2018-475-E Finance - Piedmont Health Services Inc outside agency agreement

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DocuSign Envelope ID: CCFF6125- AA47- 438A- 98CA- B42519499D42 EXHIBIT A: PROVIDER'S OUTSIDE AGENCY APPLICATION Care Management & ACA Assistance 2.2 Care Managers, 1 ACA outreach worker Center Administrative Staff i.e. front desks 1.6 FTE center managers, 6.5 FTE office staff Contracted Interpreters 4 contracted interpreters for hourly in person interpretation with additional use of the CallPointe language line. h) Describe the specific period over which the activities will be carried out and include an implementation timeline. Services are continuously available at the times listed in table below, including two weeknights and Saturday mornings. The center is closed in observation of holidays (9 days per year). Carrboro Community Health Center: Hours of Operation by Service CCHC Service Total Hours Schedule Primary Medical Care by appt with on- site lab, part -time integrated behavioral 55 hours /week M /Th: 8 am. -8 pm. T: 9 a -5 p W /Fri: 8a -5p; Sat: 8a -1p health clinician (BHC) Dental Care by appt. 49 hours /week M /T /W /Th: 8a -6p; Friday 8a -5p Pharmacy (walk -in) 48 hours /week M /Th: 8:30a -8 p. T: 9a -5p W /Fr: 8:30 a -5 p. Interpretation (by contracted staff)* Full time weekday support for Burmese dialects, with ad- hoc hours for other languages. Women Infant Child Nutrition Program 53.5 hrs /week (note part of agency budget, not CCHC Same as Medical except Thursday close is 6:30 pm. budget) Care Management 55 hours /week Same as Primary Medical Care * PHS uses a language line service when live interpreters are not available. i) Why is funding this program a good investment for the community? How does funding this program add value to the community? (250 words OR LESS) The Federal Qualified Health Center (FQHC) program is consistently ranked among the nation's most cost - effective Federally- supported programs, with a 2011 study of NC health centers demonstrating every dollar of Federal investment generated another $3.50 in economic activity for an overall economic impact of $359 million (Capital Link, 2011). Further, a research brief by the Geiger Gibson /RCHN Community Health Foundation (Richard et al, 2011) found that North Carolina FQHC patients' annual health expenditures were 62% less than comparable patients receiving care in other ambulatory settings, with an estimated health system savings of $3,400 annually for every patient served by an FQHC (most system savings realized by reduced use of tertiary services (i.e. ER and hospitalization)). FQHCs are uniquely positioned to bring Federal dollars to bear on community health access, minimizing cost to local and state budgets, while maximizing the impact of these investments. Showing local support is critical to PHS success in seeking other funding. j) Describe what would happen if requested funding is not awarded at all or if a reduced allocation is recommended. PHS cannot sustain the current CCHC program without grant support beyond that provided by HRSA. To sustain CCHC, PHS currently uses other grant funds and program revenue generated by its other health centers to help offset a predicted operational loss. Were the City and County not to fund PHS, it would have to 1) continue to search for other sources of grant income, 2) increase sliding fee payment expectations on patients (current nominal fee a medical visit for patient living below 100% of poverty is $25), and /or 3) decrease available services at CCHC. k) What percentage of your target population is low- moderate income? 99% of those served by the program are of low- moderate income. 1) What efforts do you make to seek feedback about your program from your target population (e.g. survey, evaluations, etc. ?) PHS monitors patient satisfaction using the validated Midwest Clinician's Network patient satisfaction survey, and additionally tracks grievances. m) Include any other pertinent information: See section II e). PROGRAM INFORMATION 1/23/2018 11:00:54 AM Page 17 of 23