- Jake VanHorn, PsyD, Community Impact Officer, Cabin Creek Health System, Charleston, WV
- Amber Crist, MA, Chief Operating Officer, Cabin Creek Health System, Charleston, WV
The COVID-19 pandemic forced Cabin Creek Health Systems (CCHS) to evaluate practice delivery models, and create new models of care to serve rural communities, unhoused individuals, and POC. In this discussion, CCHS will present a model of services developed over two years of surviving, while not sacrificing primary care. First priority was to protect staff and patients within the system. Clinics worked collaboratively with administration to develop procedures and safely continue services. These strategies included simple tasks like masking, and social distancing, but also more complicated measures including small sheds to shelter staff while providing services in clinic parking lots. This process eventually allowed for the use of lifesaving antibody treatments in rural and underserved communities. Secondly, CCHS worked to increase access to prevention strategies through testing and vaccine. Local public health provided options that worked for some, but not all. They utilized centralized venues and did not muster resources for rural communities, minorities, or other underserved populations. Filling those gaps became a priority. CCHS has tested over 20,000 patients and delivered more than 33,000 vaccines without disrupting primary care. To note: CCHS earned the moniker the “56th county of WV” as they received their own allocation of vaccine to address populations missed by public health. Special efforts were made to address barriers to services, including: transportation, trust, and ease of use, by focusing on person-centered approaches. Furthermore, CCHS utilized partners, church communities, community centers, schools, and local businesses to deliver services in the areas needed most. Finally, CCHS identified a need to expand services to vulnerable populations. With social service providers, CCHS began consultation, and service delivery to help social service providers provide critical resources such as food, housing, and healthcare in the community. This initiated the CCHS Mobile Medical Team, and Unit to triage, screen, and provide intervention at shelters, service sights, and on the street. In two years (3/2020 – 3/2022), 1,061 individuals received intervention and countless more received education, connection to care, personal care items, or a new perspective of their health options. Protecting, increasing, and expanding services was an effort involving countless providers, partners, and community members. The effort was tremendous, Integrated Primary Care continued to work, pharmacy moved to drive through services, dental triaged cases, behavioral health had sessions, and school-based health providers connected with children despite school closures. Services went uninterrupted as the service delivery adapted to the changing nature of the disease. Like other providers, CCHS adapted, evolved, and overcame the additional barriers caused by COVID-19, and continued to care for their communities while doing it.
- Participants will be able to discuss key concepts related to evolving service delivery models during COVID-19
- Participants will be able to identify the usefulness of collaborative relationships in the development of a COVID-19 response.
- Participants will be able to reflect on their own experiences with evolving practice models through the course of COVID-19 response and beyond.