<![CDATA[Community Health Collective]]>ad2600a7-0040-54ee-80e4-f14f2c4a744bWed, 08 Apr 2026 09:00:40 +0000Captivate.fmJill Steeleyhttps://artwork.captivate.fm/0fc92aa3-59c6-433e-9dae-a1fc1d4d688a/The-Community-Health-Collective-Podcast-1.jpgCommunity Health CollectiveJill SteeleyJill SteeleyI'm Jill Steeley, and I spent years as an FQHC CEO feeling like I was the only one struggling with impossible choices—mission or margin, staff or budget, growth or sustainability. Until I realized: I wasn't alone. None of us are. That's why I created this podcast—to build the community that community health leaders deserve. Whether you're leading a health center, a rural clinic, a public health program, or any organization putting community care first, you'll find practical wisdom, honest conversations, and a whole lot of "finally, someone gets it" moments here. Each episode tackles the big stuff—financial strategy, workforce challenges, policy changes—and the personal stuff—boundaries, burnout, and what it really takes to sustain yourself while serving others.https://communityhealth.captivate.fmfalseepisodicnopodcastDeath by a Thousand Paper Cuts: The Hidden Cost Leaks Draining Your Health Center's BudgetDeath by a Thousand Paper Cuts: The Hidden Cost Leaks Draining Your Health Center's BudgetEpisode #23

Death by a Thousand Paper Cuts: The Hidden Cost Leaks Draining Your Health Center's Budget

Hosted by: Jill Steeley | Guests: John Carpenter, Brie McFarland, and Becky Kalinowski — ERA Group

Episode Overview

Costs 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 centers
  • The most common categories where FQHCs are overpaying without knowing it
  • What poor inventory management looks like when you walk through your own clinic
  • Why being part of a GPO doesn’t mean you’re getting the best pricing
  • How vendor loyalty can quietly cost tens of thousands of dollars a year
  • What ERA Group’s process actually looks like - from first conversation to implemented savings
  • Why 60–70% of clients end up staying with their existing suppliers, just at a better price
  • How ERA Group optimizes staffing and ordering processes - not by cutting headcount, but by eliminating inefficiency
  • The compounding cost of inaction: why this year’s 5% increase becomes next year’s problem too

Key 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 Group

About ERA Group

ERA 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 Does

ERA 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 relationships
  • Comprehensive data gathering and analytics, including benchmark data from clients across the country
  • A baseline report for client review and confirmation
  • Behind-the-scenes negotiations with suppliers - leveraging relationships and market data to get pricing as close to the floor as possible
  • Presentation 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 received

Most clients begin seeing results within one to four months, depending on the category.

The GPO Myth

One 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 Problem

  • Closets, drawers, or storage rooms with overstuffed or expired supplies
  • Duplicate or triplicate product orders across departments that aren’t communicating
  • Stacks of boxes waiting for returns
  • Orders placed by fax or phone instead of online
  • Staff ordering from multiple vendors to find the best price per item - without accounting for shipping costs
  • Multiple copy/print contracts across locations that haven’t been consolidated
  • Technology assets (phones, devices) that are still being paid for but can’t be accounted for

On Vendor Loyalty

ERA 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 Episode

  • ERA Group - Cost reduction and expense optimization firm | Contact: John Carpenter jcarpenter@eragroup.com | www.eragroup.com
  • CEO Bootcamp - Jill’s program for health center executives navigating strategic and financial decisions | www.fqhc-ceo.com
  • Leadership Academy - Jill’s online courses for health center leaders | jillsteeley.com/leadership
  • Healthcare Leadership Style Quiz — Free resource at jillsteeley.com/leadershipquiz

Connect & Subscribe

If this episode was valuable to you, please:

  • Leave a rating and review
  • Subscribe so you never miss an episode
  • Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com

]]>Episode #23

Death by a Thousand Paper Cuts: The Hidden Cost Leaks Draining Your Health Center's Budget

Hosted by: Jill Steeley | Guests: John Carpenter, Brie McFarland, and Becky Kalinowski — ERA Group

Episode Overview

Costs 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 centers
  • The most common categories where FQHCs are overpaying without knowing it
  • What poor inventory management looks like when you walk through your own clinic
  • Why being part of a GPO doesn’t mean you’re getting the best pricing
  • How vendor loyalty can quietly cost tens of thousands of dollars a year
  • What ERA Group’s process actually looks like - from first conversation to implemented savings
  • Why 60–70% of clients end up staying with their existing suppliers, just at a better price
  • How ERA Group optimizes staffing and ordering processes - not by cutting headcount, but by eliminating inefficiency
  • The compounding cost of inaction: why this year’s 5% increase becomes next year’s problem too

Key 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 Group

About ERA Group

ERA 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 Does

ERA 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 relationships
  • Comprehensive data gathering and analytics, including benchmark data from clients across the country
  • A baseline report for client review and confirmation
  • Behind-the-scenes negotiations with suppliers - leveraging relationships and market data to get pricing as close to the floor as possible
  • Presentation 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 received

Most clients begin seeing results within one to four months, depending on the category.

The GPO Myth

One 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 Problem

  • Closets, drawers, or storage rooms with overstuffed or expired supplies
  • Duplicate or triplicate product orders across departments that aren’t communicating
  • Stacks of boxes waiting for returns
  • Orders placed by fax or phone instead of online
  • Staff ordering from multiple vendors to find the best price per item - without accounting for shipping costs
  • Multiple copy/print contracts across locations that haven’t been consolidated
  • Technology assets (phones, devices) that are still being paid for but can’t be accounted for

On Vendor Loyalty

ERA 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 Episode

  • ERA Group - Cost reduction and expense optimization firm | Contact: John Carpenter jcarpenter@eragroup.com | www.eragroup.com
  • CEO Bootcamp - Jill’s program for health center executives navigating strategic and financial decisions | www.fqhc-ceo.com
  • Leadership Academy - Jill’s online courses for health center leaders | jillsteeley.com/leadership
  • Healthcare Leadership Style Quiz — Free resource at jillsteeley.com/leadershipquiz

Connect & Subscribe

If this episode was valuable to you, please:

  • Leave a rating and review
  • Subscribe so you never miss an episode
  • Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com

]]>b622c094-5a67-4dc1-95a1-edb84a772944Wed, 08 Apr 2026 05:00:00 -040048:39falsefull2323Stop Fixing the Same Problems - Build the Systems That Prevent ThemStop Fixing the Same Problems - Build the Systems That Prevent ThemTitle: “Stop Fixing the Same Problems - Build the Systems That Prevent Them”

Episode Overview

If 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 is
  • What '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/referral
  • What happens to teams and budgets when leadership stays in reactive mode
  • What high-performing health centers do differently — and why their problems stop repeating
  • Why the CEO Bootcamp was built, and what it actually does for FQHC leaders

Key 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 Covers

1. 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 Episode

CEO 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.com

Episode #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 here

Schedule a Call with Jill — https://calendly.com/jill-v7c/30min

Connect & Subscribe

If 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. jill@jillsteeley.com

]]>Title: “Stop Fixing the Same Problems - Build the Systems That Prevent Them”

Episode Overview

If 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 is
  • What '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/referral
  • What happens to teams and budgets when leadership stays in reactive mode
  • What high-performing health centers do differently — and why their problems stop repeating
  • Why the CEO Bootcamp was built, and what it actually does for FQHC leaders

Key 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 Covers

1. 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 Episode

CEO 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.com

Episode #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 here

Schedule a Call with Jill — https://calendly.com/jill-v7c/30min

Connect & Subscribe

If 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. jill@jillsteeley.com

]]>00181aaf-8600-47ec-9dd5-af76bf15a75cWed, 01 Apr 2026 05:00:00 -040021:59falsefull2222Why We Built the CEO Connect Bootcamp (And What Health Center Leaders Are Saying About It)Why We Built the CEO Connect Bootcamp (And What Health Center Leaders Are Saying About It)"Why We Built the CEO Connect Bootcamp (And What Health Center Leaders Are Saying About It)"

EPISODE DESCRIPTION

In 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

Diana

Came 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

Paul

COO 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

Hannah

CEO 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 cohorts

17% average revenue increase across participating health centers

20% average cost reduction

26% improvement in patient retention

$5,000 investment with Case Study Discount (reg. $7,500)

EPISODE TIMESTAMPS

0:00 Introduction and episode overview

1:30 Jill’s backstory: the Google search, the 12-month ultimatum, and what year one actually felt like

7:00 Why she left her CEO position in 2023 and what came next

10:00 Meeting Steve Weinman and why their skills complement each other

13:30 The belief behind the Bootcamp: profit is not greed, it is oxygen

16:00 How the Bootcamp is designed differently from conferences and consulting engagements

19:00 Who the Bootcamp is for: new CEOs, seasoned CEOs, and the whole leadership team

22:30 Participant audio clips: on being new or experienced in the role

26:00 The four levers for financial stability: how they work and why they compound

29:00 Case study: Diana and the $800K payer contract conversation

34:00 Case study: Paul and the $1.8M turnaround on staff and patient retention

38:00 Case study: Hannah and going from invisible to preferred provider

42:00 Implementation kits: the bridge between information and action

46:00 Participant audio clips: on the resources and tools

50:00 Steve Weinman and the guest expert series

53:30 Participant audio clips: on the speakers

56:00 The peer community: why it’s the most underappreciated part

59:30 Participant audio clips: on the peer community and not feeling alone

63:00 Investing in yourself as a leader

66:00 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 YOU

Share 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.

]]>"Why We Built the CEO Connect Bootcamp (And What Health Center Leaders Are Saying About It)"

EPISODE DESCRIPTION

In 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

Diana

Came 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

Paul

COO 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

Hannah

CEO 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 cohorts

17% average revenue increase across participating health centers

20% average cost reduction

26% improvement in patient retention

$5,000 investment with Case Study Discount (reg. $7,500)

EPISODE TIMESTAMPS

0:00 Introduction and episode overview

1:30 Jill’s backstory: the Google search, the 12-month ultimatum, and what year one actually felt like

7:00 Why she left her CEO position in 2023 and what came next

10:00 Meeting Steve Weinman and why their skills complement each other

13:30 The belief behind the Bootcamp: profit is not greed, it is oxygen

16:00 How the Bootcamp is designed differently from conferences and consulting engagements

19:00 Who the Bootcamp is for: new CEOs, seasoned CEOs, and the whole leadership team

22:30 Participant audio clips: on being new or experienced in the role

26:00 The four levers for financial stability: how they work and why they compound

29:00 Case study: Diana and the $800K payer contract conversation

34:00 Case study: Paul and the $1.8M turnaround on staff and patient retention

38:00 Case study: Hannah and going from invisible to preferred provider

42:00 Implementation kits: the bridge between information and action

46:00 Participant audio clips: on the resources and tools

50:00 Steve Weinman and the guest expert series

53:30 Participant audio clips: on the speakers

56:00 The peer community: why it’s the most underappreciated part

59:30 Participant audio clips: on the peer community and not feeling alone

63:00 Investing in yourself as a leader

66:00 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 YOU

Share 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.

]]>0a87bdea-657c-4966-ab56-fdfdff982e18Wed, 25 Mar 2026 05:00:00 -040031:58falsefull212180% Fewer Denials and $3.6M in Growth: The Revenue Your Health Center Is Leaving Behind80% Fewer Denials and $3.6M in Growth: The Revenue Your Health Center Is Leaving Behind80% Fewer Denials and $3.6M in Growth: The Revenue Your Health Center Is Leaving Behind

Hosted by: Jill Steeley | Guest: Melissa Erlandson, Clinical Account Executive, Athelas

Episode Overview

Health 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:

  1. Why payers intentionally design complexity into the billing process—and what the term “float” means for your bottom line
  2. The two biggest places revenue quietly leaks out of healthcare organizations (and why most leaders don’t see them)
  3. Why industry-wide denial rates run 12–18% (and sometimes up to 30%)—and what a healthy denial rate actually looks like
  4. What “first-pass claim rate” means, why it matters, and what benchmark your organization should be hitting
  5. How AI billing rules engines work—and how they get denial rates down to 2% or less
  6. How Athelas’s AI voice agent “Sophia” calls payers, navigates phone trees, and extracts information without a human ever touching it
  7. What ambient AI scribing actually looks like during a patient encounter—and how it saves 1–2 hours per provider per day
  8. Why coding suggestions from the ambient scribe improve revenue capture—and the important nuance around provider accountability
  9. How Athelas’s forward deployment and 90-day onboarding process works—and why change management is the most overlooked part of implementation
  10. What a free Financial Health Assessment from Athelas includes—and how to get one for your organization
  11. Why the health centers seeing 15–20% revenue lifts are not outliers


Key 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 Steeley

Key Revenue Metrics Every Health Center Leader Should Know

From the conversation with Melissa:

  1. Industry-average denial rate: 12–18% (sometimes as high as 30%)
  2. Target denial rate with AI: 2% or less
  3. Industry-average first-pass claim rate: 82–88%
  4. Target first-pass claim rate with AI: 98%+
  5. Average revenue lift clients experience with Athelas: 15–20%
  6. Time saved per provider per day with ambient scribing: 1–2 hours
  7. Athelas platform processes over $10 billion in claims annually



How Athelas’s AI Revenue Cycle Works

  1. Billing rules engine: A large language model that knows all current payer rules, ensuring claims go out clean the first time
  2. Automated eligibility checks: Replaces manual front desk phone calls and reduces patient billing confusion
  3. AI Denial Defense: Buckets denied claims by reason code (CARC/RARC), resubmits automatically where possible, and flags humans for nuanced cases
  4. Remittance Reconciliation Agents: AI voice agent “Sophia” calls payers directly to retrieve EOBs and claim decisions—without a human on hold
  5. Robotic Processing Agents: AI that logs into payer portals, navigates two-factor authentication, and extracts data automatically
  6. Humans in the loop: Athelas staff review flags, identify patterns, and work with practices to build new rules that prevent recurring denials



Ambient AI Scribing: What It Is and How It Works

Athelas describes their ambient scribe as a “three-click system”:

  1. Listens to the conversation between provider and patient during the visit
  2. Transcribes and extracts only medically relevant information
  3. Generates an organized, compliant clinical note that flows directly into the EHR
  4. Provides coding suggestions (CPT and ICD-10) for provider review and approval—the provider retains final decision-making authority
  5. Saves 1–2 hours per provider per day
  6. Frees providers to maintain eye contact and be fully present with patients

What Implementation Looks Like

  1. Athelas uses a “forward deployment” model—for large enough practices, a team is deployed on-site during onboarding
  2. Full onboarding typically takes 90 days with weekly meetings involving onboarding and engineering teams
  3. For FQHCs: Athelas ingests two years of historical claims data to train the billing rules engine before go-live—preventing revenue dips during transition
  4. Change management is built into the process: staff are shown and coached on the technology before it’s activated
  5. Current limitation: Athelas does not currently integrate with Epic; most other EHR systems are supported
  6. Start with a discovery meeting to assess fit—Athelas won’t ask for financial data until the relationship and solution fit are established

Free Financial Health Assessment from Athelas

If you’re wondering whether your health center has a revenue capture problem, Athelas offers a complimentary Financial Health Assessment:

  1. Athelas pulls and analyzes your last two years of denials data
  2. Provides a high-level overview of uncaptured revenue and what AI could have recovered
  3. In cases with more complex patterns, a deeper analysis is available
  4. The assessment is completely free—no cost to the practice
  5. Athelas does not currently integrate with Epic; practices on Epic are not a fit at this time

Mentioned in This Episode

Athelas — AI-powered revenue cycle management, ambient AI scribing, and full-cycle billing platform for healthcare organizations | 80% Fewer Denials and $3.6M in Growth: The Revenue Your Health Center Is Leaving Behind

Hosted by: Jill Steeley | Guest: Melissa Erlandson, Clinical Account Executive, Athelas

Episode Overview

Health 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:

  1. Why payers intentionally design complexity into the billing process—and what the term “float” means for your bottom line
  2. The two biggest places revenue quietly leaks out of healthcare organizations (and why most leaders don’t see them)
  3. Why industry-wide denial rates run 12–18% (and sometimes up to 30%)—and what a healthy denial rate actually looks like
  4. What “first-pass claim rate” means, why it matters, and what benchmark your organization should be hitting
  5. How AI billing rules engines work—and how they get denial rates down to 2% or less
  6. How Athelas’s AI voice agent “Sophia” calls payers, navigates phone trees, and extracts information without a human ever touching it
  7. What ambient AI scribing actually looks like during a patient encounter—and how it saves 1–2 hours per provider per day
  8. Why coding suggestions from the ambient scribe improve revenue capture—and the important nuance around provider accountability
  9. How Athelas’s forward deployment and 90-day onboarding process works—and why change management is the most overlooked part of implementation
  10. What a free Financial Health Assessment from Athelas includes—and how to get one for your organization
  11. Why the health centers seeing 15–20% revenue lifts are not outliers


Key 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 Steeley

Key Revenue Metrics Every Health Center Leader Should Know

From the conversation with Melissa:

  1. Industry-average denial rate: 12–18% (sometimes as high as 30%)
  2. Target denial rate with AI: 2% or less
  3. Industry-average first-pass claim rate: 82–88%
  4. Target first-pass claim rate with AI: 98%+
  5. Average revenue lift clients experience with Athelas: 15–20%
  6. Time saved per provider per day with ambient scribing: 1–2 hours
  7. Athelas platform processes over $10 billion in claims annually



How Athelas’s AI Revenue Cycle Works

  1. Billing rules engine: A large language model that knows all current payer rules, ensuring claims go out clean the first time
  2. Automated eligibility checks: Replaces manual front desk phone calls and reduces patient billing confusion
  3. AI Denial Defense: Buckets denied claims by reason code (CARC/RARC), resubmits automatically where possible, and flags humans for nuanced cases
  4. Remittance Reconciliation Agents: AI voice agent “Sophia” calls payers directly to retrieve EOBs and claim decisions—without a human on hold
  5. Robotic Processing Agents: AI that logs into payer portals, navigates two-factor authentication, and extracts data automatically
  6. Humans in the loop: Athelas staff review flags, identify patterns, and work with practices to build new rules that prevent recurring denials



Ambient AI Scribing: What It Is and How It Works

Athelas describes their ambient scribe as a “three-click system”:

  1. Listens to the conversation between provider and patient during the visit
  2. Transcribes and extracts only medically relevant information
  3. Generates an organized, compliant clinical note that flows directly into the EHR
  4. Provides coding suggestions (CPT and ICD-10) for provider review and approval—the provider retains final decision-making authority
  5. Saves 1–2 hours per provider per day
  6. Frees providers to maintain eye contact and be fully present with patients

What Implementation Looks Like

  1. Athelas uses a “forward deployment” model—for large enough practices, a team is deployed on-site during onboarding
  2. Full onboarding typically takes 90 days with weekly meetings involving onboarding and engineering teams
  3. For FQHCs: Athelas ingests two years of historical claims data to train the billing rules engine before go-live—preventing revenue dips during transition
  4. Change management is built into the process: staff are shown and coached on the technology before it’s activated
  5. Current limitation: Athelas does not currently integrate with Epic; most other EHR systems are supported
  6. Start with a discovery meeting to assess fit—Athelas won’t ask for financial data until the relationship and solution fit are established

Free Financial Health Assessment from Athelas

If you’re wondering whether your health center has a revenue capture problem, Athelas offers a complimentary Financial Health Assessment:

  1. Athelas pulls and analyzes your last two years of denials data
  2. Provides a high-level overview of uncaptured revenue and what AI could have recovered
  3. In cases with more complex patterns, a deeper analysis is available
  4. The assessment is completely free—no cost to the practice
  5. Athelas does not currently integrate with Epic; practices on Epic are not a fit at this time

Mentioned in This Episode

Athelas — AI-powered revenue cycle management, ambient AI scribing, and full-cycle billing platform for healthcare organizations | www.athelas.com

Schedule a meeting with Melissa Erlandson (Clinical Account Executive, Athelas) | hello.athelas.com/c/Melissa_Erlandson

Athelas Case Studies — Real results from practices using Athelas RCM and Ambient AI | www.athelas.com/case-studies

CEO Bootcamp — Jill’s 5-month program for FQHC executives covering revenue diversification, cost reduction, and strategic leadership | www.fqhc-ceo.com

Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com


]]>1d1cba12-67f3-4a7a-a4aa-d225e2f2610bWed, 18 Mar 2026 05:00:00 -040049:55falsefull2020$50 Billion Sitting There: How to Access Rural Health Transformation Funding$50 Billion Sitting There: How to Access Rural Health Transformation FundingEpisode Overview

There 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:

  1. What the Rural Health Transformation Program is, where the money comes from, and how states are distributing it
  2. Eligibility requirements—including a critical nuance most health centers miss about serving rural populations
  3. The core program requirements CMS expects you to meet with this funding
  4. Why Health IT modernization is the most underestimated opportunity in the program
  5. Four specific technology tools Jill recommends evaluating as part of your RHTP strategy
  6. How to get a free eligibility assessment to know where your health center stands

Key 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 Steeley


Funding Snapshot: The Rural Health Transformation Program

  1. Created by HR 1 (the “One Big Beautiful Bill”), signed into law July 4, 2025
  2. Administered by CMS (Centers for Medicare and Medicaid Services)
  3. Total investment: $50 billion over 5 years (FY 2026–2030), $10 billion per year
  4. Every state received an award in December 2025, with an average of ~$200 million per state per year
  5. Sample state awards: Texas $281M, Alaska $272M, California $234M, Montana $233M
  6. States are the primary grantees—they are now issuing sub-award RFPs for eligible organizations
  7. Active or pending sub-award windows: Colorado, Montana, Michigan, Washington, North Dakota, and others
  8. Funds must be spent by October 1, 2032—unspent money reverts to the U.S. Treasury


Who Is Eligible

Organizations explicitly named as eligible for RHTP sub-awards:

  1. Federally Qualified Health Centers (FQHCs) and FQHC Look-Alikes
  2. Certified Community Behavioral Health Clinics (CCBHCs)
  3. Rural Health Clinics
  4. Community Mental Health Centers
  5. Section 330 grantees

IMPORTANT: 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 Requirements

1. No Duplication of Existing Funding

These 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 Caps

  1. Administrative overhead: limited to 10% of award
  2. Infrastructure and facility upgrades: capped at 20% of award
  3. The remaining funds must go toward actual program delivery

3. State Priority Alignment

CMS 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 Areas

Your application needs to show how your proposed work maps to these explicitly named priorities:

  1. Behavioral health integration and opioid use disorder treatment
  2. Chronic disease management
  3. Telehealth expansion
  4. Workforce recruitment and retention (especially providers committing to rural practice for at least 5 years)
  5. Health IT modernization and cybersecurity
  6. Maternal care access
  7. Rural hospital sustainability
  8. Value-based care model development


Technology Deep Dive: The Most Underestimated Opportunity

Health 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 & Retention

Vital 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:

  1. 20% decrease in no-show rates
  2. 10% increase in completed appointments
  3. More than 20% increase in revenue for participating health centers

What 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-steeley

Click here to listen to Jill’s full interview with Vital Interaction on the Community Health Collective Podcast


2. Athelas — AI Scribe, Remote Patient Monitoring & Revenue Cycle

Athelas is a comprehensive healthcare operations platform that integrates advanced AI across three core areas:

AI Scribe (Ambient...]]>Episode Overview

There 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:

  1. What the Rural Health Transformation Program is, where the money comes from, and how states are distributing it
  2. Eligibility requirements—including a critical nuance most health centers miss about serving rural populations
  3. The core program requirements CMS expects you to meet with this funding
  4. Why Health IT modernization is the most underestimated opportunity in the program
  5. Four specific technology tools Jill recommends evaluating as part of your RHTP strategy
  6. How to get a free eligibility assessment to know where your health center stands

Key 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 Steeley


Funding Snapshot: The Rural Health Transformation Program

  1. Created by HR 1 (the “One Big Beautiful Bill”), signed into law July 4, 2025
  2. Administered by CMS (Centers for Medicare and Medicaid Services)
  3. Total investment: $50 billion over 5 years (FY 2026–2030), $10 billion per year
  4. Every state received an award in December 2025, with an average of ~$200 million per state per year
  5. Sample state awards: Texas $281M, Alaska $272M, California $234M, Montana $233M
  6. States are the primary grantees—they are now issuing sub-award RFPs for eligible organizations
  7. Active or pending sub-award windows: Colorado, Montana, Michigan, Washington, North Dakota, and others
  8. Funds must be spent by October 1, 2032—unspent money reverts to the U.S. Treasury


Who Is Eligible

Organizations explicitly named as eligible for RHTP sub-awards:

  1. Federally Qualified Health Centers (FQHCs) and FQHC Look-Alikes
  2. Certified Community Behavioral Health Clinics (CCBHCs)
  3. Rural Health Clinics
  4. Community Mental Health Centers
  5. Section 330 grantees

IMPORTANT: 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 Requirements

1. No Duplication of Existing Funding

These 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 Caps

  1. Administrative overhead: limited to 10% of award
  2. Infrastructure and facility upgrades: capped at 20% of award
  3. The remaining funds must go toward actual program delivery

3. State Priority Alignment

CMS 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 Areas

Your application needs to show how your proposed work maps to these explicitly named priorities:

  1. Behavioral health integration and opioid use disorder treatment
  2. Chronic disease management
  3. Telehealth expansion
  4. Workforce recruitment and retention (especially providers committing to rural practice for at least 5 years)
  5. Health IT modernization and cybersecurity
  6. Maternal care access
  7. Rural hospital sustainability
  8. Value-based care model development


Technology Deep Dive: The Most Underestimated Opportunity

Health 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 & Retention

Vital 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:

  1. 20% decrease in no-show rates
  2. 10% increase in completed appointments
  3. More than 20% increase in revenue for participating health centers

What 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-steeley

Click here to listen to Jill’s full interview with Vital Interaction on the Community Health Collective Podcast


2. Athelas — AI Scribe, Remote Patient Monitoring & Revenue Cycle

Athelas is a comprehensive healthcare operations platform that integrates advanced AI across three core areas:

AI Scribe (Ambient Documentation)

Athelas’s ambient AI adapts to each clinician’s unique style and captures chart notes automatically—only documenting the clinically relevant portions of a patient encounter. Notes sync directly to the EMR, and integrated AI reviews every note for completeness and compliance.

Revenue Cycle Management

AI-powered full-cycle RCM with no double entry or screen switching. Key metrics:

  1. 97% first-pass approval rate
  2. 2% average denial rate
  3. Insurance AR >90 days at 10% (vs. 45% industry average)
  4. $10 billion flowing through their platform annually across thousands of clients

As the Executive Director of Lanai Community Health Center noted, Athelas returns time to providers so they can focus on human connection with staff, patients, and the community.

Book a call with Athelas and get special pricing as one of Jill’s podcast listeners.

Watch for an upcoming Community Health Collective podcast episode with Melissa Erlandson releasing on March 18th.

To watch Jill’s full episode on the Athelas Taking Back Healthcare podcast click here

3. RetroCAID — Retroactive Medicaid Eligibility Recovery

RetroCAID (by Fix Healthcare Technology) passively monitors benefit profiles for uncompensated encounters daily, automatically identifying when patients become eligible for retroactive Medicaid reimbursement—and then works to get those claims paid.

Why this matters for your RHTP application: The non-duplication requirement means you need a precise, accurate picture of what Medicaid is already covering. RetroCAID gives you that clarity—making it significantly easier to demonstrate that your RHTP-funded activities are genuinely additive. That’s not just a financial benefit; it’s a compliance advantage.

Schedule a call with RetroCAID: https://fixht.com/meeting/retrocaid-qa-jsteeley/

To listen to Jill’s podcast episode with Fix Healthcare Technology’s CEO, Howard Archer, click here.

4. ERA Group — Cost Reduction & Expense Optimization

ERA Group is a global network of expert cost consultants that helps organizations reduce overhead and supply chain costs using proprietary pricing data from thousands of clients. For community health centers, their model is risk-free—clients only pay if savings are identified and delivered.

Results:

  1. One Community Health (an FQHC in Sacramento, CA): $646,000 in annual savings identified across seven cost categories
  2. Another client: Over $3 million in savings across more than a dozen expense categories

ERA Group’s PhD-level auditors analyze your spending patterns, identify invoicing errors and consolidation opportunities, and negotiate better rates on your behalf—freeing your team to focus on patient care.

To schedule a call with John Carpenter at ERA Group, email jcarpenter@eragroup.com

What to Do Right Now

  1. Check whether your state has an active RHTP sub-award RFP—and find out when the window closes
  2. Download your state’s rural health transformation priorities document and read it before drafting your application
  3. Evaluate which of the technology tools mentioned align with your state’s priorities
  4. Review your 340B, Medicaid, and Section 330 revenue streams so you can clearly demonstrate additionality
  5. Take Jill’s free eligibility assessment to determine whether and how strongly your organization qualifies


Free Eligibility Assessment

Jill has built a free Rural Health Transformation Program eligibility assessment—a short tool that walks you through the key eligibility indicators, including your organizational type, rural population service, funding streams, data readiness, and state priority alignment. At the end, you receive a score and clear guidance on your next steps: strong candidate, likely eligible, partial fit, or monitor and revisit.

To request your free assessment: Email jill@jillsteeley.com with “Rural Health Assessment” in the subject line.

You can also schedule a call with Jill to discuss this funding and determine whether your organization is eligible.


Mentioned in This Episode

  1. Free RHTP Eligibility Assessment — Email jill@jillsteeley.com with “Rural Health Assessment” in the subject line
  2. CEO Bootcamp — Jill’s 5-month program for FQHC executives, co-led with Steve Weinman. Learn more at www.fqhc-ceo.com


Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com

]]>9eb214e2-a3a2-4599-bda6-7dc286ddd79fWed, 11 Mar 2026 05:00:00 -040035:54falsefull1919From Finance to FQHCs: The Unexpected Career Path That Led to Transforming Community HealthFrom Finance to FQHCs: The Unexpected Career Path That Led to Transforming Community HealthFrom Finance to FQHCs: The Unexpected Career Path That Led to Transforming Community Health

Hosted by: Athelas Taking Back Healthcare Podcast | Guest: Jill Steeley, FQHC Consultant & Executive Coach

Episode Overview

In 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:

  1. How Jill stumbled into public health from a career at Goldman Sachs—and why it became her life’s mission
  2. What makes the FQHC business model unlike any other in healthcare
  3. How she turned around a health center that was nearly $1 million in the red
  4. Why the instinct to “cut your way out” of financial trouble almost always backfires
  5. The flywheel effect: how fixing one revenue lever creates momentum across the entire organization
  6. The most overlooked financial lever in most health centers (hint: it’s not just payer mix)
  7. Why outdated technology is quietly costing health centers hundreds of thousands of dollars
  8. How Jill tackles provider burnout using a time audit approach
  9. The real reason clinicians struggle when promoted into leadership—and how coaching helps
  10. Why AI adoption remains a trust issue in healthcare and what it takes to change that


Key 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 Steeley


The FQHC Business Model: What Makes It Unique

Unlike 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 Momentum

Once 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:

  1. Attracting insured patients to diversify revenue
  2. Improving access and reducing no-show rates by adding capacity
  3. Investing in technology to increase provider productivity and reduce burnout
  4. Happy patients referring 3–5 others (the math: 1,000 new insured patients can generate ~$2M/year)
  5. Financial health attracting community partnerships and expansion opportunities


Technology: The Overlooked ROI Driver

Jill 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 Episode

  1. CEO 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.com
  2. Free, 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 HERE
  3. Leadership Academy — Jill’s online courses for FQHC leaders covering time management, people-first leadership, communication, change management, and more. www.jillsteeley.com/leadership
  4. One-on-One Executive Coaching — For CEOs, CFOs, COOs, and CMOs navigating burnout, team challenges, or strategic pivots. www.jillsteeley.com
  5. jillsteeley.com — Schedule a call or learn more about working with Jill.


Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com


]]>From Finance to FQHCs: The Unexpected Career Path That Led to Transforming Community Health

Hosted by: Athelas Taking Back Healthcare Podcast | Guest: Jill Steeley, FQHC Consultant & Executive Coach

Episode Overview

In 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:

  1. How Jill stumbled into public health from a career at Goldman Sachs—and why it became her life’s mission
  2. What makes the FQHC business model unlike any other in healthcare
  3. How she turned around a health center that was nearly $1 million in the red
  4. Why the instinct to “cut your way out” of financial trouble almost always backfires
  5. The flywheel effect: how fixing one revenue lever creates momentum across the entire organization
  6. The most overlooked financial lever in most health centers (hint: it’s not just payer mix)
  7. Why outdated technology is quietly costing health centers hundreds of thousands of dollars
  8. How Jill tackles provider burnout using a time audit approach
  9. The real reason clinicians struggle when promoted into leadership—and how coaching helps
  10. Why AI adoption remains a trust issue in healthcare and what it takes to change that


Key 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 Steeley


The FQHC Business Model: What Makes It Unique

Unlike 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 Momentum

Once 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:

  1. Attracting insured patients to diversify revenue
  2. Improving access and reducing no-show rates by adding capacity
  3. Investing in technology to increase provider productivity and reduce burnout
  4. Happy patients referring 3–5 others (the math: 1,000 new insured patients can generate ~$2M/year)
  5. Financial health attracting community partnerships and expansion opportunities


Technology: The Overlooked ROI Driver

Jill 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 Episode

  1. CEO 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.com
  2. Free, 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 HERE
  3. Leadership Academy — Jill’s online courses for FQHC leaders covering time management, people-first leadership, communication, change management, and more. www.jillsteeley.com/leadership
  4. One-on-One Executive Coaching — For CEOs, CFOs, COOs, and CMOs navigating burnout, team challenges, or strategic pivots. www.jillsteeley.com
  5. jillsteeley.com — Schedule a call or learn more about working with Jill.


Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you. jill@jillsteeley.com


]]>e0bd79ad-6ff6-4bdd-a1f6-da5d5f36f703Wed, 04 Mar 2026 05:00:00 -040055:59falsefull1818You're Not Wrong to Hesitate - But Here's What It's Costing YouYou're Not Wrong to Hesitate - But Here's What It's Costing YouCommunity Health Collective Podcast

Episode #17

You’re Not Wrong to Hesitate—But Here’s What It’s Costing You

Hosted by: Jill Steeley

――――――――――――――――――――

Episode Overview

You 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:

  1. Why hesitation is a sign of good leadership—not a lack of courage
  2. The three resistance patterns that stop even the most capable leaders: cost anxiety, change fatigue, and the “we’re different” belief
  3. How survival mode quietly becomes a leadership identity—and why that’s dangerous
  4. Why the cost calculation most leaders are doing is incomplete
  5. The difference between change that creates more chaos and change that ends it
  6. Why “we’re different” is almost always true—and almost never a reason not to change
  7. Five steps to move through resistance when you’re stuck
  8. Why grant dependency keeps your planning horizon short—and what to build instead
  9. Jill’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 Patterns

1. The Cost Problem

The 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 Fatigue

After 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 Resistance

  1. Name 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.
  2. 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?
  3. 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?
  4. 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.
  5. 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 Episode

  1. Episode #15: Waiting for Stability Is the Real Risk
  2. Change Management Masterclass — available at jillsteeley.com/leadership
  3. Live 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 HERE
  4. Free Revenue Assessment — available to live webinar attendees

――――――――――――――――――――

Connect & Subscribe

If this episode resonated with you, please take a moment to:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this message

Have feedback or a topic request? Jill would love to hear from you! jill@jillsteeley.com

]]>Community Health Collective Podcast

Episode #17

You’re Not Wrong to Hesitate—But Here’s What It’s Costing You

Hosted by: Jill Steeley

――――――――――――――――――――

Episode Overview

You 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:

  1. Why hesitation is a sign of good leadership—not a lack of courage
  2. The three resistance patterns that stop even the most capable leaders: cost anxiety, change fatigue, and the “we’re different” belief
  3. How survival mode quietly becomes a leadership identity—and why that’s dangerous
  4. Why the cost calculation most leaders are doing is incomplete
  5. The difference between change that creates more chaos and change that ends it
  6. Why “we’re different” is almost always true—and almost never a reason not to change
  7. Five steps to move through resistance when you’re stuck
  8. Why grant dependency keeps your planning horizon short—and what to build instead
  9. Jill’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 Patterns

1. The Cost Problem

The 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 Fatigue

After 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 Resistance

  1. Name 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.
  2. 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?
  3. 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?
  4. 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.
  5. 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 Episode

  1. Episode #15: Waiting for Stability Is the Real Risk
  2. Change Management Masterclass — available at jillsteeley.com/leadership
  3. Live 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 HERE
  4. Free Revenue Assessment — available to live webinar attendees

――――――――――――――――――――

Connect & Subscribe

If this episode resonated with you, please take a moment to:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this message

Have feedback or a topic request? Jill would love to hear from you! jill@jillsteeley.com

]]>546c1eb7-6211-4762-9be8-8e3d3b6c6cfcWed, 25 Feb 2026 05:00:00 -040035:36falsefull1717Straight From The Hill: What the NACHC P & I Forum Means for Your Health CenterStraight From The Hill: What the NACHC P & I Forum Means for Your Health CenterCommunity Health Collective Podcast

Episode #16

Straight from the Hill: What the NACHC P&I Forum Means for Your Health Center

Hosted by: Jill Steeley | Guest: Steve Weinman, FQHC Associates

Episode Overview

Steve 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:

  1. What the record-breaking funding increase in the Consolidated Appropriations Act actually means (and what it doesn’t)
  2. Why the community health center program posted a 2% program-wide financial loss for 2025 - and what’s coming next
  3. The real story on 340B: the rebate program isn’t dead, it’s just being reconstituted - what you need to know now
  4. The looming workforce crisis: projected national shortages of 70,000 primary care physicians, 350,000 nurses, and 500,000 behavioral health providers
  5. Why the Teaching Health Center program’s new 4-year funding commitment is a game changer for recruiting
  6. The untapped Medicare opportunity most health centers are ignoring—and why now is the time to act
  7. What HRSA told attendees about mergers, acquisitions, and low-performing health centers (pay attention to this)
  8. How OSV cycles are changing and what the 25% pay cut to site reviewers could mean for your next visit
  9. What AI-powered vendors stood out at the exhibit hall—and which ones were mostly hype
  10. Why cutting your way out of financial trouble usually makes things worse, and what to do instead

Key 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 Steeley

Funding Snapshot: What Was Passed

  1. $4.6 billion in mandatory funding — a net increase of ~$300 million (record-breaking)
  2. $350 million for the National Health Service Corps (up $5M — effectively flat)
  3. $175 million for the Teaching Health Center program (up $50M) with a new 4-year funding commitment
  4. Funding extended through end of calendar year, providing an extra quarter of certainty


What to Do Right Now

  1. Don’t wait for HRSA to flag your compliance issues—get ahead of them
  2. Review your 340B program now, before new reporting requirements land in next year’s UDS
  3. Build a strategy to recruit traditional Medicare patients (not just dual eligibles)
  4. Look at your provider productivity numbers honestly—and have a plan to address them
  5. Invest in operational efficiency before cutting headcount triggers a downward spiral
  6. If you’re heading into an OSV, prepare carefully—the reviewer quality landscape is shifting


Mentioned in This Episode

  1. CEO Bootcamp — Jill & Steve’s program for health center leaders navigating strategic and financial decisions | link in show notes
  2. Vital Interaction — AI-powered patient engagement platform (also featured in Episode #13)
  3. Azara Healthcare — Population health data platform (used by 50%+ of FQHCs)
  4. Equiscript — 340B third-party administrator leveraging HIE data to capture referral prescriptions
  5. Friday’s Webinar [REGISTER HERE]— Jill & Steve’s live conversation on navigating uncertain funding and building stability | 12 PM PT / 3 PM ET |


Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you - jill@jillsteeley.com.

]]>Community Health Collective Podcast

Episode #16

Straight from the Hill: What the NACHC P&I Forum Means for Your Health Center

Hosted by: Jill Steeley | Guest: Steve Weinman, FQHC Associates

Episode Overview

Steve 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:

  1. What the record-breaking funding increase in the Consolidated Appropriations Act actually means (and what it doesn’t)
  2. Why the community health center program posted a 2% program-wide financial loss for 2025 - and what’s coming next
  3. The real story on 340B: the rebate program isn’t dead, it’s just being reconstituted - what you need to know now
  4. The looming workforce crisis: projected national shortages of 70,000 primary care physicians, 350,000 nurses, and 500,000 behavioral health providers
  5. Why the Teaching Health Center program’s new 4-year funding commitment is a game changer for recruiting
  6. The untapped Medicare opportunity most health centers are ignoring—and why now is the time to act
  7. What HRSA told attendees about mergers, acquisitions, and low-performing health centers (pay attention to this)
  8. How OSV cycles are changing and what the 25% pay cut to site reviewers could mean for your next visit
  9. What AI-powered vendors stood out at the exhibit hall—and which ones were mostly hype
  10. Why cutting your way out of financial trouble usually makes things worse, and what to do instead

Key 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 Steeley

Funding Snapshot: What Was Passed

  1. $4.6 billion in mandatory funding — a net increase of ~$300 million (record-breaking)
  2. $350 million for the National Health Service Corps (up $5M — effectively flat)
  3. $175 million for the Teaching Health Center program (up $50M) with a new 4-year funding commitment
  4. Funding extended through end of calendar year, providing an extra quarter of certainty


What to Do Right Now

  1. Don’t wait for HRSA to flag your compliance issues—get ahead of them
  2. Review your 340B program now, before new reporting requirements land in next year’s UDS
  3. Build a strategy to recruit traditional Medicare patients (not just dual eligibles)
  4. Look at your provider productivity numbers honestly—and have a plan to address them
  5. Invest in operational efficiency before cutting headcount triggers a downward spiral
  6. If you’re heading into an OSV, prepare carefully—the reviewer quality landscape is shifting


Mentioned in This Episode

  1. CEO Bootcamp — Jill & Steve’s program for health center leaders navigating strategic and financial decisions | link in show notes
  2. Vital Interaction — AI-powered patient engagement platform (also featured in Episode #13)
  3. Azara Healthcare — Population health data platform (used by 50%+ of FQHCs)
  4. Equiscript — 340B third-party administrator leveraging HIE data to capture referral prescriptions
  5. Friday’s Webinar [REGISTER HERE]— Jill & Steve’s live conversation on navigating uncertain funding and building stability | 12 PM PT / 3 PM ET |


Connect & Subscribe

If this episode was valuable to you, please:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this

Have a topic request or feedback? Jill would love to hear from you - jill@jillsteeley.com.

]]>f4d516c3-578d-4474-8e05-086bc4fd3829Wed, 18 Feb 2026 05:00:00 -040046:35falsefull1616From Surviving to Stable: How to Turn This Year’s Funding Into Long-Term Financial HealthFrom Surviving to Stable: How to Turn This Year’s Funding Into Long-Term Financial HealthFrom Surviving to Stable: How to Turn This Year’s Funding Into Long-Term Financial Health

Hosted by: Jill Steeley

――――――――――――――――――――

Episode Overview

Short-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:

  1. Why recent funding approvals represent a window of opportunity—not a solution
  2. The difference between survival thinking and true stability (and why it matters)
  3. What reactive leadership sounds like in daily practice—and how to break the cycle
  4. How short-term money reinforces short-term thinking that keeps organizations stuck
  5. Specific areas to address with this funding: no-shows, patient mix, reimbursement, operational efficiency, and outdated technology
  6. The powerful flywheel effect that happens when leaders commit to building stability
  7. Jill’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 Wisely

Jill outlines the critical areas health center leaders should address now:

  1. Fix revenue leaks – address no-shows, last-minute cancellations, and unfilled appointment slots
  2. Evaluate staffing – identify areas of over- or understaffing and align capacity to demand
  3. Upgrade inefficient technology – outdated systems drain productivity and revenue
  4. Improve provider productivity – assess and optimize productivity rates
  5. Stabilize your patient mix – actively recruit and attract more insured patients
  6. Strengthen reimbursement – ensure you’re maximizing what you receive from health plans for the patients you serve
  7. Build systems that hold – create operational infrastructure that works even when funding gets tight again

――――――――――――――――――――

Mentioned in This Episode

  1. Join 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)
  2. Past episodes to explore: Insurance reimbursement, AI efficiency tools, and more available in the podcast archive

――――――――――――――――――――

Connect & Subscribe

If this episode resonated with you, please take a moment to:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this message

Have feedback or a topic request? Jill would love to hear from you!

]]>From Surviving to Stable: How to Turn This Year’s Funding Into Long-Term Financial Health

Hosted by: Jill Steeley

――――――――――――――――――――

Episode Overview

Short-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:

  1. Why recent funding approvals represent a window of opportunity—not a solution
  2. The difference between survival thinking and true stability (and why it matters)
  3. What reactive leadership sounds like in daily practice—and how to break the cycle
  4. How short-term money reinforces short-term thinking that keeps organizations stuck
  5. Specific areas to address with this funding: no-shows, patient mix, reimbursement, operational efficiency, and outdated technology
  6. The powerful flywheel effect that happens when leaders commit to building stability
  7. Jill’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 Wisely

Jill outlines the critical areas health center leaders should address now:

  1. Fix revenue leaks – address no-shows, last-minute cancellations, and unfilled appointment slots
  2. Evaluate staffing – identify areas of over- or understaffing and align capacity to demand
  3. Upgrade inefficient technology – outdated systems drain productivity and revenue
  4. Improve provider productivity – assess and optimize productivity rates
  5. Stabilize your patient mix – actively recruit and attract more insured patients
  6. Strengthen reimbursement – ensure you’re maximizing what you receive from health plans for the patients you serve
  7. Build systems that hold – create operational infrastructure that works even when funding gets tight again

――――――――――――――――――――

Mentioned in This Episode

  1. Join 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)
  2. Past episodes to explore: Insurance reimbursement, AI efficiency tools, and more available in the podcast archive

――――――――――――――――――――

Connect & Subscribe

If this episode resonated with you, please take a moment to:

  1. Leave a rating and review
  2. Subscribe so you never miss an episode
  3. Share with a fellow health center leader who needs to hear this message

Have feedback or a topic request? Jill would love to hear from you!

]]>4200740c-88e2-4c50-abf4-0d676812a8e8Wed, 11 Feb 2026 05:00:00 -040012:22falsefull1515Stop Waiting for Funding Certainty: The Business Model Shift You Need for 2026Stop Waiting for Funding Certainty: The Business Model Shift You Need for 2026What 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:

  1. Why funding instability isn't the real problem facing health centers
  2. The three hidden reasons health centers stay stuck (none involving Congress)
  3. How Pureview Health Center went from 62.5% federal funding dependency to just 17%—while serving MORE uninsured patients
  4. The dangerous mindset that keeps health centers small and mission-limited
  5. Why treating symptoms instead of solving root problems keeps you in crisis mode
  6. The isolation factor: How operating in silos wastes time and resources

Episode 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:

  1. Stories of four health centers that transformed from grant-dependent to financially thriving
  2. Action steps you can take in 2026 to reduce grant dependency
  3. A new perspective on why this moment of uncertainty is actually your opportunity

Click here to register for the free webinar

Connect with Jill:

  1. Website: jillsteeley.com
  2. FQHC CEO Connect Bootcamp: www.fqhc-ceo.com
  3. Leadership courses: www.jillsteeley.com/leadership
  4. Leadership style quiz: www.jillsteeley.com/leadershipquiz

Subscribe to the Community Health Collective Podcast for more strategic insights on building sustainable, mission-driven health centers.

]]>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:

  1. Why funding instability isn't the real problem facing health centers
  2. The three hidden reasons health centers stay stuck (none involving Congress)
  3. How Pureview Health Center went from 62.5% federal funding dependency to just 17%—while serving MORE uninsured patients
  4. The dangerous mindset that keeps health centers small and mission-limited
  5. Why treating symptoms instead of solving root problems keeps you in crisis mode
  6. The isolation factor: How operating in silos wastes time and resources

Episode 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:

  1. Stories of four health centers that transformed from grant-dependent to financially thriving
  2. Action steps you can take in 2026 to reduce grant dependency
  3. A new perspective on why this moment of uncertainty is actually your opportunity

Click here to register for the free webinar

Connect with Jill:

  1. Website: jillsteeley.com
  2. FQHC CEO Connect Bootcamp: www.fqhc-ceo.com
  3. Leadership courses: www.jillsteeley.com/leadership
  4. Leadership style quiz: www.jillsteeley.com/leadershipquiz

Subscribe to the Community Health Collective Podcast for more strategic insights on building sustainable, mission-driven health centers.

