Kenneth Waller, Chief Executive Officer of Norwalk Community Health Center

Summary

Becker’s Healthcare Podcast: Kenneth Waller, CEO of Norwalk Community Health Center

Date: September 4, 2025
Host: Laura Dyrda
Guest: Kenneth Waller, Chief Executive Officer of Norwalk Community Health Center

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Episode Overview

This episode spotlights Kenneth Waller’s leadership at Norwalk Community Health Center, offering insight into the current challenges and growth opportunities for federally qualified health centers (FQHCs). Kenneth discusses the impact of new healthcare partnerships, strategies for workforce development and retention, technology integration, and leadership principles necessary for continued thriving in rapidly evolving healthcare landscapes.

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Key Discussion Points & Insights

1. Introduction and Background

• Kenneth Waller’s Experience:
  • Over 20 years in the social safety net environment, with experience in both acute and ambulatory care settings.
  • Committed to serving vulnerable populations and excited to lead Norwalk Community Health Center (00:44).

“I’ve worked in the social safety net environment for over 20 years, Laura ... just thrilled to be in the space.”
— Kenneth Waller (00:44)

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2. Recent Successes and Partnerships

• Entry of Northwell Health:
  • Northwell’s entry into the market is seen as a tremendous asset, bringing resources and new capabilities to the region.
  • The partnership is expected to benefit the local community, particularly by supporting expansion and care redesign efforts.
  • Emphasis on collaboration with community partners to expand primary care and subspecialty services, and to design care models responsive to local needs (01:18–02:11).

“Having Northwell Health enter into our market and the capabilities that they bring ... is really going to be impactful.”
— Kenneth Waller (01:18)

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3. Community Stakeholder Engagement

• Broad Consultative Approach:
  • Inclusion of local legislators, clergy, and nonmedical community-based organizations to assess needs and co-design solutions.
  • Attention to uncertainties at the federal level and their local impact, particularly for underserved and undocumented populations.
  • Proactive efforts to divert nonurgent cases from ERs by strengthening primary care access (02:42–03:46).

“We’re talking with our community stakeholders ... about what the needs are and looking at all the different uncertainty and challenges that are happening at the federal level...”
— Kenneth Waller (02:42)

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4. Top Organizational Priorities

1. Workforce Development:
   • Addressing clinician shortages by fostering pipeline programs and organizational culture.
2. Mission Sustainability:
   • Exploring new revenue streams and developing services that align with local care needs.
3. Technology Integration:
   • Using digital tools, such as telehealth, to improve access and efficiency (03:58–04:58).

“Workforce development is an important priority ... [also] the sustainability of our mission ... and infusing technology to improve efficiencies...”
— Kenneth Waller (03:58)

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5. Workforce Trends and Retention Strategies

• Organizational Culture:
  • Prioritizing work-life balance for providers and engaging them in decision-making processes.
• Results:
  • Achieved a provider turnover rate below 1% year-to-date, boosting both continuity of care and patient outcomes (05:25–06:37).

“Year to date, we have a below 1% turnover rate among our provider group. And so that has really been helpful ... improving continuity of care ... which ultimately foster[s] better outcomes…”
— Kenneth Waller (06:13)

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6. Opportunities for Growth

• Predictive Analytics:
  • Envisions leveraging analytics to predict and prevent chronic illnesses.
• Telehealth & Population Health:
  • Sees remote patient monitoring and technology-driven care as essential for timely and efficient service delivery, especially given workforce shortages.
• Technology Ubiquity:
  • “Technology, technology and more technology” cited as the prevailing future force (06:58–08:09).

“Predictive analytics is something that I would love for us to be engaged in, and I think that is going to be the future.”
— Kenneth Waller (06:59)

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7. Technology Implementation Approach

• Assessment Process:
  • Assessing current environment and identifying capability gaps.
  • Selecting vendors whose software integrates with the existing EHR system and aligns with clinical workflows.
  • Careful budgeting for implementation (08:45–09:21).

“We’re looking at where the gaps are ... finding vendors that have the software that can integrate with our existing technology ... and [making] a budget that makes sense for us.”
— Kenneth Waller (08:45)

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8. Leadership for a Thriving Organization

• Creative, Nimble Leadership:
  • Emphasis on anticipating trends, organizational flexibility, and mission alignment.
  • The ability to pivot and adapt to changes cited as critical for ongoing success (09:40–10:17).

