistant, burnt out, or unsure about your leadership.In This EpisodeWhy new directors feel pressure to fix everything fastThe #1 mistake most new leaders makeHow to run Jill’s 20-minute “get to know you” conversationIdentifying your carriers, coasters, and question marksWhy stabilizing the team must come before optimizingHow one small “quick win” creates instant trustSetting expectations with compassion (and accountability)Key TakeawaysYou can’t lead people you don’t yet know.Listening builds more credibility than early changes.Stabilize your team before you try to improve productivity.One small quick win can shift the entire culture.Compassion + clarity = effective leadership.ResourcesJill’s Leadership Academy Masterclasses New Clinical Director’s Survival Guide (January launch): jillsteeley.comSponsor — RetroClaim

When Jill’s health center rebranded in 2015, brand recognition surged from 23% to 94% in just two years. They gained 1,000+ new patients annually and finally recruited providers after years of trying.In this episode, Murray Steinman, CEO of Flying Horse Communication, explains why confused brands lose patients, how to repair reputations, and the signals that your brand is holding your mission back. If patient numbers are flat or your community doesn’t understand who you serve—this episode is your wake-up call.In This EpisodeWhy healthcare branding is more competitive than you thinkThe “confusion problem” that pushes patients awayThe 4-step branding sequence that worksHow humor builds trust and likabilityOvercoming board and staff resistanceHow a strong brand improves recruitmentWhether you can repair a damaged reputationWarning signs it’s time to rebrandGuest: Murray SteinmanFounder &amp; CEO of Flying Horse Communication, helping FQHCs like Riverstone Health, Purview Health, and Allian build the bridge from their current situation to their preferred future.Key TakeawaysConfusion = “no.”You already have a brand—just not always the one you want.Identity is destiny.Resistance to change is fear of leaving safe harbor.Strong brands attract; weak brands repel.ResourcesFree Brand Checklist: jillsteeley.com/brand-checklistFlying Horse Communication: flyinghorseagency.comSponsor — RetroClaim: jillsteeley.com/partnersTakeaways: In today's competitive healthcare landscape, branding is essential for attracting new patients and retaining existing ones. The rebranding process requires a deep understanding of organizational goals and the community's perception of the health center. Effective branding goes beyond aesthetics; it encompasses the total experience of how patients feel about the services received. Community health centers must convey a clear message about their services to dispel misconceptions and attract diverse populations. Investing in brand development is crucial for federally qualified health centers to differentiate themselves in a crowded market. Building relationships with media can significantly enhance a health center's visibility and community trust.

Is your recruitment problem… actually a culture problem?In this solo episode, Jill Steeley shares the uncomfortable truth most clinical directors eventually discover: you cannot out-recruit a broken team environment.If you’re constantly interviewing, raising salaries, offering bonuses, expanding your search radius—and STILL can’t fill (or keep) provider positions—this 15-minute episode will reframe everything.What You’ll LearnHow broken team culture creates a never-ending recruitment loopWhy great candidates can feel dysfunction—and quietly walk awayHow new hires absorb negative culture instead of fixing itWhy recruitment fatigue keeps you from repairing the real issuesThe three foundations of culture repair:Clear, non-negotiable standardsTransparent communication rhythmsFast, decisive action on toxic behaviorJill also shares a powerful real-world example: an FQHC that went five years without recruiting a single doctor—until culture changed. Salaries stayed the same, schedules stayed the same… but retention and recruitment immediately improved.If You’re a Clinical Director Who Inherited a Mess…This episode will help you understand:What’s actually driving your turnoverWhy it’s not your fault—but it is your responsibilityHow culture repair makes recruitment exponentially easierNew ResourceClinical Director’s Survival Guide — Launching JanuaryA step-by-step guide for your first 90 days: assessing your team, setting standards, addressing toxic behavior, and building a culture where recruitment becomes easy.Get notified: jillsteeley.comKey TakeawayYou cannot out-recruit a broken environment. Fix the culture first—and everything else gets easier.

