2024-11-14T15:17:02-06:00 2023-12-31 861065772 DELOITTE TAX LLP 695 TOWN CENTER DRIVE SUITE 1000 COSTA MESA CA 92626 990 2023-01-01 208065139 PRIME HEALTHCARE FOUNDATION INC PRIM 9092354400 3480 E GUASTI ROAD ONTARIO CA 91761 STEVE ALEMAN CFO 9092354400 2024-11-14 1 0 JOHN W SADOFF JR P00540589 7144367100 2023 2024-10-15 13:58:12Z KAVITHA BHATHIA MD 3480 E GUASTI ROAD ONTARIO CA 91761 855419709 0 X WWW.PRIMEHEALTHCARE.COM X 2006 DE TO PROVIDE HEALTHCARE THROUGH HOSPITAL SERVICES TO COMMUNITIES ACCROSS THE UNITED STATES. 5 4 4931 82 -56693 0 42391959 9231573 807182150 732963508 21863151 16910189 7082947 17201936 878520207 776307206 55798 115386 0 0 368381750 393016593 0 0 0 540034714 424081833 908472262 817213812 -29952055 -40906606 2028549202 1847681418 1280183897 1042833297 748365305 804848121 X THE MISSION OF THE PRIME HEALTHCARE FOUNDATION IS TO PROVIDE QUALITY, COMPASSIONATE HEALTHCARE FOR ALL, AND SERVE COMMUNITIES THROUGH CHARITABLE AND EDUCATIONAL INITIATIVES. 0 0 768399485 115386 740273588 PRIME HEALTHCARE FOUNDATION, INC. OPERATES A TOTAL OF 25 ENTITIES, 10 OF WHICH ARE HOSPITALS, ALL CLASSIFIED AS DISREGARDED ENTITIES FOR FEDERAL TAX PURPOSES. THESE HOSPITALS AND ENTITIES INCLUDE BUCKS COUNTY INSURANCE CAPTIVE, COSHOCTON REGIONAL MEDICAL CENTER, ENCINO HOSPITAL MEDICAL CENTER, GLENDORA COMMUNITY HOSPITAL, HUNTINGTON BEACH HOSPITAL, LA PALMA INTERCOMMUNITY HOSPITAL, LAKE HURON CLINICS, LAKE SPIVEY AMBULATORY SURGERY CARE, LANDMARK MEDICAL CENTER (OPERATING A 214-BED ACUTE CARE HOSPITAL LOCATED IN WOONSOCKET, RHODE ISLAND THROUGH PRIME HEALTHCARE FOUNDATION - LANDMARK, LLC), LANDMARK PHYSICIAN OFFICE SERVICES, MONTCLAIR HOSPITAL MEDICAL CENTER, PAMPA REGIONAL MEDICAL CENTER, PRIME HEALTHCARE REAL ESTATE, LLC, PRIME HEALTHCARE FOUNDATION - EAST LIVERPOOL, PRIME HEALTHCARE FOUNDATION - MISSION, PRIME HEALTHCARE FOUNDATION - OCONEE, PRIME HEALTHCARE FOUNDATION - SALEM, REHABILITATION HOSPITAL OF RHODE ISLAND, RIVER VALLEY PHYSICIANS, SAINT MARY'S RENO FOUNDATION, SHERMAN OAKS HOSPITAL (OPERATING A 153-BED ACUTE CARE HOSPITAL LOCATED IN SHERMAN OAKS, CALIFORNIA THROUGH PRIME HEALTHCARE FOUNDATION - SHERMAN OAKS, LLC), SOUTHERN REGIONAL MEDICAL CENTER (OPERATING A 331-BED ACUTE CARE HOSPITAL LOCATED IN RIVERDALE, GEORGIA THROUGH PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC), SOUTHERN REGIONAL MEDICAL GROUP, SUBURBAN COMMUNITY HOSPITAL, AND SUBURBAN COMMUNITY MEDICAL GROUP. 768399485 1 1 0 1 0 0 0 0 0 0 1 1 0 1 1 1 0 1 0 1 1 0 0 0 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 0 1 0 0 0 0 1 1 1 1 0 0 1 1037 0 1 4931 1 1 1 1 CJ 0 0 0 0 0 0 0 0 0 0 X 5 4 1 1 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 CA OH PA X THOMAS MALLAVARAPU 9092354400 3480 E GUASTI ROAD ONTARIO CA 91761 WILLIAM RUH BOARD MEMBER 1.00 1.00 X 4000 0 0 EUGENE HERNANDEZ BOARD MEMBER 1.00 1.00 X 4000 0 0 DAVID THORSON BOARD MEMBER 1.00 1.00 X 4000 0 0 CATHERINE GREEN BOARD MEMBER 1.00 1.00 X 4000 0 0 KAVITHA BHATIA MD PRESIDENT/CHAIRMAN 1.00 3.00 X X 0 0 0 STEPHANIE D CONN CEO-COSHOCTON REG. MED. CENTER 40.00 0.00 X 276867 0 51937 GERARD D BREEN CFO-COSHOCTON REG. MED. CENTER 40.00 0.00 X 205302 0 30970 LISA J JACKSON CNO-COSHOCTON REG. MED. CENTER 40.00 0.00 X 171902 0 36304 EM V GARCIA CEO-ENCINO HOSPITAL MED. CENTER 40.00 0.00 X 395270 0 30693 PATRICIA S CODY CNO-HBH 40.00 0.00 X 214731 0 17777 ANDREW AGUSTIN CNO-LPIH 40.00 0.00 X 214306 0 28999 MICHAEL R SOUZA CEO-LMC 40.00 0.00 X 436632 0 48323 MARGARET M MACEK CNO-LMC 40.00 0.00 X 255347 0 33790 SCOTT BROWN CFO-LMC 40.00 0.00 X 233662 0 57074 GAIL F AVIADO CEO-MHMC 40.00 0.00 X 447629 0 27598 HAROLD WAY CFO-MHMC 40.00 0.00 X 368821 0 56781 JANAYA BEENE-EGGERT CNO-MHMC 40.00 0.00 X 171057 0 23626 JONATHAN S GILL CEO-PRMC 40.00 0.00 X 260196 0 35383 KRIS VIGIL CNO-PRMC 40.00 0.00 X 178261 0 23077 JAMES M BACON CFO-PRMC (END 4/23) 40.00 0.00 X 68311 0 8158 RICHARD JACK D PIERCE CFO-PRMC (END 9/23) 40.00 0.00 X 32696 0 523 LEE H HOLTER CFO-PRMC (AS OF 11/23) 40.00 0.00 X 20194 0 0 ROLAND SANTOS CNO-SOH 40.00 0.00 X 283690 0 51033 ELA C LENA CEO-SRMC 40.00 0.00 X 382021 0 21420 MICHAEL DAVIS CFO-SRMC (AS OF 2/23) 40.00 2.00 X 48868 23181 21542 JACQUELINE PESTER-BABCOCK CNO-SCH 40.00 0.00 X 264558 0 41469 JAMES HAZLETT CNO-SCH 40.00 0.00 X 187525 0 27145 STEVE ALEMAN CFO 1.00 8.00 X 0 0 0 ABRAHAM JOEL RICHLIN SECRETARY (END 7/23) 1.00 3.00 X 0 0 0 MADAN REDDY TREASURER 1.00 0.00 X 0 0 0 CHRISTINE M DINAN REG. DIR. OF HR-COSHOCTON REG. MED. CENTER 40.00 0.00 X 199860 0 21951 RAQUEL ROMERO MEDICAL STAFF DIR.-HBH 40.00 0.00 X 165576 0 29480 ROSANNE K MAEHARA NURSING DIR.-LPIH 40.00 0.00 X 170060 0 30805 GLENN FORT GME PROGRAM DIRECTOR-LMC 30.00 0.00 X 249811 0 24273 ERIC LACHANCE REG. RADIOLOGY/CARDIOLOGY DIR.-LMC 40.00 0.00 X 186185 0 44467 VICTORIA REIS SAVARD NURSING DIR.-LMC 40.00 0.00 X 155220 0 36657 CLAUDIA FOTZEU TOUKAM GME PROGRAM DIRECTOR-SRMC 40.00 0.00 X 282334 0 15517 JANIE HINTON NURSING DIR.-SRMC 40.00 0.00 X 235176 0 51692 DARRA EDWARDS 340B PROGRAM DIRECTOR-SRMC 40.00 0.00 X 189544 0 50698 CHRISTINE EMMANUEL NURSING DIR.-SRMC 40.00 0.00 X 163416 0 24228 MIRIAM HOGAN DEPUTY GENERAL COUNSEL-SCH 40.00 0.00 X 317297 0 35165 SHAILY PATEL REG. DATA QUALITY DIR.-SCH 40.00 0.00 X 188960 0 32716 KEVIN CARRION DIR. OF HR-SCH 40.00 0.00 X 155150 0 40707 AHMED NADEEM PHYSICIAN-LMC 40.00 0.00 X 617050 0 50597 WAJAHAT FAHEEM PHYSICIAN-LMC 40.00 0.00 X 561481 0 53123 BETHANY WORTMAN PHYSICIAN-LMC 40.00 0.00 X 559537 0 40247 JAMES DALLIS PHYSICIAN-SRMC 40.00 0.00 X 494244 0 53755 HISHAM KHADR PHYSICIAN-SUBURBAN 36.00 0.00 X 613505 0 55897 10638252 23181 1365597 563 0 1 0 PRIME HEALTHCARE MANAGEMENT INC 3480 E GUASTI ROAD ONTARIO CA 91761 MANAGEMENT SERVICES 61236148 HALLMARK HEALTH CARE SOLUTIONS INC 200 MOTOR PKWY HAUPPAUGE NY 11788 REGISTRY NURSING SERVICES 14687608 E W BURMAN 33 VERMONT AVE WARWICK RI 02888 CONSTRUCTION SERVICES 3457083 DPI MANAGEMENT COMPANY LLC 8946 INTERLINE AVE BATON ROUGE LA 70809 ANESTHESIA SERVICES 3022158 SOUTH PACIFIC REHABILITATION SERVICES 16030 VENTURA BLVD 450 ENCINO CA 91436 THERAPY SERVICES 2265987 151 9182607 48966 9231573 PATIENT SERVICE REV. 622110 732963508 732963508 732963508 18253460 18253460 10702099 753550 9948549 9948549 9948549 76422656 593026 76843360 1515593 -420704 -922567 -1343271 -1343271 OTHER HEALTH PROFESSIO 900099 6223880 6223880 OTHER NON-OPERATING RE 900099 1077767 1077767 INSURANCE PREMIUM REVE 900099 8433 8433 -56693 -56693 7253387 776307206 740273588 -56693 26858738 X 115386 115386 8294681 8294681 310350696 310350696 3238065 3238065 47142266 47142266 23990885 23990885 40956813 32765450 8191363 6871470 5497177 1374293 927425 927425 86264 86264 99316683 98458543 858140 946604 946604 3683340 3683340 654840 654840 24379335 24354454 24881 327667 327667 238791 238791 22780796 1283469 21497327 29732755 29698992 33763 33728467 19590871 14137596 MEDICAL SUPPLIES 61426059 61426059 0 TAXES AND LICENSES 52833235 52813080 20155 REGISTRY 16687482 16687482 0 OTHER OPERATING EXPENSE 10009744 9397263 612481 18494063 17443424 1050639 817213812 768399485 48814327 0 8 101763917 59161569 -96950 199061917 185016381 13773410 12503713 3890075 3504609 616827370 320933086 305403662 295894284 571458565 682854846 146259573 146488855 3560669 3169335 683474364 459087818 2028549202 1847681418 110898294 148692839 2544826 970484 246082385 243903348 4189242 3365789 916469150 645900837 1280183897 1042833297 X 745297855 801780671 3067450 3067450 748365305 804848121 2028549202 1847681418 -40906606 97389422 0 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 86264 86264 0 PART II-B, LINE 1: PRIME HEALTHCARE FOUNDATION BELONGS TO CERTAIN TRADE ASSOCIATIONS IN WHICH A PORTION OF DUES PAID TO THESE ORGANIZATIONS IS SPENT ON EFFORTS TO INFLUENCE LEGISLATIVE MATTERS IN THE HEALTH CARE INDUSTRY. DURING 2023, PRIME HEALTHCARE FOUNDATION PAID APPROXIMATELY $458,947 TO THESE TRADE ASSOCIATIONS AND THE APPROXIMATE AMOUNT OF DUES SPENT ON LOBBYING PURPOSES WAS $86,264. 63697998 63697998 341573334 158359565 183213769 420144 302934 117210 196409525 148470115 47939410 14726369 13800472 925897 295894284 INVESTMENT IN REAL ESTATE 139127543 C INVESTMENT IN EQUITY METHOD 7361312 C 146488855 ASSETS WHOSE USE IS LIMITED 2561286 BOND PROJECT FUND 19123181 CONSTRUCTION IN PROGRESS 20459437 DUE FROM RELATED PARTIES 334806089 DUE FROM AFFILIATES 62751420 RIGHT-OF-USE ASSETS - OPERATING 8671732 OTHER ASSETS 64906 OTHER CURRENT ASSETS 998820 ESTIMATED SETTLEMENTS WITH THIRD PARTIES 9650947 459087818 CAPITAL LEASES 258 DUE TO RELATED PARTIES 429987297 OTHER CURRENT LIABILITIES 2040147 OTHER LIABILITIES 3365512 LONG-TERM PORTION OF OPERATING LEASE LIABILITY 7286206 LONG-TERM PORTION OF FINANCING LEASE LIABILITY 13315094 CURRENT PORTION OF OPERATING LEASE LIABILITY 1467762 CURRENT PORTION OF FINANCING LEASE LIABILITY 7610598 LONG-TERM PORTION OF RELATED PARTY PAYABLES 42392 MALPRACTICE AND WORKERS' COMP RESERVES LONG-TERM 80073941 STATE FEE PROGRAMS PAYABLE 100711630 645900837 X PART X, LINE 2: THE LITERATURE RELATED TO UNCERTAIN TAX POSITIONS PRESCRIBES A RECOGNITION THRESHOLD AND MEASUREMENT PROCESS FOR ACCOUNTING FOR UNCERTAIN TAX POSITIONS AND ALSO PROVIDES GUIDANCE ON VARIOUS RELATED MATTERS SUCH AS DE-RECOGNITION, INTEREST, PENALTIES, AND DISCLOSURES REQUIRED. THE COMPANY DOES NOT HAVE ANY ENTITY-LEVEL UNCERTAIN TAX POSITIONS. CENTRAL AMERICA AND THE CARIBBEAN - ANTIGUA & BARBUDA, ARUBA, BAHAMAS, 0 0 PROGRAM SERVICES SELF-INS. TO HOSPITALS 26304793 0 0 0 0 0 0 26304793 0 26304793 0 0 0 0 0 0 1 1 X 1 X 400.000000000000 1 X 450.000000000000 1 0 0 38348372 28482777 9865595 0.01210 185934307 108612645 77321662 0.09460 255121 255121 0.00030 224537800 137095422 87442378 0.10700 411137 411137 0.00050 3488037 1955715 1532322 0.00190 28199455 45450243 0 0.00000 32098629 47405958 1943459 0.00240 256636429 184501380 89385837 0.10940 13806 13806 0.00000 2000 2000 0.00000 26500 26500 0.00000 5650 5650 0.00000 47956 47956 0.00000 1 133566588 95491044 212386899 254327614 -41940715 X 1 1 10 1 SOUTHERN REGIONAL MEDICAL CENTER 11 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 WWW.SOUTHERNREGIONAL.ORG 031-710 X X X 2 LANDMARK MEDICAL CENTER 115 CASS AVENUE WOONSOCKET RI 02895 WWW.LANDMARKMEDICAL.ORG HOS00134 X X X 3 SHERMAN OAKS HOSPITAL 4929 VAN NUYS BOULEVARD SHERMAN OAKS CA 91403 WWW.SHERMANOAKSHOSPITAL.ORG 930000149 X X X 4 MONTCLAIR HOSPITAL MEDICAL CENTER 5000 SAN BERNARDINO STREET MONTCLAIR CA 91763 WWW.MONTCLAIR-HOSPITAL.ORG 240000141 X X X 5 HUNTINGTON BEACH HOSPITAL 17772 BEACH BOULEVARD HUNTINGTON BEACH CA 92647 WWW.HBHOSPITAL.ORG 060000124 X X X 6 LA PALMA INTERCOMMUNITY HOSPITAL 7901 WALKER STREET LA PALMA CA 90623 WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM 060000136 X X X 7 ENCINO HOSPITAL MEDICAL CENTER 16237 VENTURA BOULEVARD ENCINO CA 91436 WWW.ENCINOMED.ORG 930000051 X X X 8 COSHOCTON REGIONAL MEDICAL CENTER 1460 ORANGE STREET COSHOCTON OH 43812 WWW.COSHOCTONHOSPITAL.ORG 1129 X X X 9 SUBURBAN COMMUNITY HOSPITAL 2701 DEKALB PIKE EAST NORRITON PA 19401 WWW.SUBURBANHOSP.ORG 197201 X 10 PAMPA REGIONAL MEDICAL CENTER ONE MEDICAL PLAZA PAMPA TX 79065 WWW.PRMCTX.COM 100154 X X X PSYCHIATRIC UNIT SOUTHERN REGIONAL MEDICAL CENTER 1 0 0 1 X X X X X X X X X 22 1 0 0 1 X SEE PART V, PAGE 8 X 1 22 1 SEE PART V, PAGE 8 0 1 X 125.000000000000 300.000000000000 X X X X X 1 1 X X X 1 X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 LANDMARK MEDICAL CENTER 2 0 0 1 X X X X X X X X X 22 1 1 1 1 X SEE PART V, PAGE 8 X 1 22 1 HTTPS://WWW.LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 350.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X SEE PART V, PAGE 8 X SEE PART V, PAGE 8 X SEE PART V, PAGE 8 X X X X X X 1 X 0 X X X X 1 X 0 0 SHERMAN OAKS HOSPITAL 3 0 0 1 X X X X X X X X X 22 1 1 0 1 X SEE PART V, PAGE 8 X 1 22 1 SEE PART V, PAGE 8 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 MONTCLAIR HOSPITAL MEDICAL CENTER 4 0 0 1 X X X X X X X X X 22 1 1 1 1 X HTTPS://MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA/ X 1 22 1 HTTPS://MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA/ 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 HUNTINGTON BEACH HOSPITAL 5 0 0 1 X X X X X X X X X 21 1 1 0 1 X HTTPS://HBHOSPITAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ X 1 21 1 HTTPS://HBHOSPITAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 400.000000000000 450.000000000000 X X X X X X 1 1 X X X 1 X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 LA PALMA INTERCOMMUNITY HOSPITAL 6 0 0 1 X X X X X X X X X 21 1 1 0 1 X SEE PART V, PAGE 8 X 1 21 1 SEE PART V, PAGE 8 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X SEE PART V, PAGE 8 X SEE PART V, PAGE 8 X SEE PART V, PAGE 8 X X X X X X 1 X 0 X X X X 1 X 0 0 ENCINO HOSPITAL MEDICAL CENTER 7 0 0 1 X X X X X X X X X 22 1 1 0 1 X HTTPS://ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS/ X 1 22 1 HTTPS://ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS/ 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 COSHOCTON REGIONAL MEDICAL CENTER 8 0 0 1 X X X X X X X X X 22 1 0 0 1 X SEE PART V, PAGE 8 X 1 22 1 SEE PART V, PAGE 8 0 1 X 350.000000000000 450.000000000000 X X X X 1 1 X X X 1 X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 SUBURBAN COMMUNITY HOSPITAL 9 0 0 1 X X X X X X X X X 23 1 0 0 1 X SEE PART V, PAGE 8 X 1 23 1 WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 350.000000000000 450.000000000000 X X X X 1 1 X X X 1 X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 PAMPA REGIONAL MEDICAL CENTER 10 0 0 1 X X X X X X X X X 21 1 0 0 1 X SEE PART V, PAGE 8 X 0 1 1 50000 1 X 200.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 SOUTHERN REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR SOUTHERN REGIONAL MEDICAL CENTER WAS LED BY THE HOSPITAL STEERING COMMITTEE, COMPRISED OF SENIOR LEADERSHIP, AND THE CHNA KEY STAKEHOLDERS COMMITTEE. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE CHNA KEY STAKEHOLDERS COMMITTEE WAS COMPRISED OF COMMUNITY LEADERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITIES SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. THEY PROVIDED SPECIALIZED KNOWLEDGE OF OVERALL COMMUNITY NEEDS AND CHALLENGES, PUBLIC HEALTH ISSUES, AND INSIGHT INTO THE UNDERSERVED, HARD-TO-REACH, AND VULNERABLE POPULATIONS. THEY REVIEWED AND ASSESSED THE COMPILED DATA AND RESULTS OF THE CHNA COMMUNITY SURVEY, ASSESSED NEEDS OF THE COMMUNITY, AND REVIEWED THE AVAILABILITY OF COMMUNITY RESOURCES. THEIR INPUT DETERMINED THE PRIORITIZATION OF THE HEALTH NEEDS OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER SOUGHT TO ENGAGE KEY STAKEHOLDERS WHO EITHER HAD A SPECIALIZED KNOWLEDGE OR EXPERTISE IN PUBLIC HEALTH, WERE AFFILIATED WITH LOCAL GOVERNMENT AND SCHOOLS, OR THEIR INVOLVEMENT WITH UNDERSERVED AND MINORITY POPULATIONS AND TO REPRESENT THE BROADER COMMUNITY. KEY STAKEHOLDERS FROM THE COMMUNITY REPRESENTED THE FOLLOWING TYPES OF ORGANIZATIONS AND AGENCIES:- LOCAL, COUNTY, AND STATE GOVERNMENT- MEDICAL PROVIDERS- COMMUNITY, BUSINESS, AND RELIGIOUS LEADERSA CHNA SURVEY WAS CONDUCTED BETWEEN JULY 15 TO OCTOBER 1, 2021 AND OFFERED TO SOUTHERN REGIONAL MEDICAL CENTER PATIENTS AND VISITORS, AS WELL AS ACCESSIBLE ONLINE, TO ASSESS THE HEALTHCARE NEEDS AND DESIRES OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER STAFF MEMBERS WERE ALSO RANDOMLY SELECTED TO RESPOND TO SURVEY QUESTIONS VIA INDIVIDUAL INTERVIEWS. PARTICIPANTS IN BOTH SURVEYS AND INTERVIEWS PROVIDED INPUT ON THE FOLLOWING ISSUES: - TOP HEALTH CHALLENGES SUCH AS HIGH BLOOD PRESSURE, JOINT AND BACK PAIN, OBESITY, DIABETES, MENTAL HEALTH ISSUES, AND HEART DISEASE. - ISSUES THAT PREVENT ACCESS TO CARE SUCH AS NO INSURANCE, LACK OF ABILITY TO PAY, LANGUAGE BARRIERS, TRANSPORTATION, ETC. - RESOURCES THAT WOULD IMPROVE THE HEALTH OF THE COMMUNITY SUCH AS FREE OR AFFORDABLE HEALTH SCREENINGS, HEALTHIER FOOD, WELLNESS SERVICES, SAFE PLACES TO WORK AND PLAY, MENTAL HEALTH SERVICES, JOB OPPORTUNITIES, AND RECREATION FACILITIES. - HEALTH SCREENINGS AND SERVICES NEEDED. LANDMARK MEDICAL CENTER PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR LANDMARK MEDICAL CENTER WAS CONDUCTED FROM JULY 2021 TO MAY 2022 AS PART OF A STATEWIDE CHNA WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND (HARI) AND INCLUDED QUANTITATIVE AND QUALITATIVE RESEARCH METHODS TO DETERMINE HEALTH TRENDS AND DISPARITIES AFFECTING SERVICE AREA RESIDENTS. THROUGH AN ANALYSIS OF PUBLIC HEALTH STATISTICS, DEMOGRAPHIC AND SOCIAL MEASURES, AND HEALTHCARE UTILIZATION AS WELL AS KEY INFORMANT SURVEYS AND INTERVIEWS, A PROFILE OF COMMUNITY HEALTH PRIORITIES WAS DETERMINED. THE FINDINGS OF THIS CHNA WILL IDENTIFY COMMON AND UNIQUE CHALLENGES ACROSS RHODE ISLAND TO INFORM COMMUNITY HEALTH INITIATIVES AND ULTIMATELY ADVANCE HEALTH EQUITY FOR ALL RESIDENTS.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. TO ASSESS AND RESPOND TO COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED BY REPRESENTATIVES FROM THE RHODE ISLAND DEPARTMENT OF HEALTH, THE HEALTH EQUITY ZONES (HEZ) - A COLLABORATION OF LOCAL ORGANIZATIONS, BUSINESSES, CITY LEADERS, COALITIONS, AND RESIDENTS THAT TAKES ACTION TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR ALL PEOPLE IN THE SERVICE AREA, HEALTH AND SOCIAL SERVICE PROVIDERS, ADVOCACY AGENCIES, AND OTHER COMMUNITY PARTNERS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS, EXPERTISE ABOUT EXISTING COMMUNITY RESOURCES AVAILABLE TO MEET THOSE NEEDS, AND INSIGHTS INTO SERVICE DELIVERY GAPS THAT CONTRIBUTE TO HEALTH DISPARITIES. SHERMAN OAKS HOSPITAL PART V, SECTION B, LINE 5: ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. MONTCLAIR HOSPITAL MEDICAL CENTER PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR MONTCLAIR HOSPITAL MEDICAL CENTER WAS CONDUCTED AS PART OF THE INLAND EMPIRE COMMUNITY HEALTH NEEDS ASSESSMENT. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE 2022 INLAND EMPIRE CHNA STAKEHOLDER COMMITTEE REPRESENTED MANY KEY PUBLIC HEALTH, HEALTHCARE DELIVERY SYSTEMS, AND COMMUNITY PARTNERS IN THE INLAND EMPIRE REGION OF SOUTHERN CALIFORNIA. STAKEHOLDERS WERE INTENTIONALLY SELECTED TO REPRESENT ORGANIZATIONS THAT WORK WITH VULNERABLE POPULATIONS IN THE REGION. THE CHNA STAKEHOLDERS IDENTIFIED NINE KEY INFORMANTS WHO WERE INTERVIEWED INDIVIDUALLY IN PERSON OR BY TELEPHONE IN MARCH, APRIL, AND MAY 2022. THE INFORMANTS REPRESENTED COMMUNITY, CIVIC, AND GOVERNMENT LEADERS IN THE PRIMARY SERVICE AREA. THEY WERE ASKED TO PROVIDE THEIR INPUT ON KEY HEALTH NEEDS, SOCIAL FACTORS, AND COMMUNITY CONDITIONS THAT AFFECT HEALTH AS WELL AS COMMUNITY ASSETS THAT COULD BE USED TO ADDRESS THESE ISSUES. EIGHT LISTENING SESSIONS AT MULTIPLE LOCATIONS THROUGHOUT THE PRIMARY SERVICE AREA WERE ALSO CONDUCTED TO GAIN INSIGHTS FROM DIVERSE COMMUNITIES ON REGIONAL HEALTH PRIORITIES. INTERVIEWEES AT THESE LISTENING SESSIONS REPRESENTED IMMIGRANTS, YOUTH, WORKING-CLASS COMMUNITY MEMBERS AND INDIVIDUALS WHO IDENTIFIED AS BIPOC (BLACK, INDIGENOUS, AND PEOPLE OF COLOR). THESE INDIVIDUALS WERE ASKED TO PROVIDE THEIR INPUT ON HEALTH, ENVIRONMENTAL, AND COMMUNITY THEMES. HUNTINGTON BEACH HOSPITAL PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF ORANGE COUNTY, CALIFORNIA.THE HOSPITAL FACILITIES CONCENTRATED THEIR EFFORTS ON GATHERING QUALITATIVE PRIMARY DATA THROUGH A SERIES OF CONTACTS WITH KEY STAKEHOLDERS THAT REPRESENT THE COMMUNITY THEY ARE A PART OF, INCLUDING GOVERNMENT REPRESENTATIVES, PUBLIC HEALTH REPRESENTATIVES, HEALTHCARE PROVIDERS, COMMUNITY SERVICE PROVIDERS, AND MINORITY GROUP LEADERS. AS WELL, SECONDARY PUBLIC HEALTH SOURCES WERE UTILIZED TO GATHER DATA ON ORANGE COUNTY, CALIFORNIA, AND THE UNITED STATES AS A WHOLE. PUBLIC HEALTH DATA INCLUDED DEATH STATISTICS, COUNTY HEALTH RANKINGS, AND CANCER INCIDENCE. IN ADDITION, DEMOGRAPHICS AND SOCIOECONOMICS (POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT), ALONG WITH PSYCHOGRAPHICS (BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES) WERE ALSO UTILIZED IN THIS PROCESS.COMMUNITY MEMBERS PARTICIPATED IN FOCUS GROUPS AND INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES. FURTHERMORE, THERE WAS A COMMUNITY HEALTH SUMMIT CONDUCTED WITH COMMUNITY STAKEHOLDERS WHICH INCLUDED HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:24/7 CARE AT HOMEANAHEIM TERRACE SNFCITIZENCITY NETCITY OF HUNTINGTON BEACHCNI COLLEGECOMMUNITY ACTION PARTNERSHIP OF OCCOMMUNITY VOLUNTEER KIWANISGARDEN PARK CAREGG CHAMBER OF COMMERCEGOLDEN WEST COLLEGEHOME HEALTH & HOSPITAL, BEHAVIORAL HEALTHHUNTINGTON BEACH FIRE DEPARTMENTHUNTINGTON VALLEY HEALTH CARE CENTERMEMORIAL CAREPELICAN RIDGE SUMAKPRIME HEALTHCARETHE HILLS POST ACUTEWEST COAST UNIVERSITY LA PALMA INTERCOMMUNITY HOSPITAL PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF ORANGE COUNTY, CALIFORNIA.THE HOSPITAL FACILITIES CONCENTRATED THEIR EFFORTS ON GATHERING QUALITATIVE PRIMARY DATA THROUGH A SERIES OF CONTACTS WITH KEY STAKEHOLDERS THAT REPRESENT THE COMMUNITY THEY ARE A PART OF, INCLUDING GOVERNMENT REPRESENTATIVES, PUBLIC HEALTH REPRESENTATIVES, HEALTHCARE PROVIDERS, COMMUNITY SERVICE PROVIDERS, AND MINORITY GROUP LEADERS. AS WELL, SECONDARY PUBLIC HEALTH SOURCES WERE UTILIZED TO GATHER DATA ON ORANGE COUNTY, CALIFORNIA, AND THE UNITED STATES AS A WHOLE. PUBLIC HEALTH DATA INCLUDED DEATH STATISTICS, COUNTY HEALTH RANKINGS, AND CANCER INCIDENCE. IN ADDITION, DEMOGRAPHICS AND SOCIOECONOMICS (POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT), ALONG WITH PSYCHOGRAPHICS (BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES) WERE ALSO UTILIZED IN THIS PROCESS.COMMUNITY MEMBERS PARTICIPATED IN FOCUS GROUPS AND INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES. FURTHERMORE, THERE WAS A COMMUNITY HEALTH SUMMIT CONDUCTED WITH COMMUNITY STAKEHOLDERS WHICH INCLUDED HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:24/7 CARE AT HOMEANAHEIM TERRACE SNFCITIZENCITY NETCITY OF HUNTINGTON BEACHCNI COLLEGECOMMUNITY ACTION PARTNERSHIP OF OCCOMMUNITY VOLUNTEER KIWANISGARDEN PARK CAREGG CHAMBER OF COMMERCEGOLDEN WEST COLLEGEHOME HEALTH & HOSPITAL, BEHAVIORAL HEALTHHUNTINGTON BEACH FIRE DEPARTMENTHUNTINGTON VALLEY HEALTH CARE CENTERMEMORIAL CAREPELICAN RIDGE SUMAKPRIME HEALTHCARETHE HILLS POST ACUTEWEST COAST UNIVERSITY ENCINO HOSPITAL MEDICAL CENTER PART V, SECTION B, LINE 5: ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. COSHOCTON REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR COSHOCTON REGIONAL MEDICAL CENTER USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF COSHOCTON COUNTY, OHIO.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED FROM COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, AS WELL AS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS AND EXPERTISE IN THE FIELDS OF PUBLIC HEALTH, BUSINESS, EDUCATION, PHILANTHROPY & INVESTING, NON-PROFITS, COMMUNITY DEVELOPMENT, GOVERNMENT, AND HEALTHCARE. INPUT WAS SOLICITED THROUGH INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, AS WELL AS THROUGH FOCUS GROUPS AND INTERVIEWS THAT WERE CONDUCTED IN MAY 2022. THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:ALL WELLALTERCAREBSN COSHOCTON SCHOOLCAREER CENTERCAREER COACH AT JOB AND FAMILY SERVICESCNO COSHOCTON REGIONAL MEDICAL CENTERCOMMISSIONERS OFFICECORONERCOSHOCTON BOARD OF DEVELOPMENTAL DISABILITIESCOSHOCTON COUNTY COORDINATED TRANSPORTATION AGENCYCOSHOCTON EMSCOSHOCTON JUVENILE COURTDIRECTOR OF UNITED WAYEARLY CHILDHOOD JFSFATHERHOOD INITIATIVEFIRST STEP FAMILY VIOLENCEHEALTH DEPARTMENTINTERIM HEALTH CAREJOB AND FAMILY SERVICESKNO-HO-CO ADMINISTRATORLAFAYETTE POINTE MARKETING AND ADMISSIONSMUSKINGUM VALLEY HEALTH CENTER PATIENT EXPERIENCERIVER VIEW SCHOOL SUBURBAN COMMUNITY HOSPITAL PART V, SECTION B, LINE 5: IN APRIL 2023, SUBURBAN COMMUNITY HOSPITAL BEGAN A COMMUNITY HEALTH NEEDS ASSESSMENT FOR MONTGOMERY COUNTY, PENNSYLVANIA AND SOUGHT INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY. INPUT WAS GATHERED VIA THE FOLLOWING METHODS:- INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, OCCURRED IN MAY 2023.- COMMUNITY MEMBERS PARTICIPATED IN INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES ON JUNE 1, 2023.- A COMMUNITY HEALTH SUMMIT WAS HELD ON JUNE 22, 2023, TO CREATE A COMMON DATABASE OF UNDERSTANDING OF HEALTH NEEDS, PRIORITIZE THE MOST SIGNIFICANT HEALTH NEEDS AND TO BRAINSTORM WAYS TO IMPROVE THE COMMUNITY'S HEALTH. THE AUDIENCE CONSISTED OF HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYES, AND OTHER COMMUNITY MEMBERS. TWENTY-SIX INDIVIDUALS FROM FOURTEEN COMMUNITY ORGANIZATIONS PARTICIPATED IN THE INTERVIEWS AND THE SUMMIT. TOGETHER, THEY REPRESENTED THE MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THEY COLLABORATED TO IMPLEMENT A COMPREHENSIVE CHNA PROCESS FOCUSED ON IDENTIFYING AND DEFINING SIGNIFICANT HEALTH NEEDS, ISSUES, AND CONCERNS OF MONTGOMERY COUNTY. THE THREE-MONTH PROCESS CENTERED ON GATHERING AND ANALYZING DATA, AS WELL AS RECEIVING INPUT FROM PERSONS WHO REPRESENTED THE BROAD INTERESTS OF THE COMMUNITY, TO PROVIDE DIRECTION FOR THE COMMUNITY AND HOSPITAL TO CREATE A PLAN TO IMPROVE THE HEALTH OF THE COMMUNITIES. PARTICIPANTS REPRESENTED THE FOLLOWING ORGANIZATIONS:ACTION COMMITTEE LATIN AMERICAN MONTGOMERY COUNTYBOARD MEMBER, BUSINESS OWNERBRANDYWINE LIVINGEMERGENCY DEPARTMENTHOSPITAL ASSOCIATION OF PENNSYLVANIAMONTGOMERY COUNTY AGING AND ADULT SERVICESMONTGOMERY COUNTY COMMISSIONERMONTGOMERY COUNTY DEPARTMENT OF HEALTH AND HUMAN SERVICES, OFFICE OF PUBLIC HEALTHNORRISTOWN HOSPITALITY CENTERNORRISTOWN POLICE DEPARTMENTREGIONAL EMS DIRECTOR, DEPARTMENT OF PUBLIC SAFETYSUBURBAN COMMUNITY HOSPITALSUBURBAN COMMUNITY PHYSICIAN ASSOCIATIONTOBACCO DEPENDENCE PROGRAM MANAGER, SCH PAMPA REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 5: THE FY2021 CHNA FOR PAMPA REGIONAL MEDICAL CENTER USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF GRAY COUNTY, TEXAS.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2021 CHNA. IN ASSESSING COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED FROM COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, AS WELL AS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS AND EXPERTISE IN THE FIELDS OF PUBLIC HEALTH, BUSINESS, EDUCATION, PHILANTHROPY & INVESTING, NON-PROFITS, COMMUNITY DEVELOPMENT, GOVERNMENT, AND HEALTHCARE. INPUT WAS SOLICITED THROUGH INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, AS WELL AS THROUGH FOCUS GROUPS AND INTERVIEWS THAT WERE CONDUCTED IN AUGUST 2021.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:ALTRUSA CLUBBEHAVIORAL HEALTHBRIARWOOD CHURCHCHAMBER, BUSINESS OWNERCHIROPRACTOR/BUSINESS OWNERCITY COMMISSIONERCITY MANAGERCITY OF PAMPACOMMUNITY MEMBERGRAY COUNTY EMSHARVESTER FAMILY MEDICAL CLINICHOSPITAL BOARD & HAPPY STATE BANKINSURANCE AGENT & ALTRUSA CLUBINTERIM HOME HEALTH & HOSPICEJUDGEKEYSTONE TOWER SYSTEMSLUKNER MEDICALMEALS ON WHEELSMEALS ON WHEELS & EXTENSION AGENTNEW HOPE COUNSELINGNURSE PRACTITIONERPAMPA CHAMBER OF COMMERCEPAMPA COMMUNITY SERVICESPAMPA EDCPAMPA HIGH SCHOOLPAMPA ISDPAMPA REGIONAL MED CTRPHOTOGRAPHERREALTORRUBY SLIPPERS HOME CARE PROVIDERST. MATTHEW DAY SCHOOLTEXAS FARM BUREAUTHE BRIDGE & HAPPY STATE BANKT-SHIRTS AND MORE LANDMARK MEDICAL CENTER PART V, SECTION B, LINE 6A: THE FY2022 CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: - CHARTERCARE HEALTH PARTNERS, INCLUDING ROGER WILLIAMS MEDICAL CENTER AND FATIMA HOSPITAL- SOUTH COUNTY HOSPITAL- WESTERLY HOSPITAL- CARE NEW ENGLAND HEALTH SYSTEM, INCLUDING BUTLER HOSPITAL, KENT HOSPITAL, WOMEN & INFANTS HOSPITAL SHERMAN OAKS HOSPITAL PART V, SECTION B, LINE 6A: SHERMAN OAKS HOSPITAL CONDUCTED ITS CHNA WITH ENCINO HOSPITAL MEDICAL CENTER. MONTCLAIR HOSPITAL MEDICAL CENTER PART V, SECTION B, LINE 6A: MONTCLAIR HOSPITAL MEDICAL CENTER CONDUCTED ITS FY2022 CHNA WITH THE FOLLOWING OTHER HOSPITAL FACILITIES: - REDLANDS COMMUNITY HOSPITAL- SAN ANTONIO REGIONAL HOSPITAL- SAN GORGONIO MEMORIAL HOSPITAL HUNTINGTON BEACH HOSPITAL PART V, SECTION B, LINE 6A: HUNTINGTON BEACH HOSPITAL CONDUCTED ITS CHNA WITH LA PALMA INTERCOMMUNITY HOSPITAL. LA PALMA INTERCOMMUNITY HOSPITAL PART V, SECTION B, LINE 6A: LA PALMA INTERCOMMUNITY HOSPITAL CONDUCTED ITS CHNA WITH HUNTINGTON BEACH HOSPITAL. ENCINO HOSPITAL MEDICAL CENTER PART V, SECTION B, LINE 6A: ENCINO HOSPITAL MEDICAL CENTER CONDUCTED ITS CHNA WITH SHERMAN OAKS HOSPITAL. LANDMARK MEDICAL CENTER PART V, SECTION B, LINE 6B: THE FY2022 CHNA WAS CONDUCTED IN PARTNERSHIP WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND. MONTCLAIR HOSPITAL MEDICAL CENTER PART V, SECTION B, LINE 6B: MONTCLAIR HOSPITAL MEDICAL CENTER CONDUCTED ITS FY2022 CHNA WITH THE FOLLOWING NON-HOSPITAL FACILITIES:- INLAND EMPIRE HEALTH PLAN- HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA- RIVERSIDE COUNTY DEPARTMENT OF PUBLIC HEALTH- SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH SOUTHERN REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED TO BETTER UNDERSTAND THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MAINTAIN AND IMPROVE ACCESS TO HEALTHCARE IN OUR COMMUNITY2. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTY3. DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATION4. INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSMAINTAIN AND IMPROVE ACCESS TO HEALTH CARE IN OUR COMMUNITY SOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. REDUCE THE SHORTAGE OF HEALTHCARE PROVIDERS WITH THE HOSPITAL'S PRIMARY SERVICE AREA. 2. CREATE A PIPELINE OF NEW HEALTHCARE PERSONNEL THROUGH COLLEGIATE AND SECONDARY SCHOOL INITIATIVES.3. CONTINUE TO EXPAND APPROPRIATE HEALTHCARE SERVICES AND WORK TO EXPAND ACCESS TO HEALTHCARE COVERAGE. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO RECRUIT PRIMARY CARE PHYSICIANS AND CLINICIANS (I.E., NPS) AND SPECIFIC SPECIALTY PHYSICIANS AS NEED IS DETERMINED OVER THE NEXT 3 YEARS IN ACCORDANCE WITH THE HOSPITAL'S MEDICAL STAFF DEVELOPMENT PLAN.2. INCREASE MARKETING AND DIGITAL EFFORTS TO REACH AND RECRUIT TARGETED PHYSICIANS TO MOVE TO AND SERVE THE COMMUNITY.3. FURTHER DEVELOP PARTNERSHIPS WITH AREA HIGHER EDUCATION INSTITUTIONS TO CREATE TRAINING TO HIRE INITIATIVES TO FILL CLINICAL AND NON-CLINICAL POSITIONS. 4. EXPAND ON RN RESIDENCY PROGRAM AND INTERNSHIP OFFERINGS PROVIDING ONSITE TRAINING FOR SOON-TO-BE GRADUATES. 5. PARTNER WITH CLAYTON COUNTY PUBLIC SCHOOLS TO PROVIDE INTERNSHIP AND EXTERNSHIP OPPORTUNITIES FOR HIGH-SCHOOL STUDENTS WITH GOAL TO PLACE STUDENTS IN OPEN POSITIONS AND/OR ENCOURAGE CONTINUATION OF EDUCATION IN HEALTHCARE. 6. EXPAND PHYSICIAN CLINIC LOCATIONS POSSIBLE THROUGH DEVELOPMENT OF URGENT CARE CLINICS TO BROADEN PHYSICIAN AVAILABILITY IN COMMUNITIES SERVED. 7. CONTINUE TO EXPAND AND SECURE HEALTHCARE INSURANCE CONTRACTS (SUCH AS HUMANA WHICH IS A LEADING INSURANCE PROVIDER IN CLAYTON COUNTY).8. COLLABORATE WITH KEY LEADERS TO SUPPORT AND ENCOURAGE LEGISLATIVE EXPANSION OF HEALTHCARE COVERAGE FOR THOSE IN NEED. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTYSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. IMPROVE EMERGENCY DEPARTMENT THROUGHPUT EFFORTS IN RELATIONSHIP TO MENTAL HEALTH PATIENTS AND THEIR NEEDS. 2. COLLABORATE WITH COMMUNITY PARTNERS TO EXPAND INFORMATION ON MENTAL HEALTH CARE SERVICES AND RESOURCES. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO DEVELOP AND ADAPT ED THROUGHPUT EFFORTS IN RESPONSE TO MENTAL HEALTH AND PANDEMIC SURGES.2. CONTINUE TO SUBMIT GRANT REQUESTS FOR FEDERAL FUNDING IN SUPPORT OF MENTAL HEALTH STABILIZATION UNIT/AREA ADJACENT TO THE HOSPITAL'S EMERGENCY DEPARTMENT. 3. MAINTAIN AND SECURE ACCREDITATIONS AND CERTIFICATES SENIOR ED, LEVEL III TRAUMA CENTER, CHEST PAIN CENTER, STROKE CENTER TO ENSURE DEFINED AREAS AVAILABLE TO MOVE ED PATIENTS SAFELY AND EFFICIENTLY THROUGH THE PROCESS, REDUCING ED PATIENT WAIT TIMES.4. DEVELOP PARTNERSHIP OF RESOURCES AND PROGRAMS THAT OFFER CONTINUED EDUCATION ON APPROPRIATE SERVICES NEEDED FOR THOSE STRUGGLING WITH MENTAL HEALTH ISSUES.5. COLLABORATE WITH STAKEHOLDERS TO DEVELOP COMPREHENSIVE LISTING OF MENTAL HEALTH RESOURCES AVAILABLE IN REGION AND STATE. 6. PROMOTE MENTAL HEALTH RESOURCES AND EDUCATION THROUGH THE HOSPITALS DIGITAL AND SOCIAL MEDIA VENUES.DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATIONSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. COLLABORATE WITH COMMUNITY PARTNERS TO SHARE INFORMATION ON HEALTHCARE SERVICES AND HEALTHCARE EVENTS/OPPORTUNITIES.2. COLLABORATE WITH COMMUNITY PARTNERS ON TARGETED SURVEYS TO TIMELY ASSESS AND RESPOND TO COMMUNITY HEALTHCARE NEEDS.SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. DEVELOP TEAM OF KEY COMMUNITY PARTNERS AND IMPLEMENT PROCESS TO JOINTLY COMMUNICATE HEALTHCARE AND WELLNESS SERVICES AND OPPORTUNITIES THROUGH ALL MEDIA VENUES AVAILABLE.2. CREATE TARGETED HEALTHCARE AND WELLNESS CAMPAIGNS THROUGH DIGITAL PUBLIC SERVICE ANNOUNCEMENTS TARGETED AT INFORMATION AT-RISK POPULATION.3. DEVELOP AND IMPLEMENT DIGITAL SURVEYS TARGETED AT SPECIFIC COMMUNITY GROUPS THROUGH NEW COLLABORATIVE PARTNER COMMUNICATION VENUES.4. CREATE APPROPRIATE RESPONSES TO SURVEY RESULTS; AND COMMUNICATE FINDINGS AND IMPLEMENTATION OF INITIATIVES IN RESPONSE TO RESULTS.INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. ESTABLISH A RESIDENCY PROGRAM AT THE HOSPITAL TO PROVIDE ADDITIONAL HEALTHCARE OUTREACH AND EDUCATIONAL OPPORTUNITIES TO OUR RESIDENTS.2. WORK TO EDUCATE LEGISLATORS ON WHERE THEY CAN ASSIST IN MEETING THE NEEDS AND CHALLENGES FACING OUR UNDERSERVED RESIDENTS. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. WORK TO DEVELOP A SOUTHERN REGIONAL INTERNAL MEDICINE RESIDENCY PROGRAM TO ADDRESS THE NEED FOR MORE PRIMARY CARE PHYSICIANS. 2. COLLABORATE WITH LOCAL AND REGIONAL LEGISLATORS TO SECURE FUNDING FOR THE NEWLY CREATED RESIDENCY PROGRAM.3. WORK WITH KEY COMMUNITY STAKEHOLDERS TO JOINTLY EDUCATE AND PROPOSE OPTIONS AND OPPORTUNITIES TO ASSIST UNDERSERVED RESIDENTS IN THE PRIMARY SERVICE AREA.4. COMMUNICATE TO CLAYTON COUNTY AND SOUTHERN CRESCENT RESIDENTS THROUGH NEWLY DEVELOPED JOIN COMMUNICATION PROCESS TO ENCOURAGE RESIDENT SUPPORT OF LEGISLATIVE EFFORTS.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MAINTAIN AND IMPROVE ACCESS TO HEALTHCARE IN OUR COMMUNITYA. INCREASED POOL OF PHYSICIANS INCLUDING: OBGYN MIDWIVES TO EXPAND THE NUMBER OF OBGYN PROVIDERS FOR THE VOLUME AND DESERT WITHIN THE PRIMARY SERVICE AREA, GENERAL SURGEON, AND ORTHOPEDIC SURGEON.B. REDIRECTED PHYSICIANS WITH EXISTING REFERRAL BASE FROM OTHER MARKETS TO SOUTHERN REGIONAL MEDICAL CENTER'S PRIMARY AND SECONDARY MARKETS (SPINE SURGEONS, UROLOGIST, ADDITIONAL ORTHOPEDISTS).C. TO IMPACT THE HIGH MATERNAL AND FETAL MORTALITY/MORBIDITY RATES, A 24/7 OBED WAS OPENED AND STAFFED WITH MEDICAL PROVIDERS 24/7.D. EXPANDED PHYSICAL REHABILITATION SERVICES TO THE PEDIATRIC POPULATION FOR FEEDING AND PHYSICAL REHABILITATION. 2. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTYA. DESIGN AND CONSTRUCTION OF EMERGENCY DEPARTMENT BEHAVIORAL HEALTH HOLDING AREA THAT PROVIDES ACCESS TO PSYCHIATRY TO INITIATE STABILIZATION UNTIL TRANSFERRED TO A RECEIVING FACILITY FOR FURTHER TREATMENT.B. PARTNERSHIP WITH CLAYTON COUNTY AND THE INITIATIVE TO OPEN AN OUTPATIENT MENTAL HEALTH TREATMENT CENTER ON THE SOUTHERN REGIONAL MEDICAL CENTER CAMPUS.3. DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATIONA. IN 2023, SOUTHERN REGIONAL MEDICAL CENTER PARTICIPATED IN 132 COMMUNITY EVENTS EDUCATING, INFORMING AND EMPOWERING COMMUNITY MEMBERS ON THE SERVICES AVAILABLE BY SOUTHERN REGIONAL MEDICAL CENTER.B. PRESENTED A STATE OF THE HOSPITAL TO CLAYTON COUNTY BOARD OF COMMISSIONERS.4. INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSA. SOUTHERN REGIONAL MEDICAL CENTER PROVIDES FREE DIABETES COMMUNITY EDUCATION, LYMPHEDEMA EDUCATION, FREE NUTRITION AND COOKING CLASSES, RENAL DISEASE COMMUNITY EDUCATION, OBESITY COMMUNITY EDUCATION AND MORE. LANDMARK MEDICAL CENTER PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY LANDMARK MEDICAL CENTER. AS A RESULT, THE FOLLOWING THREE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. BEHAVIORAL HEALTH2. CHRONIC DISEASE3. MATERNAL AND CHILD HEALTHBEHAVIORAL HEALTHTHE GOAL IS TO STRENGTHEN AND SUPPORT COMMUNITY INITIATIVES AND HEALTHCARE SERVICES THAT INCREASE BEHAVIORAL HEALTH RESOURCES AND ADDRESS UNDERLYING BARRIERS TO EQUITABLE TREATMENT ACCESS. LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. SUPPORT, PROMOTE, AND PARTICIPATE IN COMMUNITY BEHAVIORAL HEALTH AWARENESS EFFORTS. 2. COLLABORATE WITH COMMUNITY-BASED PROVIDERS TO ASSESS BEHAVIORAL HEALTH NEEDS, FACILITATE SERVICE REFERRALS, AND COORDINATE CARE. 3. INVEST IN WORKFORCE RECRUITMENT AND RETENTION OF BEHAVIORAL HEALTHCARE PROFESSIONALS. LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES: 1. SUPPORT THE WOONSOCKET HEZ TO DEVELOP AND DISTRIBUTE COMMUNITY BEHAVIORAL HEALTH RESOURCE GUIDES. 2. SUPPORT THE WOONSOCKET HEZ TO HOST RESOURCE FAIRS AND OTHER OUTREACH EVENTS, TARGETING AT-RISK COMMUNITY RESIDENTS.3. HOST AND PARTICIPATE IN COMMUNITY EDUCATION AND OUTREACH INITIATIVES TO INCREASE AWARENESS OF SUBSTANCE USE DISORDERS AND DISTRIBUTION OF NARCAN. 4. SUPPORT SERENITY CENTER, A COMMUNITY CARE ALLIANCE AND HEZ INITIATIVE, PROVIDING PEER RECOVERY SERVICES, SUPPORT GROUPS, BASIC NEEDS REFERRALS, AND HEALTH AND WELLNESS SUPPORTS, AMONG OTHER SERVICES.5. PARTNER WITH THUNDERMIST HEALTH CENTER TO FACILITATE WARM HANDOFF REFERRALS.6. SUPPORT CHILD FRIENDLY WOONSOCKET, A RHODE ISLAND FOUNDATION FUNDED INITIATIVE LED BY THE HEZ, TO DEVELOP A DATA-DRIVEN STRATEGY TO BUILD A RESILIENT COMMUNITY THAT ADDRESSES THE SOCIAL AND STRUCTURAL DETERMINANTS OF GOOD MENTAL HEALTH.7. CONDUCT STANDARDIZED SCREENING FOR MENTAL HEALTH AND SUBSTANCE USE DISORDER AMONG PATIENTS.8. EXPLORE OPPORTUNITIES TO IMPROVE ACCESS TO MEDICALLY-INDUCED TREATMENT FOR OPIOID ADDICTION.9. PROMOTE AWARENESS OF HEALTH AND HUMAN SERVICES CAREERS AMONG MIDDLE SCHOOL AND HIGH SCHOOL STUDENTS. 10. PROVIDE JOB SHADOWING, MENTORING, TRAINING OPPORTUNITIES, TARGETING WORKFORCE DEVELOPMENT THAT REFLECTS THE MULTICULTURAL AND RACIAL MAKEUP OF THE COMMUNITY.11. ADVOCATE FOR STATEWIDE BEHAVIORAL HEALTH SERVICE DELIVERY GAPS AND RELATED POLICY INITIATIVES.CHRONIC DISEASETHE GOAL IS TO STRENGTHEN AND SUPPORT COMMUNITY INITIATIVES AND HEALTHCARE SERVICES THAT ADDRESS UNDERLYING INEQUITIES IN ACCESS TO CARE AND IMPROVE HEALTH OUTCOMES. LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. INVEST IN COMMUNITY SERVICES AND PROGRAMS THAT ADDRESS EQUITY IN HEALTH AND HEALTHCARE.2. INVEST IN HEALTHCARE SERVICES THAT ENHANCE ACCESS TO CARE FOR UNDERSERVED POPULATIONS AND PROMOTE WHOLE-PATIENT CARE. 3. PROMOTE CHRONIC DISEASE EDUCATION AND CARE MANAGEMENT BEST PRACTICES.4. INVEST IN WORKFORCE RECRUITMENT AND RETENTION OF PRIMARY AND SPECIALTY CARE PROVIDERS. LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. PARTNER WITH THE WOONSOCKET HEZ TO PROVIDE OPPORTUNITIES FOR RACIAL EQUITY EDUCATION AND COMMUNITY CONVERSATIONS.2. SUPPORT RESIDENT ENGAGEMENT IN THE WOONSOCKET HEZ AND THE DEVELOPMENT OF COMMUNITY PROGRAMS, LEVERAGING RESIDENT ADVISORS AND TEEN AMBASSADORS.3. SUPPORT WOONSOCKET HEZ INITIATIVES TO IMPROVE ACCESS TO HEALTHY FOODS, INCLUDING COMMUNITY FARMERS MARKETS, COMMUNITY GARDENS, AND FREE PRODUCE DISTRIBUTION.4. SUPPORT THE HIGHER EDUCATION CENTER OF NORTHERN RHODE ISLAND TO OFFER WORKFORCE DEVELOPMENT TRAINING AND CLASSROOM SPACE IN DOWNTOWN WOONSOCKET.5. SUPPORT WOONSOCKET WALKS - A CITY ON THE MOVE, A PEDESTRIAN WALKING PLAN TO IMPROVE THE WALKABILITY OF WOONSOCKET.6. COLLABORATE WITH PRIMARY CARE PROVIDERS TO IDENTIFY AND SCHEDULE PATIENTS WHO DELAYED PREVENTATIVE CARE DURING THE PANDEMIC.7. CONTINUE TELEHEALTH TO ENHANCE CARE FOR PATIENTS WHO ARE HOMEBOUND AND/OR EXPERIENCING ACCESS BARRIERS.8. EXPLORE OPPORTUNITIES FOR SYSTEMWIDE SOCIAL DETERMINANTS OF HEALTH SCREENING. 