“Creative leadership is going to be important ... remaining nimble so that you have the opportunity to pivot when things do change ... and having ... people who are aligning with the mission...”
— Kenneth Waller (09:42)

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Key Quotes

• On Partnerships: “Having Northwell Health enter into our market ... is really going to be impactful.” (01:18)
• On Workforce Retention: “Year to date, we have a below 1% turnover rate among our provider group.” (06:13)
• On Growth Areas: “Technology, technology and more technology.” (07:51)
• On Leadership: “Creative leadership is going to be important ... remaining nimble ... and having an organization and people who are aligning with the mission...” (09:42)

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Notable Moments & Timestamps

• [00:44] — Kenneth’s career background and organizational commitment.
• [01:18] — Northwell Health’s partnership and expansion strategy.
• [03:58] — Top three organizational priorities outlined.
• [06:13] — Remarkable provider retention rates discussed.
• [06:58] — Kenneth predicts the future impact of analytics and technology.
• [08:45] — Stepwise approach to selecting and implementing technology.
• [09:42] — Attributes needed for successful healthcare leadership in coming years.

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Takeaways

Kenneth Waller’s leadership at Norwalk Community Health Center demonstrates a nuanced approach to modern healthcare challenges—by building strong partnerships, engaging deeply with community stakeholders, prioritizing workforce stability, and investing in technology. His perspective underscores the critical role of creative, mission-driven, and adaptive leadership in elevating care delivery for underserved populations.

Transcript

[A]

This is Laura Dirdo with the Beckers Healthcare Podcast. I'm thrilled today to be joined by Kenneth Waller, Chief Executive Officer at Norwalk Community Health Center. Kenneth, it's a pleasure to have you on the podcast today.

[B]

Thank you for having me, Laura.

[A]

Now, I'm excited for our conversation because I know there's a lot going on in healthcare right now, and it's truly a transformational time on a variety of fronts. And your leadership of a federally qualified health center is something that is so important within the broader healthcare ecosystem and community. So many across the country are trying to figure out, figure out and navigate very real challenges, as well as take advantage of those opportunities. So I'm excited to hear your perspective. But before we dive in, could you introduce yourself and tell us a little bit more about Norwalk Community Health Center?

[B]

Yes. Thank you so much. I've worked in the social safety net environment for over 20 years, Laura. I've been really much engaged in the work and I'm very excited to be doing this. So I come with a lot of experience in both the acute setting and the ambulatory setting, but mostly working in the social safety net environment and just thrilled to be in the space.

[A]

That's amazing to hear. Now, from your perspective, what's the biggest winner, success story from the last year or so?

[B]

I think having Northwell Health enter into our market and the capabilities that they bring and the resources that they bring is really going to be impactful. And so we're very excited to have them join us as a partner as well as to be in our catchment area. So we're very excited to have them. I think another thing is that we are really working very closely with our community partners to map out opportunities to grow our outpatient primary care subspecialty footprint. And that has really been a rewarding process for us because we're able to touch more lives and we're able to really get input from our community to help us design care models that really meet the needs of the patients in our catchment area.

[A]

Absolutely. That makes a lot of sense. And, you know, great to hear that Northwell coming into the market could be such a support system for us community partners. Now, when you think about figuring out how you can expand that access to care and really redesign those care models, what does that look like to you? If we're digging one bit deeper in here, how do you see those conversations playing out with your broader leadership team and then apply it across the organization?

[B]

Yeah, I think, you know, we're talking with our community stakeholders that's that's everybody, right? That's the local legislators, that's speaking with the clergy and other non medical community based organizations, getting in a room and having those conversations about what the needs are and looking at all the different uncertainty and challenges that are happening at the federal level and trying to figure out a clear map that will help us one, to sustain our organization and our mission, but also to identify opportunities within this uncertainty on how we are going to take care of the broader community. And that is the undocumented community that are really in need of services and really, you know, trying to make sure that our local hospital emergency departments are not negatively impacted with the inflow of patients who can no longer access care at the community health center level.

[A]

Got it. That makes a lot of sense and you know, certainly something to keep close, close eye on. And you know, I'm curious, overall, what are the top two to three issues that you're focused on right now? What takes up most of your time and attention?

