Issue link: https://nebusinessmedia.uberflip.com/i/815064
6 Community Health Center, Inc. From the minute one walks through the entrance, CHC exudes an atmosphere of excellence, education and respect. e facilities are spotlessly attractive with abundant natural light, high-tech check-in kiosks at the entrance, and engaging, helpful staff mem- bers who inspire confidence, comfort and camaraderie. at is, not surprisingly, intentional. "People come in agitated and apprehensive when they have a health care issue," explains CEO and co-founder Mark Masselli. "We're here to soothe people's fears and address their medical needs. at is reflected in every aspect of what we do and how we approach them as human beings. We mean it when we say 'patient-centered care.' " A decade ago, CHC became one of the first practices in the country to begin using electronic health records, now routine. A patient portal allows patients to access lab results, view upcom- ing appointments, request prescription refills, and easily e-mail providers. Comments Masselli, "Isn't it nice that those who have traditionally been last, now are first" to benefit from new, data- driven approaches to care. "One of the most exciting advances," explains Chief Medical Officer Dr. Veena Channamsetty, "is pro-active integrated care," which arms providers with information about patients that en- ables them to anticipate needs — even across medical disciplines — and instantly alert colleagues and patients, regardless of the reason for the visit to the office. at information — and the physical structure of the cross-dis- cipline teams working just down the hallway from examining rooms, together in pods rather than separate offices — means "the care can come to them. ey deserve a team, and that's what we deliver. e technology tool meets the workflow," she adds. "It is all directed to patient care — and it makes a huge difference for providers and patients." Microsystem teams provide yet another avenue to heighten clinical care. Team members across disciplines engage in collab- orative problem-solving, tackling challenges and opportunities. One of many examples: piloting the use of a school-based nurse practitioner during school holidays to accommodate same-day sick visits in Meriden. Evaluating that success led to the rollout of Quick Care clinics offering same-day appointments in multiple locations, reducing the need for emergency room visits for basic care such as respiratory infections, allergies and gastrointestinal complaints. CHC is ever-cognizant of the social determinants of health in- tertwined in patients' lives. "We need to think outside our walls, not just about healthcare, but about health," Masselli said. "at's our fluency, that's our engagement." "Patients should have expectations of quality care, says Yvette Highsmith-Francis, Eastern Region vice president, born and raised in Middletown and a two-decade veteran of CHC. "I see the stark contrast in what we do compared with how care is deliv- ered in other places." "Primary care is about relationships over time. ere's some- thing very powerful in that. Lives change, and what impacts peo- ple is ever changing and dynamic," says Flinter. "You take your patients home with you," adds Chief Nursing Officer Mary Blank- son, PhD. "You're not turning them over to another nurse on the next shi, as in a hospital." Medical staffers throughout CHC are energized by the chal- lenge of a diverse, medically underserved population, coupled with opportunities to educate and train, pursue innovative re- search, and break new ground in the use of technology to advance care. CHC trains more than 200 students each year from over 15 affiliated universities in the clinical professions. "Our goal," explains Flinter, "is not just to attack what's coming at you now. It is to build a system that is positioned and prepared to respond to whatever comes next." n » continued from page 5