WEBVTT

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- Something specific
that kept me up at night

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is the notification of results

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to patients regarding
their negative results.

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So we had a very streamlined
process as far as

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notification of positives to patients,

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but I was very nervous and fearful that

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and a little bit obsessed
with the failure aspect

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of not notifying a
patient of their negative.

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- The main thing that we
were anticipating heading

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into everything was public education.

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A lot of people didn't
know what COVID-19 was,

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they were scared

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and we took it on as
ourselves to educate ourselves

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on what COVID-19 is, what the,

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how it spreads, how we
can prevent the spread

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and everything along these lines.

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(upbeat music)

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- They stepped up, more people,
basically teamwork effort.

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They hopped up where they were needed,

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they adapted and they
just remained flexible.

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- We were met with obstacles

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and I think that we overcame
them as best as we could.

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Our team stayed flexible.

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I think the flexibility

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and the ability to change based
on the needs of the patient

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and the needs of the staff

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is what made the difference there.

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(upbeat music)

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- A big issue that we had kinda come up

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was just more so how, how
could we mitigate the flow

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of patients through our clinic?

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How can we take it

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to where it was at
least exposure for staff

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and patients that are just
around the hospital in general?

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So we brainstormed ideas
of how patient flow

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and how we wanted it to work.

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We did identify that there
wasn't just enough rooms

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for the amount of patients
that we were seeing,

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who were potential COVID patients.

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So we identified that maybe
a virtual almost encounter

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between provider and actual
patient would be best.

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So patients would now be
screened in their cars

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and still have the ability

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to see the provider at their car,

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still have the ability to be swabbed

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at their car by the corpsman,

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have their vitals taken, be assessed,

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asked if they have any other concerns

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and then kinda get them in
and out as quick as we could,

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but as efficiently and professionally,

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as we could too, as well.

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- Through this process, we
were able to streamline a lot

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of the procedures that we had in place,

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because they're doing it every day.

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They can see this works,
this doesn't work,

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this might make things easier.

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(upbeat music)

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- It was a team effort to stay focused.

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People needed to be available to jump in

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in other areas so that focus could

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be put onto the arch clinic

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and developing the system

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to make sure everyone was taken care of.

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I think that with the command helping us

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to isolate this problem
into one specific area

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and gave us that time to focus on it

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that really helped us stay focused.

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- We are gonna meet every patient,

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one step at a time, one patient at a time,

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and we're gonna get the mission done.

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It's gonna be successful,

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we know what we're doing
and I think we're excelling.

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(upbeat music)

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- So in vast knowledge of C
node C commands that I've worked

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at change of traffic patterns you know,

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in say pecan changes, work in the field

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with expeditionary warfare elements,

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so from setting nothing up to

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you're having nothing

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and setting it up to a
full traffic pattern.

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- What makes preventive
medicine special is

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that we all pulled a lot

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of those same virtues and qualifications.

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So we're all subject matter
experts in our own right

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and we feed off each other to
get that mission accomplished

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whether it be from our director, down to

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our most junior immunizations corner

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and we all work together

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and we all bring something to the table.

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(upbeat music)

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- I cannot speak highly enough
of the urgent care team.

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They particularly the
corpsman have worked well

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and jumped between providers,

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jumped between the urgent care side

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and the arch COVID clinic side,

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the providers have as well,

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we rotated through,

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we already had a good working relationship

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and I think that this just reinforced

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how productive and flexible
the urgent care team

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can be when it's called upon.

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- I'm really proud to
be a part of the team.

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I'm really proud of the members

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who actually doing like
the deck plate work.

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I think it's really
something to be celebrated

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and shared within the command.

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(upbeat music)

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- Many things went wrong when
the plan was being implemented

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this is new, it's never been done before.

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We had to constantly identify
holes and correct them.

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We couldn't accept simple
answers when issues occurred.

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So some simple examples

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and issues that stayed in the
early stages of implementation

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was when a screener was
asking the wrong questions

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or outdated questions.

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We couldn't accept a simple,
I had the wrong form that day.

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We had to dig deeper as to why
did you have the wrong form?

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How did you get the wrong form?

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And who ensures that every day

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we have the correct
information being delivered

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and the correct forms.

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- So we all decided as a collective group,

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decided to figure out what
we should do for the rooms,

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how to get them clean in case housekeeping

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wasn't able to come.

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So we decided to train the corpsman

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to how to properly generally clean a room

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and stuff like that,

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so that way we didn't have
to rely on the housekeeping

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when they couldn't come.

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- I would like everyone to know

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that we have a great team here.

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Our CO, XO, CMC, DFA, all of
our directors have been very

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very instrumental in us being
successful in this process.

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Everyone partnered up and we got her done.

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(fast diminishing beats)