Promising Health Center Practices - NACHC...Oct 19, 2020 · Using an online tool, Unity Health...

Promising

During COVID-19

Health CenterPractices

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© 2020 National Association of Community Health Centers. All rights reserved. | September 2020

Promising Health Center Practices During COVID-19

© 2020 National Association of Community Health Centers. All rights reserved. | September 2020 2

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Table of ContentsCOVID-19 Response Coronavirus Response Team ................................................................................................................................................. 5 Quick Response Team to Launch Telehealth .................................................................................................................. 5 COVID-19 Task Force to Reorganize Business Operations ........................................................................................ 5 Pivot to Telehealth .................................................................................................................................................................... 5 Primary Care Transformation to Telemedicine ............................................................................................................... 6 Rapid Implementation of Telehealth ................................................................................................................................. 6 Paw-Paw Patch Incubator for Innovative Ideas ............................................................................................................. 6 Shifting Telehealth from an “Acceptable Solution” to“Meaningful Standard” ................................................... 6

Policies and Protocols COVID-19 Protocols and Procedures Resource Pack .................................................................................................. 6 COVID-19 Operational Guideline/Interim Guidance ................................................................................................... 6 COVID-19 Operational Procedure ...................................................................................................................................... 7 Training Policy and Procedures During COVID-19 ........................................................................................................ 7 Policy and Procedures Manual for Telehealth ................................................................................................................ 7 COVID-19 Testing Protocol .................................................................................................................................................... 7 Telehealth Billing and Coding Summary Sheet ............................................................................................................ 7

Transformed Workflows Hi-RiskTriage&TelehealthWorkflows,Scheduling,andPolicy ............................................................................. 8 In-House Telehealth Visit ....................................................................................................................................................... 8 TelehealthWorkflow(BetancesHealthCenter) ............................................................................................................. 8 TelehealthWorkflow(FoothillsCommunityHealthCenter,Inc) ............................................................................. 8 Express Triage Services with a Focus on Continuity of Care .................................................................................... 8

Drive-Through & Curbside Services COVID-19 Drive-Up Testing .................................................................................................................................................. 8 Drive-ThroughHbA1CTesting(CommunityHealthofSouthFlorida) ................................................................. 9 Drive-ThroughHbA1CTesting(SandhillsMedicalFoundation,Inc) ..................................................................... 9 Curbside Healthcare ................................................................................................................................................................. 9 Curbside Prescription Delivery ............................................................................................................................................. 9 Drive-up Service Signs ............................................................................................................................................................ 9 MobileSprinterVans(MakingOfficeVisitsaDinosaur) ............................................................................................ 9



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At-Home Care Monitoring Vital Signs at Home .......................................................................................................................................... 10 Telehealth Home Visit Program: Idea in Development .............................................................................................. 10

Integrated Care: Behavioral Health & Pharmacy Behavioral Health Department Zoom-Based Walk-in Service ................................................................................. 10 WarmHandOffwithBehavioralHealthorPharmacy ................................................................................................ 10 IntegratedHuddleswithPharmacyStaff ......................................................................................................................... 10

Dental Care Dental Department Strategic Plan ...................................................................................................................................... 11 Combined Telemedicine Well Child Care and Dental Recall Visits ........................................................................ 11 Pediatric Prevention Dental Program ................................................................................................................................ 11 Phased Dental Policy for Emergency Care ...................................................................................................................... 11 Reopening Dental Services .................................................................................................................................................... 11 Key Hygienist Role in Teledental Services ........................................................................................................................ 12 Learning to Enhance Teledentistry ..................................................................................................................................... 12 Teledentistry to the Rescue ................................................................................................................................................... 12 Teledentistry for Technology-Restricted Patients ......................................................................................................... 12

Health Information Technology EHR COVID-19 Symptom Tracker: A Game Changer ................................................................................................... 12 COVID-19 Testing Dashboard .............................................................................................................................................. 12 Data & Analytics: COVID-19 Response Dashboard ..................................................................................................... 13 RiskStratification:Telehealth&DirecttoPatient(D2P)Encounters ..................................................................... 13 Script for Assessing Patient Telehealth Capability ........................................................................................................ 13 TytoCareAppWorkflowMap ............................................................................................................................................... 13 ProcedureTemplateforDirect-to-Patient(D2P)Encounters ................................................................................... 13

Social Determinants of Health Expanded Social Determinants of Health Programs ................................................................................................... 14 Collaborative Programming to Improve Hypertension .............................................................................................. 14 Free Food Delivery .................................................................................................................................................................... 14 Supporting Unstably Housed & Justice-Involved Patients ....................................................................................... 14

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Patient Communication & Outreach Instructional Guide to Using WELL Texting ..................................................................................................................... 14 Using CareMessage to Decrease No Show Rates ........................................................................................................ 15 Tools to Help Medical Assistants with Patient Recalls ................................................................................................ 15 Patient Outreach to High Risk Patients ............................................................................................................................. 15 Advertising Mobile Testing and Telehealth at Health Centers ................................................................................ 15

Staff & Organizational Communication Virtual Town Hall Meeting ..................................................................................................................................................... 15 Leadership Communication during COVID-19 .............................................................................................................. 16 Daily COVID Update Newsletter .......................................................................................................................................... 16 Primary Care Association-led Learning Conversations .............................................................................................. 16 Article: The Vital Role of Health Centers During the COVID-19 Pandemic ......................................................... 16

Personnel PartneringtoServe911OverflowCalls ............................................................................................................................ 16 ReassigningStaff&Resources ............................................................................................................................................. 16 Return to Work Safety Plan for Employees ..................................................................................................................... 17 Hazard Pay .................................................................................................................................................................................... 17 Emergency Paid Leave Process ............................................................................................................................................ 17 COVID-19: Coping with the New Normal ........................................................................................................................ 17 Self-Care Strategies Focused on COVID-19 & Racism ............................................................................................... 17 PrioritizingSelf-CareforProvidersandStaff .................................................................................................................. 17 Self-Care Initiative: Joy in Work ........................................................................................................................................... 18 Mobilizing In-Kind Support for Healthcare Workers ................................................................................................... 18

Safety and Infection Control Epidemic Infection Prevention for CBO’s ......................................................................................................................... 18 Preventive Measures for COVID-19 ................................................................................................................................... 18 COVID-19 Safety Measures ................................................................................................................................................... 18

Table of Contents continued

© 2020 National Association of Community Health Centers. All rights reserved. | [email protected] | August 2020© 2020 National Association of Community Health Centers. All rights reserved. | September 2020 5

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COVID-19 RESPONSE Coronavirus Response Team - Heart City Health CenterAnewCoronavirusResponseTeam,headedbytheChiefMedicalOfficer,wascreatedtodevelopandcommunicate plans and divide the location into two sections: one dedicated to “COVID Visits” and another to“WellVisits.”DedicatedstaffweredeployedtoCOVIDserviceswithconsiderationforlimitedpersonalprotectiveequipment(PPE)resources.Telehealthanddrive-byserviceswereimplementedaswell.Meenakshi Gupta ● Chief Medical Officer ● [email protected]