[B]

Yeah, I think workforce development is an important priority for us. That's important because we know that there is a shortage of clinicians and that we need to be really trying to create that pipeline so that we can ensure that we have folks and talent needed to provide care. That's top of mind. The other one, as I mentioned earlier, is the sustainability of our mission is how do we create an environment to continue our mission through developing new revenue streams and looking at ways to create services that align with the care demands within our catchment. And the last and probably the most important is infusing technology to improve efficiencies as well as getting folks timely access, whether it's through virtual or telehealth care. So those are the three things that I think are top of mind for us as we, as we advance this work.

[A]

Absolutely. I think that makes a lot of sense and you know, really matches the trajectory of so many organizations that I hear from on a daily basis. And I'm curious, when you think about especially that workforce development, what have you noticed in terms of trends right now? What is working well to attract new talent and retain them or how do you really see the environment transforming to meet the needs of the care team?

[B]

Yeah, it's multifaceted, Laura. I think having a good organization culture, creating the work life balance opportunities for providers is going to be mission critical because of the shortage. And providers and clinicians alike, they have opportunities. And so the goal for us is to really look at ways on how do we engage with our provider group, how do we engage with our clinicians to create this environment where we could retain them. I think work, life balance. And again, having them in the room when we're making decisions has really helped us in a big way. We've had really good success at retaining and recruiting providers and clinicians. Year to date, we have a below 1% turnover rate among our provider group. And so that has really been helpful at us establishing patient loyalty and improving continuity of care with our patients, which ultimately foster better outcomes, medical outcomes for our, for our patient community. So those are some of the things that we're doing.

[A]

That's great to hear and, you know, really I appreciate you double clicking there. You know that the blue 1% turnover rate in the provider group is really something to be proud of and just an amazing place to be. So great to hear. And when you look in the future too, what are some of the big opportunities for growth that you're seeing over the next few years?

[B]

Yeah, I think predictive analytics is going to be important because it's really going to help us try to look at ways on how we can better serve patients to prevent, you know, oncoming chronic illnesses. So I think predictive analytics is something that I would love for us to be engaged in, and I think that is going to be the future. I also think that telehealth and virtual care and patient remote monitoring combined with population health management is going to be very impactful. These things are really important because again, focusing on the decreasing workforce when it comes to providing care in terms of clinicians, we need to be proactive, looking at ways to infuse telehealth and virtual care and overall technology to help us ensure that we're getting patients timely access. And I think last and probably least is the Internet itself and the medical things that are happening in that space to really create an environment so that patients can get access. Technology, technology and more technology.

[A]

Absolutely. No, that makes a lot of sense. And technology I know is very much being more integrated into aspects of the healthcare system, especially with the data analytics and artificial intelligence coming in in a really meaningful way. But I know, you know, it takes a lot of time, effort and resources in many regards to bring in new technology. What is your process for doing that? How do you make sure that, you know, you are bringing in a new technology or implementing something that's going to be meaningful given how many different opportunities and options there are out there?

[B]

Yeah, we're assessing our environment. We're looking at where the gaps are in our overall capability in terms of technology, and then we're going to market. And we're finding vendors that have the software that can integrate with our existing technology, which is currently our electronic health record, but also looking at ways on how it can align with the way we practice, care with our patients. And then we also put together, obviously, a budget that makes sense for us in order to do those make those purchases.

[A]

Got it. That makes a lot of sense, and it sounds like a smart way to go about things. Before we wrap up here, I'm curious, what will it take to lead a thriving organization over the next five years, especially given some of the challenges we've talked about, as well as the technology and how things are evolving so quickly within the healthcare space?

[B]

Yeah, I think creative leadership is going to be important. I think being able to really stay out in front of all the different trends that are happening in the healthcare sector and remaining nimble so that you have the opportunity to pivot when things do change, and having an organization and people who are aligning with the mission and I think those things combined will help a healthcare organization continue its mission and continue to move forward.

[A]

That makes a lot of sense. Kenneth, thank you so much for joining us on the podcast today. This has been a really fun conversation. I've learned a lot, and certainly it's inspiring to hear you talk about all the things that you're doing at Norwalk Community Health center. And I look forward to seeing you at the CEO CFO Roundtable as well in November. I think it'll be a great opportunity to reconnect and just share among so many executives from across the country.

[B]

You bet. Laura, thank you so much for having me.