9. EXPLORE PARTNERSHIP OPPORTUNITIES WITH UBER, LYFT, AND OTHER RIDESHARE PROGRAMS TO ADDRESS TRANSPORTATION BARRIERS. 10. PROVIDE CASE MANAGEMENT SERVICES FOR ALL PATIENTS UPON ADMISSION TO ASSIST THEM IN NAVIGATING THE HEALTHCARE SYSTEM.11. CONDUCT COMMUNITY EDUCATION AND OUTREACH TO PROMOTE SCREENINGS AND FACILITATE LINKAGES TO CARE.12. SUPPORT THE DIABETES PREVENTION PROGRAM IN PARTNERSHIP WITH THE WOONSOCKET HEZ.13. PROMOTE AWARENESS OF HEALTH AND HUMAN SERVICES CAREERS AMOUNT MIDDLE SCHOOL AND HIGH SCHOOL STUDENTS.14. PROVIDE JOB SHADOWING, MENTORING, TRAINING OPPORTUNITIES, TARGETING WORKFORCE DEVELOPMENT THAT REFLECTS THE MULTICULTURAL AND RACIAL MAKEUP OF THE COMMUNITY.15. CONTINUE RECRUITMENT AND HIRING PRACTICES AND SUCCESSION PLANNING FOR PRIMARY AND SPECIALTY CARE SERVICES.MATERNAL AND CHILD HEALTHTHE GOAL IS TO REDUCE TEEN PREGNANCIES AND IMPROVE BIRTH OUTCOMES FOR MOTHERS AND BABIES.LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. INCREASE ACCESS TO COMPREHENSIVE HEALTHCARE AND FAMILY LIFE EDUCATION FOR TEENS. 2. PROMOTE CULTURALLY AND LINGUISTICALLY RELEVANT MATERNAL HEALTH EDUCATION PROGRAMS AND SERVICES.LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. SUPPORT THE SCHOOL-BASED HEALTH CENTER (THE HEALTH HUT) AT WOONSOCKET HIGH SCHOOL, PROVIDING FAMILY PLANNING AND CONTRACEPTION AT NO COST TO STUDENTS, AMONG OTHER SERVICES.2. SUPPORT YOUTH-DRIVEN CAMPAIGNS TO ADDRESS TEEN PREGNANCY AND RELATED HEALTH ISSUES.3. PROVIDE CHILDBIRTH, NEWBORN, AND BREASTFEEDING CLASSES FOR NEW PARENTS.4. PARTNER WITH COMMUNITY ORGANIZATIONS AND STATEWIDE INITIATIVES (E.G., ALLIANCE FOR INNOVATION IN MATERNAL HEALTH (AIM)) TO PROMOTE EQUITABLE BIRTH OUTCOMES FOR BLACK WOMEN AND BABIES.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:AS THE COMMUNITY HOSPITAL IN NORTHERN RHODE ISLAND, LANDMARK MEDICAL CENTER IS ACTIVELY INVOLVED IN MANY FACETS OF THE COMMUNITY. AS WITH MOST URBAN CORE CITIES, WOONSOCKET FACES A MYRIAD OF ISSUES THAT IMPACT THE HEALTH OF THE COMMUNITY. LANDMARK CONTINUES TO PARTNER WITH THE LOCAL HEZ (HEALTH EQUITY ZONE) ORGANIZATIONS IN NORTHERN RHODE ISLAND. THE HEZ ADDRESSES THE HEALTH DISPARITIES THAT REFLECT THE UNIQUE NEEDS OF THE COMMUNITY. AS A MEMBER OF THE STEERING COMMITTEE, LANDMARK PARTICIPATES IN THE INITIATIVES THAT ADDRESS THE SOCIAL DETERMINANTS OF HEALTH AS SET FORTH BY THE STEERING COMMITTEE. AS PART OF THE HEZ GROUP, PRIORITY ISSUES ARE IDENTIFIED IN RESOURCING THE AREAS OF GREATEST VULNERABILITY. THE PREVALENCE OF BEHAVIORAL HEALTH AND ADDICTION DISORDERS IN WOONSOCKET IS EVIDENT IN OUR EMERGENCY ROOM, WHERE PATIENTS PRESENT WITH COMPLEX MENTAL HEALTH SYMPTOMS AND ISSUES. TO ADDRESS THIS CONCERN, WE HAVE EMPLOYED PEER RECOVERY SPECIALISTS TO INITIATE WITH THE PATIENTS AND PROVIDE A CONNECTION TO REFERRALS FOR OUTPATIENT SERVICES. LANDMARK COLLABORATES WITH THE LOCAL ORGANIZATIONS SUCH AS COMMUNITY CARE ALLIANCE, A COMMUNITY MENTAL HEALTH ORGANIZATION ON AN ONGOING BASIS. THE HEZ HAS ALSO IDENTIFIED TEEN PREGNANCY AS A HEALTH ISSUE OF CONCERN. LANDMARK COLLABORATES IN RESOURCING THE WOONSOCKET HIGH SCHOOL HEALTH HUT, WHICH AIMS TO IMPROVE TEEN AND FAMILY HEALTH WHILE REDUCING TEEN PREGNANCIES. LANDMARK CONTINUES TO EXPAND OUR FULL CIRCLE CLINIC THAT SPECIALIZES IN FAMILY MEDICINE AND OB/GYN FOR PATIENTS IN THE WOONSOCKET COMMUNITY. IN 2022, TO ADDRESS THE ISSUE OF CAPACITY, WE HIRED A TWO-YEAR FAMILY MEDICINE FELLOW TO INCREASE PATIENT ACCESS. FULL CIRCLE HEALTH IS A FAMILY MEDICINE APPROACH AND AS SUCH TREATS THE ENTIRE FAMILY. WE ANTICIPATE HIRING THIS FELLOW ONCE HER TWO YEAR ASSIGNMENT IS COMPLETED. THE EXPANSION OF OUR INTERNAL MEDICINE CLINIC HAS GREATLY INCREASED THE IM FOOTPRINT IN NORTHERN RHODE ISLAND. LOCAL PATIENTS IN NEED OF A PCP NOW HAVE A HEALTHCARE TEAM ACCESSIBLE TO HELP WITH CHRONIC DISEASE MANAGEMENT. HUNTINGTON BEACH HOSPITAL PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY BOTH HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL. AS A RESULT, THE FOLLOWING FIVE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. SUBSTANCE MISUSE2. HOUSING (AFFORDABLE) AND ACCESS TO HEALTH FOR UNHOUSED POPULATION3. MENTAL HEALTH4. DIABETES5. EDUCATION (AS A MEANS OF ESCAPING POVERTY AND IMPROVE HEALTH) 1. SUBSTANCE MISUSE: A GOOD PLACE TO START IN GETTING SUBSTANCE MISUSE UNDER CONTROL AND APPROACHING IT WOULD BE AT THE SCHOOL LEVEL AS THEY CAN PROVIDE CONTINUOUS EDUCATION, SUPPORT, AND RESOURCES TO KEEP KIDS OFF DRUGS. ONE POSSIBLE SOLUTION MAY BE TO RENEW THE DARE PROGRAM. IN ADDITION, LIMITING ACCESS TO SUBSTANCES CAN BE A SOLUTION. AS WELL, ADDRESSING THE FAMILY UNIT COULD BE LOOKED AT AS SUBSTANCE ABUSE IS A SYMPTOM OF THE LOSS OF VALUES AND LACK OF PARENTAL SUPERVISION. LA PALMA INTERCOMMUNITY HOSPITAL IS ALSO PARTNERING WITH THE LA PALMA POLICE DEPARTMENT TO EDUCATE KIDS ABOUT THE RESULTS OF USING DRUGS. FURTHERMORE, THE HOSPITALS DO OFFER EDUCATION FOR PATIENTS AND PROTOCOLS TO ASSIST AS SEEN WITH OPIOIDS IN THE 2019 CHNA PLAN.2. HOUSING: THE BIG ISSUE IS NEEDING TO INCREASE AFFORDABLE HOUSING, WHICH CAN LEAD TO A DECREASE IN THE NUMBER OF HOMELESS CHILDREN. FURTHERMORE, THERE NEEDS TO BE AN EFFORT TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION. IN ORDER TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION, THERE NEEDS TO BE AN EFFORT TO GO TO THEM AND MEET THEM WHERE THEY ARE. ONE POSSIBLE SOLUTION IS TO PARTNER WITH BE WELL OC TO GET PATIENTS CARE OUTSIDE THE HOSPITAL.3. MENTAL HEALTH: A STEP TO DEAL WITH MENTAL HEALTH IS TO START AS EARLY AS POSSIBLE AND WITH KIDS. A SOLUTION IS TO PROVIDE COUNSELORS IN EARLY ELEMENTARY SCHOOL. ANOTHER WAY TO HELP KIDS WOULD BE TO UTILIZE FILTERS FOR KIDS USING ELECTRONIC MEDIA AS SOME ONLINE MEDIA PROMOTE VIOLENCE AND SUPPORT BULLYING. IN ADDITION, HAVING A FOCUS ON COUNSELING STUDENTS IN COLLEGE COULD HELP A LOT AS THEY TRANSITION TO ADULTHOOD. ONE BIG THING THAT CAN HINDER MENTAL HEALTH IS THE EMPHASIS ON INDIVIDUALISM IN WESTERN CIVILIZATION AS OPPOSED TO HAVING THE SUPPORT OF A COMMUNITY.4. DIABETES: EDUCATING PEOPLE ON THE CAUSES AND RESULTS OF DIABETES CAN BE A BIG STEP IN ADDRESSING THIS ISSUE. IN ADDITION, HOLDING HEALTH FAIRS FOR SCREENING AND TESTING CAN GO A LONG WAY TO ADDRESSING THE ISSUE OF DIABETES. IN CONJUNCTION WITH THE HEALTH FAIRS, TEACHING KIDS ABOUT NUTRITION AND EXERCISE IS ANOTHER WAY TO TACKLE THE ISSUE. FINALLY, WHEN DEALING WITH THE ISSUE OF DIABETES, THERE IS THE FACT THAT UNHEALTHY FOOD, LIKE FAST FOOD, IS CHEAP, WHILE HEALTHIER FOOD IS MORE EXPENSIVE. ULTIMATELY, FAMILIES AND INDIVIDUALS FROM LOWER SOCIO-ECONOMIC BACKGROUNDS ARE MORE LIKELY TO BE NEGATIVELY IMPACTED BY UNHEALTHY FOOD BEING CHEAPER. CURRENTLY, THE HOSPITALS HAVE EDUCATION FOR PATIENTS IN THE FORMS OF ASSESSMENTS, DIETICIAN DISCUSSIONS, AND SELF-MANAGEMENT PROGRAMS.5. EDUCATION: TWO BIG FACTORS THAT CAN IMPROVE HEALTH ARE INCOME AND EDUCATION. THE HIGHER THE LEVEL OF BOTH FACTORS, THE BETTER CHANCES THERE ARE AT BETTER HEALTHCARE. AS SEEN ABOVE, CHEAPER, UNHEALTHIER FOOD MAY BE AN OPTION FOR THOSE OF LOWER SOCIO-ECONOMIC BACKGROUNDS. TO IMPROVE EDUCATION, OUR EDUCATION SYSTEM WOULD NEED TO BE IMPROVED. SKILLS THAT NEED TO BE IMPROVED FOR THIS ISSUE INCLUDE WRITING SKILLS ALONG WITH COMMUNICATION AND INTERPERSONAL SKILLS. FURTHERMORE, IMPROVING TEACHING COULD GO A LONG WAY TOWARD IMPROVING EDUCATION. CURRENTLY, THE HOSPITALS OFFER EDUCATION ON TOPICS SUCH AS DIET OR EVEN SUBSTANCE USE.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- THE GRANT FOR THE SUBSTANCE ABUSE NAVIGATOR RECEIVED BY HBH HAS ALLOWED THE NAVIGATOR TO HELP PATIENTS IN THE ED WITH RESOURCES WITHIN THE COMMUNITY.- LPIH ANTICIPATES CREATING AN IN-HOUSE OPIOID EDUCATION PROGRAM, PROMOTING ALTERNATIVE TREATMENTS FOR PAIN, AND OUTREACH PROGRAMS TO SCHOOLS AND SCHOOL ORGANIZATIONS TO PROMOTE DRUG-FREE LIVING.- HBH WORKS CLOSES WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. - WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR TO HOMELESS INDIVIDUALS. LPIH HAS CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO MORE STABLE ENVIRONMENTS. RECENT PROPOSALS BY REPRESENTATIVES OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND STATE MEDICAL PROGRAMS WOULD PROVIDE FUNDS TO ALLOW PROVIDERS TO MAKE ARRANGEMENTS FOR HOUSING. LPIH WILL MONITOR THE PROGRESS OF THESE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, LPIH WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- SECURING 5150 DESIGNATION BY OSHPD ALLOWS LPIH TO OFFER A RANGE OF SERVICES FOR A VARIETY OF PATIENTS IN NEED OF MENTAL HEALTH SERVICES. OTHER SUPPORT OFFERED ARE A STUTTERING SUPPORT GROUP, RELATIONSHIP ENHANCEMENT WITH THE COMMUNITY PROVIDERS TO FOSTER BETTER COORDINATION OF CARE.- HBH OFFERS A COMPREHENSIVE RANGE OF INPATIENT SERVICES DUE TO THE 5150 DESIGNATION. HBH HELPS THE COMMUNITY THROUGH OUTREACH PROGRAMS THAT LINK CLIENTS WITH APPROPRIATE PROVIDERS, WHICH INCLUDE REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICES PROVIDERS TO PROVIDE CONTINUITY SERVICES ON DISCHARGE. FOR CLIENTS THAT NEED ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES, HBH OFFERS REFERRALS TO STEP-DOWN RESIDENTIAL PROVIDERS.- INFORMATION ON DIET, ALONG WITH EXERCISE, AS COMPLEMENTS TO A HEALTHY LIFESTYLE ARE INCLUDED DURING HEALTH FAIRS. IN ADDITION, CLIENTS ARE PROVIDED ALERTS VIA THE SCREENINGS PROVIDED THAT AN ADJUSTMENT IS NEEDED IN THEIR HABITS.- THE HBCOA ANNUAL SENIOR HEALTH FAIR AND THE HBH ANNUAL HEALTH FAIR ARE TWO NEW HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES THAT ARE SUPPORTED BY HBH. LA PALMA INTERCOMMUNITY HOSPITAL PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY BOTH HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL. AS A RESULT, THE FOLLOWING FIVE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. SUBSTANCE MISUSE2. HOUSING (AFFORDABLE) AND ACCESS TO HEALTH FOR UNHOUSED POPULATION3. MENTAL HEALTH4. DIABETES5. EDUCATION (AS A MEANS OF ESCAPING POVERTY AND IMPROVE HEALTH) 1. SUBSTANCE MISUSE: A GOOD PLACE TO START IN GETTING SUBSTANCE MISUSE UNDER CONTROL AND APPROACHING IT WOULD BE AT THE SCHOOL LEVEL AS THEY CAN PROVIDE CONTINUOUS EDUCATION, SUPPORT, AND RESOURCES TO KEEP KIDS OFF DRUGS. ONE POSSIBLE SOLUTION MAY BE TO RENEW THE DARE PROGRAM. IN ADDITION, LIMITING ACCESS TO SUBSTANCES CAN BE A SOLUTION. AS WELL, ADDRESSING THE FAMILY UNIT COULD BE LOOKED AT AS SUBSTANCE ABUSE IS A SYMPTOM OF THE LOSS OF VALUES AND LACK OF PARENTAL SUPERVISION. LA PALMA INTERCOMMUNITY HOSPITAL IS ALSO PARTNERING WITH THE LA PALMA POLICE DEPARTMENT TO EDUCATE KIDS ABOUT THE RESULTS OF USING DRUGS. FURTHERMORE, THE HOSPITALS DO OFFER EDUCATION FOR PATIENTS AND PROTOCOLS TO ASSIST AS SEEN WITH OPIOIDS IN THE 2019 CHNA PLAN.2. HOUSING: THE BIG ISSUE IS NEEDING TO INCREASE AFFORDABLE HOUSING, WHICH CAN LEAD TO A DECREASE IN THE NUMBER OF HOMELESS CHILDREN. FURTHERMORE, THERE NEEDS TO BE AN EFFORT TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION. IN ORDER TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION, THERE NEEDS TO BE AN EFFORT TO GO TO THEM AND MEET THEM WHERE THEY ARE. ONE POSSIBLE SOLUTION IS TO PARTNER WITH BE WELL OC TO GET PATIENTS CARE OUTSIDE THE HOSPITAL.3. MENTAL HEALTH: A STEP TO DEAL WITH MENTAL HEALTH IS TO START AS EARLY AS POSSIBLE AND WITH KIDS. A SOLUTION IS TO PROVIDE COUNSELORS IN EARLY ELEMENTARY SCHOOL. ANOTHER WAY TO HELP KIDS WOULD BE TO UTILIZE FILTERS FOR KIDS USING ELECTRONIC MEDIA AS SOME ONLINE MEDIA PROMOTE VIOLENCE AND SUPPORT BULLYING. IN ADDITION, HAVING A FOCUS ON COUNSELING STUDENTS IN COLLEGE COULD HELP A LOT AS THEY TRANSITION TO ADULTHOOD. ONE BIG THING THAT CAN HINDER MENTAL HEALTH IS THE EMPHASIS ON INDIVIDUALISM IN WESTERN CIVILIZATION AS OPPOSED TO HAVING THE SUPPORT OF A COMMUNITY.4. DIABETES: EDUCATING PEOPLE ON THE CAUSES AND RESULTS OF DIABETES CAN BE A BIG STEP IN ADDRESSING THIS ISSUE. IN ADDITION, HOLDING HEALTH FAIRS FOR SCREENING AND TESTING CAN GO A LONG WAY TO ADDRESSING THE ISSUE OF DIABETES. IN CONJUNCTION WITH THE HEALTH FAIRS, TEACHING KIDS ABOUT NUTRITION AND EXERCISE IS ANOTHER WAY TO TACKLE THE ISSUE. FINALLY, WHEN DEALING WITH THE ISSUE OF DIABETES, THERE IS THE FACT THAT UNHEALTHY FOOD, LIKE FAST FOOD, IS CHEAP, WHILE HEALTHIER FOOD IS MORE EXPENSIVE. ULTIMATELY, FAMILIES AND INDIVIDUALS FROM LOWER SOCIO-ECONOMIC BACKGROUNDS ARE MORE LIKELY TO BE NEGATIVELY IMPACTED BY UNHEALTHY FOOD BEING CHEAPER. CURRENTLY, THE HOSPITALS HAVE EDUCATION FOR PATIENTS IN THE FORMS OF ASSESSMENTS, DIETICIAN DISCUSSIONS, AND SELF-MANAGEMENT PROGRAMS.5. EDUCATION: TWO BIG FACTORS THAT CAN IMPROVE HEALTH ARE INCOME AND EDUCATION. THE HIGHER THE LEVEL OF BOTH FACTORS, THE BETTER CHANCES THERE ARE AT BETTER HEALTHCARE. AS SEEN ABOVE, CHEAPER, UNHEALTHIER FOOD MAY BE AN OPTION FOR THOSE OF LOWER SOCIO-ECONOMIC BACKGROUNDS. TO IMPROVE EDUCATION, OUR EDUCATION SYSTEM WOULD NEED TO BE IMPROVED. SKILLS THAT NEED TO BE IMPROVED FOR THIS ISSUE INCLUDE WRITING SKILLS ALONG WITH COMMUNICATION AND INTERPERSONAL SKILLS. FURTHERMORE, IMPROVING TEACHING COULD GO A LONG WAY TOWARD IMPROVING EDUCATION. CURRENTLY, THE HOSPITALS OFFER EDUCATION ON TOPICS SUCH AS DIET OR EVEN SUBSTANCE USE.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- THE GRANT FOR THE SUBSTANCE ABUSE NAVIGATOR RECEIVED BY HBH HAS ALLOWED THE NAVIGATOR TO HELP PATIENTS IN THE ED WITH RESOURCES WITHIN THE COMMUNITY.- LPIH ANTICIPATES CREATING AN IN-HOUSE OPIOID EDUCATION PROGRAM, PROMOTING ALTERNATIVE TREATMENTS FOR PAIN, AND OUTREACH PROGRAMS TO SCHOOLS AND SCHOOL ORGANIZATIONS TO PROMOTE DRUG-FREE LIVING.- HBH WORKS CLOSES WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. - WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR TO HOMELESS INDIVIDUALS. LPIH HAS CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO MORE STABLE ENVIRONMENTS. RECENT PROPOSALS BY REPRESENTATIVES OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND STATE MEDICAL PROGRAMS WOULD PROVIDE FUNDS TO ALLOW PROVIDERS TO MAKE ARRANGEMENTS FOR HOUSING. LPIH WILL MONITOR THE PROGRESS OF THESE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, LPIH WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- SECURING 5150 DESIGNATION BY OSHPD ALLOWS LPIH TO OFFER A RANGE OF SERVICES FOR A VARIETY OF PATIENTS IN NEED OF MENTAL HEALTH SERVICES. OTHER SUPPORT OFFERED ARE A STUTTERING SUPPORT GROUP, RELATIONSHIP ENHANCEMENT WITH THE COMMUNITY PROVIDERS TO FOSTER BETTER COORDINATION OF CARE.- HBH OFFERS A COMPREHENSIVE RANGE OF INPATIENT SERVICES DUE TO THE 5150 DESIGNATION. HBH HELPS THE COMMUNITY THROUGH OUTREACH PROGRAMS THAT LINK CLIENTS WITH APPROPRIATE PROVIDERS, WHICH INCLUDE REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICES PROVIDERS TO PROVIDE CONTINUITY SERVICES ON DISCHARGE. FOR CLIENTS THAT NEED ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES, HBH OFFERS REFERRALS TO STEP-DOWN RESIDENTIAL PROVIDERS.- INFORMATION ON DIET, ALONG WITH EXERCISE, AS COMPLEMENTS TO A HEALTHY LIFESTYLE ARE INCLUDED DURING HEALTH FAIRS. IN ADDITION, CLIENTS ARE PROVIDED ALERTS VIA THE SCREENINGS PROVIDED THAT AN ADJUSTMENT IS NEEDED IN THEIR HABITS.- THE HBCOA ANNUAL SENIOR HEALTH FAIR AND THE HBH ANNUAL HEALTH FAIR ARE TWO NEW HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES THAT ARE SUPPORTED BY HBH. COSHOCTON REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY COSHOCTON REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING THREE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. INCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVING2. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASES3. SUBSTANCE USE/MENTAL HEALTHINCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVINGTHE PROBLEM IS THE LACK OF ACTIVE LIFESTYLE AND HEALTH DIET CONTRIBUTES TO DIABETES, HEART DISEASE, OBESITY, AND HIGH BLOOD PRESSURE. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. INCLUDE A CALORIE COUNT ON THE MENU IN THE CAF AND PROVIDE FRESH, NON-PROCESSED FOOD CHOICES FOR STAFF AND COMMUNITY MEMBERS. ADDITIONALLY, WITH LIMITED LUNCH DESTINATIONS IN THE COMMUNITY, COSHOCTON REGIONAL MEDICAL CENTER WILL ADVERTISE THAT THEY ARE OPEN TO THE PUBLIC AND SHARE THEIR MENU ON SOCIAL MEDIA. 2. PARTICIPATE IN COMMUNITY OUTREACH EVENTS SUCH AS THE ANNUAL HEALTH SAFETY AND WELLNESS EXPO, WHERE WE PROVIDE NO COST SCREENINGS, SUCH AS BLOOD PRESSURE, GLUCOSE, AND PAD. WE'LL HAVE PHYSICIANS AND NURSE PRACTITIONERS ON-HAND THROUGHOUT THE EVENT TO ANSWER QUESTIONS AND PROVIDE HEALTH INFORMATION AS NEEDED. 3. USE A MARKETING PLATFORM TO SHARE EDUCATION, INCLUDING HEALTHY HOLIDAY MEAL PLANNING, HEALTHY FOOD SUBSTITUTIONS, LABEL READING, AND HEALTHY COOKING ON A BUDGET. 4. PARTICIPATE IN YOUTH FOCUSED ACTIVITY PROGRAMS IN CONJUNCTION WITH KIDS AMERICA, SUCH AS KAMP KIWANIS AND YOUTH HEALTH DAY, THAT PUTS A FOCUS ON EXERCISE. 5. IMPLEMENT A "WALK WITH A DOC" PROGRAM QUARTERLY TO EDUCATE THE COMMUNITY ON THE IMPORTANCE OF PHYSICAL ACTIVITY AND A HEALTHY LIFESTYLE. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASESCOSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. OFFER FREE SCREENINGS QUARTERLY TO THE PUBLIC (PAD, GLUCOSE, AND BP CHECKS). 2. USE MARKETING PLATFORMS TO SHARE EDUCATION FROM HEALTHCARE PROVIDERS ON HOW TO MAINTAIN A HEALTHY LIFE WHEN LIVING WITH A CHRONIC DISEASE. 3. CONTINUE DINING WITH DIABETES CLASSES IN COORDINATION WITH OHIO STATE UNIVERSITY EXTENSION OFFICE AND INCREASE CLASS AVAILABILITY FROM SEMI-ANNUALLY TO QUARTERLY. 4. HOST TOBACCO CESSATION GROUPS AT THE HOSPITAL AVAILABLE TO BOTH THE PUBLIC AND TO OUR INPATIENTS WHO WANT TO ATTEND. SUBSTANCE USE/MENTAL HEALTHTHE PROBLEM IS THE LOCAL INCREASE IN SUBSTANCE ABUSE, LEADING TO MENTAL HEALTH ISSUES FOR THE ABUSER AND THEIR FAMILY/CHILDREN. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. GET STAFF INVOLVED IN COSHOCTON COUNTY DRUG COALITION. THE DRUG COALITION IS A COMMUNITY-BASED EFFORT TO MAINTAIN FOCUS ON SUBSTANCE ABUSE, WORK TOWARD GETTING ANSWERS TO HELP DEFEND AGAINST THE PROBLEM, AND EDUCATE THE COMMUNITY ABOUT THE SIGNS AND RISKS OF SUBSTANCE ABUSE.2. INVESTIGATE THE FEASIBILITY OF CREATING A MEDICAL DETOX PROGRAM FOR THE HOSPITAL TO TREAT PATIENTS FOR THE THREE DAYS REQUIRED PRIOR TO ACCEPTANCE INTO A RESIDENTIAL RECOVERY PROGRAM.3. PARTICIPATE IN AND SPONSOR FAMILY AND CHILDREN FOCUSED PROGRAMS IN COLLABORATION WITH FAMILY AND CHILDREN FIRST COUNCIL, WIC, HELP ME GROW, AND MATERNAL AND CHILD HEALTH CENTER. 