Quick Response Team to Launch Telehealth - Heart of Florida Health CenterAquickresponseteamwithadministration,clinical,finance,andITstaffassembledanddevelopednewtelehealthservicesusingtheclinic’sexistingtechnology.TheteamconfirmedHIPAAcompliance,trainedproviders,assessedpatientcapabilities,andestablishednewbillingprocedures.Withinthreeweeks,telehealthvisitsincreasedby30%withagreatlevelofflexibilityforallusers.Jamie L Ulmer ● Chief Executive Officer ● [email protected]

COVID-19 Task Force to Reorganize Business Operations - Friend HealthFriend Health created a COVID Taskforce in early March to quickly consolidate and reorganize business operations.TheystrengthenedtheircallcenterwithatrainedCOVID-19TriageTeam,developedtenttriagestationsoutsideseveralcliniclocations,enhancedbehavioralhealthandcrisisservicesthroughtelehealth,andsupportedstaffwithvirtualmindfulnessandmeditationservices.Thehealthcenteralsopartnered with the Illinois Department of Public Health and the University of Chicago Medical Center to offerdrive-up,mobile,andpop-upCOVID-19testingsitesinunderservedlocations.Allnewservicesweretrackedintheirelectronicrecordssotheycouldidentifyhigh-riskindividualswithcomorbiditiesandofferthem targeted care.Rod Kaup ● Quality Director ● [email protected]

Pivot to Telehealth - Family Health Centers of Southwest Florida, Inc.Injustsevendays,FamilyHealthCentersofSouthwestFlorida,Inc.,pivotedtotelehealth.Within30days,telehealthwasfullyintegratedinthehealthcenter’scaremodel.Theyfirstidentifiedbilingualprovidersforpediatricandadultmedicineand purchased 10 cellphones loaded with Facetime and What’s App. They established an appointment template and added COVID-19 diagnosis and care procedure codes into “Favorites”. Then they advertised telehealth visits through their website and blast messages. The program’s success enabled them to add OB/GYN practitioners.Liz Donley ● Grant Administrator ● [email protected]


mailto:QualityCenter%40nachc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Erie-Daily-COVID-Update-Newsletter.pdfhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Coronavirus-Response-Team.docxmailto:mgupta%40heartcityhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_NACHC_eClinical-Works-Zoom-and-Telephones-for-Telehealth.pdfmailto:jamie.ulmer%40myhfhc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Strategic-COVID-19-Testing-in-Underserved-Communities.pdfmailto:rkaup%40uchicago.edu?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Pivot-to-telehealth.pdfmailto:esdonley%40hcnetwork.org?subject=



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COVID-19 RESPONSE CONTINUED

Primary Care Transformation to Telemedicine - Zufall HealthZufallHealthtransitionedtotelehealthserviceswithinoneweektooffercontinuousaccesstoprimarycare. Zufall’s leadership had laid the groundwork by investing in telehealth infrastructure even before the pandemic.Theyquicklyestablishedguidanceondocumentation,regulations,billing,andbestpracticeworkflowsandtemplate.Theytrainedsupportstafftohelpproviderstroubleshootandstayuptospeedwithregulations.Flexibleanddedicatedstaffallowedforextracommunicationandswiftaction.Rina Ramirez ● Chief Medical Officer ● [email protected]

Rapid Implementation of Telehealth - Greater Portland HealthGreater Portland Health created and launched a telehealth program within a span of 72 hours. Laptops andtabletswerepurchasedforbothprovidersandpatients.Staffdevelopedtelehealthtechnologytrainingmaterialsforpatients.Asaresult,telehealthisnowavailableforCOVID-19consultation,chronicdiseasemanagement,primarycarevisits,psychiatry,substanceuse,andmedicationmanagement.Ann Tucker ● Chief Executive Officer ● [email protected]

Paw-Paw Patch Incubator for Innovative Ideas - Unity Health CareUsinganonlinetool,UnityHealthCaresolicitedreal-timebestpracticesandinnovativeideasfromstaffrelatedtoCOVID-19.Submissionsspannedvirtualhealth,crisismanagementandresponse,workforcestrategies,andpopulationhealthmanagement.Achampionwasassignedtoeachideaorpracticeforfurther development and implementation.James Huang ● Director of Family Medicine ● [email protected]

Shifting Telehealth from an “Acceptable Substitution” to“Meaningful Standard” - Denver Health DenverHealthscaled-upandhasbeenevaluatingasustainable,integratedvirtualmodelthatsupportsthe Quadruple Aim. The health center’s evaluation of this model includes: patient experience surveys with highsatisfactionscores;populationhealthassessmentsenablingstafftofocusonoutreachanddisparities;costefficiencyassessmentsshowingacost-neutralstatuswithpromiseforincreasedrevenue;andcare-teamwell-beingassessments(81%ofprovidersreportedtelehealthimprovedtheirwork-lifebalanceand61%feltitreducedburnout).Jessica Wallace ● Physician Assistant ● [email protected]

POLICIES AND PROTOCOLS

COVID-19 Protocols and Procedures Resource Pack - Cabarrus Rowan Community Health ClinicsInthewakeofthepandemic,CabarrusRowanCommunityHealthCentersdevelopedtelehealthanda rapid testing program in the community. The protocols resource pack they developed includes comprehensivestepsfor:clinicvisits(forbothcurbsidecareandin-officecare);rapidsitetesting;deploying the mobile unit; and virtual preventive care services.Ritchie Anaise Glaspy ● Population Health/QI Manager ● [email protected]

COVID-19 Operational Guideline/Interim Guidance - Goshen Medical CenterTosharecrisismanagementmeasuresestablishedforpatientsoftheGoshenMedicalCenter,staffandpatients were given detailed instructions on evolving care delivery and cleaning practices. Services andlabswereonlyofferedoutsideratherthaninsidetheofficetoreducevirusexposure.Cleaningandequipmentprotocolswereestablishedand‘fittest’ofmaskswasoffered.Lynn Sanderson Hardy ● Risk Manager ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Primary-Care-Transformation-to-Telemedicine-in-Record-Time.docxmailto:rramirez%40zufallhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Rapid-Implementation-of-Telehealth.pdfmailto:atucker%40greaterportlandhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Paw-Paw-Patch-Incubator-for-Innovative-Ideas.docxmailto:jhuang%40unityhealthcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Shifting-Telehealth-from-an-%E2%80%9CAcceptable-Solution%E2%80%9D-to-a-%E2%80%9CMeaningful-Standard%E2%80%9D-.docxmailto:%20jessica.wallace%40dhha.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_CRCHC-COVID-19-Resource-Pack-.pdfmailto:rglaspy%40crchc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-19-Operational-Guideline_Interim-Guidance-.docxmailto:lhardy%40goshenmed.com?subject=