]]>bbac3baf-7dc7-41a3-82d1-77c58cdcb51bWed, 04 Feb 2026 05:00:00 -040013:28falsefull1414Transforming Healthcare Operations with AI: Real Solutions for Real ProblemsTransforming Healthcare Operations with AI: Real Solutions for Real ProblemsTransforming Healthcare Operations with AI: Real Solutions for Real Problems

Guest: Alan Stickler, Head of Technology, Vital Interaction

Episode Length: ~58 minutes

Episode Overview

Healthcare 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 & Topics Covered

[00:00 - 02:15] Opening & Introduction

  1. Jill's welcome and request to subscribe
  2. Why this episode matters for healthcare leaders
  3. Introduction to Alan Stickler and Vital Interaction

[02:15 - 05:30] Meet Alan Stickler

  1. 20+ years in technology, 15 in healthcare
  2. Background: US Oncology, McKesson, pharmacy technology
  3. Current role: Head of Technology at Vital Interaction
  4. Mission: Hyper-personalized communication to ease healthcare burden

[05:30 - 12:45] Healthcare's Biggest Operational Pain Points

  1. No-show rates still devastatingly high (especially dental and behavioral health)
  2. Last-minute cancellations going unfilled
  3. Staff spending entire days making phone calls
  4. The cost of manual communication
  5. Patient experience as everything: Transformational vs. transactional healthcare
  6. The systemic communication breakdown between health centers and patients

[12:45 - 20:30] How AI Solves Communication Breakdown

  1. Technology changing rapidly (6-month evolution cycles)
  2. AI detecting human vs. voicemail before engaging staff
  3. AI agents handling first interactions with full patient knowledge
  4. 40-60% of communication volume handled automatically
  5. SMS and text conversations for asynchronous engagement
  6. Reaching patients during off-hours when it's convenient for them
  7. Staff freed to focus on complex interactions that truly need human touch

[20:30 - 23:15] Where Human Touch Still Matters

  1. Complex clinical conversations
  2. Emotional or high-anxiety situations
  3. Decision-making requiring human judgment
  4. Overflow and frustration escalation
  5. What AI excels at: Coordination, follow-ups, scheduling, education

[23:15 - 28:45] Predictive AI & Reducing No-Shows

  1. How AI predicts which patients are likely to no-show
  2. Factors analyzed: Patient history, confirmation timing, scheduling timeline
  3. Advanced factors: Demographics, school schedules, weather patterns, business hours
  4. Predictive analytics explained: 50% = coin flip, 70-80% = worth investing
  5. Training AI models by rewinding historical data
  6. Proactive communication the day before and morning of appointments

[28:45 - 32:30] Filling Last-Minute Cancellations

  1. What happens in that critical 60-minute window
  2. AI working through waitlists line-by-line with real-time conversations
  3. Eliminating the asynchronous text message problem
  4. Automated matching on appointment type and availability
  5. The one-hour hold strategy before returning to staff
  6. Creating additional patient touchpoints that improve show rates

[32:30 - 42:00] Personalized Patient Communication

  1. AI-generated videos featuring patients' actual providers
  2. Building trust in an era of consumer skepticism
  3. The pharmacy case study: Adding pharmacist photo quadrupled engagement (10% to 20-30%)
  4. One 2-minute provider recording becomes 40+ customized videos
  5. Provider approval required for all AI-generated content
  6. Authentic desk recordings outperform professional studio videos
  7. Not always the provider: Sometimes it's the familiar face at the front desk
  8. Video communication effective across ALL age groups (including seniors)
  9. AI adoption understanding has changed dramatically in the last year

[42:00 - 49:15] AI Completing Administrative Tasks

  1. Recalls and reactivations: The biggest burden on staff
  2. Reminders, confirmations, rescheduling—all automated
  3. Case study: 43% of bookings shifted to after-hours, freeing call center capacity
  4. Massachusetts health center: 15,000 monthly letters reduced to 700
  5. Multi-language support: Spanish, Portuguese, Creole, and more
  6. Real-time translation for staff chat tools
  7. Instant translation accuracy insights
  8. Communicating with hearing-impaired and visually-impaired patients

[49:15 - 54:30] Impact on Health Outcomes & ROI

  1. No-show reduction = better health outcomes
  2. Family Health Center: 20% no-show reduction (14% to 11%) in 3 months
  3. Edward M. Kennedy Health Center: 47% pediatric reactivation rate
  4. Post-procedure education preventing ER escalations
  5. The "What to Expect When You're Expecting" approach for healthcare
  6. ROI Timeline: 90-120 days (months, not]]>Transforming Healthcare Operations with AI: Real Solutions for Real Problems

    Guest: Alan Stickler, Head of Technology, Vital Interaction

    Episode Length: ~58 minutes

    Episode Overview

    Healthcare 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 & Topics Covered

    [00:00 - 02:15] Opening & Introduction

    1. Jill's welcome and request to subscribe
    2. Why this episode matters for healthcare leaders
    3. Introduction to Alan Stickler and Vital Interaction

    [02:15 - 05:30] Meet Alan Stickler

    1. 20+ years in technology, 15 in healthcare
    2. Background: US Oncology, McKesson, pharmacy technology
    3. Current role: Head of Technology at Vital Interaction
    4. Mission: Hyper-personalized communication to ease healthcare burden

    [05:30 - 12:45] Healthcare's Biggest Operational Pain Points

    1. No-show rates still devastatingly high (especially dental and behavioral health)
    2. Last-minute cancellations going unfilled
    3. Staff spending entire days making phone calls
    4. The cost of manual communication
    5. Patient experience as everything: Transformational vs. transactional healthcare
    6. The systemic communication breakdown between health centers and patients

    [12:45 - 20:30] How AI Solves Communication Breakdown

    1. Technology changing rapidly (6-month evolution cycles)
    2. AI detecting human vs. voicemail before engaging staff
    3. AI agents handling first interactions with full patient knowledge
    4. 40-60% of communication volume handled automatically
    5. SMS and text conversations for asynchronous engagement
    6. Reaching patients during off-hours when it's convenient for them
    7. Staff freed to focus on complex interactions that truly need human touch

    [20:30 - 23:15] Where Human Touch Still Matters

    1. Complex clinical conversations
    2. Emotional or high-anxiety situations
    3. Decision-making requiring human judgment
    4. Overflow and frustration escalation
    5. What AI excels at: Coordination, follow-ups, scheduling, education

    [23:15 - 28:45] Predictive AI & Reducing No-Shows

    1. How AI predicts which patients are likely to no-show
    2. Factors analyzed: Patient history, confirmation timing, scheduling timeline
    3. Advanced factors: Demographics, school schedules, weather patterns, business hours
    4. Predictive analytics explained: 50% = coin flip, 70-80% = worth investing
    5. Training AI models by rewinding historical data
    6. Proactive communication the day before and morning of appointments

    [28:45 - 32:30] Filling Last-Minute Cancellations

    1. What happens in that critical 60-minute window
    2. AI working through waitlists line-by-line with real-time conversations
    3. Eliminating the asynchronous text message problem
    4. Automated matching on appointment type and availability
    5. The one-hour hold strategy before returning to staff
    6. Creating additional patient touchpoints that improve show rates

    [32:30 - 42:00] Personalized Patient Communication

    1. AI-generated videos featuring patients' actual providers
    2. Building trust in an era of consumer skepticism
    3. The pharmacy case study: Adding pharmacist photo quadrupled engagement (10% to 20-30%)
    4. One 2-minute provider recording becomes 40+ customized videos
    5. Provider approval required for all AI-generated content
    6. Authentic desk recordings outperform professional studio videos
    7. Not always the provider: Sometimes it's the familiar face at the front desk
    8. Video communication effective across ALL age groups (including seniors)
    9. AI adoption understanding has changed dramatically in the last year

    [42:00 - 49:15] AI Completing Administrative Tasks

    1. Recalls and reactivations: The biggest burden on staff
    2. Reminders, confirmations, rescheduling—all automated
    3. Case study: 43% of bookings shifted to after-hours, freeing call center capacity
    4. Massachusetts health center: 15,000 monthly letters reduced to 700
    5. Multi-language support: Spanish, Portuguese, Creole, and more
    6. Real-time translation for staff chat tools
    7. Instant translation accuracy insights
    8. Communicating with hearing-impaired and visually-impaired patients

    [49:15 - 54:30] Impact on Health Outcomes & ROI

    1. No-show reduction = better health outcomes
    2. Family Health Center: 20% no-show reduction (14% to 11%) in 3 months
    3. Edward M. Kennedy Health Center: 47% pediatric reactivation rate
    4. Post-procedure education preventing ER escalations
    5. The "What to Expect When You're Expecting" approach for healthcare
    6. ROI Timeline: 90-120 days (months, not years)
    7. Implementation: 60-120 days typical
    8. ROI guarantee: 3-5 months or Vital Interaction escalates
    9. Value layered in continuously (e.g., multi-language chat added 6 months later)

    [54:30 - 57:45] Implementation Reality & Best Practices

    1. Integration with EMR/PM systems varies by vendor
    2. Privacy policies and telecommunication consent requirements critical
    3. Importance of dedicated team member as platform expert
    4. Balance between best practices and facility customization
    5. Smooth implementations: Days to weeks (when following best practices)
    6. Longer implementations: Those who don't follow vendor guidance

    [57:45 - 58:00] Questions to Ask Before Choosing AI

    1. What is your healthcare understanding? (Healthcare-first vs. AI-first)
    2. Does it integrate with my PM/EMR system?
    3. Can it be personalized vs. just automated?
    4. How fast can you get value? (Weeks/months vs. 9-12 months)
    5. What metrics do you track and how accessible is the data?
    6. How much staff time does this save? What's the true ROI?
    7. Remember: AI for the sake of AI doesn't solve problems

    [58:00 - 59:00] Closing & Resources

    1. How to connect with Alan Stickler
    2. Special pricing through jillsteeley.com/partners
    3. Alan's offer to discuss incremental implementation steps



    Key Takeaways

    [23:15] Predictive AI needs to be better than 50% to be worth investment. The goal is 70-80% accuracy by analyzing factors humans can't process at scale: weather patterns, school schedules, patient history, demographics, appointment timing.

    [35:45] The trust deficit is real, but personalization solves it. When a pharmacy added a pharmacist's photo to refill requests, completion rates quadrupled from 10% to 20-30%. AI-generated provider videos take that personalization even further.

    [43:30] Technology doesn't replace staff—it gives them time for what matters. One health center reduced Monday/Tuesday call center overwhelm by shifting 43% of bookings to automated after-hours scheduling.

    [44:45] Language barriers are no longer an excuse. Instant translation for any language in outbound messages and real-time chat removes barriers to care for diverse populations.

    [51:00] ROI happens in months, not years. Implementation: 60-120 days. Proven ROI: 90-120 days. If a vendor is asking you to wait years for return on investment, the world is moving too fast—new solutions will emerge before you see value.

    [54:45] Implementation success depends on following best practices. Facilities that take vendor advice see implementations in days to weeks. Those that don't can take months.

    [39:00] The patient experience is everything now. Patients expect transformational healthcare, not transactional. They want communication on their terms, in their language, at their convenience—just like every other industry provides.



    Resources & Links

    Connect with Alan Stickler:

    1. Vital Interaction: www.vitalinteraction.com
    2. LinkedIn: Alan Stickler

    Special Pricing for Community Health Collective Listeners: Visit www.jillsteeley.com/partners and click the Vital Interaction link for 33% off

    Case Studies Mentioned:

    1. Family Health Center: 20% no-show reduction (from 14% to 11%) in first 3 months
    2. Edward M. Kennedy Community Health Center (Massachusetts): 47% pediatric reactivation rate
    3. Massachusetts Health Center: 15,000 monthly letters reduced to 700 through automation
    4. Health Center with Call Center Overwhelm: 43% of bookings shifted to after-hours
    5. Pharmacy Case Study: Photo addition increased engagement from 10% to 20-30%



    About the Guest

    Alan Stickler is the Head of Technology for Vital Interaction, leading product development and customer engagement strategies. With over 20 years in technology and nearly 15 years specifically in healthcare, Alan has deep experience in patient engagement, data systems, and clinical operations.

    His healthcare journey includes:

    1. Large-scale consulting project for US Oncology
    2. McKesson following their acquisition of US Oncology Network
    3. Work with 2,500+ physician groups building patient portals and clinical trial management systems
    4. Pharmacy technology serving thousands of community pharmacies nationwide
    5. Multiple healthcare startups focused on patient-provider communication

    Alan's expertise spans the intersection of healthcare operations, data analytics, and emerging AI technologies—giving him unique insight into what actually works versus what's just hype.



    About Your Host

    Jill Steeley is a healthcare leadership consultant, former community health center CEO, and passionate advocate for operational excellence in healthcare. Through the Community Health Collective, she helps healthcare leaders build stronger teams, improve patient care, and create sustainable success.

    Affiliate Disclosure: Jill is an affiliate partner with Vital Interaction. She partners with them because their solutions deliver measurable results for community health centers, but the principles discussed in this episode apply broadly across AI-driven patient engagement platforms.



    Subscribe & Connect

    Subscribe to Community Health Collective Podcast:

    1. Apple Podcasts
    2. Spotify
    3. Google Podcasts
    4. Your favorite podcast app (click the + or Follow button!)

    Continue Your Leadership Development: Visit www.jillsteeley.com for:

    1. Leadership Academy courses and bundles
    2. Free leadership archetype quiz
    3. Consulting and coaching opportunities
    4. Resources for healthcare leaders

    Have questions about implementing AI in your healthcare organization? Email: jill@jillsteeley.com



    ]]>    7c088a5a-ab39-458f-964f-336e622a6058Wed, 28 Jan 2026 05:00:00 -040053:49falsefull1313Recruitment Crisis 2026: Why 94% of Employees Stay When You Do This One ThingRecruitment Crisis 2026: Why 94% of Employees Stay When You Do This One ThingEpisode Length: 32 minutes

    Episode Description

    Struggling 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 Learn

    1. The real cost of turnover and why nearly half your team is already looking for their next opportunity
    2. Why professional development works when salary bumps and perks fail to retain talent
    3. The three psychological reasons that make professional development a retention game-changer
    4. Five critical mistakes most health center executives make with professional development
    5. A four-step strategic framework for building development pathways that drive retention
    6. Five actions you can take this week to start using professional development as a competitive advantage

    Key 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] Introduction

    Why professional development is your secret weapon in the 2026 talent war

    [02:15] The Crisis Is Real

    Healthcare turnover rates, replacement costs, and the shocking statistic about how many of your employees are actively looking right now

    [08:30] Why Professional Development Works

    The three psychological reasons professional development drives retention and how it transforms your recruitment message

    [14:00] What Doesn't Work

    Five common mistakes health center executives make with professional development (and why most programs fail)

    [22:45] The Strategic Approach

    A four-step framework for creating development pathways that actually drive retention and results

    [32:00] The CEO Bootcamp Connection

    Why investing in your own development is essential to building a culture of growth

    [36:15] Actionable Strategies You Can Start Today

    Five practical steps you can implement this week to transform professional development into a recruitment and retention strategy

    [43:00] Closing Challenge

    What's one thing you can do this week to start building a culture of development?

    Resources Mentioned

    1. LinkedIn's 2024 Workplace Learning Report – 94% of employees would stay longer if invested in
    2. Gallup Study (2024) – 48% of employed Americans actively searching or watching for opportunities
    3. CEO Bootcamp – Year-long professional development program for health center executives (enrollment opening soon)

    Action Steps

    Start This Week:

    1. Conduct Stay Interviews – Ask your team what would make them stay longer and what development opportunities they value most
    2. Launch a Simple Mentorship Program – Pair experienced staff with emerging talent for monthly one-hour conversations
    3. Create a Professional Development Budget Line Item – Even a small dedicated budget signals that growth is a priority
    4. Publicize Internal Promotions – Celebrate development success stories to show that growth leads to real outcomes
    5. Make Time for Development in Work Hours – Build learning time into the workday so people know it's a real priority


    Connect with Jill Steeley

    1. Website: www.jillsteeley.com
    2. CEO Bootcamp Information: www.fqhc-ceo.com
    3. Leadership Academy Courses: www.jillsteeley.com/leadership


    Subscribe & Share

    If 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.com


    About the Community Health Collective Podcast

    The 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.

    ]]>    Episode Length: 32 minutes

    Episode Description

    Struggling 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 Learn

    1. The real cost of turnover and why nearly half your team is already looking for their next opportunity
    2. Why professional development works when salary bumps and perks fail to retain talent
    3. The three psychological reasons that make professional development a retention game-changer
    4. Five critical mistakes most health center executives make with professional development
    5. A four-step strategic framework for building development pathways that drive retention
    6. Five actions you can take this week to start using professional development as a competitive advantage

    Key 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] Introduction

    Why professional development is your secret weapon in the 2026 talent war

    [02:15] The Crisis Is Real

    Healthcare turnover rates, replacement costs, and the shocking statistic about how many of your employees are actively looking right now

    [08:30] Why Professional Development Works

    The three psychological reasons professional development drives retention and how it transforms your recruitment message

    [14:00] What Doesn't Work

    Five common mistakes health center executives make with professional development (and why most programs fail)

    [22:45] The Strategic Approach

    A four-step framework for creating development pathways that actually drive retention and results

    [32:00] The CEO Bootcamp Connection

    Why investing in your own development is essential to building a culture of growth

    [36:15] Actionable Strategies You Can Start Today

    Five practical steps you can implement this week to transform professional development into a recruitment and retention strategy

    [43:00] Closing Challenge

    What's one thing you can do this week to start building a culture of development?

    Resources Mentioned

    1. LinkedIn's 2024 Workplace Learning Report – 94% of employees would stay longer if invested in
    2. Gallup Study (2024) – 48% of employed Americans actively searching or watching for opportunities
    3. CEO Bootcamp – Year-long professional development program for health center executives (enrollment opening soon)

    Action Steps

    Start This Week:

    1. Conduct Stay Interviews – Ask your team what would make them stay longer and what development opportunities they value most
    2. Launch a Simple Mentorship Program – Pair experienced staff with emerging talent for monthly one-hour conversations
    3. Create a Professional Development Budget Line Item – Even a small dedicated budget signals that growth is a priority
    4. Publicize Internal Promotions – Celebrate development success stories to show that growth leads to real outcomes
    5. Make Time for Development in Work Hours – Build learning time into the workday so people know it's a real priority


    Connect with Jill Steeley

    1. Website: www.jillsteeley.com
    2. CEO Bootcamp Information: www.fqhc-ceo.com
    3. Leadership Academy Courses: www.jillsteeley.com/leadership


    Subscribe & Share

    If 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.com


    About the Community Health Collective Podcast

    The 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.

