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ConnextCare Leadership Team: Seated, 从左,:特蕾西·温默, senior vice president and chief financial officer, eight years of service; physician Patrick Carguello, senior vice presidet and chief medical officer, 20 years of service; Julie Hogle, chief behavioral health officer, 14 years of service. 站, 从左: Tricia Peter Clark, president and chief executive officer, 19 years of service; dentist Melissa Noel, vice president and chief dental officer, 16 years of service; Stephanie Earle, senior director of human resources, seven years of service; Ken Martin, senior director of information services, 10 years of service. Not shown in Nancy Deavers, senior vice president and chief nursing and quality officer, nine years of service.

10 Years of ConnextCare

这位首席执行官表示,ConnextCare成功的核心在于员工

By Stefan Yablonski

Physician Scott VanGorder, associate medical director, 和护士贝基正在比较每周的指标,以便为我们的病人提供更好更快的服务.

Established in 1975, ConnextCare普拉斯基是一个以病人为中心的医疗保健实践,为奥斯威戈北部和杰斐逊县南部的居民提供各种综合医疗保健, dental and related services.

The center is operated by ConnextCare, 一个私人, 由联邦政府资助的非营利组织,由志愿董事会管理.

It started as Northern Oswego County Health Inc. 现在,该公司正在庆祝成立10周年,并期待着一个光明的未来.

“ConnextCare’s employees, guided by our dedicated leadership team and volunteer board of directors, are at the heart of our success,” said Tricia Peter-Clark, ConnextCare’s president and chief executive officer. “该团队了解奥斯威戈县的独特机遇,并具有快速适应不断变化的环境以实现预期结果的能力.”

Over the last 10 years, 他们战略性地建立在核心基础设施的基础上,增加重要的部分,继续使组织作为一个整体变得更强大, 她说.

Peter-Clark被ConnextCare选为下一任总裁兼首席执行官. The former chief executive officer, Daniel Dey, retired in June 2021.

彼得-克拉克负责一个以患者为中心的医疗保健实践网络,该网络已经发展到为成千上万的患者提供服务.

一开始

首席牙医梅丽莎·诺埃尔和希瑟在他们的卫生检查后检查了一个病人.

“On our first day together in January of 2013, 我们被要求为所提供的服务收费,这样我们就可以开始获取收入,以抵消我们在新结构下立即产生的增加的费用,”她说。. 这很快转变为对所有员工进行一个电子病历系统的培训, 这需要从纸质病历的三个站点和从不同的电子病历的两个站点进行转换才能实现! It was a huge undertaking. 然而,员工们愿意与我们一起度过这一重要的转变,使这一切成为可能.”

Once they had a unified system for billing and patient charting, “we could then work to standardize workflows between all staff. 这是非常重要的,因为它允许我们在需要支持人员的时候在不同的地点之间灵活安排人员,无论他们去哪里, we were all doing things within one system,她接着说.

他们采用了三种不同的文化——政策和程序手册以及层层监督,并随着时间的推移,培养出了最佳实践,每个团队都将其纳入一套标准化的操作程序.

这是由于他们的临床领导——现在仍然如此——每周开会审查工作流程的结果, establish written protocols and work through whatever challenge came up.

Following the integration of the three disparate primary care systems, came the inclusion of mental health in the main sites; as well as the expansion of dental at the main site in Pulaski as well as Fulton, 这些都是由于卫生资源和服务管理局提供的赠款而得以实现的.

这些项目再次建立在初级保健的基础上,为病人提供重要的服务,改善了他们的整体健康状况, 她补充说.

然后是COVID-19

The ConnextCare Behavioral Health team in a case discussion.

Things were going “very well, programs were thriving, 服务正在扩大”,然后宣布进入公共卫生紧急状态.

Despite this significant disruption to the entire country, ConnextCare never skipped a beat, “in fact we prevailed, quickly adjusting to delivering care remotely, which included the launch of telehealth, literally overnight,” Peter-Clark said.

“幸运的是,我们通过员工从一个站点流动到另一个站点来填补必要的漏洞,从而保持所有站点的开放和运营, but also deployed staff from areas such as school-based health, referrals and dental into other roles to support the broader system,她补充道。. “没有非自愿裁员,相反,我们对人员配置模式进行了创新,因此每个人都发挥了关键作用,以最好地应对COVID大流行. 这是因为我们在过去的七年里建立了庞大的网络,提供了快速转变方向和响应日常监管变化的能力——这是不可能作为一个独立的网站实现的!”

ConnextCare之前与当地学校建立了关系, formed through its school-based health center program, 至关重要,因为“我们能够在COVID测试/暴露呈阳性后支持我们的地区重返学校和玩耍协议,” Peter-Clark said.

他们扩大了这种伙伴关系,包括为所有学生和员工提供现场疫苗接种.

“ConnextCare是我们县第一个接种COVID-19疫苗的机构, we are proud to say that we have provided greater than 34,000年疫苗, 获得联邦认可,是所有医疗中心中排名前10%之一, nationwide for our response during the PHE,”她说。.

2019冠状病毒病大流行教会了他们许多宝贵的经验教训,这些教训后来得以纳入其资本计划, “including the importance of segregating our sick and well patients, not just during the pandemic but for routine care overall.”

