Strategy Amid Uncertainty: Craig Thompson, CEO, GVMH

Transcript

CHAD MULVANY

On today’s episode of “Achieving Health,” I’ll be joined by my colleague Jean Nyberg and special guest Craig Thompson, CEO of Golden Valley Memorial Healthcare. They’ll explore insights on maintaining strategic agility in a shifting industry environment. Stay tuned.

ANNOUNCER

This is “Achieving Health,” a podcast from Forvis Mazars, where we delve into the topics that matter most to healthcare organizations across the continuum of care. Our goal is to help you navigate the dynamic healthcare landscape and achieve health at your organization. Here’s your host, Chad Mulvany.

CHAD MULVANY

Welcome to “Achieving Health.” I’m Chad Mulvany, director in the Healthcare Practice at Forvis Mazars. Thank you for joining me.

For today’s episode, we have a special guest, Craig Thompson. Craig is CEO of Golden Valley Memorial Healthcare, a rural provider organization serving Clinton, Missouri, and the surrounding counties. He’ll be sharing insights on how he and his organization navigate strategic initiatives amid regulatory changes, limited resources, and the evolving state of the Rural Health Transformation Program.

I’d like to welcome Craig to the podcast, along with my colleague Jean Nyberg, a partner in our Healthcare Practice. Jean will be guiding the conversation. So, with that, Jean, I’ll turn it over to you to get it started.

JEAN NYBERG

Thank you. Chad. I’m excited to be here today with Craig and talk a little bit about what he has going on at his hospital, and also just a little bit about him. As a rural hospital in Missouri, they really have been innovative over the past several years, and I think that this discussion today will be really great for everybody that’s listening.

So, Craig, I’ve known you for a while, but let’s start with your background. You began your career in the clinical side as a physical therapist, and then eventually work your way through management and stepped in for a long-standing CEO. How does that transition shape your leadership style, and what did you learn along the way as you moved from the clinical to the management setting?

CRAIG THOMPSON

Well, hey, Jean, thanks for having me. I’m really excited to be here and share the story of GVMH and, I guess at this point, some of my background as well. So, you’re right, I’m a clinician by trade and by training and I’ve been with our organization, this June will be 30 years, and I’m a physical therapist.

I started here in the patient care setting and have had opportunities to do a few different things along the way. I served as our chief operating officer for close to 10 years, and I’ve been the CEO now for close to 10 years as well. And you’re right, I succeeded a long-tenured CEO, Randy Wertz, who had been with the organization for 28 years in that role.

But I think that’s one of the things that our organization does really well. We have a very formal process around succession planning. And there was really a two-year ramp period for me to assume my official duties as chief executive officer with the organization. And if you look across our entire leadership team and we’ve got formal processes around succession planning that helps us to grow and to groom talent to make sure that we’ve got the resources we need to lead the organization in the right way.

JEAN NYBERG

I actually have noticed that myself with your team. You guys have done a really nice job on succession planning with the leadership team, but also the board, I thought. You have a really decent board that you all have a lot of knowledge, and so that’s something that I’ve been really impressed with from your team.

CRAIG THOMPSON

Yeah, I think a big part of our success, obviously the board plays a vital role to any organization, but in our case, maybe even more so. Because we are an independent public hospital to some extent, we have had the good fortune of having a long-tenured board with the right amount of turnover and really thoughtful processes when that turnover occurs, to make sure we’re adding the right dynamic to continue to either fill a gap or add value along the way.

We just had, in the past couple of months, and Jean, you know our board well because you worked with Golden Valley really for years, BKD and then FORVIS, since the day the hospital opened its doors in 1972. But we had one board member, Bill Kelsay, who I really appreciate the opportunity to publicly thank for his service, after 43 years of service on our board finally decided, you know what? It’s time to for me to step away. He gave the board plenty of time to think through that, and then they were thoughtful about who they asked to fill the remainder of his role.

And then with that, we’ve had other board members who have been on 20 years, some who’ve been on 10 years. So, really a good mix in terms of tenure on the board, because we all understand that healthcare is such a unique beast of its own, it's hard to understand not only what we do, how we do it, but the financial components. Really difficult to understand that; I’m a CEO for now going on ten years, I don’t understand it most days. And it’s ever evolving, so having the benefit of history and understanding where we came from really, I think, helps to point direction of where we need to go.