    ]]>    5fddeda7-2961-4d02-8de7-ba4d74be5e96Wed, 21 Jan 2026 05:00:00 -040032:17falsefull1212    $9K to $40K Monthly: How One Software Automatically Recovers Hidden Revenue for Health Centers$9K to $40K Monthly: How One Software Automatically Recovers Hidden Revenue for Health CentersGuest:

    Howard Archer

    CEO, Fix HealthcareIT

    Website: www.fixht.com

    Episode 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]

    1. How Medicaid differs from commercial insurance
    2. Why patients can be covered 60-90 days retroactively
    3. The complexity of Medicaid's fluid eligibility system

    The Problem with Traditional Billing [10:45]

    1. Why "spot checking" eligibility misses more than it captures
    2. How benefit profiles change daily (coverage, payers, benefit scope)
    3. The cost of manual monitoring for thousands of encounters

    How RetroCAID Works [15:20]

    1. Passive monitoring vs. active checking
    2. Daily monitoring of every uncompensated encounter for 365 days
    3. Sophisticated algorithms that filter out non-reimbursable claims
    4. Real-time alerts with complete billing information

    Implementation Process [24:30]

    1. Less than 60-minute phone setup
    2. No EHR integration required
    3. Results within 48 hours
    4. How the custom reporting system works

    Real Results & Case Studies [30:15]

    1. Average monthly recovery: $9,000 to $40,000
    2. Annual revenue increases: $120,000 to over $1 million
    3. 17% of uncompensated encounters become eligible
    4. Client success story: $58,000 first check

    The Business Model [37:45]

    1. 100% contingency-based (no upfront costs)
    2. Month-to-month contracts (cancel anytime)
    3. $5,000 guarantee for FQHCs
    4. No setup fees, transaction fees, or hidden costs

    Future of Retroactive Medicaid [42:00]

    1. Impact of work requirements and Medicaid churn
    2. Enhanced outreach tools in development
    3. Text and email automation for patient notifications
    4. Renewal tracking and lapse prevention




    Key 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 centers



    Resources Mentioned:

    RetroCAID by Fix Healthcare Technology

    Schedule a free introductory call: www.jillsteeley.com/partners

    Company website: www.fixht.com

    RetroCAID'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 Bootcamp

    Several participants used RetroCAID's guarantee to fund their bootcamp investment



    About 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.com

    Partners page: www.jillsteeley.com/partners

    Email: jill@jillsteeley.com



    Take Action:

    Ready to see what RetroCAID could recover for your health center?

    1. Visit www.jillsteeley.com/partners
    2. Click on RetroCAID
    3. Schedule your free, no-obligation introductory call
    4. Within 48 hours of your 60-minute implementation, see your first results

    Questions? Contact Jill at jill@jillsteeley.com



    Episode Timestamps:

    1. [00:00] Introduction and episode overview
    2. [02:15] Howard Archer's background and Fix HealthcareIT origin story
    3. [05:30] What is retroactive Medicaid and why it matters
    4. [08:45] Typical scenario:...]]>Guest:

      Howard Archer

      CEO, Fix HealthcareIT

      Website: www.fixht.com

      Episode 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]

      1. How Medicaid differs from commercial insurance
      2. Why patients can be covered 60-90 days retroactively
      3. The complexity of Medicaid's fluid eligibility system

      The Problem with Traditional Billing [10:45]

      1. Why "spot checking" eligibility misses more than it captures
      2. How benefit profiles change daily (coverage, payers, benefit scope)
      3. The cost of manual monitoring for thousands of encounters

      How RetroCAID Works [15:20]

      1. Passive monitoring vs. active checking
      2. Daily monitoring of every uncompensated encounter for 365 days
      3. Sophisticated algorithms that filter out non-reimbursable claims
      4. Real-time alerts with complete billing information

      Implementation Process [24:30]

      1. Less than 60-minute phone setup
      2. No EHR integration required
      3. Results within 48 hours
      4. How the custom reporting system works

      Real Results & Case Studies [30:15]

      1. Average monthly recovery: $9,000 to $40,000
      2. Annual revenue increases: $120,000 to over $1 million
      3. 17% of uncompensated encounters become eligible
      4. Client success story: $58,000 first check

      The Business Model [37:45]

      1. 100% contingency-based (no upfront costs)
      2. Month-to-month contracts (cancel anytime)
      3. $5,000 guarantee for FQHCs
      4. No setup fees, transaction fees, or hidden costs

      Future of Retroactive Medicaid [42:00]

      1. Impact of work requirements and Medicaid churn
      2. Enhanced outreach tools in development
      3. Text and email automation for patient notifications
      4. Renewal tracking and lapse prevention




      Key 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 centers



      Resources Mentioned:

      RetroCAID by Fix Healthcare Technology

      Schedule a free introductory call: www.jillsteeley.com/partners

      Company website: www.fixht.com

      RetroCAID'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 Bootcamp

      Several participants used RetroCAID's guarantee to fund their bootcamp investment



      About 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.com

      Partners page: www.jillsteeley.com/partners

      Email: jill@jillsteeley.com



      Take Action:

      Ready to see what RetroCAID could recover for your health center?

      1. Visit www.jillsteeley.com/partners
      2. Click on RetroCAID
      3. Schedule your free, no-obligation introductory call
      4. Within 48 hours of your 60-minute implementation, see your first results

      Questions? Contact Jill at jill@jillsteeley.com



      Episode Timestamps:

      1. [00:00] Introduction and episode overview
      2. [02:15] Howard Archer's background and Fix HealthcareIT origin story
      3. [05:30] What is retroactive Medicaid and why it matters
      4. [08:45] Typical scenario: How health centers miss reimbursement opportunities
      5. [10:45] Traditional billing methods and their limitations
      6. [15:20] How RetroCAID's passive monitoring system works
      7. [19:30] No EHR integration: Why this is a game-changer
      8. [24:30] Implementation process walkthrough
      9. [27:15] What happens when RetroCAID finds eligible encounters
      10. [30:15] Real results: Case studies and statistics
      11. [33:45] Client success story: $58,000 first check
      12. [37:45] The 100% contingency business model explained
      13. [40:20] The $5,000 guarantee
      14. [42:00] Future developments and enhanced outreach tools
      15. [44:30] Next steps for health center leaders
      16. [46:00] Closing and contact information

      ]]>      0d6dd1fd-6e72-4afc-9daf-aa9b87e1b6d6Wed, 14 Jan 2026 05:00:00 -040040:15falsefull1111Navigating the 2025 UDS Report - Changes, Mistakes, and Best PracticesNavigating the 2025 UDS Report - Changes, Mistakes, and Best Practices

      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 Partner

      1. Email: sdweinman@fqhc.org
      2. Has completed UDS reports every year since 1984
      3. Specializes in helping health centers ensure accurate, compliant submissions

      Key Takeaways

      1. UDS Report History & Importance

      1. Evolved from Bureau Common Reporting Requirements (BCRR) starting in 1984
      2. Became the UDS in 1996
      3. Used to report to Congress on how 330 grant funding is spent
      4. Directly impacts your patient targets and funding levels

      2. Critical 2025 Changes

      1. Table 3B: SOGI data now optional (will be eliminated in 2026)
      2. Tables 6A & 7: Minor housekeeping changes to ICD-10 and CPT-4 codes
      3. Table 9E: COVID-related revenue lines removed
      4. Relatively minor year compared to the major 2026 overhaul coming

      3. Major 2026 Changes (Start Preparing Now!)

      1. Table 4: Managed care utilization reporting ELIMINATED (huge time saver!)
      2. Table 5:
      3. Service categories renamed (enabling services → patient support services)
      4. QI personnel now lumped with IT personnel
      5. Selected service detail addendum removed
      6. Table 6A: Significant changes including removal of some women's health and dental metrics
      7. Table 8A: Complete overhaul - overhead vs. direct costs replaced with salaries/benefits vs. other costs
      8. Table 9D: Greatly simplified - retroactive collections eliminated, managed care categories combined
      9. Major shift: Moving from cash basis to accrual basis reporting

      4. Most Common UDS Mistakes

      High-Impact Errors:

      1. Undercounting or overcounting patients (affects funding targets)
      2. Miscategorizing staff FTEs on Table 5
      3. Not aligning FTEs between Table 5 and Table 8A costs
      4. Missing enabling services encounters
      5. Not capturing all charges on revenue tables

      Data Collection Issues:

      1. Too many "unknown" entries for race/ethnicity, income
      2. Undercounting special populations (homeless, migrants, veterans)
      3. Poor quality control on data input

      Financial Reporting:

      1. Not properly categorizing pharmacy revenue
      2. Misaligning costs with FTE allocation
      3. Not capturing non-billable service value

      5. Consequences of Errors

      1. Funding cuts (must achieve 95% of patient target)
      2. Program appears less effective than it is
      3. Creates appearance of greater unmet need (invites competitors)
      4. Can trigger grant conditions
      5. Questionable data flags from HRSA

      Best Practices for Accurate Submission

      Throughout the Year

      1. Run reports monthly - Don't wait until February
      2. Establish a cross-functional team - Include clinical, finance, HR, and IT staff
      3. Assign one coordinator with authority to engage all departments
      4. Review data for reasonableness - Does it match what you're seeing clinically?
      5. Quality control at data input - Garbage in, garbage out

      During Submission

      1. Start early - Begin review in January, not February 10th
      2. Verify vendor updates - Ensure EHR and reporting tools reflect new requirements
      3. Double-check FTE allocations - Match Table 5 and Table 8A
      4. Capture ALL charges - Not just billable services
      5. Thoughtfully answer HRSA questions - Don't copy/paste generic responses

      After Submission

      1. Use as strategic planning tool - Compare year-over-year trends
      2. Identify operational inefficiencies
      3. Document process improvements for next year
      4. Create systems to prevent recurring errors

      Resources Mentioned

      Free UDS Submission Guide

      1. Download at: jillsteeley.com/uds
      2. Includes comprehensive checklist, table-by-table review timeline, common error prevention strategies, internal review template, and sample HRSA response templates

      CEO Bootcamp

      1. Starts April 2026
      2. 5-month program focused on patient growth, retention, and revenue diversification
      3. Learn more at jillsteeley.com

      HRSA Resources

      1. Program Assistance Letter (PAL) with 2026 changes
      2. docs.claude.com and support.claude.com for current guidance

      Key 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...]]>

      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 Partner

      1. Email: sdweinman@fqhc.org
      2. Has completed UDS reports every year since 1984
      3. Specializes in helping health centers ensure accurate, compliant submissions

      Key Takeaways

      1. UDS Report History & Importance

      1. Evolved from Bureau Common Reporting Requirements (BCRR) starting in 1984
      2. Became the UDS in 1996
      3. Used to report to Congress on how 330 grant funding is spent
      4. Directly impacts your patient targets and funding levels

      2. Critical 2025 Changes

      1. Table 3B: SOGI data now optional (will be eliminated in 2026)
      2. Tables 6A & 7: Minor housekeeping changes to ICD-10 and CPT-4 codes
      3. Table 9E: COVID-related revenue lines removed
      4. Relatively minor year compared to the major 2026 overhaul coming

      3. Major 2026 Changes (Start Preparing Now!)

      1. Table 4: Managed care utilization reporting ELIMINATED (huge time saver!)
      2. Table 5:
      3. Service categories renamed (enabling services → patient support services)
      4. QI personnel now lumped with IT personnel
      5. Selected service detail addendum removed
      6. Table 6A: Significant changes including removal of some women's health and dental metrics
      7. Table 8A: Complete overhaul - overhead vs. direct costs replaced with salaries/benefits vs. other costs
      8. Table 9D: Greatly simplified - retroactive collections eliminated, managed care categories combined
      9. Major shift: Moving from cash basis to accrual basis reporting

      4. Most Common UDS Mistakes

      High-Impact Errors:

      1. Undercounting or overcounting patients (affects funding targets)
      2. Miscategorizing staff FTEs on Table 5
      3. Not aligning FTEs between Table 5 and Table 8A costs
      4. Missing enabling services encounters
      5. Not capturing all charges on revenue tables

      Data Collection Issues:

      1. Too many "unknown" entries for race/ethnicity, income
      2. Undercounting special populations (homeless, migrants, veterans)
      3. Poor quality control on data input

      Financial Reporting:

      1. Not properly categorizing pharmacy revenue
      2. Misaligning costs with FTE allocation
      3. Not capturing non-billable service value

      5. Consequences of Errors

      1. Funding cuts (must achieve 95% of patient target)
      2. Program appears less effective than it is
      3. Creates appearance of greater unmet need (invites competitors)
      4. Can trigger grant conditions
      5. Questionable data flags from HRSA

      Best Practices for Accurate Submission

      Throughout the Year

      1. Run reports monthly - Don't wait until February
      2. Establish a cross-functional team - Include clinical, finance, HR, and IT staff
      3. Assign one coordinator with authority to engage all departments
      4. Review data for reasonableness - Does it match what you're seeing clinically?
      5. Quality control at data input - Garbage in, garbage out

      During Submission

      1. Start early - Begin review in January, not February 10th
      2. Verify vendor updates - Ensure EHR and reporting tools reflect new requirements
      3. Double-check FTE allocations - Match Table 5 and Table 8A
      4. Capture ALL charges - Not just billable services
      5. Thoughtfully answer HRSA questions - Don't copy/paste generic responses

      After Submission

      1. Use as strategic planning tool - Compare year-over-year trends
      2. Identify operational inefficiencies
      3. Document process improvements for next year
      4. Create systems to prevent recurring errors

      Resources Mentioned

      Free UDS Submission Guide

      1. Download at: jillsteeley.com/uds
      2. Includes comprehensive checklist, table-by-table review timeline, common error prevention strategies, internal review template, and sample HRSA response templates

      CEO Bootcamp

      1. Starts April 2026
      2. 5-month program focused on patient growth, retention, and revenue diversification
      3. Learn more at jillsteeley.com

      HRSA Resources

      1. Program Assistance Letter (PAL) with 2026 changes
      2. docs.claude.com and support.claude.com for current guidance

      Key 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 your team, and start your preparation now while you still have time to adjust and get it right." - Jill Steeley

      "Preventive maintenance is always easier and cheaper than repairs. Work on it every month." - Steve Weinman

      Action Items

      1. Download the free UDS guide at jillsteeley.com/uds
      2. Verify your EHR vendor has implemented 2025 changes
      3. Establish monthly UDS review meetings with cross-functional team
      4. Review the PAL for 2026 changes and begin preparation
      5. Check staff FTE allocations match between Table 5 and Table 8A
      6. Implement quality control processes for data entry
      7. Compare 2024 vs 2025 submissions to identify trends

      Connect With Us

      Jill Steeley

      1. Website: jillsteeley.com
      2. Email: jill@jillsteeley.com

      Steve Weinman

      1. Email: sdweinman@fqhc.org

      Next Episode

      Stay tuned for more essential content for community health leaders in January and February!

      The Community Health Collective Podcast is where community health leaders connect, learn, and thrive together. Subscribe so you never miss an episode.

      ]]>2025fa79-bfb6-4d27-8434-f85b5a38ff38Wed, 07 Jan 2026 06:28:00 -040001:09:20falsefull      Avoiding Costly Legal Mistakes: Essential Risk Management for Federally Qualified Health Centers with Attorney Matt StevensAvoiding Costly Legal Mistakes: Essential Risk Management for Federally Qualified Health Centers with Attorney Matt StevensIn 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:


      ]]>      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:


      ]]>      d38856c9-f6ca-4ed8-8e85-1ee07c9f4ddcWed, 17 Dec 2025 08:00:00 -040042:04falsefull      Inheriting a Team as a New Clinical Director: What to do FirstInheriting a Team as a New Clinical Director: What to do FirstMost 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 Episode

      • Why new directors feel pressure to fix everything fast
      • The #1 mistake most new leaders make
      • How to run Jill’s 20-minute “get to know you” conversation
      • Identifying your carriers, coasters, and question marks
      • Why stabilizing the team must come before optimizing
      • How one small “quick win” creates instant trust
      • Setting expectations with compassion (and accountability)

      Key Takeaways

      • You 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.

      Resources




      ]]>      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 Episode

      • Why new directors feel pressure to fix everything fast
      • The #1 mistake most new leaders make
      • How to run Jill’s 20-minute “get to know you” conversation
      • Identifying your carriers, coasters, and question marks
      • Why stabilizing the team must come before optimizing
      • How one small “quick win” creates instant trust
      • Setting expectations with compassion (and accountability)

      Key Takeaways

      • You 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.

      Resources




      ]]>      dd459c0d-a2f4-41cd-bfab-35d8e065c56fWed, 10 Dec 2025 07:30:00 -040034:00falsefull      Why Your Health Center’s Brand Is Costing You Patients (And How to Fix It)Why Your Health Center’s Brand Is Costing You Patients (And How to Fix It)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 Episode

      • Why healthcare branding is more competitive than you think
      • The “confusion problem” that pushes patients away
      • The 4-step branding sequence that works
      • How humor builds trust and likability
      • Overcoming board and staff resistance
      • How a strong brand improves recruitment
      • Whether you can repair a damaged reputation
      • Warning signs it’s time to rebrand

      Guest: Murray Steinman

      Founder & 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 Takeaways

      • Confusion = “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.