What if you could sit across the negotiation table from a commercial payer who's also been an FQHC CEO? In this revealing conversation, Jill Steeley interviews Justin Murgel, Senior VP of Provider Networks at Mountain Health Co-Op and former CEO of an FQHC. Justin shares insider knowledge about what payers are really looking for, the biggest mistakes health centers make, and exactly what data moves the needle in contract negotiations. If you've ever felt intimidated by payer negotiations or haven't renegotiated your rates in years, this episode is your roadmap.Guest: Justin Murgel, Senior Vice President of Provider Networks and Health Innovation, Mountain Health Co-OpAbout Justin MurgelJustin brings a unique dual perspective having spent:Nearly 1 year at Mountain Health Co-Op (Senior VP of Provider Networks and Health Innovation)Nearly 2 years as CEO of an FQHC in Helena, Montana8 years with a private health insurance company as payer contract specialist (Montana and Idaho)15 years doing behavioral health services as CEO of a mental health centerThis combination of payer and provider experience makes him uniquely qualified to share what really works in payer negotiations.The Wake-Up CallJill's discovery as Provider Network Director: When she joined a commercial payer, not a single FQHC in Montana had renegotiated their rates in probably 10 years. Most didn't even realize they could.The problem: FQHCs feel intimidated by payer negotiations and don't understand their leverage points.The opportunity: You have more power than you think. Payers need you.Key Topics CoveredUnderstanding Network AdequacyWhat it is: CMS dictates what network adequacy looks like through "geo access pinging" (time and distance requirements)What payers must demonstrate:How far members have to travel to essential community providersAccess to primary care, family physicians, dental, behavioral healthAccess to specialists (dermatology, anesthesiology, chiropractic, etc.)Both time AND distance requirementsWhy it matters for FQHCs: In rural areas, health centers are often the ONLY way payers can meet network adequacy requirements. That's leverage.Annual process: Payers submit network adequacy reports to Department of Insurance, then to CMS. If they don't have adequacy, they must explain how they'll meet it (telehealth, other means).What Payers Are Really Looking ForTop 3 Things Payers Evaluate:Network adequacy needs (Do they need you to meet CMS requirements?)Access to careIf it takes 6 months to get into larger system but health center can get them in within 2 weeks, that's valuableCaptures wellness visits and risk scores (additional CMS funding)Service array and enabling servicesBehavioral health and substance use treatmentRyan White programs (big focus in CMS audits)Case management and care coordinationClinical pharmacy servicesTeam-based care approachThe key question payers ask: How can we build a more robust network with access to primary care and enabling services?FQHCs' Value Proposition vs. Other ProvidersWhat sets health centers apart:✓ Enabling services already embedded (case management, care coordination)Payers want to pay PMPMs so larger systems can hire someone to manage populationsHealth centers already have these people embedded by regulationYou don't need extra payment to do what you're already doing✓ Team-based care that actually existsNot just talking about it, you have the team right there doing itSpend more time with patients (vs. nationwide average of 10-12 minutes)Relationship-based service✓ Integration of servicesBehavioral health integrated into primary careSubstance use treatmentClinical pharmacy embedded in care teamAll coordinated and connected✓ Extended hours and accessibilityEvenings, weekends, walk-insOnline scheduling capabilitiesSame-day and next-day appointments✓ Serve everyone regardless of insuranceWhat you do for one, you do for allNo discrimination based on payer typeKey Timestamps[00:01:00] Introduction to Justin Murgel and his dual perspective[00:03:00] What surprised Justin most about how payers view FQHCs[00:06:00] Network adequacy explained[00:09:00] Top 3 things payers look for when evaluating FQHCs[00:14:00] Biggest misconceptions FQHCs have[00:18:00] What to do 6-12 months before negotiations[00:22:00] Critical data points to track[00:24:00] Rate structures: What's working in 2025[00:28:00] Medicaid managed care evolution[00:30:00] Clinical pharmacy as leverage point[00:33:00] Network adequacy standards changing[00:36:00] Montana Plus Plan example[00:40:00] Biggest mistakes FQHCs make[00:41:00] How small rural FQHCs can compete[00:45:00] Top 3 priorities for strengthening payer relationships[00:47:00] Attribution challenges and solutions[00:50:00] Advice for intimidated FQHC leadersResources MentionedCEO Connect Bootcamp (Jill Steeley &amp; Steve Weinman):Email templates for requesting renegotiation meetingsWhat data to have in your back pocketWhat to monitor before negotiationsTemplate for negotiation letterTemplate for second renegotiation letter (when you need to keep pushing)Connect with Justin:Email: [email protected] or [email protected]: Justin MurgelPhone: 406-422-9928Willing to review contracts and advise on negotiationsAction StepsImmediate (This Week):List all your commercial payersIdentify when you last renegotiated each contractPull your payer mix data for last 6-12 monthsShort-term (This Month):Identify network directors at each commercial payerStart building relationships (don't wait for negotiations)Track your top 5 disease burdens and how you manage themCalculate your access times (call to appointment, wait times)Before Your Next Negotiation:Prepare your value proposition with specific dataDocument your enabling services and outcomesRequest data sharing with payersBuild your case for rate increases with cost-effectiveness dataOngoing:Set calendar reminders every 6 months to touch base with payersMarket to county, city, and school district employeesInvite payer network staff and policy people to tour your health centerDon't miss any opportunity to market your servicesFinal Advice for Intimidated LeadersRemember:They need YOU (network adequacy)You're a medical group offering team-based careYou offer behavioral health facility servicesIf you offer pharmacy, you're uniquely positionedYour value proposition is "none compared to larger systems"Don't negotiate alone:Consider getting contract review help (Justin offers this)Use CEO Connect Bootcamp templates and guidanceConnect with other FQHC CEOs who've done this successfullyYou have more power than you think.Connect with Justin at [email protected] or 406-422-9928 for contract review and negotiation support.