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POLICIES AND PROTOCOLS CONTINUED

COVID-19 Operational Procedure - Fairfield Community Health CenterClinicaloperationsatFairfieldCommunityHealthCenterwere quickly adjusted and explained in a 12-page procedural document. The ‘Provision of Services in a Pandemic or Local Epidemic’documentdefinedoverallresponsegoalsandinstructionstominimizeexposure.Itexplainedevolvingstaffrolesandresponsibilities,andofferedpatientcommunicationscripts,and steps to document and bill for telehealth visits. This guidance allowed the health center to rapidly implement telehealth and offercontinuedservicesandsupporttothecommunity.Julie McCoy ● Director of Quality Improvement ● [email protected]

Training Policy and Procedures During COVID-19 - N.E.W. Community ClinicNew COVID-19 policies and practices were embedded into protocolsforN.E.W.CommunityClinicstaff.Totransition,staffdevelopmentandorganizational-effectivenessgoalsweremetthroughtrainingsonrevisedjobrequirements,relationships,andperformance improvement targets.Carrie Condon ● Quality Assurance and Compliance Coordinator ● [email protected]

Policy and Procedures Manual for Telehealth - Priority Health CarePriority Health Care developed a telehealth/telemedicine policy to provide primary care and behavioral healthserviceswithintheirnewEHRsystem.Outlinedproceduresinformedstaffonhowtoidentifypatientsfortelemedicineortele-psychiatricappointments,howtodocumentappointmentsintheEHR,and how to follow-up with patients.Wendi Kirk ● Quality Manager ● [email protected]

COVID-19 Testing Protocol - Johnson Health Center Johnson Health Center created a 5-page COVID 19 Testing protocol. All departments were involved in creating the process & implementing two improvement cycles to identify corrective issues and resolve. Judy Ladjack ● Chief Coordination Officer ● [email protected]

Telehealth Billing and Coding Summary Sheet - Bighorn Valley HealthAclearlyillustratedone-pagecheatsheetwasdesignedtohelpclinicianscodefordifferentvisittypes:nurse,distantsite,directtopatient(D2P),oratelephonevisit.Thisdocumentshowswhichproceduretemplatetouseforeachvisit,andeasilyexplainshowtodocumentandcodeforbilling.Bighornusesstaffsurveystoprovideassistancewhereneeded(forexample:surveysinformedtheadministrationthatstaffneededhelptocaptureinsuranceinformation).Rebecca Mussetter ● Director of Health Data Analytics ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-Master-Clinical-Operational-Procedure.pdfmailto:jmccoy%40fairfieldchc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Training-Policy-and-Procedures-during-COVID-19.docxmailto:qa%40newcommunityclinic.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Priority-Health-Cares-new-telehealth-Policy.docxmailto:wkirk%40phc-no.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-19-Testing-Protocol-for-PCR-swab-testing-in-parking-lot-at-one-location..pdfmailto:jladjack%40jhcvirginia.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Direct-to-Patient-D2P-Telehealth-Billing-and-Coding-Guide.pdfmailto:rebecca.mussetter%40bighornvalley.org?subject=



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TRANSFORMED WORKFLOWS

Hi-Risk Triage & Telehealth Workflows, Scheduling, and Policy - Clinica Family HealthInathoroughandorganizedpolicywithaseriesofworkflowmapsandtriagetoolsfortelehealthscheduling,ClinicaFamilyHealthcreatedasystemtohelpstaffincreasecapacityfortelehealthatthestandardclinic,nightclinic,andremotely.Instructionsaredesignedtokeeptheclinicworkingatfullcapacity.Triageguidelinescoverpatientswithmentalhealthconcerns,substanceabuseissues,chronicdisease,highriskfactors,andmore.Jennifer Snyder ● Vice President of Process Improvement ● [email protected]

In-House Telehealth Visits - West Cecil Health CenterWestCecilHealthCenterdesignedatelehealthworkflowthatovercomesthetechnologicbarrierstocare.Patientsthatdonothaveinternetaccessorasmartdeviceareofferedanin-housetelehealthvisit.The patient is escorted to a designated space in the health center where their provider connects with themremotelyviaatelevisionscreen.Thisinnovativeapproachkeepsboththepatientandstaffsafeandovercomes the challenging technologic obstacles to care. Holly Preston ● Chief Operating Officer ● [email protected]

Telehealth Workflow - Betances Health Center Betances Health Center implemented telehealth within its practice and healthcare teams. Their new telehealth

workflowincludespatients,providers,casemanagers,frontdeskstaff,andmedicalassistants.Kalese House ● Grants Administrator ● [email protected]

Telehealth Workflow - Foothills Community Health Care, Inc. Virtual health was implemented by the Foothills Community Health Center when COVID-19 hit. Leadership

developedaprocessmaptoguideclinicstaffinhowtotriageandhandledifferentsituations.Clarissa Clinkscales ● Risk/Compliance/Quality Director ● [email protected]

Express Triage Services with a Focus on Continuity of Care - COSSMAToprovidequalitycarebasedonpatients’needs,thehealthcenterestablishedasystemtoensurecontinuity of care for chronic conditions. This was accomplished with remote consult services operated throughacallcentertoofferacutecareExpressTriageservices.Offeringsincluded:medicationmanagement(withmedicationdeliveryservices);OB&maternal/childhealthservices;mentalhealthservices(withstaffforcrisismanagementandMATservices);andschedulingforvideotelehealthforadults and pediatrics.Rosalie Candelario ● Medical Director ● [email protected]

DRIVE-THROUGH & CURBSIDE SERVICES

COVID-19 Drive-Up Testing - Community Health Centers Inc.WithawidespreadlackofPPEandtestkitsinhealthcarefacilitiesacrossthenation,CommunityHealthCenters,Inc.partneredwithOrangeCountyinFloridatoperformdrive-upCOVID-19testingintwocommunitiesidentifiedashot-spots.CHCincorporatedtelemedicineinthedrive-uptestingwhereamemberofthecareteamcollectspatientidentifiers,andthenaproviderperformsanassessmentandevaluationviatwo-wayaudiovisualtechnology,andpatientthenproceedstoCOVIDtesting,asneeded.Jocelyn Pichardo ● Vice President, Chief Medical Officer ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Hi-Risk-Triage-Workflow-Policy-for-Telehealth.pdfmailto:%20jsnyder%40clinica.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Innovative_Solution.docxhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID19-Emergency-Paid-Leave-.pdfmailto:hpreston%40westcecilhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Hazard-Pay-Policy.pdfhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Healow-Helpers-and-the-World-of-Telehealth-at-Betances-.pdfmailto:khouse%40betances.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Hazard-Pay-Policy.pdfhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Telehealth-processing-map.pdfmailto:cclinkscales%40myfchc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Mobilizing-In-Kind-Support-to-Protect-Our-Staff.mp4https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Express-Triage-Services-with-a-focus-on-Continuity-of-Care.docxmailto:rosalie.candelario%40cossma.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-19-Drive-Up-Test.docxmailto:j.pichardo%40chcfl.org?subject=