4. USE MARKETING PLATFORMS TO PROMOTE DRUG FREE LIVING AND FAMILY FOCUSED EDUCATION. BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- REINSTATED THE DIABETIC CLASSES CONCERNING DIETARY RESTRICTIONS. DUE TO RESOURCE LIMITATIONS, COSHOCTON REGIONAL MEDICAL CENTER WAS ONLY ABLE TO FOLLOW THE CHNA SPARINGLY. WHILE LIMITED FUNDS PLAYED A ROLE IN THIS, THE PRIMARY REASON IS THAT COVID-19 WAS JUST ENDING AND RESTRICTIONS WERE STILL IN PLACE THAT LIMITED PUBLIC EVENTS. COVID-19 ALSO LEAD TO STAFF SHORTAGES AND AS A RESULT, COSHOCTON REGIONAL MEDICAL CENTER DID NOT HAVE THE AVAILABLE STAFF TO FULFILL ALL NEEDS. SUBURBAN COMMUNITY HOSPITAL PART V, SECTION B, LINE 11: THE FY2023 CHNA WAS CONDUCTED TO BETTER UNDERSTAND THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SUBURBAN COMMUNITY HOSPITAL. AS A RESULT, 11 SIGNIFICANT HEALTH NEEDS WERE IDENTIFIED: 1. SUBSTANCE USE DISORDER2. MENTAL HEALTH3. ACCESS TO CARE4. HEALTHY EATING/ACTIVE LIVING FOR HEALTHY WEIGHT5. CHRONIC DISEASE6. UNHOUSED POPULATION7. SOCIAL DETERMINANTS OF HEALTH8. HEALTH INEQUITIES9. PROPER AND EDUCATED CAREGIVERS FOR THE ELDERLY10. GUN VIOLENCE11. LONG COMMUTE DRIVING ALONETHE FY2023 - FY2025 IMPLEMENTATION STRATEGY FOCUSES ON SUBSTANCE USE DISORDER AND MENTAL HEALTH AS ITS TWO MAIN FOCUSES. SUBSTANCE USE DISORDERTHE GOAL IS TO PREVENT AND TREAT SUBSTANCE MISUSE. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVE: 1. INCREASE SUBURBAN'S COMMUNITY KNOWLEDGE CAPACITY TO IDENTIFY SUBSTANCE ABUSE NEEDS AND LINK TO SUBSTANCE ABUSE SERVICES AND RESOURCES.SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. UTILIZE PHARMACISTS, NURSES, DOCTORS TO EDUCATE PATIENTS AND/OR VISITORS ON ADDICTION AND SIGNS OF ADDICTION.2. COORDINATE WITH THE COUNTY TO DISCUSS SUBSTANCE ABUSE INCREASE IN EMERGENCY ROOM.3. IMPLEMENT NARCAN HAND-OUT IN EMERGENCY ROOM.4. PROVIDE FENTANYL AND XYLAZINE TEST STRIPS AND TEST INJECTIONS.5. DISTRIBUTE COUNTY RESOURCE GUIDE.6. AFTER NARCAN IS PROVIDED, THE EMERGENCY ROOM IS TO WORK WITH THE COUNTY ON FOLLOW-UPS FOR AN OUTPATIENT TREATMENT FACILITY FOR A WARM HAND-OFF.MENTAL HEALTHTHE GOAL AND OBJECTIVE ARE TO CARE FOR MENTAL HEALTH PATIENTS.SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. ENGAGEMENT HOSPITAL ASSOCIATION OF PENNSYLVANIA AND JOIN THE COUNTY MENTAL HEALTH TASK FORCE.2. COORDINATE WITH MONTGOMERY COUNTY EMERGENCY SERVICES (MCES) FOR CRISIS WALK-INS AND HOTLINE, PSYCHIATRIC EMS, AND SUICIDE PREVENTION.3. WORK WITH ACCESS SERVICES FOR MOBILE CRISIS.4. INSTALL TELE-PSYCH AND PROVIDE CARE IN EMERGENCY ROOM AND MED/SURG FLOORS.5. INCREASE REFERRALS TO NEW RESOURCES (I.E. FRIENDS, CARELINK, ETC.).ADDRESSING OBESITY, HEART DISEASE, STROKE, AND DIABETES IN NORRISTOWNSUMMARYOBESITY IS A CRITICAL PUBLIC HEALTH ISSUE THAT SIGNIFICANTLY CONTRIBUTES TO THE PREVALENCE OF CHRONIC DISEASES SUCH AS HEART DISEASE, STROKE, AND DIABETES. THIS SECTION EVALUATES THE HEALTH NEEDS OF THE NORRISTOWN COMMUNITY, HIGHLIGHTING THE COLLABORATIVE EFFORTS OF SUBURBAN COMMUNITY HOSPITAL'S RESIDENCY PROGRAM AND ST. PATRICK'S CHURCH. THROUGH VARIOUS PROGRAMS AND INITIATIVES, THIS PARTNERSHIP AIMS TO PROMOTE HEALTH EDUCATION, IMPROVE ACCESS TO HEALTH SERVICES, AND ULTIMATELY REDUCE THE INCIDENCE OF OBESITY AND ITS ASSOCIATED HEALTH RISKS.COMMUNITY PROFILE: NORRISTOWN IS A SUBURBAN COMMUNITY MARKED BY DIVERSE SOCIOECONOMIC BACKGROUNDS. MANY RESIDENTS FACE CHALLENGES RELATED TO POVERTY, LIMITED ACCESS TO HEALTHCARE, AND EDUCATIONAL DISPARITIES. THESE FACTORS CONTRIBUTE TO A HIGHER PREVALENCE OF OBESITY AND RELATED CHRONIC CONDITIONS, NECESSITATING COMPREHENSIVE STRATEGIES TO ADDRESS THESE HEALTH CONCERNS.OBJECTIVES1. INCREASED AWARENESS: RAISE COMMUNITY AWARENESS ABOUT THE RISKS ASSOCIATED WITH OBESITY AND THE IMPORTANCE OF PREVENTION AND MANAGEMENT STRATEGIES.2. ENHANCE ACCESSIBILITY: PROVIDE ACCESSIBLE HEALTH EDUCATION AND SERVICES TO THE COMMUNITY, WITH A FOCUS ON VULNERABLE POPULATIONS.3. PROMOTE HEALTHY LIFESTYLES: ENCOURAGED HEALTHY EATING AND PHYSICAL ACTIVITY THROUGH COMMUNITY ENGAGEMENT AND EDUCATIONAL RESOURCES.4. REDUCE HEALTH DISPARITIES: ADDRESS THE HEALTH NEEDS OF AT-RISK POPULATIONS TO IMPROVE HEALTH OUTCOMES AND REDUCE DISPARITIES.PROGRAMS AND SERVICES1. MONTHLY HEALTH EDUCATION SESSIONS: HELD ON THE FIRST SUNDAY OF EACH MONTH FROM 1:00 P.M. TO 3:00 P.M. AT ST. PATRICK'S CHURCH.SERVICES OFFERED INCLUDE:- BLOOD PRESSURE CHECKS- DIABETES SCREENINGS- BODY MASS INDEX (BMI) ASSESSMENTS- FLU VACCINATIONS- HEALTH COUNSELING2. COMMUNITY PARTNERSHIP WITH ST. PATRICK'S CHURCH:A. ANNUAL HOLIDAY PARTY FOR UNDERPRIVILEGED CHILDREN, PROVIDING WARM CLOTHING, TOYS, ACTIVITIES, AND MEALS.B. THE PARTNERSHIP FACILITATES ACCESS TO FREE BILINGUAL SERVICES AT THE SUBURBAN MEDICAL GROUP CLINIC FOR PATIENTS REFERRED BY THE CHURCH.3. FOCUS ON TOBACCO USE:A. IN 2023, THE HOSPITAL OFFERED SCREENINGS FOR TOBACCO USE AND ENROLLED COMMUNITY MEMBERS IN A SMOKING CESSATION PROGRAM, RECOGNIZING THE RELATIONSHIP BETWEEN TOBACCO USE, OBESITY, AND CHRONIC DISEASES.4. EDUCATION AND OUTREACH:A. UTILIZATION OF DIGITAL MEDIA, HEALTH FAIRS, SENIOR CENTERS, AND LOCAL PUBLICATIONS TO DISSEMINATE INFORMATION ON HEALTHY LIFESTYLES AND OBESITY PREVENTION.B. HEALTH EDUCATION INITIATIVES EXTENDED TO COMMUNITY CHURCH LEADERS SUCH AS ALL SAINTS EPISCOPAL CHURCH IN NORRISTOWN, FOSTERING A NETWORK OF HEALTH ADVOCATES WITHIN NORRISTOWN AND PARTNERING WITH ACLAMO FAMILY CENTERS. 5. COLLABORATION WITH LOCAL ORGANIZATIONS:A. PARTNERED WITH MONTGOMERY COUNTY SENIOR SERVICES TO PROVIDE HEALTH EDUCATION AND RESOURCES WITHIN THE HOSPITAL, FURTHER EXTENDING THE REACH OF HEALTH INITIATIVES.IMPACT ASSESSMENTTHE INITIATIVES UNDERTAKEN BY SUBURBAN COMMUNITY HOSPITAL AND ITS PARTNERS HAVE YIELDED POSITIVE OUTCOMES IN THE NORRISTOWN COMMUNITY, INCLUDING:- INCREASED HEALTH AWARENESS: COMMUNITY MEMBERS HAVE SHOWN IMPROVED UNDERSTANDING OF THE RISKS ASSOCIATED WITH OBESITY AND THE IMPORTANCE OF PREVENTIVE HEALTH MEASURES.- ACCESS TO PREVENTIVE SERVICES: REGULAR HEALTH EDUCATION SESSIONS AND SCREENINGS HAVE FACILITATED EARLY DETECTION AND MANAGEMENT OF CHRONIC CONDITIONS AMONG ATTENDEES.- BEHAVIORAL CHANGES: EDUCATIONAL EFFORTS HAVE CONTRIBUTED TO INCREASED KNOWLEDGE AND SKILLS REGARDING HEALTHY LIFESTYLE CHOICES, LEADING TO POSITIVE BEHAVIOR MODIFICATIONS.- STRENGTHENED COMMUNITY TIES: COLLABORATIONS WITH LOCAL CHURCHES AND ORGANIZATIONS HAVE FOSTERED A SUPPORTIVE COMMUNITY ENVIRONMENT FOCUSED ON HEALTH PROMOTION.CONCLUSIONTHE PARTNERSHIP BETWEEN SUBURBAN COMMUNITY HOSPITAL'S RESIDENCY PROGRAM AND ST. PATRICK'S CHURCH AND OTHER LOCAL ORGANIZATIONS HAS SIGNIFICANTLY CONTRIBUTED TO ADDRESSING OBESITY AND ITS RELATED HEALTH RISKS IN THE NORRISTOWN COMMUNITY. OUR CONTINUED EFFORTS TO PROVIDE EDUCATION, ENHANCE ACCESS TO HEALTHCARE SERVICES, AND ENGAGE AT-RISK POPULATIONS ARE ESSENTIAL FOR SUSTAINING IMPROVEMENTS IN COMMUNITY HEALTH. WE BELIEVE, FUTURE ASSESSMENTS WILL BE VITAL FOR EVALUATING THE LONG-TERM IMPACT OF THESE INITIATIVES AND REFINING STRATEGIES TO MEET THE EVOLVING HEALTH NEEDS OF THE COMMUNITY. PAMPA REGIONAL MEDICAL CENTER PART V, SECTION B, LINE 11: THE FY2021 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY PAMPA REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING SIX PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. COMMUNITY EDUCATION, LITERACY AND INVOLVEMENT2. ACCESS TO CARE3. HEALTHY WEIGHT4. MENTAL HEALTH5. SUBSTANCE USE DISORDER6. HOMELESSNESSCOMMUNITY EDUCATION, LITERACY AND INVOLVEMENTTHE GOAL IS TO DEVELOP A HEALTH EDUCATION COALITION TO ADDRESS COMMUNITY HEALTH EDUCATION THROUGH CHURCHES, CIVIC GROUPS, SENIOR CENTERS, EXTENSION EDUCATION AND SCHOOLS AS WELL AS CREATE EDUCATION ON MEDICARE. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. INVENTORY AND COORDINATE EXISTING HEALTH EDUCATION EFFORTS.2. DEVELOP PROGRAMS AND MARKET EDUCATION PROGRAMS ADDRESSING COMMUNITY HEALTH NEEDS. 3. ORGANIZE AND INVOLVE YOUTH AMBASSADORS TO PROVIDE HEALTH EDUCATION TO PEERS. 4. CREATE FUN INTERACTION THROUGH PLAY AND SOCIAL MEDIA TO ENGAGE YOUNGER PEOPLE. 5. IDENTIFY MEDICARE EXPERTS IN THE AREA AND HOLD EDUCATIONAL SESSIONS. ACCESS TO CARETHE GOAL IS TO CREATE TRANSPARENT BILLING AND CHARGES FOR HEALTH SERVICES, PROVIDE HEALTH EDUCATION, AND INCREASE PHYSICAL ACCESS TO CARE. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. HOSPITAL, PHYSICIANS PROVIDE TRANSPARENT BILLING FOR SERVICES.2. COMMUNICATE CHARGES PRIOR TO DELIVERY OF SERVICES TO DECREASE FEAR OF SURPRISE BILLING.3. IDENTIFY RESOURCES AVAILABLE.4. PROMOTE RESOURCES IN THE COMMUNITY.5. ADD PRIMARY CARE AND SPECIALTY PHYSICIANS. 6. COMMUNICATE ABOUT THE HOSPITAL VAN. 7. EXPERIMENT WITH A MONTHLY SUBSCRIPTION TO SEE DOCTORS ANY TIME THEY NEED CARE. HEALTHY WEIGHTTHE GOAL IS TO DECREASE ADULT OBESITY RATE BY 5% OVER NEXT 3 YEARS FROM 36% TO 34% AND REDUCE THE RATE OF CHILDHOOD OBESITY MEASURED BY BMI BY 10% IN THE NEXT THREE YEARS. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. INFORM COMMUNITY OF CURRENT RATES AND SITUATION CREATING COMMUNITY-DRIVEN EDUCATION AND AWARENESS.2. PROMOTE ACTIVITY THROUGH COMMUNITY OPPORTUNITY/EVENTS FOR EXERCISE ESPECIALLY IN THE WINTER AT COMMUNITY EVENTS.3. PROVIDE OPPORTUNITIES FOR THOSE WHO WANT TO CHANGE.4. PROVIDE FREE AND ACCESSIBLE RESOURCES, E.G. A DIETICIAN HOTLINE TO ANSWER QUESTIONS.5. EDUCATE PARENTS.6. CONDUCT A KIDS' FORUM TO ASK KIDS, "WHAT WOULD YOU DO TO BE ACTIVE? AND "WHAT WILL YOU EAT THAT IS HEALTHY?"7. ENSURE KIDS HAVE ACCESS TO PHYSICAL EDUCATION CLASSES.8. INTEGRATE WITH INSURANCE PLANS FOR DISCOUNTS.MENTAL HEALTHTHE GOAL IS TO CREATE ACCESS TO A LOCAL MENTAL HEALTH HOTLINE AVAILABLE BY PHONE AND TEXT 24 HOURS AND IMPROVE AFFORDABILITY OF MENTAL HEALTH TREATMENT. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. COMMUNICATION AND ADVERTISING SOCIAL MEDIA, NEWSPAPERS, FLYERS. 2. IMPLEMENT A 24-HOUR MENTAL HEALTH HOTLINE.3. UTILIZE MENTAL HEALTH FIRST AID FOR YOUTH TRAINING THROUGH TEXAS A&M.SUBSTANCE USE DISORDERTHE GOAL IS TO PROVIDE ADEQUATE EDUCATION FOR ADHERING TO THERAPEUTIC REGIMES AND MEDICATIONS, PROVIDE ACCESS TO AFFORDABLE REHAB AND EDUCATION ON THE IMPORTANCE OF TREATMENT AVAILABILITY, AND PROVIDE STRUCTURED, ORGANIZED PREVENTION EDUCATION ON SMOKING, VAPING, SMOKELESS AND CESSATION THAT IS CONSISTENT AND ONGOING. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. EDUCATE PRESCRIBERS, NURSES, HOME HEALTH, PHARMACISTS ON INAPPROPRIATE USE OF PRESCRIPTION MEDICATIONS. 2. USE EDUCATORS FROM MULTIPLE DISCIPLINES, HEALTHCARE, LAW ENFORCEMENT, MENTAL HEALTH, SOCIAL WORKERS. 3. IMPLEMENT AN INPATIENT REHABILITATION FACILITY IN PAMPA. 4. PROVIDE COMMUNITY EDUCATION ON THE IMPORTANCE OF INPATIENT REHAB CARE IN RECOVERY. 5. PROVIDE PREVENTATIVE EDUCATION FOR SCHOOLS, COMMUNITY, SENIOR CITIZENS.6. PROVIDE EDUCATION ON DISEASES CAUSED BY SUBSTANCE USE COPD, ASTHMA, CANCER. HOMELESSNESSTHE GOAL IS TO INVENTORY WHERE HOMELESS PEOPLE CAN GET FOOD AND TEMPORARY SHELTER, CONVINCE THE COMMUNITY THAT REDUCING HOMELESSNESS IS A COMMUNITY NEED, AND PLAN FOR A HOMELESS SHELTER. PAMPA REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING ACTIONS:1. ASK QUESTIONS ABOUT HOMELESSNESS, SUCH AS WHY? FIGURE OUT THEIR STORY TO COLLECT DATA AND FIGURE OUT WHERE THEY CAN GET MEALS EVERY DAY OF THE WEEK.2. TAKE A RESOURCE GUIDE TO THE HOMELESS. 3. GET STATISTICS OF THE HOMELESS.4. PROVIDE DATA, FACTS, AND STORIES TO THE COMMUNITY FOR PRODUCTIVE CONVERSATIONS. 5. CREATE A FEASIBILITY PLAN WITH BUILDING OPTIONS. BUILDING UPON THE CURRENT CHNA, THE HOSPITAL DID THE FOLLOWING DURING FY23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY: - HELD A COMMUNITY WELLNESS DAY HEALTH FAIR IN OCTOBER 2023.- ADDED STATE OF THE ART 3D MAMMOGRAPHY BREAST IMAGING SYSTEM, MAMMOMAT REVELATION, TO BETTER SCREEN AND DETECT EARLY SIGNS OF CANCER FOR PANHANDLE WOMEN.- CHIEF NURSING OFFICER, DR. KRIS VIGIL-LEEPER, CONDUCTED A WOMEN'S HEALTH LECTURE FOR COMMUNITY LEADERS AT THE GREATER PAMPA CHAMBER OF COMMERCE IN OCTOBER 2023.- SENIOR HOSPITAL LEADERSHIP ASSISTED IN COORDINATING DISASTER RESPONSE EFFORTS IN PERRYTON, TEXAS, AFTER A TORNADO DECIMATED THE COMMUNITY AND HOSPITAL IN JUNE 2023.- CONDUCTED COMMUNITY EMERGENCY DRILLS IN PARTNERSHIP WITH AREA LAW ENFORCEMENT, LIFESAVERS, AND DISASTER RESPONSE TEAMS IN MARCH AND SEPTEMBER 2023.- HELPED CREATE AND SUPPORT LEADERSHIP PAMPA WITH THE PAMPA GREATER CHAMBER OF COMMERCE TO PREPARE FUTURE PAMPA LEADERS FOR SERVICE TO THE COMMUNITY IN 2023, WITH STUDENTS FROM ALL SECTORS OF THE COMMUNITY.- LED COMMUNITY-WIDE FREE EASTER EGG HUNT IN APRIL AND TRUNK OR TREAT IN OCTOBER 2023.- RAN INFORMATIONAL ADVERTISING ON SWING BED SERVICES ON ABC7 IN AMARILLO, AND REGULAR HEALTH EDUCATION ON SOCIAL MEDIA TO IMPROVE ACCESS TO EXTENDED CARE FOR THOSE 55 AND OLDER. - CONDUCTED HEALTH VOCATIONAL TRAINING TO PAMPA HIGH SCHOOL STUDENTS IN MARCH 2023, AND PRESENTED INFORMATION AT AMARILLO COLLEGE JOB FAIRS IN MARCH AND APRIL 2023.- TAUGHT HEALTH EDUCATION AND DISTRIBUTED SCHOOL SUPPLIES FOR K-12 STUDENTS AND FAMILIES DURING THE PISD BACK TO SCHOOL BASH IN AUGUST 2023.- SUPPORTED AND PARTICIPATED IN COMMUNITY EVENTS INCLUDING INDEPENDENCE DAY, TOTRA RODEO, PAMPA GREATER CHAMBER OF COMMERCE ANNUAL COUNTY FAIR, PAMPA PARADE OF LIGHTS, WHITE DEER SETTLER DAYS, AND SEVERAL OTHERS.- SUPPORTED AREA CHARITABLE GIVING DIRECTLY OR EMPLOYEE LED THROUGH ALTRUSA, CODY OWENS MEMORIAL FOUNDATION, PAMPA VETERANS OF FOREIGN WARS, PAMPA COMMUNITY CONCERT ASSOCIATION, PAMPA GREATER CHAMBER OF COMMERCE GOLD COATS, SALVATION ARMY, PAMPA POLICE, AND OTHERS.- INFORMED COMMUNITY OF MEDICARE BENEFITS THROUGH SOCIAL MEDIA OF STATE SERVICES NUMBER 211 AND WWW.YOURTEXASBENEFITS.COM.- PRMC BUSINESS DEVELOPMENT DIRECTOR MET WITH THE PAMPA ECONOMIC DEVELOPMENT CORPORATION MARCH 2023 TO DISCUSS HOW THE HOSPITAL COULD BETTER SERVE THE COMMUNITY AND TO SHARE INFORMATION ABOUT CHANGES TO SERVICE LINES.- PROMOTED AND OFFERED MDSAVE TO PATIENTS AS TRANSPARENT BILLING ALTERNATIVE.- OFFERED FREE TRANSPORTATION SERVICES TO NEEDY TO GET PATIENTS TO AND FROM THEIR APPOINTMENTS.- PMG CONDUCTED FREE SPORTS PHYSICALS FOR AREA STUDENTS.- WORKED WITH COMMUNITY NON-PROFITS AND CHURCHES TO IMPROVE MOBILITY AND ACCESS TO RESOURCES FOR HOMELESS, DISABLED AND DISADVANTAGED POPULATIONS THROUGH USE OF HOSPITAL COURTESY SHUTTLE.- CONDUCTED EMPLOYEE-LED FUNDRAISING EFFORTS FOR DISADVANTAGED AND HOMELESS THROUGH NON-PROFIT ORGANIZATIONS. HUNTINGTON BEACH HOSPITAL PART V, SECTION B, LINE 13B: APPROVED IN SOME INSTANCES OF HOMELESSNESS/DECEASED WITH NO KNOWN NEXT OF KIN SCHEDULE H, PART V, LINE 7A - SOUTHERN REGIONAL HTTPS://WWW.SOUTHERNREGIONAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 7A - LANDMARK HTTPS://WWW.LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 7A - SHERMAN OAKS HTTPS://WWW.SHERMANOAKSHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFITS SCHEDULE H, PART V, LINE 7A - LA PALMA HTTPS://WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 7A - COSHOCTON HTTPS://WWW.COSHOCTONHOSPITAL.ORG/ABOUT-US/COMMUNITY-SERVICE/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 7A - SUBURBAN HTTPS://WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 7A - PAMPA HTTPS://WWW.PRMCTX.COM/ABOUT-US/QUALITY-PATIENT-SAFETY-CLINICAL-EXCELLENCE/ SCHEDULE H, PART V, LINE 10A - SOUTHERN REGIONAL HTTPS://WWW.SOUTHERNREGIONAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 10A - COSHOCTON HTTPS://WWW.COSHOCTONHOSPITAL.ORG/ABOUT-US/COMMUNITY-SERVICE/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 16A - LANDMARK HTTPS://LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENTS-GUIDE/FINANCIAL-ASSISTANCE/ SCHEDULE H, PART V, LINE 16A - LA PALMA HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ SCHEDULE H, PART V, LINE 16B - LANDMARK HTTPS://LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENTS-GUIDE/FINANCIAL-ASSISTANCE/ SCHEDULE H, PART V, LINE 16B - LA PALMA HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ SCHEDULE H, PART V, LINE 16C - LANDMARK HTTPS://LANDMARKMEDICAL.ORG/PATIENTS-VISITORS/PATIENTS-GUIDE/FINANCIAL-ASSISTANCE/ SCHEDULE H, PART V, LINE 16C - LA PALMA HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ SCHEDULE H, PART V, LINE 10A - LA PALMA HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ SCHEDULE H, PART V, LINE 10A - SHERMAN OAKS HTTPS://SHERMANOAKSHOSPITAL.ORG/WP-CONTENT/UPLOADS/2023/04/SHERMAN-OAKS-HOSPITAL-2023_25-IMPLEMENTATION-PLAN-FINAL.PDF PAMPA REGIONAL MEDICAL CENTER: PART V, SECTION B, LINE 8: AN IMPLEMENTATION STRATEGY WAS NOT CONDUCTED TIMELY FOR THE FY'21 CHNA CYCLE DUE TO TURNOVER WITHIN THE HOSPITAL FACILITY'S EXECUTIVES AND OFFICERS. THIS WAS DISCOVERED DURING PREPARATION OF THE TY'22 FORM 990. HOWEVER, IN FEBRUARY 2024, STEPS WERE TAKEN TO COMPLETE AN IMPLEMENTATION STRATEGY FOR THE FY'21 CYCLE. AS OF THE FILING OF THIS RETURN, THE IMPLEMENTATION STRATEGY TO ACCOMPANY THE FY'21 CHNA HAS BEEN CONDUCTED, COMPLETED, ADOPTED BY THE BOARD, AND POSTED TO THE HOSPITAL FACILITY'S WEBSITE. THE IMPLEMENTATION STRATEGY CAN BE FOUND AT THE FOLLOWING LINK: HTTPS://PRMCTX.COM/ABOUT-US/QUALITY-PATIENT-SAFETY-CLINICAL-EXCELLENCE/. ENCINO HOSPITAL MEDICAL CENTER: PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED, AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL. THROUGH FOCUS GROUPS AND COMMUNITY SURVEYS, THIRTY-FIVE HEALTH NEEDS WERE SUGGESTED. TO HELP BETTER MEET AND ADDRESS EACH NEED, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MENTAL HEALTH2. CONTINUITY OF CARE3. HOMELESSNESS4. EMPLOYMENT ISSUESMENTAL HEALTHAS A PRIMARY CARE PROVIDER OF MENTAL HEALTH SERVICES, PARTICULARLY IN GERIATRIC SERVICES, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE DEDICATED TO CONTINUING ITS EXISTING SERVICES. AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS AND REFLECT INNOVATIONS IN CARE TO ADDRESS COVID-19 ISSUES. CONTINUITY OF CAREENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER INTERVENTION WILL FOCUS ON ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED, AND THE MOST ADVANTAGEOUS COVERAGE IS SECURED, BOTH FOR THEIR HOSPITAL STAY AND FOR CONTINUING CARE IN THE NEXT STEP IN THEIR RECOVERY PROCESS.HOMELESSNESSENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER TRANSITIONS, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. AND AS NEW HOUSING SOLUTIONS ARE DEVELOPED, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH THE DEVELOPERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. EMPLOYMENT ISSUESENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE REVIEWING THEIR PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. ADDITIONALLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM.THE FOLLOWING SECTION PROVIDES DETAILS RELATED TO THESE ISSUES FROM THE 2022 CHNA REPORT AND NOTES THAT PLANS TO ADDRESS THOSE ISSUES ARE STILL IN PROCESS. EACH NEED IS OUTLINED, AND EHMC'S ORIGINAL IMPLEMENTATION PLAN TO ADDRESS IT IS REPORTED. ENVIRONMENTAL CHANGES THAT OCCURRED SINCE THE CHNA REPORT DATE ARE ALSO NOTED AND THE HOSPITAL'S PROGRESS IN RESPONDING TO THESE NEEDS IS HIGHLIGHTED. IT IS IMPORTANT TO NOTE THAT THE COVID-19 PANDEMIC HAD BEEN THE DOMINANT HEALTH ISSUE FOR THE PERIOD ANALYZED IN THE 2022 CHNA. WHILE STILL A SUBJECT OF WATCHFULNESS, IT NO LONGER DRIVES PLANNING PROCESSES LOOKING FORWARD, AS OTHER ISSUES HAVE BECOME MORE PRESSING. AMONG THESE, IN 2023, WAS GROWTH IN THE UNHOUSED POPULATION IN THE COUNTY, AND GOVERNMENT AND PUBLIC HEALTH ORGANIZATIONS' ATTEMPTS TO DEAL WITH THE PROBLEMS ASSOCIATED WITH THAT GROUP. ADDITIONAL ISSUES HAVE RESULTED FROM CHANGES IN REIMBURSEMENT FOR HEALTHCARE SERVICES WHICH HAVE AFFECTED THE ELIGIBILITY OF MANY RESIDENTS FOR MEDICAL OR COVERED CALIFORNIA BENEFITS. ANOTHER NEW OPPORTUNITY WAS THE INTRODUCTION OF SB1338. THIS LEGISLATION IS CREATING "CARE COURTS" DESIGNED TO FOCUS ATTENTION ON THOSE ACCUSED OF MINOR CRIMES BUT FELT TO HAVE MENTAL HEALTH ISSUES CONTRIBUTING TO THEIR BEHAVIOR. AS THESE CARE COURTS BEGIN TO OPERATE, POTENTIAL NEW AVENUES OF CARE ARE EXPECTED TO RESULT. THESE OPPORTUNITIES WILL BE REVIEWED AND ADDRESSED AS THEY ALLOW THE HOSPITAL TO EXPAND ITS