Discover Your Leadership Style and Break Through Your Career CeilingFeeling stuck in your healthcare leadership career? In this transformative solo episode, Jill Steeley introduces her framework of the four healthcare leadership styles and reveals why brilliant, capable leaders stay at the same level for years. This isn't about fixing your weaknesses. It's about understanding your natural leadership pattern, identifying the predictable trap that comes with it, and strategically positioning yourself for advancement.The Core ProblemWhat Jill hears from healthcare leaders:They feel stuck and brokenThey think they need to completely overhaul their personalitySomething about their leadership is holding them backThe real issue: Lack of clarity about your specific leadership style, natural strengths, and blind spots quietly holding you back from career advancement.The Four Healthcare Leadership Styles1. The Operator: Healthcare's Crisis Management ExpertStrengths: Keep operations running smoothly, detail-oriented, quick thinking under pressureYour Trap: Indispensable at the wrong level. Always reacting, never planning. So good at solving problems you never design systems to prevent them.2. The Guide: The Heart of Healthcare LeadershipStrengths: Create psychologically safe environments, empathy and emotional intelligence build trust, people want to work for youYour Trap: Seen as "great with people" but not strategic enough. Avoid difficult conversations to preserve relationships.3. The Visionary: Healthcare's Catalyst for ExcellenceStrengths: Raise standards, drive results, think big picture, see possibilities where others see limitationsYour Trap: Achieving results through personal heroic effort instead of building systems. Your excellence costs you your wellbeing.4. The Analyst: The Foundation of Sound Decision-MakingStrengths: Bring calm logic and precision, data-first approach prevents costly mistakes, thoroughly considered decisionsYour Trap: Brilliance never positioned as executive leadership. Preparing reports instead of leading conversations.What Most Leadership Development Gets WrongCommon advice: Work on your weaknesses. Be more assertive. Be more empathetic. Be more strategic.That's exhausting. And it doesn't work.What DOES work: Understanding your natural leadership pattern and then strategically positioning it for advancement.Real Success StoriesJennifer (Operator): Clinical operations manager constantly firefighting. Once she positioned her crisis skills as strategic systems thinking, she got the COO position. Now designs protocols instead of living in reaction mode.David (Guide): Nursing director everyone loved but kept getting passed over for VP roles. Learned to have difficult conversations without losing trust. Now the go-to leader for change management.Amanda (Visionary): Quality improvement director working 70-hour weeks. Built scalable systems and got time with family while still achieving big goals.Robert (Analyst): Finance manager who spent years preparing reports others presented. Started leading strategic conversations himself and landed the CFO role.The pattern: They stopped trying to be someone else and started leveraging who they already were.What's Possible in 12 MonthsOperators: Review systems you designed instead of putting out fires. Meetings about strategic improvements, not crisis response.Guides: Start executive meetings sharing team insights that shape decisions. Handle performance issues without damaging relationships.Visionaries: Start your day with strategic thinking instead of crisis mode. Your team executes to your standards because that's how you trained them.Analysts: Lead strategic conversations instead of just preparing reports. Your voice matters at the strategic table.Key Timestamps[00:01:00] Introduction: Why leaders feel stuck and broken[00:05:00] Introducing the four leadership styles[00:10:00] What most leadership development gets wrong[00:14:00] Success stories: Jennifer, David, Amanda, Robert[00:17:00] The predictable traps for each style[00:22:00] Introduction to the Leadership Style Quiz[00:24:00] Course recommendations for each leadership type[00:30:00] Call to action and next stepsThe Leadership Style QuizTakes only 5 minutesYou'll receive:Your specific leadership styleDescription of your strengthsThe specific trap holding you backWhat to work on nextCourse recommendations designed for your leadership typeThis isn't one of those personality tests that leaves you thinking "that's interesting, but what now?" This gives you actionable next steps based on real patterns.Take it at: jillsteeley.com/leadershipquizLeadership Academy Course RecommendationsEach masterclass is $97 (bundles available)For Operators: Time Management for Healthcare Leaders - Transform from firefighter to systems builderFor Guides: Mastering Candid Conversations Masterclass - Transform empathy into strategic influenceFor Visionaries: Maximum Output Minimum Effort Masterclass - Make your excellence sustainable without 70-hour weeksFor Analysts: C-Suite Ready Masterclass - Transform your analytical mind into executive influenceKey Takeaways✓ Healthcare needs all four leadership types, none is better than the others✓ Each style has predictable strengths AND a predictable trap✓ Self-awareness without action doesn't