National Association Of Community Health Centers Inc

STRENGTHENING PUBLIC HEALTH INFRASTRUCTURE THROUGH PRIMARY CARE INTEGRATION WITH COMMUNITY HEALTH CENTERS

TECHNICAL ASSISTANCE TO COMMUNITY AND MIGRANT HEALTH CENTERS AND HOMELESS

PROVIDE POWER GENERATION CAPABILITIES TO RURAL OR REMOTE COMMUNITY HEALTH CENTERS (CHCS) TO SERVE AS BACKUP POWER DURING GRID POWER OUTAGES TO HELP ENSURE CONTINUOUS HEALTH SERVICES AND/OR TO REDUCE CHCS POWER CONSUMPTION FROM THE GRID AND HENCE REDUCING ITS ENERGY BURDEN.

TECHNICAL ASSISTANCE TO COMMUNITY AND MIGRANT HEALTH CENTERS AND HOMELESS

ENGAGES AMERICORPS MEMBERS IN FULL AND PART-TIME SERVICE TO MEET COMMUNITY NEEDS IN EDUCATION, THE ENVIRONMENT, HEALTH, VETERANS, AND OTHER AREAS

EDUCATION AWARDS PROGRAM

AMERICORPS*NATIONAL

NATIONAL TECHNICAL ASSISTANCE PROGRAMS (NTAP) COOPERATIVE AGREEMENTS - THE NATIONAL ASSOCIATION OF COMMUNITY HEALTH CENTERS (NACHC) IS APPLYING FOR NATIONAL TECHNICAL ASSISTANCE PROGRAMS (NTAP) FUNDING AS THE NATIONAL TA AND COORDINATION CENTER NTAP APPLICANT. THROUGH NTAP FUNDING, NACHC WILL DEVELOP AND DELIVER HIGH-IMPACT TA TO EXISTING AND POTENTIAL HEALTH CENTERS BY: • INCREASING THE NUMBER OF TA MATERIALS ON THE HEALTH CENTER RESOURCE CLEARINGHOUSE PLATFORM • INCREASING THE NUMBER OF INDIVIDUALS WHO ACCESS TA LEARNING RESOURCES ON THE HEALTH CENTER RESOURCE CLEARINGHOUSE PLATFORM • COMPLETING TWO NATIONAL HEALTH CENTER TA NEEDS ASSESSMENTS • FOSTERING PARTNERSHIPS AND COLLABORATIONS TO IMPROVE HEALTH OUTCOMES • STRENGTHENING COLLABORATION AND KNOWLEDGE EXCHANGE AMONG HRSA-SUPPORTED TA PROGRAMS • STRENGTHENING THE CAPACITY OF HEALTH CENTER LEADERSHIP AND GOVERNING BOARDS • COORDINATING AND SUPPORTING RESPONSE TO EMERGENT PUBLIC HEALTH NEEDS AND PRIORITIES • SUPPORTING HEALTH CENTERS TO CONTINUOUSLY COMPLY WITH PROGRAM REQUIREMENTS NACHC WILL PROVIDE 13 COMMUNITIES OF PRACTICE (COP) TO STRENGTHEN THE CAPACITY OF HEALTH CENTER LEADERSHIP AND GOVERNING BOARDS. THE OBJECTIVE’S MEASURE OF SUCCESS IS THAT 588 HEALTH CENTERS’ BOARD MEMBERS AND EXECUTIVE STAFF WILL RECEIVE TA THROUGH A COP. EACH COP WILL (1) RUN FOR ONE BUDGET YEAR, (2) OFFER AT LEAST SIX SESSIONS, (3) FOCUS ON THE UNIQUE NEEDS OF THE PARTICIPATING HEALTH CENTERS WHICH WILL BE DETERMINED THROUGH A PRE-ASSESSMENT, (4) INCLUDE LEADERS FROM AT LEAST 12 HEALTH CENTERS, (5) FOCUS ON DEVELOPING HEALTH CENTER LEADERSHIP