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DRIVE-THROUGH & CURBSIDE SERVICES CONTINUED

Drive-Through HbA1C Testing - Community Health of South FloridaCommunityHealthofSouthFlorida,Inc.neededaninnovativewaytoobtainHbA1c’sondiabeticandprediabeticpatients,performfootexams,andmonitorbloodpressure.Theyalsowantedtooffercolorectalcancerscreening(FIT)tohighriskpatients.ThehealthcenterusedaPlan-Do-Study-Actimprovementstrategytocreateaneffectivesystemfordrive-throughdiabetestestingandotherservicesattwosites,followedbytelehealthtodiscussresults.Thenewserviceshavebeenwellreceived.Allison Madden ● Assistant Vice President, Performance Improvement ● [email protected]

Drive-Through HbA1C Testing - Sandhills Medical Foundation, Inc.Tohelppatientswithdiabetesmanagetheircondition,enabletheclinictoreachqualitymeasures,andpreventexposuretoCOVID-19,theSandhillsMedicalFoundation,Inc.developedadrive-throughHbA1ctesting system. Patients begin with a phone or virtual visit with their clinician. The clinician helps schedule them for an A1c test provided in front of the clinic while the patient sits in their car. A protocol for before and after the lab visit was developed for quality control.Crystal Maxwell ● Chief Medical Officer ● [email protected]

Curbside Healthcare - Monongahela Valley Association Health CentersMonongahela Valley Association launched curbside healthcare which involved providers going outsideto a patient’s car to complete a mini assessment and safely determine a patient’s needs. Any condition warranting urgent or emergent care is quickly diverted to the closest Emergency Department or the providercalls911.Formanyruralpatientswhocan’tordon’twanttoutilizetelehealth/phonehealth,thisserviceoffersaquickassessmentandcanprovideCOVID-19testing.Thisservicehashelpedtofinanciallysupportthehealthcenter.Susan Konya ● Director of Nursing ● [email protected]

Curbside Prescription Delivery - Heart of Texas Community Health CenterThe Heart of Texas Community Health Center’s pharmacy developed a curbside pick-up method to reduce COVID-19 transmission and aid patients in obtaining their medications. The program was easily implemented with no additional hardware required and minimal expenses.Judd Ramsey ● Director of Pharmacy Services● [email protected]

Drive-up Service Signs - Caring Hands Healthcare CentersTolimitthenumberofillpatientsenteringtheclinic,CaringHandsHealthcareCentersinitiatedcarappointments,andanorganizedsystemfordrive-upservices,withparkingsignsandclearinstructions.Lyndi Church ● Chief Operations Officer ● [email protected]

Mobile Sprinter Vans (Making Office Visits a Dinosaur) - CareSouth CarolinaCareSouthCarolinatookcareservicesbeyondthewallsoftheclinicbyusingmobilevans(aprogramtheycallTransportableMedicalServices).ThevanswerefirstusedforCOVID-19testingbutarenowpivotingtomobile chronic and well care.Ann M Lewis ● Chief Executive Officer ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Return-To-Work-Safety-Plan-for-Employees-During-COVID.docxhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Drivethrough-A1C-testing-during-Covid-Pandemic.docxmailto:amadden%40chisouthfl.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Drive-Through-HBA1C-Testing-Procedure.docxmailto:cmaxwell%40sandhillsmedical.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Curbside-Healthcare.docxmailto:usan.konya%40mvahealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Curbside-Prescription-Delivery.pdfmailto:jramsey%40wacofhc.corg?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Drive-up-Service-Sign.pdfmailto:lchurch%40chhcok.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Mobile-Sprinter-Vans-Making-the-Office-Visit-a-Dinosaur.pdfmailto:ann.lewis%40caresouth-carolina.com?subject=



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AT-HOME CARE

Monitoring Vital Signs at Home - Center for Family HealthToimprovechronicdiseasemanagementforthemostat-riskpatients,theCenterforFamilyHealthpurchasedanddeliveredequipmentforhomeuse,includingbloodpressuremonitors,pulseoximeters,scales,andbagsofemergencyfood.Theeffortwascoordinatedamongthecommunityhealthworkers,patientcarecoordinators,primarycarepractitioners,andotherteammemberswhoidentifiedpatientsinneed. A policy was developed to formalize this vital program.Molly Kaser ● Chief Executive Officer ● [email protected]

Telehealth Home Visit Program: Idea in Development - Hometown Health CenterHometown Health Center shares their planning notes to bring care to patients in their homes during the pandemic,especiallyforpatientswhoareage65andolderorhighrisk,andwhodon’thavetechnologyor Wi-Fi to access telehealth services. Among some of the challenges the health center experienced in launchingthiseffortweredifficultieswithlaptopsandscheduling.Laurie Levasseur MSN/MHA ● Practice Administrator ● [email protected]

INTEGRATED CARE: BEHAVIORAL HEALTH & PHARMACY Behavioral Health Department Zoom-Based Walk-in Service - Fenway HealthTheBehavioralHealthDepartmentofFenwayHealthhasaWalk-inServicethatprovideslow-barrier,noappointmentrequiredaccesstopsychotherapyfivedaysaweek,Monday-Friday.Ithastransitionedtooffertelehealth“walk-in”services.Thisisforpatientswhohavedifficultykeepingscheduledappointments,includingpatientsengagedinMATtreatment.AdaptationsweremadetoprovidethenewZoom“bhwalkin”channelwiththecapacitytoservemultiplewalk-inpatientsatthesametimeorofferaudio-only services for patients who lack technology.David Todisco ● Director of Behavioral Health ● [email protected]

Warm Hand Off with Behavioral Health or Pharmacy - Bluegrass Community Health CenterBluegrass Community Health Center developed a process for remote integrated care by including behavioralhealthandpharmacyprovidersinmedicalvisits.Theprimarycarephysicianidentifiespatientswhomaybenefitfrombehavioralhealthorpharmacysupport,notifiesnecessarystafftoinitiateawarmhandoffforintroductoryappointments,andfollows-upviacellphone,iPadsattheclinic,orthroughanother connection. Lisa Hernandez ● Director Integrated Behavioral Health ● [email protected]

Integrated Huddles with Pharmacy Staff - Vocational Instruction Project Community ServicesPriortoCOVID-19,VocationalInstructionProjectCommunityServices(VIP)wouldhuddlewithonlyclinicalstaff.Sincethepandemic,VIPimplementedamoreintegratedapproachforbetterpatientcare.The pharmacist is now included in huddles to inform medical providers about medications and preferred formularies,aswellasreimbursementoptionsforpatients.Providersreportthisapproachhasimprovedthequality of the care. Darcia Bryden-Currie ● Chief Clinical Officer ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Monitoring-Vital-Signs-at-Home.docxmailto:mkaser%40cfhinc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Telehealth-Home-Visit-program-Idea-in-Development.docxmailto:llevasseur%40hhchc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Behavioral-Health-Department-Walk-In-Service.docxmailto:dtodisco%40fenwayhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Procedure-Template-for-D2P-Encounters.pdfhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Implementing-Warm-Hands-Off-While-Working-Remotely.docxmailto:lhernandez%40bchcky.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Integrated-Huddles-with-Pharmacy-Staff-Improves-Care.docxmailto:dcurrie%40vipservices.org?subject=