get you anywhere✓ You're not going to accidentally stumble into the next level of leadership✓ Investing in your development isn't selfish, it's strategic✓ Healthcare needs YOUR leadership, not some watered down version trying to be someone else✓ Don't wait for things to slow down because that's never going to happenMemorable Quotes"You really need clarity about your specific leadership style, your natural strengths, and even your blind spots because those are what's quietly holding you back.""What most leadership development gets wrong is it tells you to work on your weaknesses. That's exhausting and honestly, it doesn't work.""They stopped trying to be someone else and started leveraging who they already were.""Healthcare needs your leadership, not some watered down version of you trying to be someone else."Action StepsGo to jillsteeley.com/leadershipquizSpend 5 minutes answering questions honestlyReview your results and course recommendationIf serious about advancing, invest in yourself and join the recommended courseSubscribe to weekly emails at jillsteeley.comResourcesLeadership Style Quiz: jillsteeley.com/leadershipquizLeadership Academy Masterclasses: $97 eachWeekly tips: Subscribe at jillsteeley.comTake the quiz today and turn your leadership style into your career breakthrough.

Patient satisfaction isn't just a nice-to-have anymore—it's make-or-break for retention, outcomes, and your competitive advantage. In this practical solo episode, Jill Steeley tackles one of the most powerful yet underutilized levers in healthcare: speed. Learn how to provide excellent, thorough, compassionate care while respecting your patients' time at every single touchpoint in their journey through your health center.The ProblemA typical new patient experience:8-10 minutes on hold to schedule an appointmentScheduled 3 weeks outLong check-in line upon arrival30+ minutes past appointment time in waiting roomAnother 15 minutes waiting in exam room10-minute visit with providerStanding in line again to check out and schedule follow-upResult: Nearly 2 hours for a 20-minute appointmentThe question: Are they coming back? Maybe if you're their only option. Are they recommending you? Probably not.Key Topics CoveredTouchpoint 1: Scheduling the AppointmentThe First Impression ProblemYou have 7 seconds to make a good first impressionLong hold times send the message: "Your time is not our priority"First interaction sets expectations for everything that followsSolutions:Online scheduling (the #1 must-have)Patients book when convenient (11 PM, lunch breaks, weekends)Monitor and reduce hold timesImplement callback systemsOffer extended hours and weekend appointmentsTouchpoint 2: Check-In ProcessThe Bottleneck ProblemLong check-in lines snaking through waiting roomsPatients watching the clock tick past their appointment timeProviders won't see "late" patients who've been standing in lineSolutions:Self-service kiosks - Patients are more sophisticated than we give them credit forMobile check-in - From their car or waiting room via phoneAdvance paperwork - Email forms ahead of time for online completionQuality improvement frameworksMeasure cycle times - Can't improve what you don't measureResult: Some health centers cut check-in times in half just by rearranging workflowsTouchpoint 3: The Waiting Room ExperienceWhat Patients Are Judging:Dirty floors and stained carpetRipped chairs and dingy wallsOverall feeling of welcome (or lack thereof)The Reality: If your waiting room looks neglected, patients wonder what else you're neglectingEssential Waiting Room Features:Plenty of comfortable seating (singles, benches, isolation chairs for sick patients)Wipeable, sanitizable chair materialsClean, well-maintained space (no stains, rips, or odors)Free WiFi (yes, even if providers object—patients want it)Wide walkways for wheelchairs and accessibilityDigital displays with health tips, services, provider introductionsControversial Take: Skip the coffee stationInevitably gets spilledCreates extra cleanupBecomes something to juggle when called backIf you're moving patients quickly, it's unnecessaryTouchpoint 4: The Exam Room WaitThe Anxiety FactorWaiting in an exam room feels different than waiting in a waiting roomBeing forgotten in a paper gown is anxiety-inducingPatients literally don't know if everyone went homeSolutions:Maximize clinical support staff efficiencyMedical assistants, dental assistants, nurses room and prep patientsTake vitals, update medications, document chief complaintPrep materials before provider entersProvider only needs to talk to patient and provide carePre-visit planning (the game changer)Provider team reviews schedule each morningWho's coming in? What do they need?Labs reviewed, refills queued, education materials printedExample: Mrs. Johnson's hospital follow-up is prepped before she arriveShaves minutes off every appointmentKeeps providers running on timeTouchpoint 5: Checkout ProcessThe Friction ProblemPatients have already given you lots of their timeThey're eager to get back to work/homeNow you're asking them to wait in another lineIt's frustrating and often completely unnecessaryThe Solution: Make Checkout OptionalAutomate checkout process triggered at end of visitTechnology integrator on staffHelps patients get set up on patient portalIn