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Vital signs are measured by CCI's medical assistant, before her young patient sees the doctor. Sandra and the patient speak Spanish, and develop a quick rapport. Close to 80% of CCI’s patients are minority; more than half of CCI’s patients, and an even higher percentage of WIC participants, are Hispanic and speak Spanish as a primary language. Bi-lingual staff is essential to effective communication in the medical setting. Access to care is a priority at CCI. Message from the Executive Director
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Message from the Executive Director The advent of CCI’s operations in a JCAHO- accredited environment set the new parameters of quality medical and health-related service for our patients and WIC participants this year. While we were all fairly confident CCI was doing a good job, the painstaking and well-defined accreditation project afforded us the ideal opportunity to examine everything we do on a daily basis— from the perspective of our mission and vision to the details of a model patient visit. The process was revealing, affirming, and sometimes surprising. “Improving Performance” became the driving force behind everything we did at CCI, and as a result, it is what we accomplished. Some very important outcomes were realized in this process. A few are highlighted here, as they have made a significant difference in the way we improved doing business. A strategic recruitment plan is now in place to guide the membership on the Board of Directors. One of the new changes is a concerted effort to attract and retain more consumer Board members. As the Board makeup reflects this positive move, CCI is better positioned to receive federal funding which requires 50% consumer Board participation. Examining the environment of care enabled CCI to tighten its facility and emergency response plan to improve personal safety, patient confidentiality, emergency plans, and prevention of common accidents. More than half of the 11 JCAHO survey areas of operation pertain to patient care. During the preparation for accreditation, CCI staff reviewed every policy and procedure in place that had anything to do with patients, from forms and releases to billing to making the next appointment and writing it on an appointment card. Many new policies and procedures were developed, then approved through a comprehensive structure from point-of-contact committees to full Board discussion and sign-off. We took advantage of the JCAHO survey work to aim our sights higher. This spring, the staff and an outside network of experts drafted and submitted a 330 federal funding request to the U.S. Bureau of Primary Care. More than CCI’s standing clinical operations are required for the funding, so the grant team established the groundwork for additional services CCI is prepared to offer. These include dental services, a prenatal program as a natural gateway to WIC and mother/infant health services, mental health screening and treatment, and a hospital emergency room diversion program for appropriate CCI patient followup. Additional private funding was acquired to establish a federal pharmacy assistance program for patients to purchase deeply discounted drugs our physicians prescribe. While the health centers were intensely busy serving children and adults for medical needs, the CCI-WIC program was undergoing systemic change as well. A new “WIC on the Web” MIS system was piloted and will be on-line by fall 2004 to expedite service. Less time on the processing end means more time for valuable nutrition education and patient contact. With participant numbers increasing rapidly, personal assistance is a real key to success. Close to 18,000 women and children benefit from the program, the largest in the state. With this success, the U.S.D.A. awarded CCI additional grant funding to expand the Takoma site, and we plan to open the “new” center in early 2005. CCI-WIC responded well to the highly publicized national concern for overweight and obesity problems in children and adults. New classes in diet, physical activity, and good eating habits for life are making a difference for identified at-risk participants. This year also marked our most successful Flu Shot Campaign. In a collaborative effort among local agencies, flu shots are administered to individuals and families residing in temporary housing and shelters. Of the 33 sites, CCI providers gave shots at 18. Both staff and residents received a total of 330 shots this year, the highest number we’ve experienced. Vaccine has already been delivered for the 2004 flu season, and we anticipate high numbers again. Focused energy on our operations and patient service this year paid off in many good changes we were able to implement. Coupled with a strong review process, and clear roles for Board and staff alike, CCI is confidently moving ahead toward better services, collaborations, and efficiencies. The goal this year has been improving performance, and all efforts to that end have resulted in an improved CCI. Our next goal: keep improving! |