JEAN NYBERG

Bill and the rest of your board really, they are really great. They’re one of the most astute boards, especially for an elected board, that I’ve ever worked with.

CRAIG THOMPSON

Yeah, we are very fortunate and that’s not lost on me. They devote a lot of time. It’s all volunteer work. But they do really work to educate themselves and they’re very engaged. And we’re very blessed because of that.

JEAN NYBERG

So, kind of staying on that topic, Craig, I’ve been able to see some of the strategic planning that you all have done over the years, but what is really your approach to strategic planning and how do you make it meaningful and also organization-wide, where you include the right participants to really make sure that you’re addressing all the needs of the organization?

CRAIG THOMPSON

We do have a really innovative approach to strategic planning, and let me start high-level and help everyone understand how we actually get our strategic plan, really down to every single individual who works in our organization. So, on a triennial basis, so every three years, we go through really a deep-dive strategic planning process. And then, in between that three-year cycle, we do annual updates to the to the strategic plan.

Now, I’m beginning to question whether or not a three-year cycle makes sense anymore because things are moving and changing so fast. But that’s what we’ve stuck with so far. So, every three years we do this really deep dive into strategic planning. We review a lot of data, both internal and external data, making sure we understand what the market looks like and understanding what both internal and external factors look like and where we’re either performing well or we need to increase performance. We take all that into account.

So, through that process we then create our strategic plan. And from that we create organizational goals annually. We create organizational goals that are tied to performance metrics so we can track our progress throughout the year and verify we’re hitting the mark. And if not, we, you know, devote resources to making sure we’re steering the ship the right direction to get back on track if we’re off track.

And then from those organizational goals, every department within our organization creates departmental goals that tie then to those organizational goals. And then we take it one step further. We have a process that we call “My Quality Commitment.” Every single staff member in our organization creates two or three personal goals at the beginning of our fiscal year that tie to their departmental goals, which are then tied to our organizational goals.

And in that way, no matter where you are or what you do in the organization, whether you’re the CEO, whether you work in physical therapy as a therapist, whether you work in environmental services, you can see how your daily activities contribute, then, towards organizational success because your individual goals, as you achieve those, help your department achieve departmental goals, and those departmental goals as they’re achieved help to achieve organizational goals. So, we have really great tie-in vertically from the organization all the way down to individual staff members.

JEAN NYBERG

I really like that, Craig. And thinking about accountability factors, that allows really everybody in the organization to be accountable in some way. And I don’t see that in every organization that I work with.

CRAIG THOMPSON

The other cool thing is, no matter where you are, what you do, you have direct line of sight in how what you do every day contributes towards organizational success.

JEAN NYBERG

I really like that. So, kind of staying there but, you know, expanding a little bit on that. So, you’re developing your strategic plan. How have you changed that with some of the ever-changing regulations that are coming out? You know, we have the Rural Health Transformation funding. We have the OB3, you know, how are you adapting that in real time if you have a three-year process?

CRAIG THOMPSON

Yeah. So, as I mentioned, I’m starting to question whether or not our process still works, but we do have a three-year deep dive. And then in the interim years, annually we do really a process to make sure that our strategic objectives still make sense based on what’s going on in the world around us, based upon what’s going on internally.

We know things change fast. So, it’s not like we set it three years and then step away from it. On an annual basis in the interim years we do updates to the plan to make sure that we are still tracking the right things, and we are still on track to really achieve our strategic objectives. So, we have some processes built in that allow us to be agile and nimble along the way.

JEAN NYBERG

Yeah, that makes a lot of sense. And I think most organizations have to be agile. You know, one thing that I also notice about you all is you are pretty financially disciplined, but yet you’re innovative, I think, too, and you’ve expanded services. So, you know, a lot of our clients, and especially in a rural setting, have not been able to achieve positive operating margins like you all have over the past several years.

How do you guys make those decisions to, you know, expand and go through strategic initiatives but still stay financially disciplined? How do you do that with your management team and also your board?

CRAIG THOMPSON

Yeah, I think for us, really being innovative and achieving those financial objectives go hand-in-hand. And, you know, our board is committed to making sure that we do everything we can, reasonably, to meet the healthcare needs of the communities we serve. So, I think part of that is understanding who we are and who we should be.