SERVICES. BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MENTAL HEALTH THIS CATEGORY WAS THE MOST CITED ISSUE, BOTH IN TERMS OF THE NUMBER OF PARTICIPANTS CHOOSING IT AS IMPORTANT AND IN TERMS OF CONSIDERING IT MOST IMPORTANT. THIS GENERAL TERM GENERATED MANY RELATED IDEAS, AND THEY WERE CONSOLIDATED INTO THIS GENERAL CATEGORY. AMONG ISSUES RELATED TO MENTAL HEALTH WERE A NEED FOR INPATIENT MENTAL HEALTH SERVICES, PROBLEMS WITH SUBSTANCE ABUSE THAT INTERSECTED WITH GENERAL MENTAL HEALTH PROBLEMS, AND ISSUES RELATED TO ACUTE PHYSICAL PROBLEMS PRESENTED AT THE EMERGENCY DEPARTMENT WHICH ARE RELATED TO MENTAL HEALTH CONDITIONS EXPERIENCED BY THE PATIENT. AN ATTEMPT TO DEAL WITH THE INTERSECTING ISSUES OF CRIME AND MENTAL HEALTH IS DEVELOPING WITH THE CREATION OF "CARE COURTS," WHICH ARE DESIGNED TO DEAL WITH PERSONS ARRESTED FOR MINOR CRIMES BUT WHO MAY NEED MENTAL HEALTH INTERVENTIONS TO HAVE BOTH THEIR INFRACTIONS AND HEALTH NEEDS ADDRESSED MORE APPROPRIATELY. THUS, ALTHOUGH THE UNDERLYING PROBLEMS SUBSUMED UNDER THE "MENTAL HEALTH" RUBRIC ARE CONTINUING, THE AVAILABLE METHODS OF COMBATTING THE PROBLEM ARE CHANGING RAPIDLY AND WERE NOT ADDRESSED IN EITHER THE 2022 CHNA OR THE 2023-2025 IMPLEMENTATION PLAN. EHMC'S PLAN - AS OF EARLY 2023 INCLUDED A DEDICATION TO CONTINUING ITS EXISTING SERVICES AS A PRIMARY PROVIDER OF INPATIENT MENTAL HEALTH SERVICES IN THE SAN FERNANDO VALLEY. GOING FORWARD, AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, EHMC IS EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. EHMC WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS. AS THE DEVELOPMENT OF CARE COURTS UNDER CALIFORNIA'S CARE ACT (SB1338) CONTINUES, EHMC STAFF WILL WORK WITH COURT STAFF AND SOCIAL WORK ORGANIZATIONS TO PROVIDE INPATIENT SERVICES AND STEP-DOWN FOLLOW-UP AS APPROPRIATE. EHMC'S RESULTS THE SPECIALIZED 13-BED INPATIENT UNIT IS DESIGNED SPECIFICALLY TO FOCUS ON SENIOR BEHAVIORAL HEALTH, ADDRESSING THE UNIQUE EMOTIONAL, BEHAVIORAL, AND MENTAL HEALTH NEEDS OF ADULTS AGES 50 AND OLDER. EHMC'S PROGRAM IS DESIGNED TO IMPROVE DAY-TO-DAY FUNCTIONING, LEADING TO IMPROVED HEALTH AND A HIGHER QUALITY OF LIFE. OUR TEAM IS COMPRISED OF EXPERIENCED AND COMPASSIONATE HEALTHCARE PROFESSIONALS WHO ARE DEVOTED TO PROVIDING THE CARE AND EMOTIONAL SUPPORT THESE PATIENTS AND FAMILIES NEED. BECAUSE THE PROGRAM IS HOSPITAL-BASED, WE CAN ACCEPT PATIENTS SUFFERING FROM PSYCHIATRIC ISSUES AND CHRONIC MEDICAL CONDITIONS. THE HOSPITAL HAS SERVED AND WILL CONTINUE TO SERVE, AS A REFERRAL LOCATION FOR OTHER HEALTHCARE PROVIDERS NEEDING SPECIALIZED SERVICES FOR AGING PERSONS IN DANGER DUE TO MENTAL HEALTH ISSUES. AT THE CLOSE OF 2023, INCREASES IN MENTAL HEALTH ENCOUNTERS IN EHMC'S EMERGENCY ROOM WERE CONTINUING TO OCCUR, AND THE HOSPITAL HAS EXPANDED ITS SERVICES TO ADDRESS THE INFLUX. EHMC'S EXPANDED SENIOR BEHAVIORAL HEALTH PROGRAM OFFERS MOBILE PSYCHIATRIC EVALUATION SERVICES AND PSYCHIATRIC EMERGENCY TEAMS (PET), A 24-HOUR CLINICAL NURSING TEAM, AND WE ALSO OFFER CRISIS STABILIZATION 24 HOURS / 7 DAYS A WEEK WITH PSYCHIATRIC ASSESSMENT AND TREATMENT AND RECREATIONAL THERAPY ASSESSMENT AND TREATMENT. OFFERED GERO-PSYCHIATRIC EDUCATIONAL SERIES TO POST-ACUTE PARTNERS LIKE SKILLED NURSING FACILITIES, ASSISTED LIVING FACILITIES, SENIOR LIVING FACILITIES, BOARD AND CARE FACILITIES, AND OTHER COMMUNITY MEMBERS. MORE CONCRETE UPDATES TO OPERATIONS WILL BE INSTITUTED AS THE IMPACT OF CARE COURT REFERRALS AND REVISED TREATMENT PARADIGMS ARE ENCOUNTERED.2. CONTINUITY OF CARE AN EMERGING TOPIC OF DISCUSSION WITHIN MEDICAL AND SOCIAL WORK CIRCLES IS SOCIAL DETERMINANTS OF HEALTH (SDOH). SDOH ISSUES INCLUDE CONDITIONS THAT EXIST OUTSIDE A HEALTHCARE INSTITUTION, OFTEN IN THE HOME OR IMMEDIATE NEIGHBORHOOD, WHICH MAKE IT DIFFICULT TO MANAGE CHRONIC DISEASES SUCH AS DIABETES, HIGH BLOOD PRESSURE, OR OSTEOPOROSIS. MANY OF THESE ISSUES CAN BE ADDRESSED MORE APPROPRIATELY WITH NON-INSTITUTIONAL INTERVENTIONS, BUT THEY ARE OFTEN NOT BROUGHT TO MEDICAL ATTENTION UNTIL THE PATIENT ENTERS THE EMERGENCY ROOM. CHANGES IN MEDICAL AND COVERED CALIFORNIA ELIGIBILITY REQUIREMENTS HAVE ALSO FORCED PROVIDERS TO COPE WITH THE REDETERMINATION OF ELIGIBILITY FOR ALL MEDICAL RECIPIENTS OVER A YEAR'S TIME. SINCE THIS PROCESS REQUIRES INPUT FROM INSUREDS, MANY EXISTING RECIPIENTS HAVE NOT PROVIDED THE NECESSARY PAPERWORK, OR HAVE BEEN DETERMINED INELIGIBLE FOR CONTINUING MEDICAL COVERAGE. HOSPITALS AND MEDICAL GROUPS HAVE BECOME THE FIRST PROVIDERS TO DISCOVER THAT THEIR PATIENTS NEED TO EITHER RE-APPLY FOR MEDICAL COVERAGE OR TO FIND ALTERNATE HEALTH INSURANCE AS REQUIRED BY THE STATE. IN EITHER CASE, THE OPTIONS AVAILABLE TO ASSIST CLIENTS IN MANAGING THEIR CARE HAVE CHANGED, AND PROVIDERS MUST HELP THEIR PATIENTS NAVIGATE THE NEW ENVIRONMENT. EHMC'S PLAN - AS STATED IN ITS 2023 IMPLEMENTATION PLAN: INCLUDES WORKING WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER. THESE PROTOCOLS WILL ASSIST OTHER PROVIDERS IN MAINTAINING THE HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN THE PROCESS OF CREATING METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER CRITICAL ISSUE RELATED TO CONTINUITY OF CARE IS ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED AND REDETERMINED, AND THE MOST ADVANTAGEOUS COVERAGE INTERVENTION IS OFFERED TO PERSONS WHOSE COVERAGE HAS LAPSED. MEANWHILE, EHMC HAS A POLICY OF PROVIDING FINANCIAL ASSISTANCE TO PATIENTS WITH MEDICAL NEEDS WHOSE INCOME IS LESS THAN 450% OF THE FEDERAL POVERTY LEVEL AND WHO LACK HEALTH INSURANCE. UNDER EHMC'S PRESUMPTIVE MEDICAL PROGRAM, PATIENTS FOR WHOM HEALTH SERVICES ARE A BURDEN ARE ASSISTED TO FILE FOR AVAILABLE ASSISTANCE TO ALLOW THEM TO ACCESS CARE IMMEDIATELY, AND FOLLOWED UP TO ASSURE THAT THEY EITHER ARE PROVIDED WITH AN INSURANCE OPTION OR COVERED UNDER THE HOSPITAL'S POLICY FOR MEDICALLY NECESSARY CARE.EHMC'S RESULTS AS HEALTH SYSTEMS OF ALL TYPES RECOVER FROM PANDEMIC-ERA DISEASE MANAGEMENT PROTOCOLS AND CHANGES IN REIMBURSEMENT, NEW ISSUES HAVE ARISEN. BEFORE 2023, THE PRIMARY FOCUS INVOLVING CONTINUITY OF CARE WAS MANAGING UTILIZATION, AS THE PANDEMIC STRAINED BOTH EHMC'S PHYSICAL CAPACITY AND ITS WORKFORCE'S STAMINA. AS ADMISSIONS FOR COVID-RELATED ILLNESSES HAVE DECLINED, MANY OF THE ELECTIVE AND NON-EMERGENCY PROCEDURES THAT HAD BEEN DELAYED OR POSTPONED HAVE RE-EMERGED AS DRIVERS OF HOSPITAL ADMISSIONS. AS COVID RELATED ADMISSIONS SUBSIDED, MANY OF THE PATIENTS WHO HAD PREVIOUSLY BEEN DIAGNOSED WITH CONDITIONS REQUIRING TREATMENT, BUT HAD HAD THEIR PROCEDURES POSTPONED, HAVE RETURNED TO GET THEIR DELAYED TREATMENTS PERFORMED. IN SOME CASES, THEY MAY FIND THEMSELVES NEEDING DIFFERENT INTERVENTIONS AND/OR MAY NO LONGER BE ELIGIBLE FOR THE TREATMENTS ORIGINALLY PRESCRIBED UNTIL THEY ARE RE-ENROLLED IN MEDICAL OR MOVED TO NEW COVERAGE. PROTOCOLS HAVE BEEN REVISED TO ADDRESS THESE CHANGES. MANAGEMENT HAS CONTINUALLY EVOLVED OPERATIONS TO COPE WITH CHANGES IN TREATMENT PROTOCOLS AND TYPES OF MEDICAL ISSUES PRESENTING AT THE HOSPITAL, AS WELL AS IN CHANGING TRANSITION STRATEGIES RELATED TO THE OUTPLACEMENT OF PATIENTS NEEDING CARE BEST PROVIDED IN NON-HOSPITAL SETTINGS. STAFF AND MANAGEMENT ARE IN CONSTANT CONTACT WITH STEP-DOWN PROVIDERS, USING ZOOM AND OTHER VIRTUAL MEETING APPLICATIONS. PATIENT TRANSITIONS TO SELECTED NURSING HOMES AND RETIREMENT HOUSING COMMUNITIES ARE CONTINUING TO OCCUR, AS WELL AS PROGRAMS TO ALLOW EASIER TRANSITION TO HOME ENVIRONMENTS. THESE ARE REGULARLY BEING REVIEWED. EHMC CONTINUES TO ASSESS EXISTING METHODOLOGIES' USEFULNESS IN ASSURING CONTINUED RECOVERY FROM THE ACUTE INCIDENTS THAT BROUGHT PATIENTS TO THE HOSPITAL IN THE FIRST PLACE. WEEKLY MEETINGS, AS WELL AS AD HOC CONFERENCES AS NEEDED, ARE CONDUCTED WITHIN THE HOSPITAL TO ASSESS PROGRESS. REGULAR MEETINGS WERE ORGANIZED TO REVIEW THE COORDINATION OF CARE WITH OUR POST-ACUTE PARTNERS SUCH AS SKILLED NURSING FACILITIES, LONG TERM ACUTE FACILITIES, SENIOR LIVING FACILITIES, HOME HEALTH AGENCIES, AND HOSPICE PROVIDERS. EHMC ALSO COLLABORATES WITH POLICE (LAPD) AND FIRE (LAFD) DEPARTMENTS, WHERE ALLOWED, TO COORDINATE CARE FOR PERSONS WHO ARE REPEAT USERS OF EMERGENCY SERVICES, ALLEVIATING CALLS TO 911 FOR LESS-THAN-LIFE-THREATENING INJURIES. THE HOSPITAL ALSO IMPLEMENTED THE GETCATENOW PROGRAM A SOFTWARE FOR PATIENT APPOINTMENT/ SCHEDULING IN THE EMERGENCY DEPARTMENT, WHICH WILL DECREASE WAIT TIMES AND WILL HELP PATIENTS SCHEDULE THEIR ED APPOINTMENTS OR VISITS EASILY. AND AS NOTED EARLIER, EHMC WILL PARTNER WITH ITS ELIGIBILITY CONSULTANTS TO ASSURE THAT PATIENTS HAVING TROUBLE NEGOTIATING THE REDESIGNATION PROCESS ARE PROVIDED WITH ADEQUATE GUIDANCE TO FIND ACCEPTABLE COVERAGE. EHMC AND PRIME HEALTHCARE HAVE PARTNERED WITH AGA MEDICARE OPTIONS TO HELP YOU MAKE A WELL-INFORMED DECISION ABOUT YOUR HEALTH INSURANCE. THIS WEBINAR WAS OFFERED FOR THOSE WHO ARE TURNING 65 OR PLANNING TO GET MEDICARE INSURANCE. EHMC CONTINUED TO OFFER AND PROVIDE PROGRAMS AND ASSISTANCE TO UNINSURED INDIVIDUALS WHO CAN BE ELIGIBLE FOR A GOVERNMENT-SPONSORED HEALTH PROGRAM, SUCH AS MEDICARE, MEDI-CAL, OR OTHER STATE OR COUNTY-FUNDED HEALTHCARE COVERAGE. AS THE COVID EMERGENCY SUBSIDES, EHMC HAS MAINTAINED CONTACT WITH THE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH AND HAS WORKED WITH THAT AGENCY TO IMPLEMENT EVOLVING TREATMENT MODALITIES AS NEW VACCINES HAVE BECOME AVAILABLE AND DISTRIBUTION HAS BECOME THE PRIMARY PROBLEM. VACCINATION CLINICS HAVE BEEN HELD AT THE HOSPITAL AND AT LOCAL HEALTH FAIRS. THE HOSPITAL SPONSORED COMMUNITY VACCINE CLINICS IN CONJUNCTION WITH THE MYTURN.GOV PROGRAM AND PROVIDED VACCINATIONS TO OVER 350 COMMUNITY MEMBERS. ALONG WITH THE COVID-19 SERVICES, EHMC ALSO PROVIDED STROKE AND HEART HEALTH INFORMATION. THE HOSPITAL WILL CONTINUE TO WORK WITH APPROPRIATE AGENCIES TO DELIVER VACCINATIONS AND BOOSTERS AS DEMAND INDICATES AND WILL MAINTAIN ITS PUBLIC INFORMATION EFFORTS AS APPROPRIATE. AS MORE PUBLIC EVENTS ARE SCHEDULED IN COMMUNITY SETTINGS. EHMC CONTINUED TO MONITOR OPPORTUNITIES FOR COMMUNITY BOOTHS LIKE PARTICIPATING IN SHERMAN OAKS AND ENCINO STREET FAIR, PROVIDING HEALTH SCREENINGS, PROVIDING A FIRST AID BOOTH, AND HEART AND STROKE HEALTH EDUCATION AND HEALTH AND SAFETY INFORMATION. CONTINUED SUPPORTING THE AMERICAN RED CROSS AND PARTICIPATING IN AND HOSTING A BLOOD DRIVE EVENT FOR THE COMMUNITY.3. HOMELESSNESS HAS BECOME A MAJOR ISSUE IN LOS ANGELES AS MORE AND MORE RESIDENTS ARE LIVING ON THE STREETS. IT HAS ALSO BEEN A MAJOR TOPIC OF LITIGATION AND ATTEMPTS TO DEAL WITH IT ARE SPILLING INTO THE POLITICAL ARENA. SEVERAL BOND ISSUES HAVE PASSED IN THE LAST TWO ELECTIONS TO PROVIDE FUNDS FOR HOUSING AND TREATMENT OF UNHOUSED RESIDENTS, WITH MIXED RESULTS. THE MOST RECENT ELECTION AT THE END OF 2022 RESULTED IN A NEW SLATE OF CITY COUNCIL REPRESENTATIVES WHO WILL HAVE DIFFERENT IDEAS AS TO HOW TO ADDRESS THE PROBLEM. UNHOUSED PATIENTS REPRESENTED A SIGNIFICANT PORTION OF THE DISCHARGES FROM EHMC IN 2023, WITH DISCHARGES TO UNKNOWN ZIP CODES COMPRISING JUST UNDER 2% OF ALL DISCHARGES. THE ACTUAL PROVISION OF CARE IS JUST AS FRAGMENTED AS THE PAYMENT SYSTEM THAT SUPPORTS IT. PATIENTS DISCHARGED FROM HOSPITALS OR OTHER CARE FACILITIES OFTEN FIND THEMSELVES AT LOOSE ENDS ONCE THEY LEAVE THE PREMISES. CARE COORDINATORS AND SOCIAL SERVICE AGENCIES ATTEMPT TO MANAGE TRANSITIONS, BUT THEIR ABILITY TO ASSURE APPROPRIATE CARE IN OFFSITE SITUATIONS IS CONSTRAINED BY THEIR INABILITY TO ACTIVELY FOLLOW CLIENTS FROM THE FACILITY TO ANOTHER CARE SITE OR TO HOME. ALSO, THERE ARE NO FORMAL PROGRAMS TO DETERMINE THAT THE CARE SETTINGS INTO WHICH PATIENTS ARE RELEASED ARE THE MOST APPROPRIATE, OR EVEN ADEQUATE. CITY AGENCIES, POLICE, AND COURT SYSTEMS ARE EXPLORING NEW METHODS OF COPING WITH THE UNHOUSED POPULATION. EXISTING PAYMENT PROGRAMS GENERALLY HAVE NO ABILITY TO FUND FOLLOW-UP CARE OR PATIENT MANAGEMENT, BUT PRESSURE IS BUILDING TO ADDRESS THE PROBLEM MORE CONCRETELY. NEW PROGRAMS SUCH AS PROJECT HOMEKEY AND INSIDE SAFE ARE PROVIDING SHORT-TERM RELIEF. BUT LONGER-TERM SOLUTIONS ARE SLOW IN COMING, AND ARE ENCOUNTERING RESISTANCE BOTH FROM NEIGHBORS WHO FEAR THE INFLUX OF QUESTIONABLE RESIDENTS, AND FROM UNHOUSED PEOPLE WHO OBJECT TO THE STRICTURES IMPOSED BY HOUSING PROVIDERS. MEANWHILE HOSPITAL EMERGENCY DEPARTMENTS CONTINUE TO SERVE AS PRIMARY CARE CENTERS FOR PEOPLE WITH NO TIES TO A HEALTHCARE PROVIDER. EHMC'S PLAN - INCLUDES PROVISIONS TO IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER HOSPITALIZATION, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM EHMC ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. THE ADVENT OF SEVERAL PROGRAMS DESIGNED TO GET UNHOUSED PEOPLE INTO TEMPORARY AND PERMANENT ACCOMMODATIONS WILL PRESENT NEW OPPORTUNITIES FOR THE HOSPITAL TO JOIN WITH THESE PROVIDERS IN EASING THE TRANSITION FROM STREET TO HOSPITAL TO RESIDENTIAL SITUATIONS. AS NEW HOUSING SOLUTIONS ARE DEVELOPED, EHMC WILL COLLABORATE WITH THE DEVELOPERS AND SOCIAL SERVICE PROVIDERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION.EHMC'S RESULTS FOR THE PATIENTS WITH NO RECEIVING LOCATION SPECIFIED (2% OF ALL DISCHARGES IN 2023), EHMC'S DISCHARGE PLANNERS HAVE RELIED ON PROTOCOLS TO LOCATE SOCIAL SERVICE AND/OR HOUSING AGENCIES TO GUIDE THE TRANSITION. THESE PROTOCOLS ARE CONTINUALLY BEING REVIEWED AND UPDATED TO GUIDE TRANSITIONS OF PATIENTS TO SELECTED NURSING AND RETIREMENT HOUSING COMMUNITIES, AS WELL AS PROGRAMS TO ALLOW EASIER TRANSITION TO HOME OR TEMPORARY HOUSING ENVIRONMENTS. EHMC CONTINUED ITS INTERACTION WITH LAPD, LAFD, AND VARIOUS HOMELESS SHELTERS.FOR HOMELESS DISCHARGES - THE CLINICAL SOCIAL WORKERS AND CASE MANAGERS HELPED IN FACILITATING DISCHARGES FOR HOMELESS PATIENTS. THE HOSPITAL FOLLOWS HOMELESS PROTOCOLS PLACEMENT AND A CHECKLIST FOR PLACING THE PATIENTS. OPTIONS AVAILABLE FOR DISCHARGE PLACEMENT ARE HOMELESS SHELTERS, SKILLED NURSING FACILITIES AND BOARD AND CARE FACILITIES. RECENT PROGRAMS SUCH AS PROJECT ROOM KEY AND INSIDE SAFE PROVIDE NEW OPTIONS, THESE OPPORTUNITIES ARE ACCESSED AS APPROPRIATE. ALL THESE OPTIONS ARE BEING REVIEWED AS NECESSARY TO ASSESS THEIR USEFULNESS IN ASSURING CONTINUED RECOVERY FROM THE ACUTE INCIDENTS THAT BROUGHT UNHOUSED PEOPLE TO THE HOSPITAL IN THE FIRST PLACE. MEETINGS THAT USED TO BE MONTHLY ARE NOW SUPPLEMENTED BY RAPID RESPONSE CONFERENCES AS TREATMENT PROTOCOLS, TRANSFER ARRANGEMENTS, AND PAYMENT POLICIES CHANGE.4. EMPLOYEE RETENTION ONE OF THE MOST PROMINENT EFFECTS OF THE COVID PANDEMIC HAS BEEN THE "GREAT RESIGNATION" IN WHICH MANY EMPLOYEES WERE EITHER LAID OFF OR FORCED TO WORK FROM HOME, AND HAVE ELECTED NOT TO COME BACK TO WORK. IN THE HEALTHCARE FIELD, THE OPPOSITE HAPPENED AS MANY STAFF WERE REQUIRED TO WORK PUNISHING EXTRA HOURS ON-SITE TO COPE WITH THE INFLUX OF PATIENTS WHILE SIMULTANEOUSLY ATTEMPTING TO PROTECT THEIR OWN HEALTH. AS THE PANDEMIC HAS SUBSIDED, MANY EMPLOYEES IN ALL FIELDS HAVE ELECTED NOT TO RETURN TO THEIR OLD EMPLOYERS. THIS PHENOMENON HAS BEEN PARTICULARLY EVIDENT IN INPATIENT HEALTHCARE SETTINGS, SUCH AS HOSPITALS, NURSING FACILITIES, AND RETIREMENT COMMUNITIES. AS WITH HOMELESSNESS, GOVERNMENTAL ATTEMPTS AT SOLUTIONS HAVE ADDRESSED SOME IMMEDIATE PROBLEMS, BUT OFTEN WITH LINGERING AFTER-EFFECTS, WHILE LEGISLATION AIMED AT INCREASING STAFF WAGES HAS TARGETED HEALTHCARE PROVIDERS WITHOUT AN EQUIVALENT INCREASE IN REIMBURSEMENT. AN ADDITIONAL COMPLICATION IS THE ADVENT OF A HIGHER MINIMUM WAGE FOR FAST-FOOD WORKERS, MAKING THOSE OUTLETS MORE COMPETITIVE FOR ENTRY-LEVEL STAFF. EHMC'S PLAN - IS TWO-PRONGED. FIRST, THE HOSPITAL IS REVIEWING ITS PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. SPECIFIC EXAMPLES INCLUDE WALK-IN WEDNESDAY HIRING EVENTS, CAREER FAIRS, EMPLOYEE RECOGNITION PROGRAMS, AND AN EMPLOYEE DISCOUNT MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. SECONDLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM. THESE PROGRAMS OFFER OPPORTUNITIES TO COMMUNITY MEMBERS TO PURSUE CAREERS THAT BENEFIT THEMSELVES WHILE IMPROVING HEALTHCARE IN THE NEIGHBORHOOD. EHMC'S RESULTS MANY OF THESE EDUCATIONAL RELATIONSHIP EFFORTS WERE PUT ON HOLD THROUGH THE HEIGHT OF THE PANDEMIC AND ARE NOW BEING RESTARTED. THE PROGRAMS THAT SURVIVED ARE STILL SENDING STUDENTS TO THE HOSPITAL ON A REGULAR BASIS. ON A TYPICAL DAY, 15 TO 18 STUDENTS ARE ON SITE, WHICH COMPRISES RNS, LVNS, CNAS, AND CLS PERSONNEL. EHMC CONTINUED ITS RELATIONSHIP WITH VARIOUS SCHOOLS, COLLEGES, & UNIVERSITIES IN FAVOR OF OUTREACH, AFFILIATIONS, AND ENGAGEMENT TO ATTRACT MORE EMPLOYEES AND STAFF. ADDITIONAL PROGRAMS ARE IN PROCESS, AND NEGOTIATIONS ARE ONGOING WITH OTHER SCHOOLS AND PROGRAMS. MANY OF THESE PROGRAMS ARE TARGETED AT COMMUNITIES OF COLOR AND LOW-INCOME POPULATIONS SEEKING BETTER EMPLOYMENT OPPORTUNITIES. IMPLEMENTED WALK-IN WEDNESDAYS HIRING EVENTS AND CAREER FAIRS AND HAD A RECRUITMENT BOOTH AT SHERMAN OAKS/ ENCINO STREET FAIR. EHMC CONTINUED ITS EMPLOYEE RECOGNITION OR WOW RECOGNITION PROGRAM TO RECOGNIZE AND ACKNOWLEDGE DEDICATED EMPLOYEES AND STAFF. EHMC HAS ITS TALENT ACQUISITION AND GLOBAL OUTREACH INTERNATIONAL RECRUITMENT PROGRAM TARGETING INTERNATIONAL NURSES AND CLINICAL LABORATORY SCIENTISTS. EHMC ALSO IMPLEMENTED ITS EMPLOYEE DISCOUNT MARKETPLACE WHICH COMPRISES VARIOUS VENDORS, AN EXCLUSIVE EMPLOYEE PERKS PROGRAM THAT OFFERS DISCOUNTS ON A WIDE VARIETY OF MONEY-SAVING OFFERS, INCLUDING DISCOUNT TICKETS, CARS, RENTALS, AND HOTELS, AS WELL AS AMAZING PRODUCT AND SERVICE DEALS FOR YOUR EVERYDAY NEEDS. IMPLEMENTED LEADERSHIP ROUNDING WITH THE EMPLOYEES AND STAFF THAT BUILDS TRUST, IMPROVES COMMUNICATION, INCREASES JOB SATISFACTION, IMPROVES THE QUALITY OF PATIENT CARE, AND DEVELOPS A GOOD RELATIONSHIP WITH STAFF. THE EMPLOYEE RETENTION EFFORTS HAVE BEEN EFFECTIVE ENOUGH TO ALLOW THE HOSPITAL TO MAINTAIN ITS CENSUS CLOSE TO ITS PRE-COVID LEVELS, AND THE BACKLOG OF ELECTIVE SURGERIES IS CLEARING. SHERMAN OAKS HOSPITAL: PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED, AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL. THROUGH FOCUS GROUPS AND COMMUNITY SURVEYS, THIRTY-FIVE HEALTH NEEDS WERE SUGGESTED. TO HELP BETTER MEET AND ADDRESS EACH NEED, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MENTAL HEALTH2. CONTINUITY OF CARE3. HOMELESSNESS4. EMPLOYMENT ISSUESMENTAL HEALTHAS A PRIMARY CARE PROVIDER OF MENTAL HEALTH SERVICES, PARTICULARLY IN GERIATRIC SERVICES, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE DEDICATED TO CONTINUING ITS EXISTING SERVICES. AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS AND REFLECT INNOVATIONS IN CARE TO ADDRESS COVID-19 ISSUES. CONTINUITY OF CAREENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER INTERVENTION WILL FOCUS ON ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED, AND THE MOST ADVANTAGEOUS COVERAGE IS SECURED, BOTH FOR THEIR HOSPITAL STAY AND FOR CONTINUING CARE IN THE NEXT STEP IN THEIR RECOVERY PROCESS.HOMELESSNESSENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER TRANSITIONS, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. AND AS NEW HOUSING SOLUTIONS ARE DEVELOPED, ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL WILL WORK WITH THE DEVELOPERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION. ENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. EMPLOYMENT ISSUESENCINO HOSPITAL MEDICAL CENTER AND SHERMAN OAKS HOSPITAL ARE REVIEWING THEIR PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. ADDITIONALLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM.THE FOLLOWING SECTION PROVIDES DETAILS RELATED TO THESE ISSUES FROM THE 2022 CHNA REPORT AND NOTES THAT PLANS TO ADDRESS THOSE ISSUES ARE STILL IN PROCESS. EACH NEED IS OUTLINED, AND SOH'S ORIGINAL IMPLEMENTATION PLAN TO ADDRESS IT IS REPORTED. ENVIRONMENTAL CHANGES THAT OCCURRED SINCE THE CHNA REPORT DATE ARE ALSO NOTED AND THE HOSPITAL'S PROGRESS IN ADDRESSING THESE NEEDS IS HIGHLIGHTED.IT IS IMPORTANT TO NOTE THAT THE COVID-19 PANDEMIC HAD BEEN THE DOMINANT HEALTH ISSUE FOR THE PERIOD ANALYZED IN THE 2022 CHNA. WHILE STILL A SUBJECT OF WATCHFULNESS, IT NO LONGER DRIVES PLANNING PROCESSES LOOKING FORWARD, AS OTHER ISSUES HAVE BECOME MORE PRESSING. AMONG THESE IN 2023 WAS GROWTH IN THE UNHOUSED POPULATION IN THE COUNTY, AND GOVERNMENT AND PUBLIC HEALTH ORGANIZATIONS' ATTEMPTS TO DEAL WITH THE PROBLEMS ASSOCIATED WITH THE UNHOUSED POPULATION. ADDITIONAL ISSUES HAVE RESULTED FROM CHANGES IN REIMBURSEMENT FOR HEALTHCARE SERVICES WHICH HAVE AFFECTED THE ELIGIBILITY OF MANY RESIDENTS FOR MEDICAL OR COVERED CALIFORNIA BENEFITS. ANOTHER NEW OPPORTUNITY WAS THE INTRODUCTION OF SB1338. THIS LEGISLATION CREATED "CARE COURTS" DESIGNED TO FOCUS ATTENTION ON THOSE ACCUSED OF MINOR CRIMES BUT FELT TO HAVE MENTAL HEALTH ISSUES CONTRIBUTING TO THEIR BEHAVIOR. AS THESE CARE COURTS BEGIN TO OPERATE, POTENTIAL NEW AVENUES OF CARE ARE EXPECTED TO RESULT. THESE OPPORTUNITIES WILL BE REVIEWED AND ADDRESSED AS THEY ALLOW THE HOSPITAL TO EXPAND ITS SERVICES.