      Resources

      • Free Brand Checklist: jillsteeley.com/brand-checklist
      • Flying Horse Communication: flyinghorseagency.com
      • Sponsor — RetroClaim: jillsteeley.com/partners



      Takeaways:

      • 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.

      ]]>      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 Episode

      • Why healthcare branding is more competitive than you think
      • The “confusion problem” that pushes patients away
      • The 4-step branding sequence that works
      • How humor builds trust and likability
      • Overcoming board and staff resistance
      • How a strong brand improves recruitment
      • Whether you can repair a damaged reputation
      • Warning signs it’s time to rebrand

      Guest: Murray Steinman

      Founder & 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 Takeaways

      • Confusion = “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.

      Resources

      • Free Brand Checklist: jillsteeley.com/brand-checklist
      • Flying Horse Communication: flyinghorseagency.com
      • Sponsor — RetroClaim: jillsteeley.com/partners



      Takeaways:

      • 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.

      ]]>      bbe73e8d-6cf9-4575-a0dc-6ebeee4acc1eWed, 03 Dec 2025 06:30:00 -040047:37falsefull      You Can't Out-Recruit a Broken Culture: Why Your Provider Recruitment Strategy Is FailingYou Can't Out-Recruit a Broken Culture: Why Your Provider Recruitment Strategy Is FailingIs 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 Learn


      • How broken team culture creates a never-ending recruitment loop
      • Why great candidates can feel dysfunction—and quietly walk away
      • How new hires absorb negative culture instead of fixing it
      • Why recruitment fatigue keeps you from repairing the real issues


      The three foundations of culture repair:

      1. Clear, non-negotiable standards
      2. Transparent communication rhythms
      3. Fast, decisive action on toxic behavior


      Jill 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 turnover
      • Why it’s not your fault—but it is your responsibility
      • How culture repair makes recruitment exponentially easier

      New Resource

      Clinical Director’s Survival Guide — Launching January


      A 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.com

      Key Takeaway

      You cannot out-recruit a broken environment. Fix the culture first—and everything else gets easier.

      ]]>      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 Learn


      • How broken team culture creates a never-ending recruitment loop
      • Why great candidates can feel dysfunction—and quietly walk away
      • How new hires absorb negative culture instead of fixing it
      • Why recruitment fatigue keeps you from repairing the real issues


      The three foundations of culture repair:

      1. Clear, non-negotiable standards
      2. Transparent communication rhythms
      3. Fast, decisive action on toxic behavior


      Jill 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 turnover
      • Why it’s not your fault—but it is your responsibility
      • How culture repair makes recruitment exponentially easier

      New Resource

      Clinical Director’s Survival Guide — Launching January


      A 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.com

      Key Takeaway

      You cannot out-recruit a broken environment. Fix the culture first—and everything else gets easier.

      ]]>      bc6fda76-519d-4cb2-b78e-c38e2dc40e2eWed, 26 Nov 2025 09:30:00 -040020:34falsefull      Mastering Payer Negotiations: Insider Strategies from Both Sides of the TableMastering Payer Negotiations: Insider Strategies from Both Sides of the TableWhat 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-Op

      About Justin Murgel

      Justin 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, Montana
      • 8 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 center

      This combination of payer and provider experience makes him uniquely qualified to share what really works in payer negotiations.


      The Wake-Up Call

      Jill'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 Covered

      Understanding Network Adequacy

      What 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 providers
      • Access to primary care, family physicians, dental, behavioral health
      • Access to specialists (dermatology, anesthesiology, chiropractic, etc.)
      • Both time AND distance requirements

      Why 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 For

      Top 3 Things Payers Evaluate:

      Network adequacy needs (Do they need you to meet CMS requirements?)

      Access to care

      • If it takes 6 months to get into larger system but health center can get them in within 2 weeks, that's valuable
      • Captures wellness visits and risk scores (additional CMS funding)

      Service array and enabling services

      • Behavioral health and substance use treatment
      • Ryan White programs (big focus in CMS audits)
      • Case management and care coordination
      • Clinical pharmacy services
      • Team-based care approach

      The 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 Providers

      What 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 populations
      • Health centers already have these people embedded by regulation
      • You don't need extra payment to do what you're already doing


      ✓ Team-based care that actually exists

      • Not just talking about it, you have the team right there doing it
      • Spend more time with patients (vs. nationwide average of 10-12 minutes)
      • Relationship-based service


      ✓ Integration of services

      • Behavioral health integrated into primary care
      • Substance use treatment
      • Clinical pharmacy embedded in care team
      • All coordinated and connected

      ✓ Extended hours and accessibility

      • Evenings, weekends, walk-ins
      • Online scheduling capabilities
      • Same-day and next-day appointments

      ✓ Serve everyone regardless of insurance

      • What you do for one, you do for all
      • No discrimination based on payer type


      Key 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 leaders


      Resources Mentioned

      CEO Connect Bootcamp (Jill Steeley & Steve Weinman):

      • Email templates for requesting renegotiation meetings
      • What data to have in your back pocket
      • What to monitor before negotiations
      • Template for negotiation letter
      • Template for second renegotiation letter (when you need to keep pushing)

      Connect with Justin:



      Action Steps

      Immediate (This Week):

      1. List all your commercial payers
      2. Identify when you last renegotiated each contract
      3. Pull your payer mix data for last 6-12 months


      Short-term (This Month):

      1. Identify network directors at each commercial payer
      2. Start building relationships (don't wait for negotiations)
      3. Track your top 5 disease burdens and how you manage them
      4. Calculate your access times (call to appointment, wait times)

      Before Your Next Negotiation:

      1. Prepare your value proposition with specific data
      2. Document your enabling services and outcomes
      3. Request data sharing with payers
      4. Build your case for rate increases with cost-effectiveness data


      Ongoing:

      1. Set calendar reminders every 6 months to touch base with payers
      2. Market to county, city, and school district employees
      3. Invite payer network staff and policy people to tour your health center
      4. Don't miss any opportunity to market your services


      Final Advice for Intimidated Leaders

      Remember:

      • They need YOU (network adequacy)
      • You're a medical group offering team-based care
      • You offer behavioral health facility services
      • If you offer pharmacy, you're uniquely positioned
      • Your 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 guidance
      • Connect with other FQHC CEOs who've done this successfully


      You have more power than you think.


      Connect with Justin at justinmurgel@gmail.com or 406-422-9928 for contract review and negotiation support.

      ]]>      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-Op

      About Justin Murgel

      Justin 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, Montana
      • 8 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 center

      This combination of payer and provider experience makes him uniquely qualified to share what really works in payer negotiations.


      The Wake-Up Call

      Jill'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 Covered

      Understanding Network Adequacy

      What 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 providers
      • Access to primary care, family physicians, dental, behavioral health
      • Access to specialists (dermatology, anesthesiology, chiropractic, etc.)
      • Both time AND distance requirements

      Why 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 For

      Top 3 Things Payers Evaluate:

      Network adequacy needs (Do they need you to meet CMS requirements?)

      Access to care

      • If it takes 6 months to get into larger system but health center can get them in within 2 weeks, that's valuable
      • Captures wellness visits and risk scores (additional CMS funding)

      Service array and enabling services

      • Behavioral health and substance use treatment
      • Ryan White programs (big focus in CMS audits)
      • Case management and care coordination
      • Clinical pharmacy services
      • Team-based care approach

      The 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 Providers

      What 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 populations
      • Health centers already have these people embedded by regulation
      • You don't need extra payment to do what you're already doing


      ✓ Team-based care that actually exists

      • Not just talking about it, you have the team right there doing it
      • Spend more time with patients (vs. nationwide average of 10-12 minutes)
      • Relationship-based service


      ✓ Integration of services

      • Behavioral health integrated into primary care
      • Substance use treatment
      • Clinical pharmacy embedded in care team
      • All coordinated and connected

      ✓ Extended hours and accessibility

      • Evenings, weekends, walk-ins
      • Online scheduling capabilities
      • Same-day and next-day appointments

      ✓ Serve everyone regardless of insurance

      • What you do for one, you do for all
      • No discrimination based on payer type


      Key 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 leaders


      Resources Mentioned

      CEO Connect Bootcamp (Jill Steeley & Steve Weinman):

      • Email templates for requesting renegotiation meetings
      • What data to have in your back pocket
      • What to monitor before negotiations
      • Template for negotiation letter
      • Template for second renegotiation letter (when you need to keep pushing)

      Connect with Justin:



      Action Steps

      Immediate (This Week):

      1. List all your commercial payers
      2. Identify when you last renegotiated each contract
      3. Pull your payer mix data for last 6-12 months


      Short-term (This Month):

      1. Identify network directors at each commercial payer
      2. Start building relationships (don't wait for negotiations)
      3. Track your top 5 disease burdens and how you manage them
      4. Calculate your access times (call to appointment, wait times)

      Before Your Next Negotiation:

      1. Prepare your value proposition with specific data
      2. Document your enabling services and outcomes
      3. Request data sharing with payers
      4. Build your case for rate increases with cost-effectiveness data


      Ongoing:

      1. Set calendar reminders every 6 months to touch base with payers
      2. Market to county, city, and school district employees
      3. Invite payer network staff and policy people to tour your health center
      4. Don't miss any opportunity to market your services


      Final Advice for Intimidated Leaders

      Remember:

      • They need YOU (network adequacy)
      • You're a medical group offering team-based care
      • You offer behavioral health facility services
      • If you offer pharmacy, you're uniquely positioned
      • Your 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 guidance
      • Connect with other FQHC CEOs who've done this successfully


      You have more power than you think.


      Connect with Justin at justinmurgel@gmail.com or 406-422-9928 for contract review and negotiation support.

      ]]>      ba835329-ef0a-4f64-9077-b8c545b37970Wed, 19 Nov 2025 07:34:00 -040056:43falsefull      Discover Your Leadership Style and Break Through Your Career CeilingDiscover Your Leadership Style and Break Through Your Career CeilingDiscover Your Leadership Style and Break Through Your Career Ceiling


      Feeling 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 Problem

      What Jill hears from healthcare leaders:

      • They feel stuck and broken
      • They think they need to completely overhaul their personality
      • Something about their leadership is holding them back


      The 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 Styles

      1. The Operator: Healthcare's Crisis Management Expert

      Strengths: Keep operations running smoothly, detail-oriented, quick thinking under pressure


      Your 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 Leadership

      Strengths: Create psychologically safe environments, empathy and emotional intelligence build trust, people want to work for you


      Your Trap: Seen as "great with people" but not strategic enough. Avoid difficult conversations to preserve relationships.


      3. The Visionary: Healthcare's Catalyst for Excellence

      Strengths: Raise standards, drive results, think big picture, see possibilities where others see limitations


      Your 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-Making

      Strengths: Bring calm logic and precision, data-first approach prevents costly mistakes, thoroughly considered decisions


      Your Trap: Brilliance never positioned as executive leadership. Preparing reports instead of leading conversations.


      What Most Leadership Development Gets Wrong

      Common 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 Stories

      Jennifer (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 Months

      Operators: 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 steps


      The Leadership Style Quiz

      Takes only 5 minutes


      You'll receive:

      • Your specific leadership style
      • Description of your strengths
      • The specific trap holding you back
      • What to work on next
      • Course recommendations designed for your leadership type


      This 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/leadershipquiz


      Leadership Academy Course Recommendations

      Each masterclass is $97 (bundles available)


      For Operators: Time Management for Healthcare Leaders - Transform from firefighter to systems builder


      For Guides: Mastering Candid Conversations Masterclass - Transform empathy into strategic influence


      For Visionaries: Maximum Output Minimum Effort Masterclass - Make your excellence sustainable without 70-hour weeks


      For Analysts: C-Suite Ready Masterclass - Transform your analytical mind into executive influence


      Key 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 happen


      Memorable 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 Steps

      1. Go to jillsteeley.com/leadershipquiz
      2. Spend 5 minutes answering questions honestly
      3. Review your results and course recommendation
      4. If serious about advancing, invest in yourself and join the recommended course
      5. Subscribe to weekly emails at jillsteeley.com


      Resources


      • Leadership Style Quiz: jillsteeley.com/leadershipquiz
      • Leadership Academy Masterclasses: $97 each
      • Weekly tips: Subscribe at jillsteeley.com


      Take the quiz today and turn your leadership style into your career breakthrough.

      ]]>      Discover Your Leadership Style and Break Through Your Career Ceiling


      Feeling 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 Problem

      What Jill hears from healthcare leaders:

      • They feel stuck and broken
      • They think they need to completely overhaul their personality
      • Something about their leadership is holding them back


      The 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 Styles

      1. The Operator: Healthcare's Crisis Management Expert

      Strengths: Keep operations running smoothly, detail-oriented, quick thinking under pressure


      Your 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 Leadership

      Strengths: Create psychologically safe environments, empathy and emotional intelligence build trust, people want to work for you


      Your Trap: Seen as "great with people" but not strategic enough. Avoid difficult conversations to preserve relationships.


      3. The Visionary: Healthcare's Catalyst for Excellence

      Strengths: Raise standards, drive results, think big picture, see possibilities where others see limitations


      Your 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-Making

      Strengths: Bring calm logic and precision, data-first approach prevents costly mistakes, thoroughly considered decisions


      Your Trap: Brilliance never positioned as executive leadership. Preparing reports instead of leading conversations.


      What Most Leadership Development Gets Wrong

      Common 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 Stories

      Jennifer (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 Months

      Operators: 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 steps


      The Leadership Style Quiz

      Takes only 5 minutes


      You'll receive:

      • Your specific leadership style
      • Description of your strengths
      • The specific trap holding you back
      • What to work on next
      • Course recommendations designed for your leadership type


      This 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/leadershipquiz


      Leadership Academy Course Recommendations

      Each masterclass is $97 (bundles available)


      For Operators: Time Management for Healthcare Leaders - Transform from firefighter to systems builder


      For Guides: Mastering Candid Conversations Masterclass - Transform empathy into strategic influence


      For Visionaries: Maximum Output Minimum Effort Masterclass - Make your excellence sustainable without 70-hour weeks


      For Analysts: C-Suite Ready Masterclass - Transform your analytical mind into executive influence


      Key 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 happen


      Memorable 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 Steps

      1. Go to jillsteeley.com/leadershipquiz
      2. Spend 5 minutes answering questions honestly
      3. Review your results and course recommendation
      4. If serious about advancing, invest in yourself and join the recommended course
      5. Subscribe to weekly emails at jillsteeley.com


      Resources


      • Leadership Style Quiz: jillsteeley.com/leadershipquiz
      • Leadership Academy Masterclasses: $97 each
      • Weekly tips: Subscribe at jillsteeley.com


      Take the quiz today and turn your leadership style into your career breakthrough.

      ]]>      e734d719-b43b-4e19-891a-01327ed52f75Wed, 12 Nov 2025 05:30:00 -040033:26falsefull      Speed as Your Competitive Advantage: Reducing Patient Wait Times at Every TouchpointSpeed as Your Competitive Advantage: Reducing Patient Wait Times at Every TouchpointPatient 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 Problem

      A typical new patient experience:

      • 8-10 minutes on hold to schedule an appointment
      • Scheduled 3 weeks out
      • Long check-in line upon arrival
      • 30+ minutes past appointment time in waiting room
      • Another 15 minutes waiting in exam room
      • 10-minute visit with provider
      • Standing in line again to check out and schedule follow-up

      Result: Nearly 2 hours for a 20-minute appointment


      The question: Are they coming back? Maybe if you're their only option. Are they recommending you? Probably not.