We want to do all the things we do really, really, really well. And we don’t want to overextend ourselves and do some things that maybe we shouldn’t that require resources that are going to be either hard for us to acquire or require us to provide the services that aren’t up to our standard. So, I think diligence around making sure we’re doing the right things, and we’re providing services that really do provide value to our community and provide value to the organization.

You know, like everybody, we’re trying to figure out how we balance the reimbursement and cost curve because we all know that costs continue to escalate and reimbursement at best is flat. But in our inflationary environment, flat is decreased reimbursement. So, you know, I think at times, and we’ve been guilty of this. And I know as I talk to colleagues in other, you know, similarly situated hospitals, we tend to maybe view things too narrowly.

And I’ll give you an example of that. You know, we offer birthing services and we have about 350 births a year in our organization. If you do the math, that’s not one a day. Now, some days it’s five and some days it’s zero. But across, you know, the course of a year, it’s around 350 births.

And, as a community hospital, that’s kind of core and central to who we are. But then 75% of all of our births are covered by Medicaid. We know that Medicaid as a payer doesn’t come anywhere close to covering our cost. So, if we were to just step back and look at birthing services from a financial standpoint, we’d all say, you know what,

I’m not sure it makes sense. But, if we take a more holistic view and recognize the fact that without those birthing services, we have a difficult time maintaining our DSH status, if we don’t maintain our DSH status, then it causes us to not qualify for 340B, which has a huge benefit to the organization in terms of our savings through our oncology program and then also through the 340B retail component.

We couldn’t survive, honestly, without 340B. But I think at times we take too narrow a view as an industry and we’ve had to really be disciplined, discipline ourself around making sure we’re doing things holistically so that we don’t make decisions that have repercussions or unintended consequences.

JEAN NYBERG

Craig, I’m glad that you said that. We’ve actually seen several clients here at Forvis Mazars that have kind of taken that narrow approach. And then the repercussions from the outlying things that happened from that, like losing 340B or just even a shift in certain patients not coming to the hospital anymore has been devastating to some of our clients.

So, I think that’s a really good point. So, kind of just shifting gears a little bit, one thing that I’ve noticed about Golden Valley is even though you are an independent hospital, partnerships and trying to coordinate throughout the state I think has been something that you guys have focused on, especially since you’ve taken over as the CEO.

How did your tenure as chairman of the hospital association maybe change how you thought about partnerships throughout the state? And then also, how is that benefiting you as we move into clinically integrated networks and the Rural Health Transformation funding? How are you approaching this as a health system?

CRAIG THOMPSON

You know, I think we’ve come to the realization that it’s better to be collaborative than competitive. And even as we look at entities that we share service area with and maybe even overlap some, you know, as a rural healthcare provider in, you know, a rural provider in Missouri, and I suspect this is true of other rural providers in other states, you can fight over all the scraps you want, to be honest, but they’re kind of scraps.

And so, if you lose a little market share in your fringe area or gain a little market share in your fringe area, are you really gaining much or are you really losing much? The reality is probably not. We all have a core service area that we need to provide care to and that core service area is really what helps us be successful and who relies upon us most, those fringe areas, people have choice.

They’re going to make the choice that’s best for them at the time. You want to be the right choice, but in the end, there’s probably not enough there for anybody to feel like their success or failure depends upon those margins. So, with that, we’ve come to the realization it’s better to be collaborative and we have started to, over the past few years, share services with those other facilities who overlap our service area.

You know, 10 years ago, we never would have thought of that. We would have thought of building walls. And instead, now we’re creating highways back and forth because in many cases, especially for rural hospitals like ours, we need fractional care. And I’ll give you an example. We employ four general surgeons. We don’t always need four general surgeons. There are times we need four general surgeons, but we certainly need four general surgeons when we talk about splitting up calls so they can have a lifestyle that’s worth living as opposed to really putting too much pressure on someone to have to, you know, really succumb to the work environment at the expense of their family and lifestyle environment.

So, with that, we’ve started to share general surgeons now with other facilities, facilities who don’t have that same call requirement and don’t really have full general surgery needs but do want to be able provide some of those general surgery services within their communities. We want to facilitate those communities having access to that care. And then fractionally it helps us because we’re not having to foot the full cost of that general surgeon so we can share with neighboring facilities. They get what they need. It helps us to cover our cost and control our cost by reducing the cost for the services that we also need.

JEAN NYBERG

I will say I haven’t seen that with too many of our other rural providers, and so I think that really is a unique and collaborative approach that you’ve taken on. Have you gotten much pushback from the providers as you have suggested this or asked them to do this?

