 National Association of Counties * Washington, D.C. Vol. 31, No. 17 * September 13, 1999 Previous story | Table of Contents | Next story Hats off to … Health Programs
The Parker Medical Center: Working Together in Rural Montana One medical clinic was available to these 3,000 residents, however its hours were sporadic, its operations not cost-effective, and its clientele confined to individuals with health insurance or an ability to pay a full fee. To better serve the needs of its citizens, the county joined with a local hospital and a community association to create a new clinic that would serve all residents regardless of their ability to pay. To accomplish this, the existing medical center was turned into a satellite of the county-operated health care facility. After a nationwide search for a mid-level health care provider, the partnership was able to locate a physician assistant as well as a part-time LPN to staff the facility. The Parker Medical Clinic now provides health care services to local residents on a sliding-fee scale, based on an individual’s ability to pay. The sliding-fee scale results in more affordable health care to the low income and elderly. In addition, since the clinic is part of a partnership with the county health department, it has become a one-stop shop for all health care needs. Information on federal programs, immunizations and communicable disease follow-up are now available. Local residents have taken an active role in funding and developing the clinic. They formed a community association which conducts an annual art auction to benefit the clinic. The auction brings in between $7,000 and $10,000 each year. The medical center is housed in a donated home, which was renovated by the association. The association pays all taxes and maintenance costs for the facility, while the hospital partner covers the staff salaries. In addition, the association lobbies local businesses to purchase equipment for the clinic.
Under the guise of a street fair, the outreach effort is designed to comprehensively address the health care, social, mental, educational, and housing needs of the homeless. The event, with booths and mobile medical units serving as the health care facilities, has served approximately 3,000 clients over the last three years. The fair provides the homeless with communicable disease testing, as well as basic health services such as dental screenings and vision and hearing tests. By conducting the fair on a regular basis, the county has been able to prevent the spread of communicable diseases, protect the health of all residents, and promote healthy behaviors. On average, the cost of the event is approximately $5,000.
Many of the children with the highest level of emotional disturbance are placed in 12-month programs. Summer Success serves those children most at risk of re-hospitalization or out-of-home placement who for one reason or another are not in a yearlong program. Without structured activities in the summer, these children risk rapid deterioration, re-hospitalization or other costly outcomes. The children participate in a variety of indoor and outdoor activities. The staff-to-student ratio is kept at one-to-three, with the availability of one-to-one assistance if needed. The program lasts seven weeks, and is operated five days a week. The program has had a 100 percent success rate in not having a child re-hospitalized or placed in an out-of-home setting. The total cost of the program is approximately $20,000 to serve 12 to 14 children. This is a significant cost savings considering the average cost for residential placement is approximately $70,000 per year. (Hats Off was compiled by James J. Culotta, research associate. Hats Off features 1999 NACo Achievement Award winners.) |