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MENTAL HEALTH THIS CATEGORY WAS THE MOST CITED ISSUE, BOTH IN TERMS OF THE NUMBER OF PARTICIPANTS CHOOSING IT AS IMPORTANT AND IN TERMS OF CONSIDERING IT MOST IMPORTANT. THIS GENERAL TERM GENERATED MANY RELATED IDEAS, AND THEY WERE CONSOLIDATED INTO THIS GENERAL CATEGORY. AMONG ISSUES RELATED TO MENTAL HEALTH WAS A NEED FOR INPATIENT MENTAL HEALTH SERVICES, PROBLEMS WITH SUBSTANCE ABUSE THAT INTERSECTED GENERAL MENTAL HEALTH PROBLEMS, AND ISSUES RELATED TO ACUTE PHYSICAL PROBLEMS PRESENTED AT THE EMERGENCY DEPARTMENT WHICH ARE RELATED TO MENTAL HEALTH PROBLEMS SUFFERED BY THE PATIENT. AN ATTEMPT TO DEAL WITH THE INTERSECTING ISSUES OF CRIME AND MENTAL HEALTH HAS BEEN DEVELOPED WITH THE CREATION OF "CARE COURTS," WHICH ARE DESIGNED TO ALLOW PERSONS ARRESTED FOR MINOR CRIMES BUT WHO MAY NEED MENTAL HEALTH INTERVENTIONS TO HAVE BOTH THEIR INFRACTIONS AND HEALTH NEEDS ADDRESSED IN A MORE COMPREHENSIVE MANNER. THUS, ALTHOUGH THE UNDERLYING PROBLEMS SUBSUMED UNDER THE "MENTAL HEALTH" RUBRIC ARE CONTINUING, THE AVAILABLE METHODS OF ADDRESSING THE PROBLEM ARE CHANGING RAPIDLY AND WERE NOT ADDRESSED IN EITHER THE 2022 CHNA OR THE 2023-2025 IMPLEMENTATION PLAN.SOH'S PLAN - AS OF EARLY 2023 INCLUDED A DEDICATION TO CONTINUING ITS EXISTING SERVICES AS A PRIMARY PROVIDER OF INPATIENT MENTAL HEALTH SERVICES IN THE SAN FERNANDO VALLEY. GOING FORWARD, AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, SOH IS EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. SOH WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS. AS THE DEVELOPMENT OF CARE COURTS UNDER CALIFORNIA'S CARE ACT (SB1338) CONTINUES, SOH STAFF WILL WORK WITH COURT STAFF AND SOCIAL WORK ORGANIZATIONS TO PROVIDE INPATIENT SERVICES AND STEP-DOWN FOLLOW-UP AS APPROPRIATE.SOH'S RESULTS THE SPECIALIZED 19-BED INPATIENT UNIT IS DESIGNED SPECIFICALLY TO FOCUS ON SENIOR BEHAVIORAL HEALTH, ADDRESSING THE UNIQUE EMOTIONAL, BEHAVIORAL, AND MENTAL HEALTH NEEDS OF ADULTS AGES 50 AND OLDER. SOH'S PROGRAM IS DESIGNED TO IMPROVE DAY-TO-DAY FUNCTIONING, LEADING TO IMPROVED HEALTH AND A HIGHER QUALITY OF LIFE. OUR TEAM IS COMPRISED OF EXPERIENCED AND COMPASSIONATE HEALTHCARE PROFESSIONALS WHO ARE DEVOTED TO PROVIDING THE CARE AND EMOTIONAL SUPPORT THESE PATIENTS AND FAMILIES NEED. BECAUSE THE PROGRAM IS HOSPITAL-BASED, WE CAN ACCEPT PATIENTS SUFFERING FROM PSYCHIATRIC ISSUES AND CHRONIC MEDICAL CONDITIONS. AT THE CLOSE OF 2023, INCREASES IN MENTAL HEALTH ENCOUNTERS WERE CONTINUING TO OCCUR, AND THE HOSPITAL HAS EXPANDED ITS SERVICES TO ADDRESS THE INFLUX. SOH EXPANDED ITS SENIOR BEHAVIORAL HEALTH PROGRAM AND OFFERS MOBILE PSYCHIATRIC EVALUATION SERVICES AND PSYCHIATRIC EMERGENCY TEAMS (PET), A 24-HOUR CLINICAL NURSING TEAM, AND WE ALSO OFFER CRISIS STABILIZATION 24 HOURS / 7 DAYS A WEEK WITH PSYCHIATRIC ASSESSMENT AND TREATMENT AND RECREATIONAL THERAPY ASSESSMENT AND TREATMENT. OFFERED GERO-PSYCHIATRIC EDUCATIONAL SERIES TO POST-ACUTE PARTNERS LIKE SKILLED NURSING FACILITIES, ASSISTED LIVING FACILITIES, SENIOR LIVING FACILITIES, BOARD AND CARE FACILITIES, AND OTHER COMMUNITY MEMBERS. MORE CONCRETE UPDATES TO OPERATIONS WILL BE INSTITUTED AS THE IMPACT OF CARE COURT REFERRALS AND REVISED TREATMENT PARADIGMS ARE ENCOUNTERED.2. CONTINUITY OF CARE AN EMERGING TOPIC OF DISCUSSION WITHIN MEDICAL AND SOCIAL WORK CIRCLES IS SOCIAL DETERMINANTS OF HEALTH (SDOH). SDOH ISSUES INCLUDE CONDITIONS THAT EXIST OUTSIDE A HEALTHCARE INSTITUTION, OFTEN IN THE HOME OR IMMEDIATE NEIGHBORHOOD, THAT MAKE IT DIFFICULT TO MANAGE CHRONIC DISEASES SUCH AS DIABETES, HIGH BLOOD PRESSURE OR OSTEOPOROSIS. MANY OF THESE ISSUES CAN BE ADDRESSED MORE APPROPRIATELY WITH NON-INSTITUTIONAL INTERVENTIONS, BUT THEY ARE OFTEN NOT BROUGHT TO MEDICAL ATTENTION UNTIL THE PATIENT ENTERS THE EMERGENCY ROOM. CHANGES IN MEDICAL AND COVERED CALIFORNIA ELIGIBILITY REQUIREMENTS HAVE ALSO FORCED PROVIDERS TO COPE WITH REDETERMINATION OF ELIGIBILITY FOR ALL MEDICAL RECIPIENTS OVER A YEAR'S TIME. SINCE THIS PROCESS REQUIRES INPUT FROM INSUREDS, MANY EXISTING RECIPIENTS HAVE NOT PROVIDED THE NECESSARY PAPERWORK, OR HAVE BEEN DETERMINED INELIGIBLE FOR CONTINUING MEDICAL COVERAGE. HOSPITALS AND MEDICAL GROUPS HAVE BECOME THE FIRST PROVIDERS TO DISCOVER THAT THEIR PATIENTS ARE IN NEED OF EITHER RE-APPLICATION FOR MEDICAL COVERAGE, OR ASSISTANCE IN APPLYING FOR ALTERNATE HEALTH INSURANCE AS REQUIRED BY THE STATE. IN EITHER CASE, THE OPTIONS AVAILABLE TO ASSIST CLIENTS IN MANAGING THEIR CARE HAVE CHANGED, AND PROVIDERS MUST HELP THEIR PATIENTS NAVIGATE THE NEW ENVIRONMENT.SOH'S PLAN - AS STATED IN ITS 2023 IMPLEMENTATION PLAN INCLUDES WORKING WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER IMPORTANT ISSUE RELATED TO CONTINUITY OF CARE IS ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED AND REDETERMINED, AND THE MOST ADVANTAGEOUS COVERAGE INTERVENTION IS OFFERED TO PERSONS WHOSE COVERAGE HAS LAPSED. MEANWHILE SOH HAS A POLICY OF PROVIDING FINANCIAL ASSISTANCE TO PATIENTS WITH MEDICAL NEEDS WHOSE INCOME IS LESS THAN 450% OF THE FEDERAL POVERTY LEVEL AND WHO LACK HEALTH INSURANCE. UNDER SOH'S PRESUMPTIVE MEDICAL PROGRAM, PATIENTS FOR WHOM HEALTH SERVICES ARE A BURDEN ARE ASSISTED TO FILE FOR AVAILABLE ASSISTANCE TO ALLOW THEM TO ACCESS CARE IMMEDIATELY, AND FOLLOWED UP TO ENSURE THAT THEY EITHER ARE PROVIDED WITH AN INSURANCE OPTION OR COVERED UNDER THE HOSPITAL'S POLICY FOR MEDICALLY NECESSARY CARE.SOH'S RESULTS AS HEALTH SYSTEMS OF ALL TYPES RECOVER FROM PANDEMIC-ERA DISEASE MANAGEMENT PROTOCOLS AND CHANGES IN REIMBURSEMENT, NEW ISSUES HAVE ARISEN. BEFORE 2023, THE PRIMARY FOCUS INVOLVING CONTINUITY OF CARE WAS MANAGING UTILIZATION, AS THE PANDEMIC STRAINED BOTH SOH'S PHYSICAL CAPACITY AND ITS WORKFORCE'S STAMINA. AS ADMISSIONS FOR COVID-RELATED ILLNESSES HAVE DECLINED, MANY OF THE ELECTIVE AND NON-EMERGENCY PROCEDURES THAT HAD BEEN DELAYED OR POSTPONED HAVE RE-EMERGED AS DRIVERS OF HOSPITAL ADMISSIONS. AS WAS NOTED ABOVE, MANY OF THE PATIENTS PRESENTING WHO WERE DIAGNOSED WITH CONDITIONS REQUIRING TREATMENT BUT WERE POSTPONED TO FREE UP SPACE FOR COVID-19 PATIENTS HAVE RETURNED TO GET THEIR DELAYED TREATMENTS PERFORMED. IN SOME CASES, THEY MAY FIND THEMSELVES NO LONGER ELIGIBLE FOR THE TREATMENTS ORIGINALLY PRESCRIBED UNTIL THEY ARE RE-ENROLLED OR MOVED TO NEW COVERAGE. ONCE COVERAGE IS RE-ESTABLISHED AILMENTS MAY HAVE WORSENED, REQUIRING DIFFERENT TREATMENT COURSES. PROTOCOLS HAVE BEEN REVISED TO ADDRESS THESE CHANGES. MANAGEMENT HAS CONTINUALLY EVOLVED OPERATIONS TO COPE WITH CHANGES IN TREATMENT PROTOCOLS AND TYPES OF MEDICAL ISSUES PRESENTING AT THE HOSPITAL, AS WELL AS IN CHANGING TRANSITION STRATEGIES RELATED TO THE OUTPLACEMENT OF PATIENTS NEEDING CARE BEST PROVIDED IN NON-HOSPITAL SETTINGS. STAFF AND MANAGEMENT ARE IN CONSTANT CONTACT WITH STEP-DOWN PROVIDERS, USING ZOOM AND OTHER VIRTUAL MEETING APPLICATIONS. PATIENT TRANSITIONS TO SELECTED NURSING AND RETIREMENT HOUSING COMMUNITIES ARE CONTINUING TO OCCUR, AS WELL AS PROGRAMS TO ALLOW EASIER TRANSITION TO HOME ENVIRONMENTS. THESE ARE REGULARLY BEING REVIEWED. SOH CONTINUES TO ASSESS EXISTING METHODOLOGIES' USEFULNESS IN ASSURING CONTINUED RECOVERY FROM THE ACUTE INCIDENTS THAT BROUGHT PATIENTS TO THE HOSPITAL IN THE FIRST PLACE. WEEKLY MEETINGS, AS WELL AS AD HOC CONFERENCES AS NEEDED, ARE CONDUCTED WITHIN THE HOSPITAL TO ASSESS PROGRESS. REGULAR MEETINGS WERE ORGANIZED TO REVIEW THE COORDINATION OF CARE WITH OUR POST-ACUTE PARTNERS SUCH AS SKILLED NURSING FACILITIES, LONG TERM ACUTE FACILITIES, SENIOR LIVING FACILITIES, HOME HEALTH AGENCIES, AND HOSPICE PROVIDERS. SOH ALSO COLLABORATES WITH POLICE (LAPD) AND FIRE (LAFD) DEPARTMENTS, WHERE ALLOWED, TO COORDINATE CARE FOR PERSONS WHO ARE REPEAT USERS OF EMERGENCY SERVICES, ALLEVIATING CALLS TO 911 FOR LESS-THAN-LIFE-THREATENING INJURIES. THE HOSPITAL ALSO IMPLEMENTED THE GETCATENOW PROGRAM A SOFTWARE FOR PATIENT APPOINTMENT/ SCHEDULING IN THE EMERGENCY DEPARTMENT, WHICH WILL DECREASE WAIT TIMES AND WILL HELP PATIENTS SCHEDULE THEIR ED APPOINTMENTS OR VISITS EASILY. AS NOTED EARLIER, SOH WILL PARTNER WITH ITS ELIGIBILITY CONSULTANTS TO ENSURE THAT PATIENTS HAVING TROUBLE NEGOTIATING THE REDESIGNATION PROCESS ARE PROVIDED WITH ADEQUATE GUIDANCE TO FIND ACCEPTABLE COVERAGE. SOH AND PRIME HEALTHCARE HAVE PARTNERED WITH AGA MEDICARE OPTIONS TO HELP YOU MAKE A WELL-INFORMED DECISION ABOUT YOUR HEALTH INSURANCE. THIS WEBINAR WAS OFFERED FOR THOSE WHO ARE TURNING 65 OR PLANNING TO GET MEDICARE INSURANCE. SOH CONTINUED TO OFFER AND PROVIDE PROGRAMS AND ASSISTANCE TO UNINSURED INDIVIDUALS WHO CAN BE ELIGIBLE FOR A GOVERNMENT-SPONSORED HEALTH PROGRAM, SUCH AS MEDICARE, MEDI-CAL, OR OTHER STATE OR COUNTY-FUNDED HEALTHCARE COVERAGE. SOH IS ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. AS THE COVID EMERGENCY SUBSIDES, SOH HAS MAINTAINED CONTACT WITH THE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH AND HAS WORKED WITH THEM TO IMPLEMENT EVOLVING TREATMENT MODALITIES AS NEW VACCINES HAVE BECOME AVAILABLE AND DISTRIBUTION HAS BECOME THE PRIMARY PROBLEM. VACCINATION CLINICS HAVE BEEN HELD AT THE HOSPITAL AND AT LOCAL HEALTH FAIRS. THE HOSPITAL SPONSORED COMMUNITY VACCINE CLINICS IN CONJUNCTION WITH THE MYTURN.GOV PROGRAM AND PROVIDED VACCINATIONS TO OVER 350 COMMUNITY MEMBERS. ALONG WITH THE COVID-19 SERVICES, SOH ALSO PROVIDED STROKE AND HEART HEALTH INFORMATION. THE HOSPITAL WILL CONTINUE TO WORK WITH APPROPRIATE AGENCIES TO DELIVER VACCINATIONS AND BOOSTERS AS DEMAND INDICATES AND WILL MAINTAIN ITS PUBLIC INFORMATION EFFORTS AS APPROPRIATE. AS MORE PUBLIC EVENTS ARE SCHEDULED IN COMMUNITY SETTINGS. SOH CONTINUED TO MONITOR OPPORTUNITIES FOR COMMUNITY BOOTHS LIKE PARTICIPATING IN SHERMAN OAKS AND ENCINO STREET FAIR, PROVIDING HEALTH SCREENINGS, PROVIDING A FIRST AID BOOTH, AND HEART AND STROKE HEALTH EDUCATION AND HEALTH AND SAFETY INFORMATION. CONTINUED SUPPORTING THE AMERICAN RED CROSS AND PARTICIPATING IN AND HOSTING A BLOOD DRIVE EVENT FOR THE COMMUNITY.3. HOMELESSNESS HAS BECOME A MAJOR ISSUE IN LOS ANGELES AS MORE AND MORE RESIDENTS ARE LIVING ON THE STREETS. IT HAS ALSO BEEN A MAJOR TOPIC OF LITIGATION AND ATTEMPTS TO DEAL WITH IT ARE SPILLING INTO THE POLITICAL ARENA. SEVERAL BOND ISSUES HAVE PASSED IN THE LAST TWO ELECTIONS TO PROVIDE FUNDS FOR HOUSING AND TREATMENT OF UNHOUSED RESIDENTS, WITH MIXED RESULTS. THE MOST RECENT ELECTION AT THE END OF 2022 RESULTED IN A NEW SLATE OF CITY COUNCIL REPRESENTATIVES WHO WILL HAVE DIFFERENT IDEAS AS TO HOW TO ADDRESS THE PROBLEM. UNHOUSED PATIENTS REPRESENTED A SIGNIFICANT PORTION OF THE DISCHARGES FROM SOH IN 2023, WITH DISCHARGES TO UNKNOWN ZIP CODES COMPRISING 2.6% OF ALL DISCHARGES. THE ACTUAL PROVISION OF CARE IS JUST AS FRAGMENTED AS THE PAYMENT SYSTEM THAT SUPPORTS IT. PATIENTS DISCHARGED FROM HOSPITALS OR OTHER CARE FACILITIES OFTEN FIND THEMSELVES AT LOOSE ENDS ONCE THEY LEAVE THE PREMISES. CARE COORDINATORS AND SOCIAL SERVICE AGENCIES ATTEMPT TO MANAGE TRANSITIONS, BUT THEIR ABILITY TO ASSURE APPROPRIATE CARE IN OFFSITE SITUATIONS IS CONSTRAINED BY THEIR INABILITY TO ACTIVELY FOLLOW CLIENTS FROM THE FACILITY TO ANOTHER CARE SITE OR TO HOME. ALSO, THERE ARE NO FORMAL PROGRAMS TO DETERMINE WHETHER THE CARE SETTINGS INTO WHICH PATIENTS ARE RELEASED ARE THE MOST APPROPRIATE, OR EVEN ADEQUATE. CITY AGENCIES, POLICE, AND COURT SYSTEMS ARE EXPLORING NEW METHODS OF COPING WITH THE UNHOUSED POPULATION. EXISTING PAYMENT PROGRAMS GENERALLY HAVE NO ABILITY TO FUND FOLLOW-UP CARE OR PATIENT MANAGEMENT, BUT THE PRESSURE IS BUILDING TO ADDRESS THE PROBLEM MORE CONCRETELY, AND PROGRAMS SUCH AS PROJECT HOMEKEY AND INSIDE SAFE ARE PROVIDING SHORT-TERM RELIEF. BUT LONGER-TERM SOLUTIONS ARE SLOW IN COMING AND ARE ENCOUNTERING RESISTANCE BOTH FROM NEIGHBORS WHO FEAR THE INFLUX OF QUESTIONABLE RESIDENTS, AND FROM UNHOUSED PEOPLE WHO OBJECT TO THE STRICTURES IMPOSED BY HOUSING PROVIDERS. MEANWHILE, HOSPITAL EMERGENCY DEPARTMENTS CONTINUE TO SERVE AS PRIMARY CARE CENTERS FOR PEOPLE WITH NO TIES TO A HEALTHCARE PROVIDER.SOH'S PLAN - INCLUDES PROVISIONS TO IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER HOSPITALIZATION, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM SOH ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. THE ADVENT OF SEVERAL PROGRAMS DESIGNED TO GET UNHOUSED PEOPLE INTO TEMPORARY AND PERMANENT ACCOMMODATIONS WILL PRESENT NEW OPPORTUNITIES FOR THE HOSPITAL TO JOIN WITH THESE PROVIDERS IN EASING THE TRANSITION FROM STREET TO HOSPITAL TO RESIDENTIAL SITUATIONS. AS NEW HOUSING SOLUTIONS ARE DEVELOPED, SOH WILL WORK WITH THE DEVELOPERS AND SOCIAL SERVICE PROVIDERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION.SOH'S RESULTS FOR THE PATIENTS WITH NO RECEIVING LOCATION SPECIFIED (2.6% OF ALL DISCHARGES IN 2023), SOH'S DISCHARGE PLANNERS HAVE RELIED ON PROTOCOLS TO LOCATE SOCIAL SERVICE AND/OR HOUSING AGENCIES TO GUIDE THE TRANSITION. THESE PROTOCOLS ARE CONTINUALLY BEING REVIEWED AND UPDATED TO GUIDE TRANSITIONS OF PATIENTS TO SELECTED NURSING AND RETIREMENT HOUSING COMMUNITIES, AS WELL AS PROGRAMS TO ALLOW EASIER TRANSITION TO HOME OR TEMPORARY HOUSING ENVIRONMENTS. SOH CONTINUED ITS INTERACTION WITH LAPD, LAFD, AND VARIOUS HOMELESS SHELTERS.FOR HOMELESS DISCHARGES - THE CLINICAL SOCIAL WORKERS AND CASE MANAGERS HELPED IN FACILITATING DISCHARGES FOR HOMELESS PATIENTS. THE HOSPITAL FOLLOWS HOMELESS PROTOCOLS PLACEMENT AND A CHECKLIST FOR PLACING THE PATIENTS. OPTIONS AVAILABLE FOR DISCHARGE PLACEMENT ARE HOMELESS SHELTERS, SKILLED NURSING FACILITIES, AND BOARD AND CARE FACILITIES. NEW PROGRAMS SUCH AS PROJECT ROOM KEY AND INSIDE SAFE PROVIDE NEW OPTIONS, THESE OPPORTUNITIES ARE ACCESSED AS APPROPRIATE. ALL THESE OPTIONS ARE BEING REVIEWED AS NECESSARY TO ASSESS THEIR USEFULNESS IN ASSURING CONTINUED RECOVERY FROM THE ACUTE INCIDENTS THAT BROUGHT UNHOUSED PEOPLE TO THE HOSPITAL IN THE FIRST PLACE. MEETINGS THAT USED TO BE MONTHLY ARE NOW SUPPLEMENTED BY RAPID RESPONSE CONFERENCES AS TREATMENT PROTOCOLS, TRANSFER ARRANGEMENTS, AND PAYMENT POLICIES CHANGE.4. EMPLOYEE RETENTION ONE OF THE MOST PROMINENT EFFECTS OF THE COVID PANDEMIC HAS BEEN THE "GREAT RESIGNATION" IN WHICH MANY EMPLOYEES WERE EITHER LAID OFF OR FORCED TO WORK FROM HOME, AND HAVE ELECTED NOT TO COME BACK TO WORK. IN THE HEALTHCARE FIELD, THE OPPOSITE HAPPENED AS MANY STAFF WERE REQUIRED TO WORK PUNISHING EXTRA HOURS ON-SITE TO COPE WITH THE INFLUX OF PATIENTS WHILE SIMULTANEOUSLY ATTEMPTING TO PROTECT THEIR HEALTH. AS THE PANDEMIC HAS SUBSIDED, MANY EMPLOYEES IN ALL FIELDS HAVE ELECTED NOT TO RETURN TO THEIR OLD EMPLOYERS. THIS PHENOMENON HAS BEEN PARTICULARLY EVIDENT IN INPATIENT HEALTHCARE SETTINGS, SUCH AS HOSPITALS, NURSING FACILITIES, AND RETIREMENT COMMUNITIES. AS WITH HOMELESSNESS, GOVERNMENTAL ATTEMPTS AT SOLUTIONS HAVE ADDRESSED SOME IMMEDIATE PROBLEMS, BUT OFTEN WITH LINGERING AFTER-EFFECTS, WHILE LEGISLATION AIMED AT INCREASING STAFF WAGES HAS TARGETED HEALTHCARE PROVIDERS WITHOUT AN EQUIVALENT INCREASE IN REIMBURSEMENT. AN ADDITIONAL COMPLICATION IS THE ADVENT OF A HIGHER MINIMUM WAGE FOR FAST-FOOD WORKERS, MAKING THOSE OUTLETS MORE COMPETITIVE FOR ENTRY-LEVEL STAFF.SOH'S PLAN - IS TWO-PRONGED. FIRST, THE HOSPITAL IS REVIEWING ITS PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. SPECIFIC EXAMPLES INCLUDE WALK-IN WEDNESDAY HIRING EVENTS, CAREER FAIRS, EMPLOYEE RECOGNITION PROGRAMS, AND AN EMPLOYEE DISCOUNT MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. SECONDLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM. THESE PROGRAMS OFFER OPPORTUNITIES TO COMMUNITY MEMBERS TO PURSUE CAREERS THAT BENEFIT THEMSELVES WHILE IMPROVING HEALTHCARE IN THE NEIGHBORHOOD.SOH'S RESULTS MANY OF THESE RELATIONSHIP EFFORTS WERE PUT ON HOLD THROUGH THE HEIGHT OF THE PANDEMIC AND ARE NOW BEING RESTARTED. THE PROGRAMS THAT SURVIVED ARE STILL SENDING STUDENTS TO THE HOSPITAL ON A REGULAR BASIS. ON A TYPICAL DAY, 15 TO 18 STUDENTS ARE ON SITE, WHICH COMPRISES RNS, LVNS, CNAS, AND CLS PERSONNEL. EHMC CONTINUED ITS RELATIONSHIP WITH VARIOUS SCHOOLS, COLLEGES, & UNIVERSITIES IN FAVOR OF OUTREACH, AFFILIATIONS, AND ENGAGEMENT TO ATTRACT MORE EMPLOYEES AND STAFF. ADDITIONAL PROGRAMS ARE IN PROCESS, AND NEGOTIATIONS ARE ONGOING WITH OTHER SCHOOLS AND PROGRAMS. MANY OF THESE PROGRAMS ARE TARGETED AT COMMUNITIES OF COLOR AND LOW-INCOME POPULATIONS SEEKING BETTER EMPLOYMENT OPPORTUNITIES. IMPLEMENTED WALK-IN WEDNESDAYS HIRING EVENTS AND CAREER FAIRS AND HAD A RECRUITMENT BOOTH AT SHERMAN OAKS/ ENCINO STREET FAIR. SOH CONTINUED ITS EMPLOYEE RECOGNITION OR WOW RECOGNITION PROGRAM TO RECOGNIZE AND ACKNOWLEDGE DEDICATED AND HARD-WORKING EMPLOYEES AND STAFF. SOH HAS ITS TALENT ACQUISITION AND GLOBAL OUTREACH INTERNATIONAL RECRUITMENT PROGRAM TARGETING INTERNATIONAL NURSES AND CLINICAL LABORATORY SCIENTISTS. SOH ALSO IMPLEMENTED ITS EMPLOYEE DISCOUNT MARKETPLACE WHICH COMPRISES VARIOUS VENDORS, AN EXCLUSIVE EMPLOYEE PERKS PROGRAM THAT OFFERS DISCOUNTS ON A WIDE VARIETY OF MONEY-SAVING OFFERS, INCLUDING DISCOUNT TICKETS, CARS, RENTALS, AND HOTELS, AS WELL AS AMAZING PRODUCT AND SERVICE DEALS FOR YOUR EVERYDAY NEEDS. IMPLEMENTED LEADERSHIP ROUNDING WITH THE EMPLOYEES AND STAFF THAT BUILDS TRUST, IMPROVES COMMUNICATION, INCREASES JOB SATISFACTION, IMPROVES THE QUALITY OF PATIENT CARE, AND DEVELOPS A GOOD RELATIONSHIP WITH STAFF. THE EMPLOYEE RETENTION EFFORTS HAVE BEEN EFFECTIVE ENOUGH TO ALLOW THE HOSPITAL TO MAINTAIN ITS CENSUS CLOSE TO ITS PRE-COVID LEVELS, AND THE BACKLOG OF ELECTIVE SURGERIES IS CLEARING. MONTCLAIR HOSPITAL MEDICAL CENTER: PART V, SECTION B, LINE 11: TWO PRIMARY FRAMEWORKS WERE UTILIZED TO CONSOLIDATE AND IDENTIFY THE MOST PRESSING IDEAS FOR FURTHER STUDY AND ACTION. THE TWO FRAMEWORKS ARE THE BURDEN OF DISEASE FRAMEWORK AND THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK. THE BURDEN OF DISEASE FRAMEWORK HIGHLIGHTED THE DISEASE CATEGORIES WHICH PRESENTED THE MOST PRESSING NEEDS FOR INTERVENTION IN THE COMMUNITIES SERVED. THE THREE DISEASE CATEGORIES IDENTIFIED WERE: 1. CARDIOVASCULAR DISEASE AND DIABETES2. MENTAL AND BEHAVIORAL HEALTH3. MATERNAL AND INFANT HEALTHTWO OF THESE THREE DISEASE CATEGORIES - CARDIOVASCULAR DISEASE AND DIABETES AND MATERNAL AND INFANT HEALTH - ARE CONDITIONS FOR WHICH MONTCLAIR