waiting room or exam roomShows them how to review visit summary, treatment planSchedule follow-ups, communicate with provider, pay billEverything happens on their time from phone or computerFace-to-face checkout available but not required for those who prefer it (especially older patients)Key Timestamps[00:01:00] - Introduction: Why speed matters for patient satisfaction[00:02:00] - The typical patient journey problem[00:04:00] - Tackling wait times systematically[00:05:00] - Touchpoint 1: Scheduling and first impressions[00:07:00] - Touchpoint 2: Check-in bottlenecks[00:11:00] - Touchpoint 3: Waiting room experience[00:14:00] - Touchpoint 4: Exam room efficiency[00:17:00] - Pre-visit planning strategies[00:18:00] - Touchpoint 5: Checkout automation[00:19:00] - Key takeaways and action steps[00:21:00] - How to measure and improve cycle timesThe Big TakeawaySpeed IS your competitive advantage in healthcareIf your health center can provide the same quality of care in less time than your competition, you'll attract the segment of people who don't like to wait—which is most people.But don't sacrifice quality for speed. This is about:Tightening up operationsImproving workflowsEliminating wasteBeing intentional about respecting patient time at every touchpointHow to Start Measuring Cycle TimesWhat to Measure:Time from initial call to scheduled appointmentHold time before call abandonmentCheck-in durationAverage waiting room wait timeAverage exam room wait timeHow to Measure:Use technology when availableManual tracking: person with log and stopwatch in waiting roomEHR data for exam room timesPhone system data for hold/abandonment ratesRemember: You can't improve what you don't measureAction Steps for Your Health CenterImmediate Wins:Audit your current patient journey - Walk through as if you're a new patientIdentify your biggest bottleneck - Don't try to fix everything at onceStart measuring cycle times - Establish baselinesReview peak calling times - Adjust staffing accordinglyAssess your waiting room - Clean, comfortable, inviting?Short-Term Improvements:Implement online scheduling if you don't have itAdd callback system for phone callsCreate self-service check-in optionsStart pre-visit planning meetingsTrain staff on workflow efficiencyLong-Term Strategy:Apply Lean or Six Sigma frameworks to all processesImplement patient portal and technology integrator roleAutomate checkout processMake cycle time reduction part of your cultureCelebrate improvements and share data with staffCultural Shift NeededMake it a team effort:Train staff to always look for ways to decrease wait timesMake it part of your cultureCelebrate improvementsShare data (good and bad) with entire teamRecognize that respecting patient time shows you value themThe message you send: When you respect patients' time, you're telling them they matter and you value them. That's how you build loyalty, improve satisfaction, and set yourself apart from...

Are you just copying last year's plan and calling it done? In this comprehensive solo episode, Jill Steeley breaks down the five essential pillars every health center needs in their annual business plan—whether your fiscal year runs January to December or any other cycle. Moving beyond day-to-day firefighting, this episode provides a strategic framework for positioning your health center for success in an ever-changing healthcare landscape.Key Topics DiscussedWhy Business Planning MattersMoving beyond day-to-day firefighting to strategic thinkingHow healthcare landscape changes demand annual strategic reviewThe difference between compliance planning and strategic planningWhy copying last year's plan sets you up to merely survive, not thriveThe 5 Essential PillarsPillar 1: Financial Sustainability and Revenue DiversificationAnalyzing your revenue streams and dependenciesThe danger of relying too heavily on Medicaid or 330 grant fundingGrant diversification strategies (federal, state, foundation, corporate)Value-based care contracts and quality incentive programsCost optimization without compromising care qualityVendor contract renegotiations and supply chain waste reductionWhy you can't have all your eggs in one basketPillar 2: Workforce Planning and RetentionWhy your staff are your number one customersCurrent workforce assessment and turnover analysisRecruitment strategies in a competitive market (loan repayment, relocation assistance, clinical rotations)The honest truth: retention is cheaper than recruitmentProfessional development as the #1 retention and #2 recruitment strategyCreating clear career pathways and mentorship opportunitiesLeadership development pipeline for succession planningAddressing healthcare worker burnout and exhaustionTechnology investments that make staff lives easierPillar 3: Service Lines and Community NeedsMoving beyond "checking the box" on community health needs assessmentsService line analysis: which are thriving vs. strugglingIdentifying expansion opportunities based on dataCare integration strategies (medical-dental, behavioral health, specialist coordination)Optimizing telehealth strategy and ensuring equitable accessPopulation health initiatives with measurable goalsStrategic vs. reactive service planningPillar 4: Quality Improvement and Clinical OutcomesEstablishing baseline on key quality