CRAIG THOMPSON

You know, yes and no. And at times, for someone who has an ingrained busy practice, there really isn’t the opportunity to do so. But as we recruit additional providers, it’s part of the initial recruitment discussion. And because it’s introduced early on in the process and really kind of created as an expectation, there really isn’t any push back.

And they’re very open to that. And even, there are other times they understand that some of these outreach opportunities help to build their core practice as well, because in many cases, when we are providing some of these outreach services to other entities, it’s the same thing we’ve done in reverse for years. For years, we didn’t we didn’t have full-time cardiology coverage.

There was one of the health systems in Kansas City provided us part-time cardiology coverage. Transition to now, we’ve grown and have, you know, a more than full time demand and have more than full time service there. So, we are the beneficiary of those outreach services. So, we’ve seen it on the opposite side. And now we want to play a part in providing those outreach services on the delivery side as well.

And from the provider standpoint, I think one of the things that’s come to bear is, you know, think about surgical robotics. You know, 10 years ago there weren’t many rural hospitals in the country that had a surgical robot. That’s changed over time. Now, more and more rural hospitals have a surgical robot. We have a surgical robot.

And the reason we have a surgical robot is because we are all getting to a point where we’re not able to recruit physicians out of residency without that tool being available to them, because that’s what they train on. And if we’re going to provide the best care to our community, we have to have the best tools for our physicians.

Some other hospitals may not be as positioned or may not have the need to have a robot there full time. So, can we provide outreach services for these physicians and surgeons specifically to do and provide surgeries and care within the scope of what that hospital offers? And then for those things that they can’t do there locally, those patients who have an established relationship now with this physician can follow those physicians back to our facility for that extra care, or more specialty care, but then go back home afterwards.

So, I think it’s really symbiotic to some extent. And you mentioned, not everybody is open to that collaboration. If you look at Missouri’s plan around the Rural Health Transformation Program, there is a big emphasis on collaboration.

So, I think we’re going to see more and more incentive to be collaborative in this manner, on a regional basis, to make sure that all hospitals, other healthcare providers within the rural parts of the state, are collaborative and collaborating in a manner that does help to reduce cost and right-size service delivery.

JEAN NYBERG

I think that’s great, Craig. And like I said, I actually do wish more hospitals would take that similar approach because I think it would actually help all of the patients.

CRAIG THOMPSON

You know, I think, before we go on, I think one of the challenges there is we’re all struggling to recruit and we’re all struggling to attract providers. So, I think there are maybe more hospitals who want to take that approach. But it’s hard because, first, you’ve got to satisfy your own needs before you can help extend a hand to others in the region.

JEAN NYBERG

So, with the Rural Health Transformation Program, Craig, how do you feel like this could maybe help with some of these initiatives that you’ve already started at Golden Valley? What are you looking forward to trying to collaborate more with you with other providers?

CRAIG THOMPSON

You know, when you look at Missouri’s plan around the Rural Health Transformation Program, Missouri did a fabulous job with their application to CMS, and kudos to the state and Director Bax; they put forth a very competitive application, I think received the ninth highest award in the country, even though Missouri, from a rurality standpoint, is about 20th to 21st, and Missouri’s first-year award is $216 million.

So really, in excess of the $200 million that they had applied for. Now the challenge is going to be Missouri’s got around 2.5 million rural residents. So, if you do the math, and you’re good at math, Jean, that’s about $83 per head for rural residents in the state of Missouri. It’s hard to be transformational if you break it out into $83 per head across a state.

But, if we can make strategic investments, then I think we can start down the path of being transformational. And I think if we look at some of the desires the state has around this program, around interoperability, around implementation of technology, around workforce shortages, you know, collaboration and partnerships help to get at workforce shortages, again, because especially in the rural world, we may need fractional components.

So, how do we collaborate around making sure we’ve got coverage for all the entities within a certain geographic area? From the technology component, you know, how do we look at opportunities for single-instance systems, whether that be a PACs system that is single instance; vendor neutral, so that we can all really buy a license for a product that we all need instead of every hospital within the state buying their own PACs.

How can we all partner and essentially share in the cost of that? The same thing is probably true with EMR, but certainly other third-party systems that come into play. And I do believe the Rural Health Transformation Program can help facilitate those discussions and identify opportunities for both cost savings, and more importantly opportunity for access to technology that some of us might not have otherwise.