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DENTAL CARE Dental Department Strategic Plan - Community Health Centers of South Central TexasDentalstaff(RegisteredDentalAssistantsandRegisteredDentalHygienists)whowereunabletoprovideroutinedentalcareintheearliersurgeofthepandemic,reachedouttomanagersat15localER’sandurgentcarecenterswithanoffertodivertpatients with dental emergencies to their dental clinics. This plan reduced unnecessary exposure to COVID-19 for patients with dentalpainandhelpedERphysiciansandstaffattendtoCOVID-19 patients. Yashashri Urankar ● Chief Dental Officer ● [email protected]

Combined Telemedicine Well Child Care and Dental Recall Visits - Eastern Shore Rural Health Children who receive well child care prior to entering school can receive dental care during the same visit with Eastern Shore Rural Health System’s newly integrated model for telehealth. The Care Coordinator screens patients and invites eligible children for a telemedicine visit that includes both the primary care physician and dentist. Combining primary and dental care services remotelymaintainssocialdistancing,isconvenientforworkingfamilies,andimprovesdentistandprovidercommunication and collaboration. Scott Wolpin ● Chief Dental Officer ● [email protected]

Pediatric Prevention Dental Program - Choptank Community Health SystemsThe School-Based Dental Teams of Choptank Community Health Systems used their school-based enrollmentlist,emergencycarelist,andcontinuingcarelisttoimplementaPediatricPreventiveDentalFluoride Program for moderate and high-risk pediatric patients across the Eastern Shore during Phase 1 of reopening.Patientswerescreenedoverthephone,thenscheduledforaquickfluorideappointmentwithnutritional counseling and oral hygiene education.Sandra Garbely-Kerkovich ● Chief Dental Officer ● [email protected]

Phased Dental Policy for Emergency Care - Shawnee Christian Healthcare CenterWhenthepandemicforcedtheShawneeChristianHealthcareCenter’sDentalOfficetodiscontinueroutinecare,theclinicrapidlyworkedtocreateanewpolicyforemergencydentalcaregroundedinCDCandOSHArecommendations. The policy contains explicit information to help the dental clinic operate safely under varyinglevelsofviralrisk,andwithinaphased-operatingplan.Itincludesinformationaboutengineeringcontrolsfortheoffice,workflowsuggestions,andhowtousePPEefficiently.Jennifer Hasch ● Dental Director ● [email protected]

Reopening Dental Services - Greater Danbury Community Health CenterGreater Danbury Community Health Center used state and dental agency recommendations to create a comprehensiveplanforreopening.ThewrittenplancoversissuesaroundPPE,training,scheduling,COVIDscreening,shifts,teledentistry,in-officesafety,hygiene,andgeneralcleaningrules.Joan Draper ● Chief Quality Officer ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Script-for-Technical-Capability-Assessment.pdfhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Dental-Department-Strategic-Plan.docxmailto:urankary%40chcsct.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Combined-Telemedicine-WCC-and-Dental-Recall-Visits.pptxhttps://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Combined-Telemedicine-WCC-and-Dental-Recall-Visits.pptxmailto:swolpin%40esrh.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Pediatric-Prevention-Dental-Program.docxmailto:sgarbely%40choptankhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Phased-Dental-Policy-for-Emergency-Care.docxmailto:jennifer.hasch%40shawneehealthcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Reopening-a-dental-service-in-a-FQCHC.docxmailto:draperj%40ct-institute.org?subject=



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DENTAL CARE CONTINUED

Key Hygienist Role in Teledental Services - Community Health Center of the North CountryCommunityHealthCenteroftheNorthCountrybegantoofferteledentaloralhealthexamsintwolocations.TheHygienistplaysaprimaryrolebyassistingwithscheduling,reviewingpatientrecords,offeringeducation,screeningthepatient,andusinganintraoralcameratoguidethedentalexamforthedentist.The Hygienist also supports documentation for billing. Deanna Lynn Page ● Chief Operations Officer ● [email protected]

Learning to Enhance Teledentistry - Petaluma Health CenterWhentheCOVID-19pandemicbroughtdentalpracticestoanearstandstill,PetalumaHealthCentercreatedaprocessmapthatmirroredaclinicvisitandtesteddifferenttechniquestoleverageteledentistry.Thedentalstafflearnedthatmotivationalinterviewingengagedpatientsandinspiredself-management,andthatintraoralphotossubmittedbythepatientofferedabetterlook.Theylearnedtheirpatientsprefertextmessagestocallsoremails,apreparationvideobeforeavisit,andtheabilitytoclickalinkratherthanuseanapporplug-inforappointments. Ramona English ● Chief Dental Officer ● [email protected]

Teledentistry to the Rescue - Community Health CareCommunity Health Care clinic used their triage form to launch a teledentistry program. Patients were overwhelmingly positive about the new service. Most patients expressed relief that some of their urgent/ emergent dental needs could be met. The clinic plans to continue with teledentistry after the COVID crisis. Thomas J Reynolds ● Dental Director ● [email protected]

Teledentistry for Technology-Restricted Patients - Virginia Health CatalystWhenpatientsdonothaveaccesstoacamera/smartphoneorWi-Fi,theyareinvitedtoconductasafedentalvisitfromtheVirginiaHealthCatalyst’sparkinglot.Patientsarescheduledtoarriveataspecificparkingspot,givenatablet,mask,andgloves.Theprovideroffersteledentalcarewhilethepatientisintheircar.Ifin-personcareisneeded,thepatientcangointotheclinicorscheduleafutureappointment.McAllister Castelaz ● Dental Consultant ● [email protected]

HEALTH INFORMATION TECHNOLOGY

EHR COVID-19 Symptom Tracker: A Game Changer - South Boston Community Health Center A COVID-19 Symptom Tracker Flowsheet was built into the EHR by the South Boston Community Health CentertohelpnursesmoreefficientlytrackCOVID-19symptoms,andsafelyprioritizefollow-upcalls.Thenurses also used a “Track Patient Outreach” feature to schedule future calls. This Flowsheet frees-up time for nursestoprovidecare,catchescasesearlyforreferrals,andpreventspatientsfromfallingthroughthecracks.Cheralyn Johnson ● Director of Quality Improvement ● [email protected]