      Key Topics Covered


      Touchpoint 1: Scheduling the Appointment


      The First Impression Problem


      • You have 7 seconds to make a good first impression
      • Long hold times send the message: "Your time is not our priority"
      • First interaction sets expectations for everything that follows

      Solutions:

      • Online scheduling (the #1 must-have)

      Patients book when convenient (11 PM, lunch breaks, weekends)

      • Monitor and reduce hold times
      • Implement callback systems
      • Offer extended hours and weekend appointments

      Touchpoint 2: Check-In Process


      The Bottleneck Problem

      • Long check-in lines snaking through waiting rooms
      • Patients watching the clock tick past their appointment time
      • Providers won't see "late" patients who've been standing in line



      Solutions:


      • Self-service kiosks - Patients are more sophisticated than we give them credit for
      • Mobile check-in - From their car or waiting room via phone
      • Advance paperwork - Email forms ahead of time for online completion
      • Quality improvement frameworks
      • Measure cycle times - Can't improve what you don't measure

      Result: Some health centers cut check-in times in half just by rearranging workflows

      Touchpoint 3: The Waiting Room Experience


      What Patients Are Judging:

      • Dirty floors and stained carpet
      • Ripped chairs and dingy walls
      • Overall feeling of welcome (or lack thereof)

      The Reality: If your waiting room looks neglected, patients wonder what else you're neglecting

      Essential Waiting Room Features:

      • Plenty of comfortable seating (singles, benches, isolation chairs for sick patients)
      • Wipeable, sanitizable chair materials
      • Clean, well-maintained space (no stains, rips, or odors)
      • Free WiFi (yes, even if providers object—patients want it)
      • Wide walkways for wheelchairs and accessibility
      • Digital displays with health tips, services, provider introductions


      Controversial Take: Skip the coffee station

      • Inevitably gets spilled
      • Creates extra cleanup
      • Becomes something to juggle when called back
      • If you're moving patients quickly, it's unnecessary


      Touchpoint 4: The Exam Room Wait


      The Anxiety Factor

      • Waiting in an exam room feels different than waiting in a waiting room
      • Being forgotten in a paper gown is anxiety-inducing
      • Patients literally don't know if everyone went home


      Solutions:

      • Maximize clinical support staff efficiency
      • Medical assistants, dental assistants, nurses room and prep patients
      • Take vitals, update medications, document chief complaint
      • Prep materials before provider enters
      • Provider only needs to talk to patient and provide care


      • Pre-visit planning (the game changer)


      • Provider team reviews schedule each morning
      • Who's coming in? What do they need?
      • Labs reviewed, refills queued, education materials printed
      • Example: Mrs. Johnson's hospital follow-up is prepped before she arrive
      • Shaves minutes off every appointment
      • Keeps providers running on time


      Touchpoint 5: Checkout Process


      The Friction Problem

      • Patients have already given you lots of their time
      • They're eager to get back to work/home
      • Now you're asking them to wait in another line
      • It's frustrating and often completely unnecessary

      The Solution: Make Checkout Optional

      • Automate checkout process triggered at end of visit
      • Technology integrator on staff
      • Helps patients get set up on patient portal
      • In waiting room or exam room
      • Shows them how to review visit summary, treatment plan
      • Schedule follow-ups, communicate with provider, pay bill
      • Everything happens on their time from phone or computer
      • Face-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 times

      The Big Takeaway


      Speed IS your competitive advantage in healthcare

      If 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 operations
      • Improving workflows
      • Eliminating waste
      • Being intentional about respecting patient time at every touchpoint

      How to Start Measuring Cycle Times


      What to Measure:

      • Time from initial call to scheduled appointment
      • Hold time before call abandonment
      • Check-in duration
      • Average waiting room wait time
      • Average exam room wait time


      How to Measure:

      • Use technology when available
      • Manual tracking: person with log and stopwatch in waiting room

      EHR data for exam room times

      • Phone system data for hold/abandonment rates


      Remember: You can't improve what you don't measure


      Action Steps for Your Health Center


      Immediate Wins:

      1. Audit your current patient journey - Walk through as if you're a new patient
      2. Identify your biggest bottleneck - Don't try to fix everything at once
      3. Start measuring cycle times - Establish baselines
      4. Review peak calling times - Adjust staffing accordingly
      5. Assess your waiting room - Clean, comfortable, inviting?

      Short-Term Improvements:

      1. Implement online scheduling if you don't have it
      2. Add callback system for phone calls
      3. Create self-service check-in options
      4. Start pre-visit planning meetings
      5. Train staff on workflow efficiency


      Long-Term Strategy:

      1. Apply Lean or Six Sigma frameworks to all processes
      2. Implement patient portal and technology integrator role
      3. Automate checkout process
      4. Make cycle time reduction part of your culture
      5. Celebrate improvements and share data with staff

      Cultural Shift Needed


      Make it a team effort:

      • Train staff to always look for ways to decrease wait times
      • Make it part of your culture
      • Celebrate improvements
      • Share data (good and bad) with entire team
      • Recognize that respecting patient time shows you value them



      The 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...]]>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 Problem

      A typical new patient experience:

      • 8-10 minutes on hold to schedule an appointment
      • Scheduled 3 weeks out
      • Long check-in line upon arrival
      • 30+ minutes past appointment time in waiting room
      • Another 15 minutes waiting in exam room
      • 10-minute visit with provider
      • Standing in line again to check out and schedule follow-up

      Result: Nearly 2 hours for a 20-minute appointment


      The question: Are they coming back? Maybe if you're their only option. Are they recommending you? Probably not.

      Key Topics Covered


      Touchpoint 1: Scheduling the Appointment


      The First Impression Problem


      • You have 7 seconds to make a good first impression
      • Long hold times send the message: "Your time is not our priority"
      • First interaction sets expectations for everything that follows

      Solutions:

      • Online scheduling (the #1 must-have)

      Patients book when convenient (11 PM, lunch breaks, weekends)

      • Monitor and reduce hold times
      • Implement callback systems
      • Offer extended hours and weekend appointments

      Touchpoint 2: Check-In Process


      The Bottleneck Problem

      • Long check-in lines snaking through waiting rooms
      • Patients watching the clock tick past their appointment time
      • Providers won't see "late" patients who've been standing in line



      Solutions:


      • Self-service kiosks - Patients are more sophisticated than we give them credit for
      • Mobile check-in - From their car or waiting room via phone
      • Advance paperwork - Email forms ahead of time for online completion
      • Quality improvement frameworks
      • Measure cycle times - Can't improve what you don't measure

      Result: Some health centers cut check-in times in half just by rearranging workflows

      Touchpoint 3: The Waiting Room Experience


      What Patients Are Judging:

      • Dirty floors and stained carpet
      • Ripped chairs and dingy walls
      • Overall feeling of welcome (or lack thereof)

      The Reality: If your waiting room looks neglected, patients wonder what else you're neglecting

      Essential Waiting Room Features:

      • Plenty of comfortable seating (singles, benches, isolation chairs for sick patients)
      • Wipeable, sanitizable chair materials
      • Clean, well-maintained space (no stains, rips, or odors)
      • Free WiFi (yes, even if providers object—patients want it)
      • Wide walkways for wheelchairs and accessibility
      • Digital displays with health tips, services, provider introductions


      Controversial Take: Skip the coffee station

      • Inevitably gets spilled
      • Creates extra cleanup
      • Becomes something to juggle when called back
      • If you're moving patients quickly, it's unnecessary


      Touchpoint 4: The Exam Room Wait


      The Anxiety Factor

      • Waiting in an exam room feels different than waiting in a waiting room
      • Being forgotten in a paper gown is anxiety-inducing
      • Patients literally don't know if everyone went home


      Solutions:

      • Maximize clinical support staff efficiency
      • Medical assistants, dental assistants, nurses room and prep patients
      • Take vitals, update medications, document chief complaint
      • Prep materials before provider enters
      • Provider only needs to talk to patient and provide care


      • Pre-visit planning (the game changer)


      • Provider team reviews schedule each morning
      • Who's coming in? What do they need?
      • Labs reviewed, refills queued, education materials printed
      • Example: Mrs. Johnson's hospital follow-up is prepped before she arrive
      • Shaves minutes off every appointment
      • Keeps providers running on time


      Touchpoint 5: Checkout Process


      The Friction Problem

      • Patients have already given you lots of their time
      • They're eager to get back to work/home
      • Now you're asking them to wait in another line
      • It's frustrating and often completely unnecessary

      The Solution: Make Checkout Optional

      • Automate checkout process triggered at end of visit
      • Technology integrator on staff
      • Helps patients get set up on patient portal
      • In waiting room or exam room
      • Shows them how to review visit summary, treatment plan
      • Schedule follow-ups, communicate with provider, pay bill
      • Everything happens on their time from phone or computer
      • Face-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 times

      The Big Takeaway


      Speed IS your competitive advantage in healthcare

      If 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 operations
      • Improving workflows
      • Eliminating waste
      • Being intentional about respecting patient time at every touchpoint

      How to Start Measuring Cycle Times


      What to Measure:

      • Time from initial call to scheduled appointment
      • Hold time before call abandonment
      • Check-in duration
      • Average waiting room wait time
      • Average exam room wait time


      How to Measure:

      • Use technology when available
      • Manual tracking: person with log and stopwatch in waiting room

      EHR data for exam room times

      • Phone system data for hold/abandonment rates


      Remember: You can't improve what you don't measure


      Action Steps for Your Health Center


      Immediate Wins:

      1. Audit your current patient journey - Walk through as if you're a new patient
      2. Identify your biggest bottleneck - Don't try to fix everything at once
      3. Start measuring cycle times - Establish baselines
      4. Review peak calling times - Adjust staffing accordingly
      5. Assess your waiting room - Clean, comfortable, inviting?

      Short-Term Improvements:

      1. Implement online scheduling if you don't have it
      2. Add callback system for phone calls
      3. Create self-service check-in options
      4. Start pre-visit planning meetings
      5. Train staff on workflow efficiency


      Long-Term Strategy:

      1. Apply Lean or Six Sigma frameworks to all processes
      2. Implement patient portal and technology integrator role
      3. Automate checkout process
      4. Make cycle time reduction part of your culture
      5. Celebrate improvements and share data with staff

      Cultural Shift Needed


      Make it a team effort:

      • Train staff to always look for ways to decrease wait times
      • Make it part of your culture
      • Celebrate improvements
      • Share data (good and bad) with entire team
      • Recognize that respecting patient time shows you value them



      The 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 competition.




      Key Takeaways


      ✓ You have 7 seconds to make a good first impression—don't waste it with hold times



      ✓ Online scheduling is a must-have, not a nice-to-have



      ✓ Your waiting room appearance directly impacts patient perception of your entire organization



      ✓ Pre-visit planning is a game changer that saves minutes per appointment



      ✓ Checkout should be optional and automated through patient portal



      ✓ Speed and quality are not mutually exclusive—it's about eliminating waste, not cutting corners



      ✓ Measure cycle times at every touchpoint to identify where to start improving



      ✓ Clinical support staff should prep everything so providers only need to provide care



      ✓ Make wait time reduction part of your culture, not just a one-time initiative



      ✓ The segment of patients who hate waiting is most people—serve them well




      Memorable Quotes



      "You have about seven seconds to make a good first impression with a new patient or customer. Seven seconds."



      "If your waiting room looks neglected, they're going to sit there and wonder what else you're neglecting."



      "Have you ever been forgotten about in an exam room? I have. And it is not fun to poke your head out the door while you're in your little paper gown to see if someone is ever going to come see you."



      "Speed can absolutely be your competitive advantage in healthcare. It goes a long way for your customer service."



      "You can't improve what you don't measure."



      "When you respect your patient's time, you are telling them they matter. You're telling them that you value them, and that is how you build their loyalty."



      "Don't sacrifice quality for speed. What we're talking about is tightening up operations, improving workflows, eliminating waste in our workflows and being intentional about respecting your patient's time."



      Real-World Examples from the Episode


      Jill's Saturday Hours Success:

      "When we started Saturday hours at my health center, everybody was afraid that they wouldn't get utilized, and it is one of the busiest days there today."


      The Check-In Line Crisis:

      "A while back I was visiting a health center to do strategic planning with them, and when I walked in the front door, the check-in line was literally snaked through the entire waiting room."


      Jill's Rabies Shot Story:

      "I got to go to an urgent care in town... I had to put my little paper gown on. 40 minutes later, I'm still sitting there in my little paper gown, wondering if everybody went home for the day, and I finally poked my head out and sure enough they had forgotten that I was in there."




      Tools & Frameworks Mentioned

      • Lean methodology for process improvement
      • Six Sigma for eliminating bottlenecks
      • Cycle time measurement across all touchpoints
      • Pre-visit planning protocols
      • Patient portal technology
      • Online scheduling systems
      • Self-service kiosks
      • Mobile check-in options
      • Callback queue systems
      • Digital waiting room display

      Resources

      • Subscribe to weekly business tips at jillsteeley.com
      • Take the Healthcare Leadership Style Quiz at jillsteeley.com
      • Explore CEO Connect Bootcamp for operational improvement strategies
      • Free resources available at jillsteeley.com

      Next Steps


      If this episode resonated with you:

      1. Pick ONE touchpoint to improve this week
      2. Start measuring your cycle times today
      3. Share this episode with your operations team
      4. Subscribe to Jill's weekly emails for more healthcare business tips
      5. Review your patient journey from start to finish




      Because when you respect your patients' time, you show them they matter—and that's how you win in healthcare.

      ]]>e2195798-e264-4224-af1d-9e7df4ca0b5aTue, 04 Nov 2025 11:42:00 -040022:26falsefull      The 5 Essential Pillars of Health Center Business PlanningThe 5 Essential Pillars of Health Center Business PlanningAre 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 Discussed

      Why Business Planning Matters

      • Moving beyond day-to-day firefighting to strategic thinking
      • How healthcare landscape changes demand annual strategic review
      • The difference between compliance planning and strategic planning
      • Why copying last year's plan sets you up to merely survive, not thrive

      The 5 Essential Pillars


      Pillar 1: Financial Sustainability and Revenue Diversification


      • Analyzing your revenue streams and dependencies
      • The danger of relying too heavily on Medicaid or 330 grant funding
      • Grant diversification strategies (federal, state, foundation, corporate)
      • Value-based care contracts and quality incentive programs
      • Cost optimization without compromising care quality
      • Vendor contract renegotiations and supply chain waste reduction
      • Why you can't have all your eggs in one basket


      Pillar 2: Workforce Planning and Retention


      • Why your staff are your number one customers
      • Current workforce assessment and turnover analysis
      • Recruitment strategies in a competitive market (loan repayment, relocation assistance, clinical rotations)
      • The honest truth: retention is cheaper than recruitment
      • Professional development as the #1 retention and #2 recruitment strategy
      • Creating clear career pathways and mentorship opportunities
      • Leadership development pipeline for succession planning
      • Addressing healthcare worker burnout and exhaustion
      • Technology investments that make staff lives easier


      Pillar 3: Service Lines and Community Needs

      • Moving beyond "checking the box" on community health needs assessments
      • Service line analysis: which are thriving vs. struggling
      • Identifying expansion opportunities based on data
      • Care integration strategies (medical-dental, behavioral health, specialist coordination)
      • Optimizing telehealth strategy and ensuring equitable access
      • Population health initiatives with measurable goals
      • Strategic vs. reactive service planning

      Pillar 4: Quality Improvement and Clinical Outcomes


      • Establishing baseline on key quality measures
      • Setting realistic but ambitious targets based on UDS benchmarks
      • Selecting 2-4 focused quality improvement projects
      • Patient safety initiatives and measuring success
      • Patient experience beyond clinical outcomes (wait times, convenience, communication)
      • Moving beyond HRSA-required measures to what matters to patients


      Pillar 5: Infrastructure, Technology, and Facility Planning


      • Why facilities matter more than you think for patient attraction
      • Comprehensive facility condition assessments
      • Space planning for current operations and future expansion
      • Technology refresh cycles (internet bandwidth, computers, servers)
      • EHR evaluation and replacement considerations
      • Cybersecurity as risk management
      • Capital investment planning and funding sources


      Key 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, accountability


      Critical Questions to Ask Yourself

      Financial 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 Summary


      1. Financial Sustainability & Revenue Diversification - Building a foundation that can weather uncertainty
      2. Workforce Planning & Retention - Attracting, developing, and keeping great people
      3. Service Line Expansion & Community Health Needs - Strategically serving evolving needs
      4. Quality Improvement & Clinical Outcomes - Delivering exceptional care
      5. Infrastructure, Technology & Facility Planning - Maintaining the foundation that supports everything


      Key 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 access


      Jill's Final Advice for Effective Planning

      Involve Your Team

      Get input from frontline staff, providers, and community members—they'll give insights you might otherwise miss

      Be Realistic

      Don't create a plan so aggressive it's doomed to fail; ambitious is good, but achievable is essential

      Build in Flexibility

      Your business plan should be a living document that adapts to unexpected circumstances (pandemics, natural disasters, policy changes)

      Establish Clear Accountability

      Every goal needs an owner and a regular review rhythm (monthly or quarterly, not just year-end)

      Don't Forget Your Mission

      Every element should connect back to improving health equity and access for those facing barriers to care


      Memorable 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...]]>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 Discussed

      Why Business Planning Matters

      • Moving beyond day-to-day firefighting to strategic thinking
      • How healthcare landscape changes demand annual strategic review
      • The difference between compliance planning and strategic planning
      • Why copying last year's plan sets you up to merely survive, not thrive

      The 5 Essential Pillars


      Pillar 1: Financial Sustainability and Revenue Diversification


      • Analyzing your revenue streams and dependencies
      • The danger of relying too heavily on Medicaid or 330 grant funding
      • Grant diversification strategies (federal, state, foundation, corporate)
      • Value-based care contracts and quality incentive programs
      • Cost optimization without compromising care quality
      • Vendor contract renegotiations and supply chain waste reduction
      • Why you can't have all your eggs in one basket


      Pillar 2: Workforce Planning and Retention


      • Why your staff are your number one customers
      • Current workforce assessment and turnover analysis
      • Recruitment strategies in a competitive market (loan repayment, relocation assistance, clinical rotations)
      • The honest truth: retention is cheaper than recruitment
      • Professional development as the #1 retention and #2 recruitment strategy
      • Creating clear career pathways and mentorship opportunities
      • Leadership development pipeline for succession planning
      • Addressing healthcare worker burnout and exhaustion
      • Technology investments that make staff lives easier


      Pillar 3: Service Lines and Community Needs

      • Moving beyond "checking the box" on community health needs assessments
      • Service line analysis: which are thriving vs. struggling
      • Identifying expansion opportunities based on data
      • Care integration strategies (medical-dental, behavioral health, specialist coordination)
      • Optimizing telehealth strategy and ensuring equitable access
      • Population health initiatives with measurable goals
      • Strategic vs. reactive service planning

      Pillar 4: Quality Improvement and Clinical Outcomes


      • Establishing baseline on key quality measures
      • Setting realistic but ambitious targets based on UDS benchmarks
      • Selecting 2-4 focused quality improvement projects
      • Patient safety initiatives and measuring success
      • Patient experience beyond clinical outcomes (wait times, convenience, communication)
      • Moving beyond HRSA-required measures to what matters to patients


      Pillar 5: Infrastructure, Technology, and Facility Planning


      • Why facilities matter more than you think for patient attraction
      • Comprehensive facility condition assessments
      • Space planning for current operations and future expansion
      • Technology refresh cycles (internet bandwidth, computers, servers)
      • EHR evaluation and replacement considerations
      • Cybersecurity as risk management
      • Capital investment planning and funding sources


      Key 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, accountability


      Critical Questions to Ask Yourself

      Financial 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 Summary


      1. Financial Sustainability & Revenue Diversification - Building a foundation that can weather uncertainty
      2. Workforce Planning & Retention - Attracting, developing, and keeping great people
      3. Service Line Expansion & Community Health Needs - Strategically serving evolving needs
      4. Quality Improvement & Clinical Outcomes - Delivering exceptional care
      5. Infrastructure, Technology & Facility Planning - Maintaining the foundation that supports everything


      Key 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 access


      Jill's Final Advice for Effective Planning

      Involve Your Team

      Get input from frontline staff, providers, and community members—they'll give insights you might otherwise miss

      Be Realistic

      Don't create a plan so aggressive it's doomed to fail; ambitious is good, but achievable is essential

      Build in Flexibility

      Your business plan should be a living document that adapts to unexpected circumstances (pandemics, natural disasters, policy changes)

      Establish Clear Accountability

      Every goal needs an owner and a regular review rhythm (monthly or quarterly, not just year-end)

      Don't Forget Your Mission

      Every element should connect back to improving health equity and access for those facing barriers to care


      Memorable 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 have."