JEAN NYBERG

There’s several things that I like that you said here, Craig. I just wanted to spend a few minutes highlighting something that you said to me the other day, too, that really kind of took me off guard. $83 per head, and that’s really not very much money.

CRAIG THOMPSON

Really is not. Yeah, yeah. And I think, from a policy standpoint, here’s what I worry about. I was in D.C. a couple of weeks ago and I met with the entire Missouri delegation. I met with Senator Hawley’s office. I met with Senator Schmitt’s office. We’ve got a great relationship with Congressman Alford and his office.

And I spent time with Ways and Means staff. Congressman Jason Smith’s the chair, Ways and Means. And they all asked me about the Rural Health Transformation Program. Every one of them. And to some extent, I felt like there was a desire to take a victory lap. They wanted to say, look, we took care of you.

Don’t forget, we took care of you. But I was quick to point out it’s $83 a head. It’s $1 billion over five years. Seems like a lot of money, but it’s not really that much money. And how transformational can we be? So, I think we have to remind policymakers you’ve kind of put your finger in the hull of a leaky ship, and there’s still three more leaks on the other side of the ship’s hull that we got to figure out a way to plug.

And I do hope that over this five-year period, and we all own some of this, there needs to be serious discussion around what real reform looks like for rural healthcare. You know, there was a reason that during deliberation around, you know, One Big Beautiful Bill, OB3, H.R. 1, I don’t know what we’re supposed to call it today, but there was a reason that this Rural Health Transformation plan came forward.

And I really appreciate Senator Hawley from Missouri as really championing that cause. There’s recognition that the path forward for rural providers is a challenge. That challenge doesn’t go away because of the Rural Health Transformation Program. I think it can help address some of the systematic and structural concerns we’re all dealing with, but it doesn’t fix the problem. It just maybe delays the inevitable if we don’t create real reform.

JEAN NYBERG

The other piece that, I know you keep talking about fractional components, I really like that terminology, though, and I think that it also applies not to just health systems, but all the other types of healthcare providers in the rural setting.

How are you prepared to work with the local FQHC or, you know, the behavioral health organization or the ambulance district as transportation is a big issue for a lot of organizations, especially in a rural area. How do you see that coming about as you all work through the Rural Health Transformation Program funding?

CRAIG THOMPSON

Yeah, I think that’s really one of the things that we have to figure out, honestly. Because, you know, while we already have established relationships with all of those entities, I think this Rural Health Transformation Program incentivizes us to really double down on those relationships and facilitate those conversations. How can we partner for the better good, and what is it we can all do to collectively benefit from these resources that now exist?

You know, we have initiated some of these conversations internally with collaborators within our service area, even prior to this Rural Health Transformation plan being announced. Partly because the state of Missouri created a pilot program that they’ve labeled TORCH, Transformation of Rural Community Health. They identified six rural hospitals across the state to really create a hub-and-spoke model.

We were one of the six hospitals. And then the state really modeled their Rural Health Transformation Program application around that TORCH pilot that they had already initiated, just on a larger scale. So, we had already started to have some of these conversations about how can we better partner, what type of health needs exist in the communities that are either unmet or not fully met, and what can we all do to play a part in addressing those?

And then how can we all benefit by making sure that we do so in a manner that makes sense for all parties involved. And so, we share a parking lot with an FQHC. We also share a parking lot with the largest behavioral health provider in the state of Missouri. Yet we are dying to have more behavioral health coverage.

And we’re trying, we’ve been trying for years to figure out how we do a better job from a behavioral health standpoint. Well, for us, we needed to do a better job of looking across the parking lot and bringing everybody to the table. They wondered why they didn’t have more time in our building. We’ve always wondered why they didn’t have more time in our building.

So, guess what? Now they have more time in our building. But I think absent someone saying that out loud, that never would have happened. And I believe that this Rural Health Transformation Program allows for those conversations now to be had out loud and forces some of those conversations that we’ve all sat back and wondered about to really now occur.

JEAN NYBERG

I think that’s very encouraging, truthfully, because we see a lot of the fragmentation from our purview. And so, the idea that everybody can sit at the table and know who they are, but also cross lines to make everything better, I think it’s fantastic. I hope that that is where rural health transformation goes to in the next few years. You guys have a big job, though.