measuresSetting realistic but ambitious targets based on UDS benchmarksSelecting 2-4 focused quality improvement projectsPatient safety initiatives and measuring successPatient experience beyond clinical outcomes (wait times, convenience, communication)Moving beyond HRSA-required measures to what matters to patientsPillar 5: Infrastructure, Technology, and Facility PlanningWhy facilities matter more than you think for patient attractionComprehensive facility condition assessmentsSpace planning for current operations and future expansionTechnology refresh cycles (internet bandwidth, computers, servers)EHR evaluation and replacement considerationsCybersecurity as risk managementCapital investment planning and funding sourcesKey Timestamps[00:01:00] - Introduction: Moving from day-to-day to strategic planning[00:03:00] - Pillar 1: Financial Sustainability and Revenue Diversification[00:08:00] - Pillar 2: Workforce Planning and Retention begins[00:12:00] - Retention strategies and professional development[00:15:00] - Addressing burnout and technology support[00:17:00] - Pillar 3: Service Lines and Community Needs[00:22:00] - Telehealth strategy and population health[00:24:00] - Pillar 4: Quality Improvement and Clinical Outcomes[00:28:00] - Pillar 5: Infrastructure, Technology, and Facility Planning[00:33:00] - How the five pillars interconnect[00:35:00] - Final advice: involvement, realism, flexibility, accountabilityCritical Questions to Ask YourselfFinancial Sustainability:What happens if one of your major revenue streams dries up or decreases?What percentage of your total budget comes from your top 2 revenue sources?Where are your largest expense categories and efficiency opportunities?Workforce:What is your turnover rate by position over the last 12-24 months?How are you attracting talent when you can't compete on salary alone?Who's going to lead your health center in 5-10 years?Service Lines:Are you addressing your community's most pressing health issues?Which service lines are thriving vs. struggling (impact, not just revenue)?How many patients get internal referrals to your other services?Quality:Where are your biggest gaps in HRSA performance measures?What do patients complain about most in satisfaction scores?How many patient safety issues occurred in the last 12 months?Infrastructure:When was your last comprehensive facility condition assessment?Is your technology helping or hindering your staff's productivity?Do you have adequate space for current operations and expansion plans?The 5 Pillars Framework SummaryFinancial Sustainability &amp; Revenue Diversification - Building a foundation that can weather uncertaintyWorkforce Planning &amp; Retention - Attracting, developing, and keeping great peopleService Line Expansion &amp; Community Health Needs - Strategically serving evolving needsQuality Improvement &amp; Clinical Outcomes - Delivering exceptional careInfrastructure, Technology &amp; Facility Planning - Maintaining the foundation that supports everythingKey Takeaways✓ These five pillars aren't isolated silos—they're interconnected and must work together✓ The most effective business plans tell a story of where you're going and how you'll get there✓ Professional development is the #1 retention strategy and #2 recruitment strategy✓ It's cheaper to keep good employees than constantly recruit new ones✓ Your service planning should be strategic and aligned with actual community needs, not reactive observations✓ Patients want clean, state-of-the-art environments—facility planning affects patient attraction✓ Technology issues are often staff's #1 complaint but get the least attention in planning✓ Business planning shouldn't be something that just happens in the C-Suite✓ Your business plan should be a living document reviewed monthly or quarterly, not annually✓ Every element must connect back to your fundamental mission of improving health equity and accessJill's Final Advice for Effective PlanningInvolve Your TeamGet input from frontline staff, providers, and community members—they'll give insights you might otherwise missBe RealisticDon't create a plan so aggressive it's doomed to fail; ambitious is good, but achievable is essentialBuild in FlexibilityYour business plan should be a living document that adapts to unexpected circumstances (pandemics, natural disasters, policy changes)Establish Clear AccountabilityEvery goal needs an owner and a regular review rhythm (monthly or quarterly, not just year-end)Don't Forget Your MissionEvery element should connect back to improving health equity and access for those facing barriers to careMemorable Quotes"Your business plan shouldn't be reactive all the time. It should be strategic and aligned with both the community needs that actually exist and not just an observation and the capacity of your health center.""Your staff is your number one customer.""The most effective business plans weave these elements together into a coherent strategic plan. They tell the story of where your health center is going and how you are going to get there.""One of the biggest mistakes I see health centers make in their business planning is just copying last year's services and calling it done.""My IT guy has a funny joke: What's the best EHR out there? It's the one your health center doesn't...

