HJAR Jul/Aug 2019

Healthcare Journal of ARKANSAS I  JUL / AUG 2019 53 LaShannon Spencer CEO Community Health Centers of Arkansas • Provide services available to all, with fees adjusted based on ability to pay. • Meet other performance and accountabil- ity requirements regarding administrative, clinical, and financial operations. These patient-members of CHC commu- nity boards are precisely the kind of engaged, focused, and studied stakeholders we need in healthcare. They are undaunted by what, for most us, can be a pretty imposing system. What we know is that the extra effort to motivate and educate patients pays off. In the long run, it is a more efficient way of delivering care. For CHCs, it is about every person training another to improve health outcomes. CHCs let no one off the hook. We lean on our patients. CHCs strive to make sure each patient is empowered to un- derstand and accept the responsibility for improving their health. CHCs believe that every patient has a right to expect the very highest level of service, regardless of ability to pay. CHCs trust that patient engagement is the key to improving the health status of our state. Studies have indicated that CHCs are bet- ter at patient engagement because of how they intentionally and actively incorporate patient perspective into governance, care system design, and individual care. Engag- ing patients in their own care and treatment decisions is encouraged by leading health care authorities such as the HRSA, Agency for Healthcare Research and Quality, and the Institute of Medicine. Health centers operate on a fundamentally patient-centered model. CHCs drive a high-level of care coordination (team-based care) and focus on care transi- tions for the patients they serve. The patient-centered care model allows two concepts: shared decision-making and self-care, and there is mounting evidence that employing these strategies improves the healthcare quality and outcomes at a lower cost. Shared decision-making is when health- care providers and patients (including their family members and caregivers) work to- gether to achieve the best outcome for the patient. This decision-making is based upon evidence presented to the patient and their loved ones to help improve their outcomes. Self-care is the assistance provided to pa- tients, especially those with chronic condi- tions, which enables them to manage their health on a regular basis. Often, self-care means the patient utilizes the enabling ser- vices offered by CHCs. Other actions are essential. CHCs provide transportation for rural residents who are miles and miles from our clinics. We trans- late for an array of non-English speakers. We host cooking classes, health fairs, and conduct free physicals for school athletic departments. Physicians, clinicians, and community health workers communicate with and educate patients about being part of the solution. They have shown that health centers and other medical practices that val- ue patient involvement overcome barriers to ongoing patient participation. CHCs view patients as partners, not just in areas such as personal responsibility and self-manage- ment, but also in quality improvement and governance. We appreciate patients who take owner- ship of their health. We know this improves data and assists with improving health out- comes and patient satisfaction, while cutting emergency room visits and overall health- care costs. Patient engagement can also affect pa- tient satisfaction. For patients, especially those with a rare disease, it is critical that they and their caregivers feel empowered to be their own advocates. An engaged patient or family member asks questions and shares observations. When in control of their healthcare plan, patients and their families can actively participate in their care, and more easily navigate everyday health decisions. Patients with low levels of health literacy cost the health system nearly twice as much as proficient patients. Over the last few years, the medical pro- fession has faced more scrutiny and has made every attempt to fully understand how patient experiences impact health and the healthcare field. As population health efforts increase, efforts to engage patients to ful- ly invest in their own health have become very popular. Patients who are invested in their healthcare are more aware of their symptoms, and also more likely to reach out to their providers regarding any con- cerns. They communicate and collaborate with their providers to prevent negative out- comes and improve quality care. It is what guides us all at CHCs every day. n LaShannon Spencer, chief executive officer of Com- munity Health Centers of Arkansas, the statewide association for 12 health centers,with some 130 sites across the state, is passionate about ensuring that everyArkansan has access to high quality healthcare. Spencer believes that providers showing cradle-to- grave empathy and cultural awareness toward their patients is the key to improving population health. Spencer has more than 20 years of experience in designing, implementing, and managing multiple patient outcomes; public policymaking; advocacy; patient-physician relations; patient safety; and quality measures. She holds M.S. degrees in public health administration and health services administration and a B.S. in mass communications. She has com- pleted her UNLVdoctoral coursework in public health, concentrating on the social determinants of health. Her professional memberships include the Ameri- can College of Healthcare Executives, National Public Health Association, National Association of Health Services Executives, and theArkansas Heart Association.