AND BOARDS WITH AN EMPHASIS ON THEIR UNIQUE ROLES IN FACILITATING HEALTH CENTER CHANGE, AND (6) FOCUS ON PEER LEARNING. THE TOPICS INCLUDE: (1) BOARD ENGAGEMENT AND NAVIGATING STRATEGIC ISSUES (2) LEADERSHIP EXCHANGE FOR CHIEF EXECUTIVE OFFICERS (3) LEADERSHIP EXCHANGE FOR CHIEF WORKFORCE OFFICERS AND CHIEF HUMAN RESOURCE OFFICERS (4) LEADERSHIP EXCHANGE FOR CHIEF FINANCIAL OFFICERS (5) LEADERSHIP EXCHANGE FOR CHIEF CLINICAL OFFICERS AND CHIEF MEDICAL OFFICERS (6) BOARD CHAIR-CEO PARTNERSHIP (7) BOARD OVERSIGHT AND GOOD GOVERNANCE PRACTICES (8) HEALTH IT PERFORMANCE IMPROVEMENT STRATEGIES ROADMAP AND IMPLEMENTATION (9) FINANCIAL AND OPERATIONAL PERFORMANCE IMPROVEMENT STRATEGY LAB (10) HEALTH CENTER OPERATIONAL PLANNING (11) LOOK-ALIKE HEALTH CENTER OVERSIGHT AND SUSTAINABILITY (12) STRATEGIC PLANNING FOR YOUR HEALTH CENTER (13) ENHANCING HEALTH CENTER PROGRAM COMPLIANCE AND OPERATIONAL SITE VISIT PREPARATION THROUGH ADDRESSING TOP COMPLIANCE FINDINGS AS A NATIONAL TA AND COORDINATION CENTER NTAP APPLICANT, NACHC IS NOT REQUIRED TO USE OUTCOMES-FOCUSED COHORTS FOR TA ACTIVITIES. NACHC HAS A DEMONSTRATED RECORD OF RELIABLE ORGANIZATIONAL CAPACITY TO ANTICIPATE AND RESPOND TO HEALTH CENTERS’ INCREASINGLY COMPLEX TA NEEDS, IN PARTNERSHIP WITH HRSA AND THE HEALTH CENTER PROGRAM. NACHC ANTICIPATES, AND IS ALREADY PREPARING FOR TA THAT RESPONDS TO EMERGING HEALTH CENTER NEEDS, SUCH AS SAFELY ADVANCING ARTIFICIAL INTELLIGENCE (AI), INTEGRATING CHANGING TECHNOLOGY TO MAXIMIZE WORKFORCE AND IMPROVE THE STAFFING ENVIRONMENT, PURSUING NEW MODELS OF FINANCIAL SUSTAINABILITY, AND PROVIDING A COORDINATION ROLE IN RESPONSE TO EMERGING PUBLIC HEALTH NEEDS OR PRIORITIES. NACHC SUPPORTS THIS WORK THROUGH AN ORGANIZATIONAL INFRASTRUCTURE WHICH INCLUDES HEALTH CENTER OPERATIONS AND GOVERNANCE, COMMUNITY HEALTH (INCLUDING CLINICAL PRACTICE, PUBLIC HEALTH PRIORITIES, AND VALUE-BASED CARE), PUBLIC POLICY, RESEARCH, FINANCE, COMMUNICATIONS, PARTNERSHIP DEVELOPMENT, AND INNOVATION. THE DEVELOPMENT AND DELIVERY OF IMPACTFUL TA TO OVER 1500 FUNDED AND LOOK-ALIKE HEALTH CENTERS AND POTENTIAL HEALTH CENTERS HAS BEEN A CONTINUOUS PART OF NACHC’S 55-YEAR HISTORY AND ONE THAT NACHC IS COMMITTED TO PURSUING IN COLLABORATION WITH OTHER PARTNERS, SUBJECT MATTER EXPERTS, AND HRSA TO IMPROVE HEALTH OUTCOMES, PROGRAM COMPLIANCE, AND OPERATIONAL EFFICIENCY ACROSS THE NATION.