In this critical episode, Jill Steeley sits down with Steve Weinman, owner of FQHC Associates and veteran of 40 years in community health, to discuss one of the most pressing challenges facing health centers today: ICE raids and immigration enforcement. They explore the legal protections available to health centers, practical strategies for maintaining patient access, and how to balance mission with safety during uncertain times.Guest: Steve Weinman, FQHC AssociatesKey Topics DiscussedThe Current RealityICE arrests have increased by 1200% in some jurisdictions in 2025Over 460,000 arrests nationwide in 2024, with numbers rising significantlyFear spreading beyond raid locations—even communities that have never experienced ICE activityPatients no-showing appointments due to stay-home alerts on social media networksImpact on preventative care access, leading to more expensive emergency situationsLegal Protections and RightsHIPAA privacy rules remain unchanged—health centers cannot share patient information without judicial warrantsDifference between administrative warrants (executive branch documents) and judicial warrantsConstitutional rights against unlawful search and seizure still applyHealth centers still have the charge to serve everyone, regardless of documentation statusPublic charge rules have not changed health centers' mission to serve all patientsStaff Protection and TrainingImportance of written policies kept at front desk workstationsRole-playing and training for all staff, especially front desk personnelClear liaison designation—front desk staff should immediately call managementDefining public vs. non-public areas (waiting rooms vs. exam rooms)Locking back areas and requiring buzz-through accessDocumentation and surveillance cameras in public areasFacility and Operational ConsiderationsMinimizing "target rich environments"—avoiding lines of patients outsideStrategic use of building entrances and parking areasSignage indicating restricted access (with legal guidance)Understanding and leveraging state and local protective lawsBalancing federal funding requirements with patient protectionKey Timestamps[00:02:00] - Introduction to Steve Weinman and his background[00:03:00] - Steve's experience in Immokalee, Florida with farm worker population[00:05:00] - Current statistics on ICE arrests and their impact[00:07:00] - Public health implications of healthcare avoidance[00:10:00] - Misconceptions about serving undocumented patients[00:12:00] - HIPAA protections and warrant requirements[00:13:00] - Creating written policies and staff training protocols[00:16:00] - Data collection best practices during this time[00:19:00] - Community partnerships and legal organization connections[00:22:00] - Navigating political polarization within staff[00:24:00] - Expanding telehealth and remote services[00:27:00] - Mobile and outreach services strategies[00:28:00] - Hurricane Wilma story—building community trust[00:30:00] - Off-hours and weekend access expansion[00:35:00] - Balancing federal requirements with patient protection[00:38:00] - Messaging do's and don'ts for health centers[00:40:00] - Three action steps for CEOs this week[00:42:00] - Historical perspective and resilience of health center movementPractical Action Steps for Health CentersImmediate Actions (This Week)Review and update policies for ICE encounters and enforcement responseTrain all staff, including new hires, on protocols and their rolesEstablish open communication with patients about their rights and safetyPolicy DevelopmentCreate written protocols for front desk encountersDesignate management liaison for enforcement situationsDefine public vs. non-public areas clearlyImplement locked access to exam/private areasEstablish surveillance camera systems in public spacesDevelop after-action report proceduresExpanding AccessTelehealth services for medical, dental, and behavioral healthMobile and outreach units with recognizable, trusted brandingExtended hours and weekend access to avoid daytime visibilityWalk-in options for patients who can't commit to scheduled appointmentsRemote prescription refills and routine care managementCommunity PartnershipsConnect with local legal services organizations (contract if possible)Partner with State Primary Care Association for trainingCollaborate with food banks and human service organizationsEstablish clear referral pathways between organizationsCreate joint strategies for remote/delivered servicesData and Privacy ProtectionCollect only HRSA-required data—nothing additionalMinimize immigration status data collectionDocument all enforcement encounters thoroughlyReview and strengthen HIPAA compliance proceduresPatient CommunicationPost "Know Your Rights" materials in clinicsMail postcards (not bill-like materials) explaining patient rightsUse social media and community networks to share safety informationProvide materials in multiple languagesEmphasize health center's commitment to serving all patientsMessaging Do's and Don'tsDON'T Say:"We oppose ICE or federal immigration policy""We refuse to cooperate with federal law enforcement"Anything that takes a strong political positionDO Say:"We want to ensure all residents can safely access care regardless of their background""We will follow the laws on privacy and access for all of our patients""Our mission is to provide healthcare to everyone who needs it"Focus on health outcomes and community wellbeingKey Takeaways✓ Health centers must balance federal funding requirements with mission to serve all patients✓ HIPAA protections remain in effect—know the difference between administrative and judicial warrants✓ Front-line staff need clear protocols, training, and immediate management support✓ Telehealth and mobile services are critical tools for maintaining access during this crisis✓ Microbes don't discriminate—untreated illness in any population affects entire community✓ The health center movement has survived many challenges and grown stronger✓ Community partnerships with legal organizations are essential right now✓ Avoid political messaging; focus on mission of providing healthcare✓ Consider how your facility appears to enforcement—reduce visible congregation of patients✓ New staff onboarding must include ICE policy training, not just annual trainingMemorable QuotesSteve Weinman:"Microbes don't discriminate against people based on whether they're here legally or what they look like. They spread equally to everyone, and so it's a public health issue.""The time to think about this is not when somebody shows up at your front door, potentially wearing a mask and putting a piece of paper in front of you.""It's a big difference from 'we won't help you' and 'we can't help you.'""We have survived many attacks on the health center program and have not only survived, but we've gotten stronger."Jill Steeley:"It's not just in the communities where the raids are occurring—this fear factor spreads into communities where ICE raids have never really been a thing."Resources MentionedGuest Resources:FQHC Associates: fqhcassociates.orgCEO Connect Bootcamp (Jill Steeley &amp; Steve Weinman partnership)Legal and Support Resources:State Primary Care Associations (PCAs)National Immigration Legal Services DirectoryUnited We Dreams Deportation...