HOSPITAL MEDICAL CENTER PROVIDES EXTENSIVE SERVICE OPTIONS. THEY WILL BE THE FOCUS OF THE IMPLEMENTATION PLAN FOR THE NEXT THREE YEARS. THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK OUTLINED THREE GENERAL NEEDS TO GUIDE SERVICES AND COMMUNITY OUTREACH PROGRAMS. THE ISSUES IDENTIFIED WERE: 1. BASIC NEEDS FOR HEALTH AND SAFETY2. HUMANE HOUSING3. MEANINGFUL WORK AND WEALTHALL OF THE VITAL CONDITIONS ARE SOCIAL DETERMINANTS OF HEALTH (SDOHS), WHICH ARE CONDITIONS THAT EXIST IN THE GENERAL COMMUNITY THAT DIRECTLY IMPACT AN INDIVIDUAL'S ABILITY TO MAINTAIN HEALTH IN ONE'S HOME. MANY PEOPLE, INCLUDING THOSE WITH CHRONIC CONDITIONS, LIVE IN AN ENVIRONMENT OR PURSUE ACTIVITIES THAT CONTRIBUTE TO POOR HEALTH. WHILE THESE ENVIRONMENTAL CONDITIONS AND ACTIVITIES ARE OFTEN PERCEIVED AS BENIGN BY RESIDENTS, THEY MAY BE DIRECTLY CONTRIBUTING TO A CONDITION THAT WILL RESULT IN HOSPITALIZATION IF NOT MODIFIED.HOSPITALS ARE GENERALLY NOT EQUIPPED TO DIRECTLY ADDRESS MOST OF THESE SDOH'S. HOWEVER, MANY LOW-INCOME PEOPLE AND PEOPLE OF COLOR ARE SEEN AT THE EMERGENCY DEPARTMENT, AND STAFF THERE MAY SEE SIGNS THAT SOME SDOH CONDITIONS MAY HAVE CONTRIBUTED TO THE NEED FOR EMERGENCY CARE. AS FIRST RESPONDERS, THEY ARE WELL-POSITIONED TO PROVIDE GUIDANCE AND ASSISTANCE TO CLIENTS COMING TO THE HOSPITAL, AND TO SOCIAL AND GOVERNMENTAL ORGANIZATIONS WHOSE MISSION IS TO ADDRESS THESE ISSUES.THE PLANS THAT FOLLOW ADDRESS MONTCLAIR HOSPITAL MEDICAL CENTER'S PROPOSALS TO DIRECTLY ADDRESS THE BURDEN OF DISEASE ISSUES AND TO OUTLINE POTENTIAL ALLIANCES WITH COMMUNITY AND GOVERNMENTAL ORGANIZATIONS TO ADDRESS THE SDOH COMPONENTS RELATED TO EACH ISSUE.CARDIOVASCULAR DISEASE AND DIABETESMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS CARDIOVASCULAR DISEASE FOCUSES ON COMMUNITY EFFORTS RELATED TO HEART AND LUNG DISEASES. THESE EFFORTS HAVE BEEN CONCENTRATED ON THE COVID-19 PANDEMIC FOR THE PAST THREE YEARS, AND AS MORE IS LEARNED ABOUT THE DISEASE AND ITS VARIANTS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS FOR DEALING WITH ONGOING CASES WILL EVOLVE. THE PRIMARY COMMUNITY THRUST FOR COVID CASES, AS WELL AS OTHER LUNG-RELATED MALADIES, CONCENTRATES ON PREVENTION AND FOLLOW-UP CARE ONCE STABILIZATION IS ACHIEVED. FOR PATIENTS WHO HAVE BEEN STABILIZED, REFERRALS TO COMMUNITY PROVIDERS OF REHAB SERVICES ARE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS.IN THE WIDER COMMUNITY, HOSPITAL STAFF ATTEND HEALTH FAIRS AND PROVIDE LECTURES TO INTERESTED ORGANIZATIONS ON HEART AND LUNG HEALTH, AND THEY COORDINATE WITH OTHER PROVIDERS AND COMMUNITY GROUPS TO PUBLICIZE CARDIAC- AND PULMONARY-BASED INFORMATION. NEW CONTACTS WITHIN COMMUNITIES OF COLOR AND LOW-INCOME AREAS ARE BEING DEVELOPED TO DISSEMINATE HEART HEALTH AND PULMONARY DISEASE PREVENTION IN AREAS OF HIGH INCIDENCE. AS NEW TREATMENTS AND DISEASE-MANAGEMENT PROTOCOLS ARE DEVELOPED, MONTCLAIR HOSPITAL MEDICAL CENTER STAFF KEEP UP-TO-DATE, AND INCORPORATE THOSE IMPROVEMENTS IN THEIR SERVICES. THESE PROGRAMS ARE EXPECTED TO CONTINUE OVER THE THREE-YEAR PERIOD OF THE IMPLEMENTATION PLAN. OVER THE NEXT THREE YEARS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS TO REACH OUT TO AT LEAST FOUR COMMUNITY ORGANIZATIONS TO PARTICIPATE WITH THEM IN HEALTH FAIRS, COMMUNITY FUND-RAISERS, AND EDUCATION PROGRAMS.MONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS DIABETES INVOLVES TEAMING WITH SOCIAL SERVICE AGENCIES, GOVERNMENT DEPARTMENTS OF HEALTH, AND CHURCH AND FRATERNAL ORGANIZATIONS TO BRING DIABETES EDUCATION INTO THE COMMUNITIES SURROUNDING THE HOSPITAL, WITH A FOCUS ON LOW-INCOME COMMUNITIES AND COMMUNITIES OF COLOR. MANY OF THESE GROUPS ARE POORLY ADDRESSED BY HISTORICAL METHODS, AND THE HOSPITAL IS SEEKING NON-TRADITIONAL CARE PROVIDERS, SUCH AS CHURCHES, AND FRATERNAL ORGANIZATIONS THAT ARE DEEPLY INVOLVED IN THESE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER IS CURRENTLY EXPLORING EDUCATION OPTIONS WITH THE CHRISTIAN DEVELOPMENT CENTER AND ITS AFFILIATES, AND OVER THE NEXT THREE YEARS, PLANS TO FIND AT LEAST THREE OTHER COMMUNITY GROUPS WORKING IN OTHER LOW-INCOME COMMUNITIES OR COMMUNITIES OF COLOR TO FURTHER ADVANCE DIABETES EDUCATION IN LESS-SERVED COMMUNITIES. THIS WILL BE IN ADDITION TO THE EXISTING MONTHLY DIABETES CLASSES CURRENTLY OFFERED AT THE HOSPITAL. MONTCLAIR HOSPITAL MEDICAL CENTER HAS COMMITTED TO STAFFING AN INFORMATION BOOTH AT THE 2024 AFRICAN AMERICAN BLACK HISTORY FUN DAY. THE HOSPITAL WILL ALSO PARTNER WITH REPRESENTATIVES IN THESE COMMUNITIES TO ADVOCATE FOR HEALTHIER FOOD OPTIONS IN THOSE AREAS CONSIDERED "FOOD DESERTS".MENTAL AND BEHAVIORAL HEALTHAS NOTED PREVIOUSLY, OF THE THREE BURDEN OF DISEASE FRAMEWORK CATEGORIES, THE MENTAL AND BEHAVIORAL HEALTH CATEGORY IS NOT A SERVICE LINE PROVIDED BY MONTCLAIR HOSPITAL MEDICAL CENTER, AND ATTEMPTING TO CREATE SUCH A SERVICE WOULD CREATE REDUNDANCIES IN THE EXISTING RANGE OF SERVICES ALREADY IN PLACE IN MONTCLAIR HOSPITAL MEDICAL CENTER'S SERVICE AREA. MONTCLAIR HOSPITAL MEDICAL CENTER DOES PROVIDE EMERGENCY SERVICES TO STABILIZE PATIENTS PRESENTING AT THE EMERGENCY DEPARTMENT. IT IS A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE, AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE. THE HOSPITAL HAS RECENTLY ADDED A MENTAL HEALTH COORDINATOR TO ACT AS A REFERRAL SOURCE TO PATIENTS DEALING WITH BEHAVIORAL ISSUES, AND TO FIND THEM SUITABLE PLACEMENTS OR THERAPISTS. REFERRALS TO SOCIAL SERVICE AGENCIES ARE ALSO PROVIDED AS NEEDED.MATERNAL AND INFANT HEALTHMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN FOCUSES ON TWO PRIMARY NEEDS: 1) PARENT AND WELL-CHILD EDUCATION AND 2) ASSURING INSURANCE COVERAGE FOR NEW MOTHERS AND THEIR INFANTS, TO ASSURE THAT FINANCIAL CONSIDERATIONS DO NOT AFFECT CLIENTS' CARE DECISIONS. MONTCLAIR HOSPITAL MEDICAL CENTER PROPOSES TO MEET THE EDUCATIONAL NEEDS PROACTIVELY BY WORKING WITH COMMUNITY GROUPS SERVING THE MEDICALLY UNDERSERVED POPULATIONS IN THE MONTCLAIR HOSPITAL MEDICAL CENTER SERVICE AREA, THROUGH PARTICIPATION IN HEALTH FAIRS, EDUCATION PROGRAMS, AND PUBLISHED INFORMATION IN VARIOUS MEDIA. MONTCLAIR HOSPITAL MEDICAL CENTER'S COMMUNITY SERVICE REPRESENTATIVES WILL MEET WITH COMMUNITY ORGANIZERS TO DETERMINE THE MOST APPROPRIATE VENUES TO DELIVER EDUCATIONAL MATERIALS AND WORK WITH THEM TO TAILOR THE MESSAGE TO THE SPECIFIC COMMUNITIES ADDRESSED.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- CARDIOVASCULAR DISEASE - MONTCLAIR HOSPITAL MEDICAL CENTER'S CARDIOPULMONARY SERVICES UNIT PROVIDED BASIC CARDIOPULMONARY CARE, WITH A FOCUS ON STABILIZING AND CONTROLLING FURTHER INJURY TO CLIENTS WHO PRESENTED IN ACUTE DISTRESS. THE HOSPITAL HAS AN AFFILIATION ARRANGEMENT WITH CHINO VALLEY MEDICAL CENTER TO PROVIDE INVASIVE SERVICES NORMALLY ASSOCIATED WITH CARDIAC CARE, SUCH AS A CARDIAC CATH LAB. THOSE CASES WERE REFERRED TO CVMC AS SOON AS THE PATIENT WAS STABILIZED. THEREAFTER, REFERRALS TO COMMUNITY PROVIDERS OF FOLLOW UP SERVICES WERE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS. MONTCLAIR HOSPITAL MEDICAL CENTER IS A PROUD RECIPIENT OF AMERICAN HEART ASSOCIATION GET WITH THE GUIDELINES OF GOLD PLUS AWARD FOR TARGET: HEART FAILURE 2 CONSECUTIVE CALENDAR YEARS. THE HOSPITAL ACHIEVED A SCORE OF 85% OR GREATER ON ALL MEASURES BASED ON 2023 DATA. THE HOSPITAL RECOGNITION CRITERIA INCLUDE ACEI/ARD OR ARNI AT DISCHARGE FOR PATIENTS WITH LVSD; EVIDENCED BASED BETA BLOCKERS PRESCRIBED AT DISCHARGE; LEFT VENTRICULAR FUNCTION ASSESSED, AND POST-DISCHARGE APPOINTMENT SCHEDULED. GET WITH THE GUIDELINES- HEART FAILURE IS AN IN-HOSPITAL PROGRAM FOR IMPROVING CARE BY PROMOTING CONSISTENT ADHERENCE TO THE LATEST SCIENTIFIC TREATMENT GUIDELINES.- DIABETES - MONTCLAIR HOSPITAL MEDICAL CENTER PARTNERED WITH SOCIAL SERVICE AGENCIES TO BRING DIABETES EDUCATION INTO THE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER PARTICIPATED IN THE CITY OF MONTCLAIR COUNTRY FAIR JAMBOREE IN JUNE 2023, OFFERING WELLNESS CHECKS AND EDUCATION. SIMILAR TO CARDIOVASCULAR DISEASE RECOGNITION, MONTCLAIR HOSPITAL MEDICAL CENTER ALSO RECEIVED THE AMERICAN HEART ASSOCIATION GET WITH THE GUIDELINES AWARD FOR TARGET: TYPE 2 DIABETES INPATIENT HONOR ROLL AWARD FOR 2024 BASED ON 2023 DATA.- MENTAL AND BEHAVIORAL HEALTH - MONTCLAIR HOSPITAL MEDICAL CENTER ESTABLISHED A SPECIALIZED TELEPSYCHIATRY GROUP TO ASSESS AND TREAT PATIENTS PRESENTING TO EMERGENCY DEPARTMENT FACING MENTAL HEALTH ISSUES AND SUBSTANCE USE DISORDERS. THIS APPROACH ENSURES TIMELY INTERVENTIONS WHILE PATIENTS AWAIT PSYCHIATRIC BED, ENHANCING CARE CONTINUITY AND IMPROVING OUTCOMES IN CRITICAL SITUATION. THE HOSPITAL ALSO PARTNERS WITH THE CALIFORNIA DEPARTMENT OF HEALTH CARE SERVICES TO PARTICIPATE IN CA BRIDGE PROGRAM. THIS BRIDGE TO TREATMENT PROGRAM AIMS TO COMBAT OVERDOSE CRISIS. THEY FUND AND SUPPORTS EMERGENCY CARE AND COMMUNITY HEALTH TO CREATE AN INTEGRATED SYSTEM THAT IMPROVES HEALTH AND EQUITY. THE HOSPITAL HIRED A SUBSTANCE USE NAVIGATOR WHOSE PRIMARY FUNCTION IS RESPONSIBLE FOR I8NTERACTING AND WORKING WITH THE HEALTHCARE TEAM AND WITH PATIENTS IN THE HOSPITAL AND EMERGENCY DEPARTMENT TO FIND AND CONNECT PATIENTS TO DRUG TREATMENT RESOURCES AND OUTPATIENT CLINIC REFERRALS. LASTLY, MONTCLAIR HOSPITAL CONTINUES TO BE A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE.- MATERNAL AND INFANT HEALTH - PROVIDED INSURANCE ENROLLMENT FOR WOMEN WITH NEEDED OB SERVICES, ALONG WITH THEIR NEWBORNS. MONTCLAIR HOSPITAL MEDICAL CENTER HAD A CONTRACT WITH PARALLON TO REVIEW PATIENTS' SITUATIONS TO ASSURE COVERAGE. 6 1 - RIVER VALLEY PHYSICIANS LLC 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 MEDICAL GROUP 2 - SOUTHERN REGIONAL PHYSICIANS MGMT 11 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 MEDICAL GROUP 3 - SUBURBAN MEDICAL GROUP LLC 2701 DEKALB PIKE EAST NORRITON PA 19401 MEDICAL GROUP 4 - LAKE SPRIVEY AMBULATORY SURGERY CARE 7813 SPIVEY STATION BLVD SUITE 100 JONESBORO GA 30274 AMBULATORY SURGERY CENTER 5 - PHF - LAKE HURON 3111 ELECTRIC AVENUE PORT HURON MI 48060 CLINIC 6 - LANDMARK PHYSICIAN OFFICE SERVICES 115 CASS AVENUE WOONSOCKET RI 02895 MEDICAL GROUP PART III, LINE 2: THE AMOUNT REPORTED ON LINE 2 IS BASED ON BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS. PART III, LINE 3: LANDMARK:THE ESTIMATED AMOUNT OF BAD DEBT ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT AS EACH HAVE A SEPARATE ACCOUNT.ENCINO & SHERMAN OAKS:THE COST TO CHARGE RATIO WAS USED TO DETERMINE THE ESTIMATED AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS UNDER THE FINANCIAL ASSISTANCE POLICY.MONTCLAIR:PATIENTS WHO QUALIFY, AND ARE GIVEN FINANCIAL ASSISTANCE, ARE GROUPED AND CLASSIFIED WITHIN THE PATIENT ACCOUNTING SYSTEMS. THESE ACTUAL AMOUNTS, FROM THE ACTUAL PATIENTS, WERE USED TO DETERMINE THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO THE FINANCIAL ASSISTANCE POLICY.SUBURBAN, SOUTHERN REGIONAL & COSHOCTON:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE.PAMPA:CHARITY CARE POLICY IS GENEROUS ENOUGH TO ENCOMPASS THE MAJORITY OF OUR ININSURED AND UNDERINSURED RESIDENTS. HAD PATIENTS WITH BAD DEBT HAVE APPLIED, THEY WOULD MOST GENERALLY QUALIFY FOR ASSISTANCE.HUNTINGTON BEACH & LA PALMA:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT. PART III, LINE 4: THE BAD DEBT EXPENSE FOOTNOTE IS INCLUDED ON PAGE 8 OF THE AUDITED FINANCIAL STATEMENTS. PART III, LINE 8: THE FOLLOWING HOSPITALS USED THE COST TO CHARGE RATIO TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLCPRIME HEALTHCARE SERVICES - MONTCLAIR, LLCPRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLCPRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLCPRIME HEALTHCARE SERVICES - LANDMARK MEDICAL CENTERPRIME HEALTHCARE FOUNDATION - COSHOCTON, LLCTHE FOLLOWING HOSPITALS USED OTHER COSTING METHODOLOGIES TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE HUNTINGTON BEACH LLCPRIME HEALTHCARE SERVICES - PAMPA, LLCPRIME HEALTHCARE SERVICES - SUBURBAN HOSPITAL, LLCPRIME HEALTHCARE LA PALMA, LLCPAMPATHE COSTING METHODOLOGY WAS BASED ON A CONTRACTUAL MODEL WHERE ALLOWABLE COSTS ARE CALCULATED USING COSTS ACCOUNTING METHODS.HUNTINGTON BEACH & LA PALMATHE COSTING METHODOLOGY WAS BASED ON THE CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS) COST REPORT COMPONENTS.SUBURBANTHE COSTING METHODOLOGY WAS BASED ON THE PERCENTAGE OF TOTAL MEDICARE REVENUES OF TOTAL REVENUES. PART III, LINE 9B: PRIME HEALTHCARE NONPROFIT FACILITIES MAY USE THE SERVICES OF AN EXTERNAL COLLECTION AGENCY FOR THE COLLECTION OF PATIENT DEBT. NO DEBT SHALL BE ADVANCED FOR COLLECTION UNTIL THE DIRECTOR OF THE HOSPITAL PFS OR HIS/HER DESIGNEE HAS REVIEWED THE ACCOUNT AND APPROVED THE ADVANCEMENT OF THE DEBT TO COLLECTION. PRIME HEALTHCARE NONPROFIT FACILITIES SHALL OBTAIN AN AGREEMENT FROM EACH COLLECTION AGENCY THAT IT UTILIZES TO COLLECT PATIENT DEBT THAT THE AGENCY WILL COMPLY WITH THE REQUIREMENTS OF THE FINANCIAL ASSISTANCE POLICY AND APPLICABLE STATE LAW.IF A PATIENT DOES NOT APPLY FOR FINANCIAL ASSISTANCE OR IS DENIED FINANCIAL ASSISTANCE AND FAILS TO PAY THEIR BILL, THE PATIENT MAY BE SUBJECT TO VARIOUS COLLECTION ACTIONS, INCLUDING EXTRAORDINARY COLLECTION ACTIONS, SUBJECT TO APPLICABLE STATE LAW. NOTWITHSTANDING THE FOREGOING, NEITHER THE HOSPITAL NOR ANY COLLECTION AGENCY WITH WHICH IT CONTRACTS SHALL ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (I) AT ANY TIME PRIOR TO ONE HUNDRED FIFTY (150) DAYS FOLLOWING THE FIRST POST-DISCHARGE STATEMENT SENT TO A PATIENT OR (II) WITHOUT FIRST MAKING REASONABLE EFFORTS TO DETERMINE WHETHER A PATIENT IS ELIGIBLE FOR FINANCIAL ASSISTANCE UNDER THIS POLICY. IN ADDITION, AND EVEN IF THE ABOVE TWO CONDITIONS ARE SATISFIED, HOSPITAL OR ITS CONTRACTED COLLECTION AGENCIES MUST SEND A NOTICE TO THE PATIENT AT LEAST THIRTY (30) DAYS BEFORE COMMENCING ANY EXTRAORDINARY COLLECTION ACTIONS, WHICH SPECIFIES THE FOLLOWING: (I) COLLECTION ACTIVITIES THE HOSPITAL OR CONTRACTED COLLECTION AGENCY MAY TAKE, (II) THE DATE AFTER WHICH SUCH ACTIONS MAY BE TAKEN (WHICH DATE SHALL BE NO EARLIER THAN THIRTY (30) DAYS OF THE NOTICE DATE, (III) THAT FINANCIAL ASSISTANCE IS AVAILABLE FOR ELIGIBLE PATIENTS. A COPY OF THE PLAIN LANGUAGE SUMMARY WILL BE INCLUDED WITH SUCH NOTICE. REASONABLE EFFORTS MUST BE MADE (AND DOCUMENTED) TO ORALLY NOTIFY PATIENTS OF THIS POLICY. IF THE PATIENT APPLIES FOR FINANCIAL ASSISTANCE, ANY EXTRAORDINARY COLLECTION ACTIONS THAT MAY BE IN PROCESS WILL BE SUSPENDED IMMEDIATELY PENDING THE DECISION ON THE PATIENT'S APPLICATION.IN ADDITION, IF A PATIENT IS ATTEMPTING TO QUALIFY FOR ELIGIBILITY UNDER THIS FINANCIAL ASSISTANCE AND IS ATTEMPTING IN GOOD FAITH TO SETTLE AN OUTSTANDING BILL WITH THE HOSPITAL BY NEGOTIATING A REASONABLE PAYMENT PLAN OR MAKING REGULAR PARTIAL PAYMENTS OF A REASONABLE AMOUNT, THE HOSPITAL SHALL NOT SEND THE UNPAID BILL TO ANY COLLECTION AGENCY.THE HOSPITAL SHALL NOT, IN DEALING WITH PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY, USE WAGE GARNISHMENTS OR LIENS ON PRIMARY RESIDENCES AS A MEANS OF COLLECTING UNPAID HOSPITAL BILLS. PART VI, LINE 2: SOUTHERN REGIONAL NEEDS ASSESSMENTHEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICES AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND HEALTH CHALLENGES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO PHYSICIAN SPECIALTIES, FOR EXAMPLE THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND DETERMINE APPROPRIATE OUTREACH FOR PHYSICIAN RECRUITMENT. HEALTH NEEDS ARE INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS.LANDMARK NEEDS ASSESSMENTLANDMARK MEDICAL CENTER PARTICIPATES IN THE HEALTH EQUITY ZONE STEERING COMMITTEE, A DOH FUNDED COMMUNITY HEALTH EFFORT COMPRISED OF STAKEHOLDERS AND CONSUMERS FROM NORTHERN RHODE ISLAND. THIS MONTHLY INITIATIVE IS HOSTED AT LANDMARK AND PROVIDES A FORUM FOR DISCUSSION ON COMMUNITY NEED AND OPPORTUNITIES FOR COLLABORATION.ENCINO & SHERMAN OAKS NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY ENCINO HOSPITAL AND SHERMAN OAKS HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING FOCUS GROUPS, SURVEYS, AND DATA ANALYSIS. TO BETTER UNDERSTAND THE HEALTH NEEDS IN THE HOSPITAL SERVICE AREA, NUMEROUS STATE AND COUNTY SOURCES WERE REVIEWED.MONTCLAIR NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY MONTCLAIR HOSPITAL MEDICAL CENTER ARE ASSESSED IN A VARIETY OF WAYS INCLUDING DIRECT INPUT FROM THE COMMUNITY DURING COMMUNITY EVENTS, COMMUNITY PHYSICIANS DURING OUTREACH OPPORTUNITIES, LOCAL POLICE AND FIRE DEPARTMENT AND CITY COUNCIL REPRESENTATION ON OUR BOARD OF DIRECTORS AND TELEPHONE SURVEYS OF PATIENTS AND FAMILIES.LA PALMA AND HUNTINGTON BEACH HOSPITAL NEEDS ASSESSMENTFOR THE CHNA THERE WERE 39 INDIVIDUALS FROM 22 COMMUNITY ORGANIZATIONS COLLABORATED TO IMPLEMENT A COMPREHENSIVE CHNA PROCESS FOCUSED ON IDENTIFYING AND DEFINING SIGNIFICANT HEALTH NEEDS, ISSUES, AND CONCERNS OF ORANGE COUNTY. INPUT WAS RECEIVED FROM PERSONS WHO REPRESENTED THE BROAD INTEREST OF THE COMMUNITY IN ORDER TO PROVIDE DIRECTION FOR THE COMMUNITY AND HOSPITAL TO CREATE A PLAN TO IMPROVE THE HEALTH OF THE COMMUNITIES. IN ADDITION, TO GET THE INPUT OF MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS, AGENCIES REPRESENTING THOSE POPULATIONS WERE INVITED TO THE FOCUS GROUPS, INTERVIEWS, AND SUMMITS.COSHOCTON NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY COSHOCTON REGIONAL MEDICAL CENTER (CRMC) WERE ASSESSED BY CONDUCTING SURVEYS WITH MEMBERS OF THE COMMUNITY WHO HAVE A UNIQUE AND SPECIALIZED UNDERSTANDING OF THE NEEDS OF THE POPULATION. CRMC TARGETED THOSE WITH EXPERIENCE IN PUBLIC HEALTH, THE UNINSURED POPULATION, LOW-INCOME POPULATIONS, MINORITY POPULATIONS AND THOSE WHO ARE STRUGGLING WITH CHRONIC DISEASES. CRMC ALSO COLLABORATES WITH LOCAL HEALTH AND SOCIAL SERVICES GROUPS WHOSE REPRESENTATIVES PROVIDE CRITICAL INSIGHT INTO THE FACTORS THAT AFFECT THE HEALTH OF THE VARIOUS POPULATION SEGMENTS.SUBURBAN NEEDS ASSESSMENTTHE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY SUBURBAN COMMUNITY HOSPITAL WERE ASSESSED BY CONDUCTING SURVEYS, FOCUS GROUP AND INTERVIEWS WITH COMMUNITY LEADERS WITH SPECIAL KNOWLEDGE OF MEDICALLY UNDERSERVED POPULATIONS IN THE HOSPITAL SERVICE AREA.PRIMARY METHODS INCLUDED:- INDIVIDUAL INTERVIEWS WITH COMMUNITY MEMBERS- COMMUNITY HEALTH SUMMITSECONDARY METHODS INCLUDED:- PUBLIC HEALTH DATA - DEATH STATISTICS, COUNTY HEALTH RANKINGS, CANCER INCIDENCE- DEMOGRAPHICS AND SOCIOECONOMICS POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT- PSYCHOGRAPHICS - BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCESPAMPA NEEDS ASSESSMENTTHE HEALTH CARE NEEDS TO THE COMMUNITIES SERVED BY PRIME HEALTHCARE SERVICES - PAMPA LLC ARE ASSESSED IN A VARIETY OF WAYS INCLUDING QUESTIONNAIRES THAT ARE MAILED OUT TO THE ENTIRE COMMUNITY AND HANDED OUT AT THE FACILITY. PART VI, LINE 3: IN ORDER TO ENSURE THAT PATIENTS ARE AWARE OF THE EXISTENCE OF THE FINANCIAL ASSISTANCE POLICY, THE HOSPITAL SHALL WIDELY DISSEMINATE THE EXISTENCE AND TERMS OF THIS POLICY THROUGHOUT ITS SERVICE AREA. IN ADDITION TO OTHER APPROPRIATE EFFORTS TO INFORM THE COMMUNITY ABOUT THE POLICY IN A WAY TARGETED TO REACH COMMUNITY MEMBERS MOST LIKELY TO NEED FINANCIAL ASSISTANCE, THE FOLLOWING ACTIONS SHALL BE TAKEN: A. WRITTEN NOTICE TO ALL PATIENTS EACH PATIENT WHO IS SEEN AT A PRIME HEALTHCARE FOUNDATION FACILITY, WHETHER ADMITTED OR NOT, SHALL RECEIVE THE PLAIN LANGUAGE SUMMARY. THE NOTICE SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.B. POSTING OF NOTICESTHE NOTICE OF HOSPITAL FINANCIAL AID" SHALL BE CLEARLY AND CONSPICUOUSLY POSTED IN LOCATIONS THAT ARE VISIBLE TO THE PATIENTS IN THE FOLLOWING AREAS: (1) EMERGENCY DEPARTMENT; (2) BILLING