COVID-19 Testing Dashboard - C.L. Brumback Primary Care ClinicsInjustfourmonths,theC.L.BrumbackPrimaryCareClinicsperformedover40,000COVID-19tests.TheyusedTableaudataanalyticsasapowerfultooltotargethot-spots,understandtrends,andknowwheretoincrease testing across Palm Beach County.Andrea Steele ● Director of Corporate Quality ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Key-Hygienist-Role-in-Teledental-Services.docmailto:dpage%40cpnorthcountry.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Learning-to-Enhance-Teledentistry.docxmailto:ramonae%40phealthcenter.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Tele-dentistry-to-the-Rescue.docmailto:jreynolds%40commhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Teledentistry-Workflow-for-Technology-Restricted-Patients.pdfmailto:mcallister.castelaz%40gmail.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_EHR-COVID-19-Symptom-Tracker-Flowsheet-A-Game-Changer-for-Nursing-Follow-Up.pdfmailto:chjohnso%40sbchc.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_28Jun2020-Covid-19-Testing-Dashboard.pptxmailto:asteele%40hcdpbc.org?subject=



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HEALTH INFORMATION TECHNOLOGY CONTINUED

Data & Analytics: COVID-19 Response Dashboard - Esperanza Health CentersEsperanza Health Centers developed a dashboard using Microsoft Power BI as a data decision tool to help guideseniormanagementinCOVID-19responseefforts.Thedashboard,createdattheendofMarch2020,has evolved based on feedback from internal and external stakeholders and CDC guideline changes. The dashboard is updated every day and contains visualizations that display data necessary to make the most efficientdecisions.Carmen Vergara ● Chief Operations Officer ● [email protected]

Risk Stratification: Telehealth & Direct to Patient (D2P) Encounters - Bighorn Valley Health BighornValleyHealthCenterusedriskstratificationtoinformtheirtelehealthandD2Pprograms.Aninteractive dashboard was created with criteria to rank provider panels and guide outreach. MS Power BI was used to build reports for each provider. A patient satisfaction survey was also built into the system to review telehealthvisits.Resultsfromthefirst2000visitsshowahighlevelofpatientsatisfaction.Rebecca Mussetter ● Director of Health Data Analytics ● [email protected]

Script for Assessing Patient Telehealth Capability - Bighorn Valley HealthToguidestaffastheycallpatientstodeterminetheirabilitytoparticipateinvideoortelephonehealthvisits,BighornValleyHealthdevelopedscriptswithinstructionsfordocumentation.Patientcarecanthenbetracked in their MS Power BI Dashboard.Rebecca Mussetter ● Director of Health Data Analytics ● [email protected]

TytoCare App Workflow Map - Bighorn Valley HealthBighorn Valley Health outlines the process they developed to register patients in the 3rd-party app: TytoCare.Theappisusedforpatientregistrationandschedulingtelehealthordirect-to-patient(D2P)visitswithproviders.BighornofferedtrainingtoprovidersandstaffonhowtousetheTytoCareApp.Rebecca Mussetter ● Director of Health Data Analytics ● [email protected]

Procedure Template for Direct-to-Patient (D2P) Encounters - Bighorn Valley HealthToorganizeD2Pvisits,BighornValleyHealthcenterdevelopedabrieftemplatetocollectrequiredinformationforCPTandbillingcodes,andtotrackencounterswithintheirMSPowerBIDashboard.Rebecca Mussetter ● Director of Health Data Analytics ● [email protected]

SOCIAL DETERMINANTS OF HEALTH

Expanded Social Determinants of Health Programs - Bronx Community Health NetworkBronxCommunityHealthNetworkrevisedtheirworkflowandinstituted an “all hands on deck” attitude to adapt and expand its existing social determinants of health program from 10 to 21 partner healthcenters,includinghospitaldischargedpatients.Withbroaderreach,plusphonecallsandpostcardoutreach,theyscreenedmorepatients to identify and address worsening social needs – primarily food insecurity. Their mobile van was re-tooled to distribute food and assistwithSupplementalNutritionAssistanceProgram(SNAP).Tashi Chodon ● Director of Programs ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Data-Analytics-COVID-19-Response-Dashboard.pdfmailto:cvergara%40esperanzachicago.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Risk-Stratification-Tools.pdfmailto:rebecca.mussetter%40bighornvalley.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Script-for-Technical-Capability-Assessment.pdfmailto:rebecca.mussetter%40bighornvalley.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_PC-D2P-TytoCare-App-Workflow-Map.pdfmailto:rebecca.mussetter%40bighornvalley.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Procedure-Template-for-D2P-Encounters.pdfmailto:rebecca.mussetter%40bighornvalley.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Adapting-and-Expanding-Social-Determinants-of-Health-Programs.docxmailto:tchodon%40bchnhealth.org?subject=



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SOCIAL DETERMINANTS OF HEALTH CONTINUED

Collaborative Programming to Improve Hypertension - Affinia Healthcare Evenduringapandemic,AffiniaHealthcaremaintainedandexpandedtheireffortstodecreaseblood

pressure in disadvantaged populations by improving health literacy and addressing food insecurity. They used severalstrategiesandengagedmanypartners,includingamobileFreshFoodmarket(bus)withFreshFoodprescriptions.Collaborationwaseasierwithdefined,coordinatedtasksandtimelinesforeachpartner.Sonia Deal ● Director of Practice Transformation ● [email protected]

Free Food Delivery - Bronx Community Health NetworkFoodinsecurityisthetopsocialneedidentifiedamongpatientsoftheBronxCommunityHealthNetwork.Manyareunabletogetoraffordmealdelivery,especiallypatientswithchronicconditions,theelderly,thedisabled,ornewmoms.Tosupportthemduringthepandemic,thehealthcenteridentifiedpatientsinneedandprovidedfreefooddeliverytotheirhomes(deliveriesaremadeonceaweek,containing3daysworthoffoodsupply)usingonehealthcentervan.Tashi Chodon ● Director of Programs ● [email protected]

Supporting Unstably Housed & Justice-Involved Patients - Hudson River HealthcareHudsonRiverHealthcare,anetworkof43healthcenters,operatesinanareawhere97%ofallconfirmedCOVID-19casesinNYwerefound.Tohelp,theypartneredwiththeNYCMayor’sOfficeofCriminalJusticeand the NYC Emergency Management Team and responded to the needs of individuals discharged from jails andshelters.Theyofferedprimarycare,referrals,andpsychiatryservicesattheCOVID-19Hotel,throughamobilevan,atkiosks,andthroughtelemedicine.Hope Glassberg ● Chief of Strategy ● [email protected]

PATIENT COMMUNICATION & OUTREACH Instructional Guide to Using WELL Texting - Neighborhood Family PracticeNeighborhoodFamilyPracticetookadvantageoftheWELLcommunicationplatformtoconnectstaffwithpatientsvia2-waytexting.TheyusedthiscommunicationforcommunityCOVID-19testing,drive-upvisits,virtualvisits,andhealthandwellnesscampaigns.Atip-sheettohelpstafflearnhowtooperatetheplatformwascreatedforautomatedmessages,manualmessages,andquickmessagestobookandconfirmappointments instantly.Abigail Zindren ● Quality Coordinator ● [email protected]