Courage Over Confidence: Working Through Fear as a LeaderIn this inaugural episode, Jill Steeley opens up about what almost stopped her from starting this podcast—fear. She shares her personal journey of overcoming fear as a former FQHC CEO and now business owner, and provides practical strategies for community health leaders to push past their own fears and accomplish their biggest goals.Key Topics DiscussedThe Role of Fear in LeadershipHow fear manifests differently for new versus seasoned leadersCommon fears for health center CEOs: compromising mission, staff resistance, board backlash, upsetting high-performing teamsWhy fear shouldn't drive your decisionsCourage Over ConfidenceWhy taking action builds confidence faster than waiting to feel readyHow action provides clarity when you're stuckThe power of imperfect action over perfect inactionJill's Personal StoryOvercoming fear as a new CEO with no predecessorStarting a consulting business as a single momBreaking through limiting beliefs and imposter syndromeTurning a health center from a million-dollar deficit to multimillion-dollar reservesThe Fear Inventory ExerciseJill introduces a practical framework for identifying and working through your fears:Three Critical Questions to Ask Yourself:What's the worst that could happen?Write down every single possibilityFace your fears head-on by naming themWhat's the cost of staying where I am?Especially important if you're experiencing burnoutConsider the long-term impact of inactionWhat becomes possible if I move forward?Envision the opportunities that open up with just one small stepConsider the ripple effects of taking actionKey Timestamps[00:00:00] - Introduction: Why fear almost stopped this podcast[00:02:00] - How fear drives the train in our careers[00:04:00] - Action provides clarity[00:05:00] - Common fears for health center leaders[00:06:00] - New leaders vs. seasoned leaders[00:08:00] - Starting a consulting business through fear[00:12:00] - The Fear Inventory Exercise[00:14:00] - Three questions to ask yourself[00:18:00] - Building your courage muscleKey Takeaways✓ Fear is normal—it's your brain trying to keep you safe, but it shouldn't drive your decisions✓ Action provides clarity and builds confidence faster than overthinking✓ New leaders often don't know what they don't know; seasoned leaders fear what they DO know✓ One small step toward progress is better than perfect planning✓ Your experience and knowledge have value, even when imposter syndrome tells you otherwise✓ Fear never fully goes away, but you can build your courage muscleActionable StepsDo a Fear Inventory: What goals have you been avoiding? What fears are stopping you?Answer the Three Questions: Write down and speak your answers out loudWhat's the worst that could happen?What's the cost of staying where I am?What becomes possible if I move forward?Take One Small Step: Identify just the first tiny action toward your goalShare Your Progress: Email Jill to share what you discovered—let her be your cheerleaderMemorable Quotes"Courage over confidence every time.""Action provides clarity. And a lot of times we are fearful because we don't have enough information, because we fear the unknown.""There aren't many decisions or actions that I took that I regret doing.""Fear is trying to keep you safe by showing you all the things that could go wrong, but you can interrupt that pattern."ResourcesTake the Healthcare Leadership Style Quiz at jillsteeley.comExplore CEO Connect Bootcamp for leaders building mission-driven, financially thriving organizationsFree resources available at jillsteeley.comConnect with JillReady to work through your fears with support? Email Jill about what you discovered in your fear inventory and let her cheer you on as you take your next courageous step.Next StepsIf you enjoyed this episode:Follow the Community Health Collective Podcast on your favorite podcast appShare this episode with another community health leader who needs to hear this messageVisit jillsteeley.com for more resourcesWelcome to the collective. Let's dive in.