ConnextCare established designated sick time across all its sites, 以尽量减少患者之间的风险,并在其位于普拉斯基的主要站点创建了两条新的服务线路, 现在该公司为其整个患者网络提供尽可能安全的治疗方式. 外部呼吸护理中心在设计时就考虑到了病人, as staff saw time and time again the challenges some elderly adults, 智障患者及整体行动不便者, had in accessing essential services.

ERC有一个有盖的顶篷,以保护患者免受恶劣天气的影响,还有两个配备负压装置的检查室,允许患者直接从他们的车里进入检查室进行护理.

“We have held multiple vaccination clinics, allowing patients to stay in their vehicles for the entire service, 因此,我们可以确保我们最脆弱的病人得到他们需要的基本护理, without having to overcome any additional obstacles,”她说。.

In addition to the ERC building, ConnextCare在其普拉斯基(Pulaski)地区翻新了一个空置的场地,建立了一个急性护理套房,通过当日或免预约模式管理所有非呼吸相关的就诊. 在COVID-19之前,他们根据患者的需求在所有地点提供无预约服务.

她说:“我们努力以一种更隔离、更有效的方式把它带回来。. “我们已经看到了这两种模式的巨大成功,并将继续调整工作流程,以改善我们的整体患者体验.

“ConnextCare的成功是由社区需求驱动的,因为我们不断审查质量指标,以确定我们最大的机会在哪里,然后找到实现它的方法.”

在公共卫生部门的一些实体关闭期间,ConnextCare迎接了挑战.

“我们在中央广场和墨西哥小学shbhc开设了一个新的服务中心, added dental services in both schools within the Pulaski district, 我们开始在一家长期护理机构提供牙科服务,并开始计划在奥斯威戈市开设一家新的诊所,并在奥斯威戈市学区开设另一家shbhc,”她说。. “在这些大型举措之外,我们从未忽视提供优质护理和确保患者安全的重要性, 在资源和应用程序上投入数千美元,以改善患者的治疗效果, while also improving our efficiencies within operations. 我们在思想上不断进步,并始终忠于我们成为创新领导者的愿景!”

Connexted

ConnextCare一直忠于自己的根基和提供农村初级保健的价值观——“只是现在我们不再只是在‘北奥斯威戈县’。.’ We are a robust network of ‘Connexted’ health centers, spanning all across Oswego County and we are stronger than ever before!” Peter-Clark said. “We have worked through all of the initial, 预料到要把五个不同的家庭放在一个屋檐下的成长之痛, who first had to learn to talk to one another, then to work together and support each other, before we could really operationally function as one! 这需要时间,培养和难以置信的热情,但我们做到了!”

他们不仅通过他们系统的技术方面联系在一起,而且“我们作为员工是真正联系在一起的。, 愿意在不同的站点之间工作,互相帮助,或者在同事需要时贡献PTO时间. The silos that were once there are no longer, 每个程序, site and department are included in the bigger picture of who we are,她补充道。.

真正改变的是他们如何看待每一种情况以及每一个挑战所带来的可能性——这不再是一种解决问题的反应, 她解释说.

“领导团队一直在思考如何改善我们社区的成果,并积极花时间研究可以帮助他们实现目标的应用程序或支持,”她说。. “So we stay ahead of the changes before we are forced to act on them.”

当他们第一次过渡到一个EMR系统时,他们面临的最大挑战之一是缺乏强大的IT基础设施来支持运行应用程序所需的互联网带宽. 加载文档需要很长时间,员工和提供商感到沮丧,因为系统无法像他们希望和需要的那样快速运行.

ConnextCare投资了外部IT支持,提供了在地点之间建立稳定连接的知识.

“现在我们已经完全过渡到云计算,速度很快,干扰最小. 作为一个系统, 只要有互联网,我们就能从任何地方连接到我们的电子医疗记录, 提高我们在紧急情况下的反应能力,或者在体育馆中央建立一个练习,以防另一个公共卫生事件发生,” Peter-Clark said.

ConnextCare拥抱变革,并意识到其客户群希望以不同于50年前的方式获得医疗保健, 她补充说.

“We now offer things like telehealth, 网上缴费, 自动预约提醒和远程会诊前登记,很快我们将开始以电子方式向患者发送临床筛查表格,让他们在来办公室之前完成,”她说。. “病人的需求推动着我们的商业模式,我们很幸运有一个愿意投入时间和精力来使这一切成为可能的团队.

“ConnextCare has benefited from the advancements in social media, posting pertinent information daily to our 脸谱网 page, 我们可以在几分钟内看到一个帖子可以被成千上万的其他用户分享——这是一个如此强大的工具,是与我们的用户分享最新信息的关键, hours of operations, 事件, 等.”

A cautious outlook

“即使在过去两年里,医疗保健的变化速度也是如此, I am reluctant to provide a vision for our next 10,” Peter-Clark said. “不过我可以告诉大家,我们已经为未来三年制定了一个非常详细的计划, above that we will stay true to seeing through.

“当被问及我们是否计划提供特定服务时,我的安全回答总是‘还没有’.’ This is my non-committal way of leaving the options open, 当一个好机会出现时,我会对我的团队说:“起来吧,ConnextCare ?!”