Using CareMessage to Decrease No Show Rates - Care AllianceCareAllianceimplementedtheCareMessageinformationsystemtodecreaseNoShowrates,providepatienteducation,improvequalitycare,andincreaseUDSrates.WiththeCareMessageautomatedtextremindersandreschedulingoptionsfortelehealth,telepsychiatry,teledentistry,andcliniccare,CareAlliancewasabletoachieve a 22.7% improvement in appointment volume. Cheryl Eiber ● Director Quality and Risk Management ● [email protected]

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Collaborative-Programming-to-Improve-Hypertension-.pptxmailto:sshanklin%40affiniahealthcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Free-Food-Delivery-to-Address-Food-Insecurity.docxmailto:tchodon%40bchnhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Leveraging-Outreach-and-Technology-for-Unstably-Housed-and-Justice-Involved-Patients.docxmailto:hglassberg%40hrhcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_How-to-Utilize-Texting-in-a-Virtual-Care-Environment.pdfmailto:azindren%40nfpmedcenter.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Telehealth_Care-Message-Performance-Improvement.docxmailto:ceiber%40carealliance.org?subject=



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Tools to Help Medical Assistants with Patient Recalls - Santa Cruz Community HealthSince all preventive visits at Santa Cruz Community Health were canceledduringthefirstthreemonthsofthepandemic,MedicalAssistants(MAs)werereassignedtorecallpatientsandschedulethemforoverduecare.ToreduceburnoutandcallvolumeforMAs,WellApp was used to send text messages in English and Spanish to 40 high-risk women needing PAPs. WellApp has been an extremely helpful tool for patient outreach in this example and many others. Philippa Barron ● Chief Operations Officer ● [email protected]

Patient Outreach to High Risk Patients - North Shore Community Health CenterNorth Shore Community Health Center leveraged telehealth to re-engage patients and provide outreach. They made at least 10,610callstopatientswithinformationaboutscreeningandfollow-upservicesofferedthroughtelehealth.Nearly500peoplewerescreenedforsocialdeterminantsofhealth(SDOH)thisway,withafocusonpediatricSDOHanddepressionscreening.Theseoutreacheffortsled1379patientstoschedulemedicalvisits.Maggie Brennan ● President and Chief Executive Officer ● [email protected]

Advertising Mobile Testing and Telehealth at Health Centers - FoundCareTo introduce the clinic’s patient population to 12 new COVID-19 mobile testing sites and new telehealth services,FoundCarecreateda“SpecialBulletin”formarketing.Thebulletinillustrateshowtelehealthworkswithstep-by-stepinstructionsonhowtomakeanappointmentandcheck-inthroughamobilephone,among other information.Jennifer Bullerwell ● Communications Coordinator ● [email protected]

STAFF & ORGANIZATIONAL COMMUNICATION Virtual Town Hall Meeting - Mary’s CenterMary’s Center’s leadership team held weekly virtual town hall “COVID-19 Update” meetings to communicate COVID-19updates,workflowchanges,andinformationaboutlegislationorbestpracticesforover700staff.Dara Koppelman ● Chief Nursing Officer ● [email protected]

Leadership Communication During COVID-19 - Heart of Texas Community Health Center StaffatHeartofTexasCommunityHealthCenterwasconfrontedwithdailychangeswhenthepandemic

began.Inresponse,theCEOimplementedadaily25-minutewebinar.Thesewebinarsweredesignedforallstafftolearnupdates,announcements,provideeducation,andanswerstaffquestions.Thescheduleandcontentofzoomcallswereadjusted,asneeded.Kelley Reynolds ● Chief Medical Officer ● [email protected]

HEALTH INFORMATION TECH-NOLOGY CONTINUEDHEALTH INFORMATION TECH-NOLOGY CONTINUEDHEALTH INFORMATION TECH-NOLOGY CONTINUED

PATIENT COMMUNICATION & OUTREACH CONTINUED

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Tools-to-help-Medical-Assistants-with-Patient-Recalls.docxmailto:pbarron%40schealthcenters.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Patient-Outreach-to-High-Risk-Patients-for-Screening-and-Care.docxmailto:margaret.brennan%40nschi.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Advertising-Mobile-Testing-and-Telehealth-at-Health-Centers.pdfmailto:jbullerwell%40foundcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Virtual-Town-Hall-Meeting.pdfmailto:grants%40maryscenter.org?subject=https://www.nachc.org/qc-challenge_best-practice-for-communication-during-covid-pandemic/mailto:kreynolds%40wacofhc.org?subject=



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Daily COVID Update Newsletter- Erie Family Health CenterErieFamilyHealthCenterscondensedandorganizedrapidlychangingclinicalprotocols,operationalprocesses,andhumanresourcesummariesintoadailyinternalnewslettersenttoallstaff.The30-pagenewsletterhighlights“Today’sLatestInformation”forstaff’simmediateattention,butalsoincludesaseriesofresources and links for reference when needed. Kate Birdwell ● Senior Communications Manager ● [email protected]

Primary Care Association-led Learning Conversations - Puerto Rico Primary Care AssociationThe Puerto Rico Primary Care Association provided free weekly learning conversations for all local FQHCs todiscusshumanresources,finance,emergencypreparedness,mentalhealth,substanceuseservices,andwomen’shealth.Infourmonths,39tailoredconversationswereofferedtohealthcenterleadersandmanagers.Participantssharedideas,bestpractices,andopportunitiestocollaborate.Edgardo Vazquez-Fonseca ● Public Health Specialist ● [email protected]

Article: The Vital Role of Health Centers During the COVID-19 Pandemic - CrescentCare CrescentCare rapidly integrated COVID-19 testing with public health reporting in the early days of the pandemicwhilepreservingessentialhealthservices.Strategiesincludedwalk-inCOVID-19testing,patienteducation,clinicalevaluation,andadvocatingforjobsafetyonbehalfofpatients.Theywroteamanuscriptaddressing the deep roots of health centers in their communities and the critical role health centers play in the response to the pandemic.Nicholas Mosca ● Quality and Health Informatics Manager ● [email protected]

PERSONNEL Partnering to Serve 911 Overflow Calls - Peninsula Community Health ServicesWhen911wasoverwhelmedatthestartofthepandemic,thefurloughedMedicalDoctorofPeninsulaCommunity Health Services stepped-in to conduct on-demand telehealth services for patients calling 911. Thisservice,inturn,reducedtheburdenonlocalambulancesandhospitals.AWin-Winforall.Jennifer Johnson-Joefield ● Quality Director ● [email protected]

Reassigning Staff & Resources - North Hudson Community Action CorporationNorthHudsonCommunityActionCorporationquicklyset-upCOVID-19triage,scheduling,andtestingservicesasthevirusravagedtheirdenselypopulated,low-incomearea.Thehealthcenter’stestingsystembegan with the transformation of the agency’s administration building into a centralized Call Center. Dental staffwereredeployedtohelpCallCenterstaffaddressthesurgeincalls.AttherequestoflocalMayors,theclinic set-up testing tents in hot spots.Marsha Nivins ● Grants Manger ● [email protected]

Return to Work Safety Plan for Employees - KC CARE Health CenterA new return to work policy was created by KC CARE Health Center with guidelines and expectations to minimizeexposureinthehealthcenterwhenstaffreturnedtotheclinicforwork.Theguidelinescoverscreening,cleaningandmonitoringprotocol,maskrequirements,aswellassocialdistancingrulesinworkand break areas.

