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Abstract

The Bridges Collaborative Care Clinic (BCCC) is Oregon's first and only interdisciplinary, student-run clinic that provides free health and social services to underserved populations. Since its inception in 2016, the clinic has utilized a dynamic model of leadership with specific teams and responsibilities. This model worked effectively in early stages, however escalation of functional complexity lead to lapses in communication, loss of information between teams, and an overall decline in efficiency and impact. Student volunteers and the BCCC Board of Directors recognized the need for change, and formed a strategic planning committee to guide improvement. The goal of the committee was to develop a framework for clinic expansion and specific strategies for accomplishing its mission.

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