      "Infrastructure is not the sexiest thing to be saving for and planning for, but it is absolutely essential."

      "At the end of the day, we exist. Health centers exist to serve our communities, particularly those who face barriers to care."

      Resources Mentioned

      CEO Connect Bootcamp Topics:

      • Month 1: Diversifying and increasing revenue
      • Month 2: Optimizing staffing levels, reviewing contracts, automation and standardization

      Key Planning Tools:

      • Revenue stream analysis documentation
      • UDS benchmarks and HEDIS measures
      • Community health needs assessment
      • Facility condition assessment
      • Plan-Do-Study-Act (PDSA) quality improvement framework


      Professional Development Resources:

      • National Health Service Corps loan repayment programs
      • State loan repayment programs
      • Clinical rotation partnerships with nursing schools and PA programs


      Tools & Templates Mentioned


      • Revenue stream analysis document
      • Workforce turnover assessment by position
      • Service line performance analysis
      • Quality improvement project framework (PDSA cycle)
      • Facility condition assessment checklist
      • Technology refresh cycle planning
      • Capital investment multi-year plan


      Whether You're Just Starting or Deep in Planning...

      This episode provides a comprehensive framework for developing a strategic business plan that sets your health center up for success. Don't let another year go by with just copying last year's plan—use these five pillars to build something that positions your organization to truly thrive.


      Next Steps

      If you found this episode helpful:

      • Share it with your leadership team and use it to guide your planning process
      • Download the framework at jillsteeley.com
      • Take the Healthcare Leadership Style Quiz
      • Explore the CEO Connect Bootcamp for ongoing support with these strategic initiatives
      • Leave a review to help other health center leaders find this resource

      Building organizations that are both mission-driven and financially thriving—one strategic plan at a time.

      ]]>      729f6bdc-83a7-425f-a207-19ac1d51d3c4Mon, 03 Nov 2025 12:50:00 -040037:45falsefullNavigating ICE Raids: How FQHCs Can Protect Patients and StaffNavigating ICE Raids: How FQHCs Can Protect Patients and StaffIn 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 Associates

      Key Topics Discussed

      The Current Reality

      • ICE arrests have increased by 1200% in some jurisdictions in 2025
      • Over 460,000 arrests nationwide in 2024, with numbers rising significantly
      • Fear spreading beyond raid locations—even communities that have never experienced ICE activity
      • Patients no-showing appointments due to stay-home alerts on social media networks
      • Impact on preventative care access, leading to more expensive emergency situations



      Legal Protections and Rights


      • HIPAA privacy rules remain unchanged—health centers cannot share patient information without judicial warrants
      • Difference between administrative warrants (executive branch documents) and judicial warrants
      • Constitutional rights against unlawful search and seizure still apply
      • Health centers still have the charge to serve everyone, regardless of documentation status
      • Public charge rules have not changed health centers' mission to serve all patients


      Staff Protection and Training

      • Importance of written policies kept at front desk workstations
      • Role-playing and training for all staff, especially front desk personnel
      • Clear liaison designation—front desk staff should immediately call management
      • Defining public vs. non-public areas (waiting rooms vs. exam rooms)
      • Locking back areas and requiring buzz-through access
      • Documentation and surveillance cameras in public areas


      Facility and Operational Considerations


      • Minimizing "target rich environments"—avoiding lines of patients outside
      • Strategic use of building entrances and parking areas
      • Signage indicating restricted access (with legal guidance)
      • Understanding and leveraging state and local protective laws
      • Balancing federal funding requirements with patient protection


      Key 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 movement




      Practical Action Steps for Health Centers


      Immediate Actions (This Week)


      1. Review and update policies for ICE encounters and enforcement response
      2. Train all staff, including new hires, on protocols and their roles
      3. Establish open communication with patients about their rights and safety



      Policy Development

      • Create written protocols for front desk encounters
      • Designate management liaison for enforcement situations
      • Define public vs. non-public areas clearly
      • Implement locked access to exam/private areas
      • Establish surveillance camera systems in public spaces
      • Develop after-action report procedures


      Expanding Access

      • Telehealth services for medical, dental, and behavioral health
      • Mobile and outreach units with recognizable, trusted branding
      • Extended hours and weekend access to avoid daytime visibility
      • Walk-in options for patients who can't commit to scheduled appointments
      • Remote prescription refills and routine care management



      Community Partnerships


      • Connect with local legal services organizations (contract if possible)
      • Partner with State Primary Care Association for training
      • Collaborate with food banks and human service organizations
      • Establish clear referral pathways between organizations
      • Create joint strategies for remote/delivered services

      Data and Privacy Protection


      • Collect only HRSA-required data—nothing additional
      • Minimize immigration status data collection
      • Document all enforcement encounters thoroughly
      • Review and strengthen HIPAA compliance procedures


      Patient Communication


      • Post "Know Your Rights" materials in clinics
      • Mail postcards (not bill-like materials) explaining patient rights
      • Use social media and community networks to share safety information
      • Provide materials in multiple languages
      • Emphasize health center's commitment to serving all patients




      Messaging Do's and Don'ts


      DON'T Say:


      • "We oppose ICE or federal immigration policy"
      • "We refuse to cooperate with federal law enforcement"
      • Anything that takes a strong political position



      DO 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 wellbeing




      Key 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 training




      Memorable Quotes


      Steve 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 Mentioned


      Guest Resources:

      • FQHC Associates: fqhcassociates.org
      • CEO Connect Bootcamp (Jill Steeley & Steve Weinman partnership)



      Legal and Support Resources:


      • State Primary Care Associations (PCAs)
      • National Immigration Legal Services Directory
      • United We Dreams Deportation...]]>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 Associates

        Key Topics Discussed

        The Current Reality

        • ICE arrests have increased by 1200% in some jurisdictions in 2025
        • Over 460,000 arrests nationwide in 2024, with numbers rising significantly
        • Fear spreading beyond raid locations—even communities that have never experienced ICE activity
        • Patients no-showing appointments due to stay-home alerts on social media networks
        • Impact on preventative care access, leading to more expensive emergency situations



        Legal Protections and Rights


        • HIPAA privacy rules remain unchanged—health centers cannot share patient information without judicial warrants
        • Difference between administrative warrants (executive branch documents) and judicial warrants
        • Constitutional rights against unlawful search and seizure still apply
        • Health centers still have the charge to serve everyone, regardless of documentation status
        • Public charge rules have not changed health centers' mission to serve all patients


        Staff Protection and Training

        • Importance of written policies kept at front desk workstations
        • Role-playing and training for all staff, especially front desk personnel
        • Clear liaison designation—front desk staff should immediately call management
        • Defining public vs. non-public areas (waiting rooms vs. exam rooms)
        • Locking back areas and requiring buzz-through access
        • Documentation and surveillance cameras in public areas


        Facility and Operational Considerations


        • Minimizing "target rich environments"—avoiding lines of patients outside
        • Strategic use of building entrances and parking areas
        • Signage indicating restricted access (with legal guidance)
        • Understanding and leveraging state and local protective laws
        • Balancing federal funding requirements with patient protection


        Key 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 movement




        Practical Action Steps for Health Centers


        Immediate Actions (This Week)


        1. Review and update policies for ICE encounters and enforcement response
        2. Train all staff, including new hires, on protocols and their roles
        3. Establish open communication with patients about their rights and safety



        Policy Development

        • Create written protocols for front desk encounters
        • Designate management liaison for enforcement situations
        • Define public vs. non-public areas clearly
        • Implement locked access to exam/private areas
        • Establish surveillance camera systems in public spaces
        • Develop after-action report procedures


        Expanding Access

        • Telehealth services for medical, dental, and behavioral health
        • Mobile and outreach units with recognizable, trusted branding
        • Extended hours and weekend access to avoid daytime visibility
        • Walk-in options for patients who can't commit to scheduled appointments
        • Remote prescription refills and routine care management



        Community Partnerships


        • Connect with local legal services organizations (contract if possible)
        • Partner with State Primary Care Association for training
        • Collaborate with food banks and human service organizations
        • Establish clear referral pathways between organizations
        • Create joint strategies for remote/delivered services

        Data and Privacy Protection


        • Collect only HRSA-required data—nothing additional
        • Minimize immigration status data collection
        • Document all enforcement encounters thoroughly
        • Review and strengthen HIPAA compliance procedures


        Patient Communication


        • Post "Know Your Rights" materials in clinics
        • Mail postcards (not bill-like materials) explaining patient rights
        • Use social media and community networks to share safety information
        • Provide materials in multiple languages
        • Emphasize health center's commitment to serving all patients




        Messaging Do's and Don'ts


        DON'T Say:


        • "We oppose ICE or federal immigration policy"
        • "We refuse to cooperate with federal law enforcement"
        • Anything that takes a strong political position



        DO 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 wellbeing




        Key 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 training




        Memorable Quotes


        Steve 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 Mentioned


        Guest Resources:

        • FQHC Associates: fqhcassociates.org
        • CEO Connect Bootcamp (Jill Steeley & Steve Weinman partnership)



        Legal and Support Resources:


        • State Primary Care Associations (PCAs)
        • National Immigration Legal Services Directory
        • United We Dreams Deportation Defense Hotline www.unitedwedream.org. 
        • Florida Rural Legal Services (example of local legal partnership)
        • Montana Legal Services Association (example of contracted services)


        Recommended Actions:


        • Contact your state PCA for ICE encounter trainings
        • Consult with immigration attorneys before enforcement encounters
        • Review HRSA Section 330 requirements
        • Check state and local laws regarding ICE cooperation




        About the Guest


        Steve Weinman has been working with Community Health Centers since 1984, starting as an IT professional and eventually serving as CEO of a health center in Immokalee, Florida for nearly 30 years. During his tenure, he grew the organization from 2 sites to 16 sites and led through multiple crises including Hurricane Wilma and immigration enforcement challenges. He has also served as CEO of a health center controlled network and treasurer of a Medicaid managed care plan. Steve now owns FQHC Associates, a consulting firm serving federally qualified health centers, and partners with Jill on the CEO Connect Bootcamp.




        Historical Context


        Steve shares an important reminder: The health center movement has faced existential threats before. During the first Reagan administration (1984), there were attempts to block grant all health center funding to states and eliminate federal grants. The movement not only survived but thrived, growing under both Democratic and Republican administrations. This resilience and bipartisan support should give current leaders hope during these challenging times.




        Next Steps


        If you found this episode helpful:


        • Share it with other community health leaders facing similar challenges
        • Contact your State Primary Care Association about ICE encounter training
        • Review your health center's policies this week
        • Connect with local legal services organizations
        • Visit jillsteeley.com for additional resources
        • Consider joining the CEO Connect Bootcamp for ongoing support




        This is a difficult time, but community health centers have always been resilient. We will continue to serve our communities and emerge stronger.

        ]]>        e17974fd-4488-4706-ac1f-596e779cf1ebMon, 03 Nov 2025 12:40:00 -040045:46falsefullCourage Over Confidence: Working Through Fear as a LeaderCourage Over Confidence: Working Through Fear as a LeaderCourage Over Confidence: Working Through Fear as a Leader

        In 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 Discussed

        The Role of Fear in Leadership


        • How fear manifests differently for new versus seasoned leaders
        • Common fears for health center CEOs: compromising mission, staff resistance, board backlash, upsetting high-performing teams
        • Why fear shouldn't drive your decisions


        Courage Over Confidence

        • Why taking action builds confidence faster than waiting to feel ready
        • How action provides clarity when you're stuck
        • The power of imperfect action over perfect inaction

        Jill's Personal Story


        • Overcoming fear as a new CEO with no predecessor
        • Starting a consulting business as a single mom
        • Breaking through limiting beliefs and imposter syndrome
        • Turning a health center from a million-dollar deficit to multimillion-dollar reserves


        The Fear Inventory Exercise

        Jill 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 possibility
        • Face your fears head-on by naming them

        What's the cost of staying where I am?

        • Especially important if you're experiencing burnout
        • Consider the long-term impact of inaction

        What becomes possible if I move forward?

        • Envision the opportunities that open up with just one small step
        • Consider the ripple effects of taking action

        Key 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 muscle


        Key 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 muscle


        Actionable Steps


        Do 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 loud

        What'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 goal

        Share Your Progress: Email Jill to share what you discovered—let her be your cheerleader

        Memorable 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."

        Resources


        • Take the Healthcare Leadership Style Quiz at jillsteeley.com


        • Explore CEO Connect Bootcamp for leaders building mission-driven, financially thriving organizations


        • Free resources available at jillsteeley.com


        Connect with Jill

        Ready 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 Steps

        If you enjoyed this episode:


        • Follow the Community Health Collective Podcast on your favorite podcast app
        • Share this episode with another community health leader who needs to hear this message
        • Visit jillsteeley.com for more resources


        Welcome to the collective. Let's dive in.

        ]]>        Courage Over Confidence: Working Through Fear as a Leader

        In 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 Discussed

        The Role of Fear in Leadership


        • How fear manifests differently for new versus seasoned leaders
        • Common fears for health center CEOs: compromising mission, staff resistance, board backlash, upsetting high-performing teams
        • Why fear shouldn't drive your decisions


        Courage Over Confidence

        • Why taking action builds confidence faster than waiting to feel ready
        • How action provides clarity when you're stuck
        • The power of imperfect action over perfect inaction

        Jill's Personal Story


        • Overcoming fear as a new CEO with no predecessor
        • Starting a consulting business as a single mom
        • Breaking through limiting beliefs and imposter syndrome
        • Turning a health center from a million-dollar deficit to multimillion-dollar reserves


        The Fear Inventory Exercise

        Jill 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 possibility
        • Face your fears head-on by naming them

        What's the cost of staying where I am?

        • Especially important if you're experiencing burnout
        • Consider the long-term impact of inaction

        What becomes possible if I move forward?

        • Envision the opportunities that open up with just one small step
        • Consider the ripple effects of taking action

        Key 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 muscle


        Key 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 muscle


        Actionable Steps


        Do 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 loud

        What'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 goal

        Share Your Progress: Email Jill to share what you discovered—let her be your cheerleader

        Memorable 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."

        Resources


        • Take the Healthcare Leadership Style Quiz at jillsteeley.com


        • Explore CEO Connect Bootcamp for leaders building mission-driven, financially thriving organizations


        • Free resources available at jillsteeley.com


        Connect with Jill

        Ready 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 Steps

        If you enjoyed this episode:


        • Follow the Community Health Collective Podcast on your favorite podcast app
        • Share this episode with another community health leader who needs to hear this message
        • Visit jillsteeley.com for more resources


        Welcome to the collective. Let's dive in.

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