CRAIG THOMPSON

It’s a big job, and I think one of the challenges we’ll all have, and I know it’s, when you look at Missouri’s plan, anyway, one of the objectives is to reduce duplication of services. And that gets hard. And that’s a hard conversation because if someone who’s in your general geographic area and, you know, similarly situated, and you start to talk about, okay, if we’re going to reduce duplication, where does that duplication decrease?

Is it your place? Is it my place? Is it that place? No one wants to give up what they’re doing. Everyone wants to do everything they can to support the needs of their communities. But maybe there’s a way to collaborate and share those services. And, you know, we were very fortunate. One of the things that’s been, I think vital to us in terms of our financial performance is our ability to pursue alternative funding.

And we were very fortunate to have received a grant from the Patterson Family Foundation that allowed us to buy a 36-foot RV. And within that RV, we’ve placed a 3D mammography machine. You know, we’re no different than any other part of Missouri. Access is difficult and breast cancer is one of those things we all know. Screening, if it occurs, and you catch that cancer early, you have the best possible outcome because that screening has caught that cancer early.

For any cancer, early detection is key to a good outcome. There’s a hospital not very far away from us that doesn’t offer mammography services. So, we are going to be able to send this 3D mammography machine to that community to provide now local access to that care. Some of those individuals were already driving to our facility, but that’s not the right thing to do.

And we know if we send this service to that community, it will have greater uptake as well. So, I think as we start to consider what does duplication mean? We ought to think about what does sharing a service mean as well. And hopefully that will help all of us kind of work towards what’s best for the whole, as opposed to what’s best for me.

JEAN NYBERG

I like that, you know, one of the things that comes up a lot whenever I’m talking to clients is really the transportation issue, and you’ve kind of taken the transportation issue out of that scenario by taking it to them without a lot of additional effort, other than just being a little bit creative, truthfully, and working with other providers and the hospital.

CRAIG THOMPSON

You’re right. Yeah, yeah. You know, it’s like in sports, the most important aspect of ability is availability. That same thing applies to healthcare, if the service isn’t available, it’s hard to have the right outcome.

JEAN NYBERG

So, Craig, just kind of in final thoughts here, what advice would you give somebody else in your shoes as you’re navigating the next couple of years through the Rural Health Transformation Program, as a CEO of an independent rural hospital that’s growing? You know, what’s a couple of great pieces of advice?

CRAIG THOMPSON

You know, I think if I were going to give advice to anyone it’s know your neighbors and form relationships, both locally and regionally, because there’s real value in understanding and learning from both your peers locally and your peers across the state. We spend a lot of time networking with organizations that look similar to us, but maybe not exactly like us because we don’t pretend to know or pretend that we know everything, and don’t pretend that we do everything perfectly.

But someone out there has figured out a solution to a problem you have, and we’re all really struggling with limited bandwidth, limited personnel, limited resources. So, why reinvent the wheel when someone’s already identified that solution? So, that would be my first suggestion. My second would be, you’ve got to be involved in advocacy. You’ve got to spend time with elected officials at both the state and the federal level.

We have real challenges in front of us, but if we don’t speak up, those challenges won’t be addressed. The more we speak up, the more likely we are to see those challenges addressed and addressed in a manner that we believe provides a path forward.

JEAN NYBERG

Those are two great pieces of advice, Craig, and two that I think are difference makers probably for your organization as I’ve seen you all operate over the years. Whether it's getting a group of hospitals together to talk about your EMR and how each one of them is using it just to make everybody on the same page, or how they can identify issues and troubleshoot.

And also advocacy. Advocacy is so important. As one of the largest employers in your area and how important the hospital is for an economic driver for you all in the community, I think educating the Congress members, the congressmen is very important, especially in today’s environment. So, I think those are two great nuggets from our conversation today.

I think we’re about out of time, Craig, but I want to say thank you for your time and really enjoyed the insights that you provided today.

CRAIG THOMPSON

Thanks, Jean.

CHAD MULVANY

I’d like to thank Craig and Jean again for joining today’s episode. I also want to thank our listeners for tuning in and following “Achieving Health” wherever you listen to podcasts. If you want to learn more about the topics we discussed here, be sure to check out the show notes for related content and information about how to get in touch with me and the team at Forvis Mazars.

I’ll be back next Wednesday, April 15, with the next round of “Washington Watch” updates. Until then, here’s wishing good health for you and the communities you serve.

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