PPHF 2013: OSTLTS PARTNERSHIPS-CBA OF THE PUBLIC HEALTH SYSTEM

PPHF 2013: OSTLTS PARTNERSHIPS-CBA OF THE PUBLIC HEALTH SYSTEM

AMERICAN RESCUE PLAN ACT FUNDING FOR NTTAPS

VISTA STATE

HEALTHY BRAIN IMPACT INITIATIVE: ACCELERATING ADOPTION OF EVIDENCE-BASED ADRD STRATEGIES. - ALZHEIMER’S DISEASE AND RELATED DEMENTIAS (ADRD) ARE A GROWING PUBLIC HEALTH CHALLENGE, MARKED BY RISING PREVALENCE, GEOGRAPHIC DISPARITIES, PERSISTENT UNDERDIAGNOSIS, AND INCREASING DEMANDS ON STATE, TRIBAL, LOCAL, AND TERRITORIAL (STLT) PUBLIC HEALTH AGENCIES. WHILE CDC’S HEALTHY BRAIN INITIATIVE (HBI) AND BOLD PROGRAMS HAVE EXPANDED BRAIN HEALTH INFRASTRUCTURE AND EVIDENCE-BASED RESOURCES, MANY STLT AGENCIES CONTINUE TO FACE WORKFORCE, FUNDING, AND IMPLEMENTATION CHALLENGES THAT LIMIT THE ADOPTION AND SCALE OF PROVEN ADRD STRATEGIES. NACHC OFFERS CDC A PROVEN NATIONAL INFRASTRUCTURE TO SERVE AS A PUBLIC HEALTH STRATEGY ADOPTION ACCELERATOR. THROUGH ITS EXTENSIVE NETWORK OF NATIONAL, STATE, AND LOCAL PARTNERS; WORKFORCE DEVELOPMENT AND TECHNICAL ASSISTANCE CAPABILITIES; AND LARGE-SCALE LEARNING AND DISSEMINATION PLATFORMS, NACHC HAS DEMONSTRATED SUCCESS TRANSLATING EVIDENCE INTO PRACTICE AND ACCELERATING THE UPTAKE OF HIGH-IMPACT STRATEGIES. NACHC’S CENTER FOR PRIMARY CARE EXCELLENCE AND ELEVATE LEARNING FORUM PROVIDE TESTED APPROACHES FOR ASSESSMENT, IMPLEMENTATION SUPPORT, PEER LEARNING, WORKFORCE DEVELOPMENT, COMMUNICATIONS, AND LARGE-SCALE DISSEMINATION, WHILE OPERATIONALIZING THE VALUE TRANSFORMATION FRAMEWORK TO SUPPORT ORGANIZATIONAL CHANGE AND PERFORMANCE IMPROVEMENT. NACHC ALSO BRINGS A UNIQUE ABILITY TO BRIDGE PUBLIC HEALTH AND HEALTHCARE SYSTEMS, HELPING CONNECT POPULATION HEALTH PRIORITIES WITH HEALTHCARE DELIVERY ORGANIZATIONS TO STRENGTHEN ADRD PREVENTION, SCREENING, DIAGNOSIS, CARE COORDINATION, AND CAREGIVER SUPPORT. TO ACCOMPLISH THIS WORK, NACHC WILL: • PARTNER WITH CDC, COMPONENT 1 AND 2 RECIPIENTS, AND NATIONAL ORGANIZATIONS TO IDENTIFY AND PRIORITIZE ADRD APPROACHES WITH THE GREATEST POTENTIAL FOR HEALTH IMPACT, SCALABILITY, AND REACH. • CONDUCT A CFIR-INFORMED ASSESSMENT TO IDENTIFY BARRIERS, FACILITATORS, AND IMPLEMENTATION NEEDS INFLUENCING ADRD STRATEGY ADOPTION ACROSS STLT AGENCIES. • DEVELOP AN ADRD STRATEGY PORTFOLIO AND IMPLEMENTATION ROADMAP TO SUPPORT DISSEMINATION AND SCALE OF HIGH-PRIORITY APPROACHES. • ESTABLISH A NATIONAL ADRD LEARNING AND PRACTICE NETWORK TO SUPPORT COLLABORATION, PEER LEARNING, AND IMPLEMENTATION PROBLEM-SOLVING. • ADVISE AND SUPPORT COMPONENT 1 AND 2 RECIPIENTS IN PROMOTING, ADAPTING, AND DISSEMINATING ADRD TOOLS AND RESOURCES TO MAXIMIZE NATIONAL REACH AND IMPACT. • ENGAGE STLT AGENCIES, HEALTHCARE ORGANIZATIONS, NATIONAL PARTNERS, AND POLICYMAKERS THROUGH COORDINATED DISSEMINATION AND IMPLEMENTATION STRATEGIES. • IMPLEMENT A NATIONAL COMMUNICATIONS AND MARKETING STRATEGY TO INCREASE AWARENESS, REACH, ENGAGEMENT, AND ADOPTION OF PRIORITY ADRD RESOURCES. • LEVERAGE TECHNICAL ASSISTANCE, COMMUNITIES OF PRACTICE, WEBINARS, CONFERENCES, AND PARTNER NETWORKS TO ACCELERATE UPTAKE AND SUSTAINABILITY. • MONITOR ADOPTION, REACH, AND IMPLEMENTATION OUTCOMES THROUGH DASHBOARDS AND CONTINUOUS FEEDBACK PROCESSES. • TAILOR IMPLEMENTATION SUPPORTS FOR URBAN, RURAL, TRIBAL, AND TERRITORIAL AGENCIES AND PRIORITIZE APPROACHES THAT ADDRESS POPULATIONS DISPROPORTIONATELY AFFECTED BY ADRD.

VISTA STATE

COST SHARE PROGRAM