STAFF & ORGANIZATIONAL COMMUNICATION CONTINUED

https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Erie-Daily-COVID-Update-Newsletter.pdfmailto:kbirdwell%40eriefamilyhealth.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_4-Part-Learning-Conversation-Series.pdfmailto:evazquez%40saludprimariapr.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_The-Vital-Role-of-Health-Centers-During-the-COVID-19-Pandemic..pdfmailto:nicholas.mosca%40crescentcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Partnering-to-Serve-911-Overflow-Calls-.docxmailto:jljohnsonjoefield%40pchsweb.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Reassigning-Staff-and-Resources-to-Address-Emergency-Needs.pdfmailto:mnivins%40nhcac.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Return-To-Work-Safety-Plan-for-Employees-During-COVID.docx



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Teresa Mathis ● Chief Compliance Officer ● [email protected] Hazard Pay - FoundCareFoundCare developed a policy to provide additional compensation to full and part-time employees ‘for performing hazardous duty or work involving hardship”.Jennifer Bullerwell ● Communications Coordinator ● [email protected]

Emergency Paid Leave Process - Desert Sage Health CentersDesertSageHealthCentersdevelopedaprocedure/processtoofferpaidleavetoemployeesthat:contractCOVID-19 in the line of duty; must quarantine for any reason; or must take care of a loved one. Mary Ferguson ● Chief Executive Officer ● [email protected]

COVID-19: Coping with the New Normal - Union of Pan Asian CommunitiesThe clinical psychologist from the Union of Pan Asian Communities Positive Solution Program created a list of “13 Tips” to cope with life during this stressful pandemic. Tips are practical and serve as a reminder to get enoughsleep,practicemindfulness,incorporatehealthyeating,exercise,andhydrateaskeystepstotakecare of one’s mental health.Syed Imam ● Clinical Psychologist ● [email protected]

Self-Care Strategies Focused on COVID-19 & Racism - Delaware Valley Community Health AspartoftheQuadrupleAimgoals,DelawareValleyCommunityHealth(DVCH)surveyedprovidersin2019withMaslachBurnoutInventory(MBI).Theresultsinformedthedevelopmentofsupportmechanismsforprovidersthatwerelaterextendedtostaffduringthepandemic.TheDirectorofIntegratedBehavioralHealthandtheIntegratedBehavioralHealthTeambegantobroadcasttwoweekly,interactiveself-care,mental,and emotional health programs: one general and one for parents with kids at home to address the stressors patientsandstaffhavefaced.Eric Elvanian ● Director of Integrated Behavioral Health ● [email protected]

Prioritizing Self-Care for Providers and Staff - Partnership Health CenterTohelpaddressfatigueandproviderandstaffburnoutatPartnershipHealthCenter(PHC),thePHCleadership prioritized self-care. This was accomplished through numerous small changes. Much of the self-carefocusedonstaffsafety,includingcleaningandscreening.Otherstepsincludeafive-minuterelaxationexercisebeforemeetings,a15-minutedailyexercisebreak,anda“Self-CareConnect”programledbytheclinic’s psychologist. Rebecca Goe ● Director of Innovations ● [email protected]

Self-Care Initiative: Joy in Work - Southside Community Health ServicesSouthside Community Health Services developed a series of self-care sessions forstaff,offeredtwotimesperweekviaZoomandinperson,toaddressacutestress and emphasize the importance of caring for yourself. These sessions have beendrop-instyle,allowingstafftocomewhentheychoose.Sessionsarepartof a larger Joy in Work program. Alyssa K Palmer ● Director of Quality ● [email protected]

PERSONNEL CONTINUED

mailto:teresam%40kccare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Hazard-Pay-Policy.pdfmailto:jbullerwell%40foundcare.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID19-Emergency-Paid-Leave-.pdfmailto:mary.ferguson%40desertsage.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-19-Coping-with-the-New-Normal.docxmailto:simam%40upacsd.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Self-care-strategies-in-2020-COVID19-Racism.docxmailto:elvaniane%40dvch.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Prioritizing-Self-Care-for-Partnership-Health-Center-Providers-and-Staff-during-.pdfmailto:goer%40phc.missoula.mt.us?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Self-Care-Initiative-Joy-in-Work.pdfmailto:alyssa.palmer%40southsidechs.org?subject=



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Mobilizing In-Kind Support for Healthcare Workers - Mary’s Center for Maternal and Child Care Mary’sCenterforMaternalandChildCare,Inc.createda“CoronavirusWaystoHelp”webpagewithinthefirstweekofthepandemicinanefforttogarnersupportforfrontlinestaffandprovidethecommunitywithanimmediatewaytohelp.ThecallforactionsolicitedPPEdonations,fooddonations,andothersupportfortheirhealthcareworkers.Byspotlightinglocal“COVIDangels”inashortthankyouvideo,manynewsupporters were gained. Heather Morgan ● Chief Development Officer ● [email protected]

SAFETY AND INFECTION CONTROL

Preventive Measures for COVID-19 - University of Minnesota’s Health Equity Work GroupArticle submitted for publication that focuses on the important preventive practices everyone should be takingforthesakeofpublichealth.Measurespromotedincludehandwashing,theuseofsanitizer,andsocial distancing. The paper also describes the concept of heard immunity with vaccines.Victor Sodeine ● Research Committee Member ● [email protected]

COVID-19 Safety Measures - Garfield Health CenterGarfieldHealthCentercreatedaone-pagelistofbasichealthcentersafetyrulesforstaffandpatientsbased on CDC guidance. It includes information about required face masks and social distancing in the clinic,temperaturechecks,recommendationsforstaggeredlunchschedules,andtipsforsafeandefficientclinic- time when telehealth is not possible.Connie Regan ● Case Manager ● [email protected]

This document was developed with support from -the Centers for Disease Control and Prevention (CDC) cooperative agreement #NU38OT000310. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement by, the CDC or the U.S. Government.

PERSONNEL CONTINUED
https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Mobilizing-In-Kind-Support-to-Protect-Our-Staff.mp4mailto:grants%40maryscenter.org?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_Preventive_Measures_To_Deal_With_Coronavirus_COVID_19_Pandemic_Outbreak.rtfmailto:victorsodeinde%40gmail.com?subject=https://www.nachc.org/wp-content/uploads/2020/08/QC-Challenge_COVID-Safety-Measures.docxmailto:connie.regan%40garfieldhealthcenter.org?subject=

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