OFFICE; (3) ADMISSIONS OFFICE; (4) OTHER OUTPATIENT SETTINGS; AND (5) THE HOSPITAL'S WEBSITE. THE NOTICES SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.C. NOTICES TO ACCOMPANY BILLING STATEMENTSEVERY POST-DISCHARGE STATEMENT SHALL INCLUDE A COPY OF THE NOTICE REGARDING THE CHARITY CARE & DISCOUNTED PAYMENT PROGRAM PROVIDED BY PRIME HEALTHCARE FOUNDATION. EACH BILL THAT IS SENT TO A PATIENT WHO HAS NOT PROVIDED PROOF OF COVERAGE BY A THIRD PARTY AT THE TIME CARE IS PROVIDED OR UPON DISCHARGE MUST INCLUDE A STATEMENT OF CHARGES FOR SERVICES RENDERED BY THE HOSPITAL.D. AVAILABILITY OF FINANCIAL ASSISTANCE DOCUMENTSTHE HOSPITAL SHALL POST A COPY OF ITS FINANCIAL ASSISTANCE POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION ON ITS WEBSITE AND MAKE ALL SUCH DOCUMENTS AVAILABLE FOR FREE DOWNLOAD. SUCH DOCUMENTS SHALL BE AVAILABLE IN THE EMERGENCY ROOM AND ADMISSIONS OFFICE AND BY MAIL UPON REQUEST. THE DOCUMENTS SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.E. ACCESSIBILITY TO LIMITED ENGLISH PROFICIENT INDIVIDUALSTHE HOSPITAL SHALL MAKE TRANSLATIONS OF THIS POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION AVAILABLE IN ANY LANGUAGE THAT IS THE PRIMARY LANGUAGE OF THE LESSER OF ONE THOUSAND (1,000) INDIVIDUALS OR FIVE PERCENT (5%) OF THE POPULATION OF THE COMMUNITIES SERVED BY THE HOSPITAL. PART VI, LINE 4: SOUTHERN REGIONAL MEDICAL CENTER:SOUTHERN REGIONAL MEDICAL CENTER'S PRIMARY SERVICE AREA (PSA) IS DEFINED AS THE AREA FROM WHICH AT LEAST 75% OF THE HOSPITAL'S INPATIENT ADMISSIONS ORIGINATE. THIS DEFINITION IS CONSISTENT WITH STARK LAW PHYSICIAN RECRUITMENT REGULATIONS. (STARK LAW IS SECTION 1877 OF THE SOCIAL SECURITY ACT (42 U.S.C. 1395NN), ALSO KNOWN AS THE PHYSICIAN SELF-REFERRAL LAW.)DEMOGRAPHIC INFORMATION IS PROVIDED BY ZIP CODE WITH THE HOSPITAL'S PSA ENCOMPASSING FIFTEEN (15) ZIP CODES IN CLAYTON, SOUTH FULTON, AND HENRY COUNTIES. DURING CALENDAR YEAR 2023, SOUTHERN REGIONAL MEDICAL CENTER HAD 48,623 INPATIENT DISCHARGES AND EMERGENCY DEPARTMENT VISITS. FIFTEEN ZIP CODES ACCOUNT FOR NEARLY 74% OF SOUTHERN REGIONAL MEDICAL CENTER'S VOLUME AND, THEREFORE, DEFINE THE HOSPITAL'S PSA. WHILE THE GREATEST PERCENTAGE OF THE SOUTHERN REGIONAL MEDICAL CENTER SERVICE AREA POPULATION COMES FROM CLAYTON COUNTY (30228, 30236, 30238, 30260, 30274, 30296, 30297), THE SERVICE AREA ALSO ENCOMPASSES 5 ZIP CODES FROM FULTON COUNTY (30213, 30291, 30331, 30344, 30349) AND 3 FROM HENRY COUNTY (30253, 30281, 30294). THE MARKET PROFILE FOR 2022-2023 FOR THE PRIMARY AND SECONDARY SERVICE AREAS NOTED ABOVE IS A POPULATION OF 711,143, WITH A MEDIAN AGE OF 35.8 AND A MEDIAN HOUSEHOLD INCOME OF $59,058. SOUTHERN REGIONAL MEDICAL CENTER IS A MEDICALLY UNDERSERVED AREA (MUA) AND DESIGNATED AS A HEALTHCARE PROFESSIONAL SHORTAGE AREA (HPSA). THE AT-RISK POPULATIONS ARE 64,425 HOUSEHOLDS WITH DISABILITIES, 96,194 INDIVIDUALS AGED 65 AND OLDER, AND 21,780 HOUSEHOLDS THAT DO NOT HAVE A VEHICLE. THE PRIMARY AND SECONDARY SERVICE AREA POPULATIONS ENCOMPASS 36,225 HOUSEHOLDS BELOW THE POVERTY LEVEL (14%). THE POPULATION IN CLAYTON COUNTY AND SURROUNDING ZIP CODES FOR SOUTHERN REGIONAL MEDICAL CENTER'S SERVICE AREA ARE MORE DIVERSE, HAVE SUBSTANTIALLY LOWER INCOME EARNINGS, AND FACE GREATER CHALLENGES IN OBTAINING ACCESS TO CARE THAN THE AVERAGE US POPULATION. GEORGIA'S UNINSURED RATE WAS RANKED AS THE 3RD WORST IN THE COUNTRY AT 12.6% UNINSURED WITH CLAYTON COUNTY DECREASING TO 15.8% (2023 US CENSUS SURVEY) COMPARED TO 2022 AT 16.7%. CLAYTON COUNTY'S UNEMPLOYMENT RATE IS 37.1%. COMPARED TO INDIVIDUALS WHO HAVE HEALTH COVERAGE, THE UNINSURED ARE MORE LIKELY TO SKIP PREVENTIVE SERVICES AND FORGO ROUTINE HEALTHCARE VISITS ALTOGETHER RESULTING IN PATIENTS PRESENTING IN THE HOSPITAL WITH MULTIPLE AND HIGHER MEDICAL ACUITY LEVELS.LANDMARK MEDICAL CENTER:LANDMARK MEDICAL CENTER SERVES THE FOLLOWING ZIP CODES, PRIMARILY IN PROVIDENCE COUNTY, RHODE ISLAND: 02895 WOONSOCKET, 02896 NORTH SMITHFIELD, 02917 SMITHFIELD, 02876 BURRILLVILLE, 02830 HARRISVILLE, 02859 PASCOAG, 02019 BELLINGHAM, MA, 02703 ATTLEBORO, MA, 02760 NORTH ATTLEBORO, MA, 01516 DOUGLAS, MA, 02038 FRANKLIN, MA, 01756 MENDON, MA, 02828 GREENVILLE, 02865 LINCOLN, 02838 MANVILLE, 02864 CUMBERLAND, 02829 GLOUCESTER, 02814 CHEPACHET, 01504 BLACKSTONE, MA, 01529 MILLVILLE, MA, 02671 NORTH ATTLEBORO, MA, 02762 PLAINVILLE, MA, 02035 FOXBORO, MA, 02048 MANSFIELD, MA, 01569 UXBRIDGE, MA, AND 02093 WRENTHAM, MA.THE POPULATION ACROSS LANDMARK MEDICAL CENTER'S SERVICE AREA IS PRIMARILY WHITE WITH LESS THAN 10% OF RESIDENTS IDENTIFYING WITH ANOTHER RACE OR ETHNICITY. THE MEDIAN AGE OF RESIDENTS IS HIGHER THAN THE STATE, AS IS THE MEDIAN HOUSEHOLD INCOME. IN AGGREGATE, BLACK/AFRICAN AMERICAN AND HISPANIC/LATINO RESIDENTS HAVE A LOWER MEDIAN INCOME THAN ASIAN OR WHITE RESIDENTS. SHERMAN OAKS HOSPITAL:SHERMAN OAKS HOSPITAL'S (SOH) SERVICE AREA COVERS 8 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 290,000 RESIDENTS. DATA GATHERED FROM THE 2020 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE AREA SPANS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS IN THE SAN FERNANDO VALLEY AND THE LOS ANGELES COUNTY. THE SAN FERNANDO VALLEY IS IN THE SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. WHILE DEFINITIONS CAN VARY REGARDING SERVICE AREAS, OVER HALF OF ALL DISCHARGES FROM SOH ORIGINATED FROM ONLY 8 ZIP CODES. CONCENTRATED ALONG THE SOUTHERN EDGE OF THE SAN FERNANDO VALLEY, THEY INCLUDE NORTH HOLLYWOOD (91606), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), VALLEY VILLAGE (91607), AND VAN NUYS (91401, 91405, 91411). THE SOH PRIMARY SERVICE AREA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) AND LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS. SOH'S PRIMARY SERVICE AREA (PSA) REMAINS UNCHANGED FROM 2022, CONCENTRATED AROUND THE HOSPITAL'S SITE, EXTENDING MOSTLY EAST AND NORTH FROM THAT LOCATION. FOR 2023, THE PSA ZIP CODES EACH ACCOUNTED FOR MORE THAN 2% OF DISCHARGES FROM THE HOSPITAL FOR A TOTAL OF 60% OF ALL DISCHARGES. A SECONDARY SERVICE AREA (SSA) ACCOUNTS FOR ANOTHER 7% OF DISCHARGES: THESE ZIP CODES RECEIVED MORE THAN 1% BUT LESS THAN 2% OF ALL DISCHARGES. THIS AREA HAS CHANGED, BUT THIS IS TO BE EXPECTED SINCE THE NUMBERS OF DISCHARGES FROM ANY OF THESE ZIP CODES ARE SO SMALL. NO OTHER ZIP CODE ACCOUNTS FOR MORE THAN ONE PERCENT OF ALL DISCHARGES, ALTHOUGH IT SHOULD BE NOTED THAT DISCHARGES WITH NO ZIP CODE LISTED REPRESENTED 2.6% OF TOTAL DISCHARGES.SOH'S PSA HAS A LOWER PERCENTAGE OF 18-AND-UNDER RESIDENTS (19.3%), WITH MORE MIDDLE-AGE GROUPS (68.1%) AND SLIGHTLY FEWER 65+ RESIDENTS (12.6%) THAN ANY OF THE COMPARISON GROUPS.THE ETHNIC COMPOSITION OF THE SHERMAN OAKS HOSPITAL PRIMARY SERVICE AREA IS WHITE (56%) FOLLOWED BY HISPANIC/LATINO (36%), ASIAN (4%), AND AFRICAN AMERICAN (3%). ALL OTHER GROUPS REPRESENT ONE PERCENT OF ALL RESIDENTS. EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE SHERMAN OAKS HOSPITAL PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE, AND THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF COLLEGE GRADUATES THAN ANY OF THE COMPARABLE AREAS. LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. SOH'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER REMARKABLY HIGH (OVER $75,000) INCOME LEVELS. JUST OVER 4.7% OF SHERMAN OAKS HOSPITAL SERVICE AREA EARNS LESS THAN $10,000, 5.2% EARN $10,000 TO $14,999, 9% EARN $15,000 TO $24,999, 8% EARN $25,000 TO $34,999, 11.6% EARN $35,000 TO $49,999, AND 15.3% EARN $50,000 TO $74,999, WHICH RECEIVED THE HIGHEST LEVELS IN THE SOH PSA POPULATION FOR INCOME LEVELS. ADDITIONALLY, 11.8% EARN $75,000 TO $99,999, 14.7% EARN $100,000 TO $149,999, 7.3% EARN $150,000 TO $199,999, AND LASTLY 12.4% EARN $200,000 OR MORE IN INCOME LEVELS.ADDITIONALLY, 11.8% EARN $75,000 TO $99,999, 14.7% EARN $100,000 TO $149,999, 7.3% EARN $150,000 TO $199,999, AND LASTLY 12.4% EARN $200,000 OR MORE IN INCOME LEVELS.THE THREE MAJOR BEHAVIORAL RISK FACTORS THAT ARE THE MOST COMMON IN THE COMMUNITY ARE: 70% NEED AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS, AND 44% ARE IN THE POVERTY CATEGORY. ONE THIRD OF THE STATE'S POPULATION IS A MEDI-CAL RECIPIENT. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. THERE MORE THAN 50 ORGANIZATIONS OR SECTOR RESOURCES ADDRESSING THE HEALTH NEEDS OF THE SOH PSA. PART VI, LINE 5: ALL OF THE HOSPITALS CONDUCT OUTREACH PROGRAMS AS FURTHER DISCUSSED IN ITS CHNA REPORTS. PART VI, LINE 7, REPORTS FILED WITH STATES CA PART VI, LINE 4: HUNTINGTON BEACH HOSPITAL:ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF HUNTINGTON BEACH HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 87% OF JANUARY 1, 2023 THROUGH DECEMBER 31, 2023, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH HUNTINGTON BEACH HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER HUNTINGTON BEACH HOSPITAL'S FINANCIAL ASSISTANCE POLICY.LA PALMA INTERCOMMUNITY HOSPITAL:ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF LA PALMA INTERCOMMUNITY HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 41% OF JANUARY 1, 2023 THROUGH DECEMBER 31, 2023, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH LA PALMA INTERCOMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER LA PALMA INTERCOMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. PART VI, LINE 4: ENCINO HOSPITAL MEDICAL CENTER:ENCINO HOSPITAL MEDICAL CENTER'S PRIMARY SERVICE AREA COVERS 14 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 582,000 RESIDENTS. DATA GATHERED FROM THE 2020 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE AREA SPANS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS IN THE SAN FERNANDO VALLEY AND LOS ANGELES COUNTY. THE SAN FERNANDO VALLEY IS IN THE SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. WHILE DEFINITIONS CAN VARY REGARDING SERVICE AREAS, OVER HALF OF ALL DISCHARGES FROM EHMC ORIGINATED FROM ONLY 14 ZIP CODES. CONCENTRATED ALONG THE SOUTHERN EDGE OF THE SAN FERNANDO VALLEY, THEY INCLUDE ENCINO (91316, 91436), RESEDA (91335), TARZANA (91356), VAN NUYS (91401, 91405, 91406, 91411), PANORAMA CITY (91402), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), NORTH HOLLYWOOD (91606), AND VALLEY VILLAGE (91607). THE EHMC PRIMARY SERVICE AREA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) AND LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS. EHMC'S PRIMARY SERVICE AREA (PSA) HAS CHANGED SLIGHTLY FROM 2022 AND IS CONCENTRATED ON THE SHERMAN OAKS / ENCINO / TARZANA STRETCH OF VENTURA BOULEVARD AROUND THE HOSPITAL'S SITE, EXTENDING MOSTLY WEST AND NORTH FROM THAT LOCATION. FOR 2023, THE PSA ZIP CODES EACH ACCOUNTED FOR MORE THAN 3% OF DISCHARGES FROM THE HOSPITAL FOR A TOTAL OF 52% OF ALL DISCHARGES. A SECONDARY SERVICE AREA (SSA) ACCOUNTS FOR ANOTHER 6% OF DISCHARGES: THESE ZIP CODES RECEIVED MORE THAN 2% BUT LESS THAN 3% OF ALL DISCHARGES. NO OTHER AREA ACCOUNTED FOR MORE THAN 2% OF DISCHARGES, ALTHOUGH MANY ZIP CODES DID CONTRIBUTE PATIENTS. THESE MARKET AREAS HAVE CHANGED, BUT THIS IS TO BE EXPECTED SINCE THE NUMBERS OF DISCHARGES FROM ANY OF THESE ZIP CODES ARE SO SMALL. THE EHMC PSA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) COMPARED TO SPA 2 OR LOS ANGELES COUNTY, AND CORRESPONDINGLY LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS.OUT OF THE TOTAL ENCINO HOSPITAL MEDICAL CENTER PSA POPULATION (582,000), 21% ARE 18-AND-UNDER RESIDENTS, 65.8% ARE MIDDLE-AGED GROUPS, AND 13.3% ARE 65 AND ABOVE. EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE EHMC PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE. THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF GRADUATE DEGREE HOLDERS THAN THE COUNTY AS A WHOLE, BUT LESS THAN CALIFORNIA OR THE US.LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. EHMC'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER REMARKABLY HIGH (OVER $75,000) INCOME LEVELS, ALTHOUGH THE $200,000 PLUS CATEGORY EXCEEDS THE LOS ANGELES COUNTY DISTRIBUTION. OUT OF THE TOTAL EHMC PSA POPULATION, 4.3% HAS LESS THAN $10,000 INCOME LEVEL, 5.2% EARN $10,000 TO $14,999, 8.2% EARN $15,000 TO $24,999, 7% EARN $25,000 TO $34,999, 12.3% EARN $35,000 TO $49,999, 16.7% EARN $50,000 TO $74,999, WHICH RECEIVED THE HIGHEST LEVELS IN THE EHMC PSA POPULATION FOR INCOME LEVELS. ADDITIONALLY, 11.5% EARN $75,000 TO $99,999, 15.3% EARN $100,000 TO $149,999, 7.2% EARN $150,000 TO $199,999, AND LASTLY 12.3% EARN $200,000 OR MORE IN INCOME LEVELS.THE THREE MAJOR BEHAVIORAL RISK FACTORS THAT ARE THE MOST COMMON IN THE COMMUNITY ARE: 70% NEED AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS AND 44% ARE IN THE POVERTY CATEGORY. ONE THIRD OF THE STATE'S POPULATION IS A MEDI-CAL RECIPIENT. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. THERE ARE MORE THAN 50 ORGANIZATIONS OR SECTOR RESOURCES ADDRESSING THE HEALTH NEEDS OF THE EHMC PSA. PART VI, LINE 4: COSHOCTON REGIONAL MEDICAL CENTER:THE PRIMARY SERVICE AREA OF COSHOCTON REGIONAL MEDICAL CENTER IS DEFINED AS THE COUNTY OF COSHOCTON, ENCOMPASSING A POPULATION OF 36,612 PEOPLE IN THE EASTERN CENTRAL SECTION OF OHIO; 66.56% OF THE HOSPITAL'S DISCHARGED PATIENTS ARE RESIDENTS OF COSHOCTON COUNTY. COSHOCTON COUNTY IS A RURAL COMMUNITY WHOSE POPULATION OF 36,612 (U.S. CENSUS BUREAU, 2020) IS DISTRIBUTED WITHIN A LAND MASS OF 564.1 SQUARE MILES. MEDIAN INCOME IS THE ACCEPTED MEASUREMENT OF HOUSEHOLD WEALTH USED TO MAKE COMPARISONS BETWEEN GEOGRAPHIC REGIONS. THE MEDIAN IS DETERMINED BY PLACING ALL EARNINGS IN VALUE ORDER AND FINDING THE EXACT MIDDLE NUMBER. THIS DIVIDES THE HOUSEHOLDS INTO TWO DISTINCT SECTIONS, WITH EXACTLY HALF FALLING BELOW THE MEDIAN AND EXACTLY HALF FALLING ABOVE. THIS IS CONSIDERED A MORE ACCURATE MEASUREMENT THAN AN AVERAGE, SINCE THE MEDIAN IS NOT STATISTICALLY AFFECTED BY DRAMATICALLY HIGH OR LOW INCOME LEVELS. COSHOCTON COUNTY CONTINUES TO LAG BEHIND BOTH OHIO AND THE UNITED STATES IN TERMS OF ITS MEDIAN INCOME LEVEL. ACCORDING TO THE MOST RECENT AVAILABLE DATA, COSHOCTON COUNTY'S $52,048 FELL SHORT OF OHIO'S MEDIAN INCOME OF $67,769 AND THE NATIONAL MEDIAN INCOME OF $74,580. PART VI, LINE 4: SUBURBAN COMMUNITY HOSPITAL:MONTGOMERY COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF SUBURBAN COMMUNITY HOSPITAL. USED AS THE STUDY AREA, MONTGOMERY COUNTY PROVIDED 88.3% OF JANUARY 1, 2023, THROUGH DECEMBER 31, 2023, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH SUBURBAN COMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER SUBURBAN COMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. PART VI, LINE 4: PAMPA REGIONAL MEDICAL CENTER:PAMPA IS CONSIDERED A RURAL SERVICE AREA SERVICING ALL SURROUNDING COUNTIES FOR 60+ MILES. PAMPA IS THE SECOND LARGEST CITY IN THE TEXAS PANHANDLE WITH PAMPA, ALONE, HAVING A POPULATION OF OVER 16,000 PEOPLE AS OF THE 2023 CENSUS, AND A MEDIAN AGE OF 35.5. PAMPA AND ITS SURROUNDING AREAS HAVE A WIDE ARRAY OF CULTURAL DIVERSITY WITH MANY HOMES HAVING 4+ HOUSEHOLD MEMBERS. A MAJORITY OF COMMUNITY MEMBERS ARE MIDDLE TO LOW INCOME AND EVEN BELOW POVERTY LEVEL. THE CHNA WAS CONDUCTED BY THE HOSPITAL DURING 2021 ON BEHALF OF THE APPROXIMATELY 77,560 (2020 US CENSUS) RESIDENTS OF OCHILTREE, LIPSCOMB, HUTCHINSON, ROBERTS, HEMPHILL, CARSON, GRAY, WHEELER, ARMSTRONG, DONLEY, AND COLLINGSWORTH COUNTIES LOCATED IN THE PANHANDLE AREA OF TEXAS.THE HOSPITAL'S SERVICE AREA INCLUDES A RURAL AREA WHICH COVERS ROUGHLY 10,115 SQUARE MILES, WITH THE LOCAL ECONOMY AND SURROUNDING AREAS FOCUSED ON HEALTHCARE, AGRICULTURE, OIL AND GAS, TOURISM, AND RETAIL ACTIVITIES. GRAY COUNTY AND ITS POPULATION OF 20,916 REPRESENTS APPROXIMATELY 27% OF THE TOTAL SERVICE AREA POPULATION. MEDIAN AGE IN THE SERVICE AREA IS 39.4 YEARS. THE MEDIAN AGE FOR THE STATE OF TEXAS IS 35.2 YEARS. PERSONS UNDER 18 REPRESENT 25.1% OF THE COUNTY'S POPULATION. FROM AGE 18 TO 64 REPRESENT THE LARGEST POPULATION GROUP (58.4%) FOR THE SERVICE AREA, ACCORDING TO THE 2023 CENSUS, AND 65-PLUS MADE UP 16.5%. PART VI, LINE 4: MONTCLAIR HOSPITAL MEDICAL CENTER:THE DEMOGRAPHIC DATA FOR THIS CHNA, WHICH WERE COMPILED BY SPEEDTRACK, LOOK AT POPULATION PROJECTIONS BY DEMOGRAPHIC COHORT (GENDER, RACE, ETHNICITY AND AGE). THE INLAND EMPIRE THE INLAND EMPIRE ENCOMPASSES ALL OF RIVERSIDE AND SAN BERNARDINO COUNTIES. IT COVERS MORE THAN 27,000 SQUARE MILES AND IS LARGER THAN 10 U.S. STATES, ACCORDING TO THE U.S. CENSUS BUREAU. ITS 2023 POPULATION IS 4.687 MILLION. DEMOGRAPHIC DATA FOR THE INLAND EMPIRE PROJECT AN OVERALL POPULATION GROWTH OF 3.4% BY 2027. THE FASTEST GROWING ETHNIC GROUP IS MULTIRACIAL; THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS WILL CONTINUE TO GROW AT A SLIGHTLY HIGHER RATE THAN THE WHITE POPULATION. THE 65+ POPULATION WILL GROW BY 13%, WHILE THE NUMBER OF CHILDREN AGES 1-17 IS PROJECTED TO DECLINE BY 0.7%. RIVERSIDE COUNTY RIVERSIDE COUNTY IS HOME TO 2.492 MILLION PEOPLE (2023) AND COVERS 7,209 SQUARE MILES. IT IS THE FOURTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE NINTH MOST-POPULOUS IN THE UNITED STATES. RIVERSIDE COUNTY IS GROWING FASTER THAN THE INLAND EMPIRE AS A WHOLE. THE GREATEST ETHNIC GROWTH BY 2027 WILL BE IN THE MULTIRACIAL POPULATION, FOLLOWED BY THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS. THERE WILL ALSO BE SIGNIFICANT GROWTH IN THE ASIAN AND WHITE POPULATIONS. AGAIN, THERE IS A LARGE INCREASE IN THE OVER-65 POPULATION AND A DECLINE IN THE 1-17-YEAR-OLD POPULATION GROUP. SAN BERNARDINO COUNTY SAN BERNARDINO COUNTY HAS 2.195 MILLION RESIDENTS IN 2023. IT IS THE FIFTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE 13TH MOST-POPULOUS IN THE UNITED STATES. IT COVERS 20,105 SQUARE MILES. SAN BERNARDINO COUNTY IS GROWING AT A SLIGHTLY SLOWER RATE THAN RIVERSIDE COUNTY AND THE INLAND EMPIRE AS A WHOLE. BY FAR, THE FASTEST-GROWING ETHNIC GROUP IS MULTIRACIAL, FOLLOWED BY HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN PEOPLE. THERE WILL BE A SIGNIFICANT INCREASE IN PEOPLE 65 AND OLDER AND A DECREASE IN CHILDREN AGES 1-17. 1 UNIVERSITY OF PENNSYLVANIATHE PENN FUND 2929 WALNUT STREET SUITE 300 PHILADELPHIA PA 19104 231352685 501(C)(3) 25000 0 TO ENHANCE THE UNDERGRADUATE EXPERIENCE AT PENN BABY2BABY 5830 W JEFFERSON BLVD LOS ANGELES CA 90016 464503539 501(C)(3) 25000 0 BABY2BABY GALA EVERGREEN SPONSOR 2 0 PART I, LINE 2: ALL GRANTS MADE BY THE ORGANIZATION ARE TO 501(C)(3) ORGANIZATIONS AS DETERMINED BY THE INTERNAL REVENUE SERVICE AND PUBLISHED IN PUBLICATION 78. RECIPIENTS ARE ALL PUBLIC CHARITIES THAT THE ORGANIZATION HAS DONE A CONSIDERABLE AMOUNT OF DUE DILIGENCE REVIEW OF IN ADVANCE OF MAKING THE GRANT. THE ORGANIZATION'S BOARD HAS DETERMINED THAT NO ADDITIONAL POST-GRANT FOLLOW-UP IS NECESSARY AS THEY ARE RELYING ON THE INTERNAL REVENUE SERVICE AND ATTORNEY GENERAL TO OVERSEE THESE GRANTEE ORGANIZATIONS. 0 0 0 0 0 0 0 1 0 HISHAM KHADR PHYSICIAN-SUBURBAN 612005 0 1500 0 0 0 22500 0 33397 0 669402 0 0 0 AHMED NADEEM PHYSICIAN-LMC 578831 0 29350 0 8869 0 30000 0 20597 0 667647 0 0 0 WAJAHAT FAHEEM PHYSICIAN-LMC 552073 0 5000 0 4408 0 27300 0 25823 0 614604 0 0 0 BETHANY WORTMAN PHYSICIAN-LMC 553730 0 0 0 5807 0 22500 0 17747 0 599784 0 0 0 JAMES DALLIS PHYSICIAN-SRMC 491960 0 0 0 2284 0 22500 0 31255 0 547999 0 0 0 MICHAEL R SOUZA CEO-LMC 374711 0 50000 0 11921 0 22500 0 25823 0 484955 0 0 0 GAIL F AVIADO CEO-MHMC 328906 0 102000 0 16723 0 22500 0 5098 0 475227 0 0 0 EM V GARCIA CEO-ENCINO HOSPITAL MED. CENTER 336419 0 50000 0 8851 0 22500 0 8193 0 425963 0 0 0 HAROLD WAY CFO-MHMC 327428 0 25000 0 16393 0 30000 0 26781 0 425602 0 0 0 ELA C LENA CEO-SRMC 320008 0 40000 0 22013 0 14760 0 6660 0 403441 0 0 0 MIRIAM HOGAN DEPUTY GENERAL COUNSEL-SCH 294606 0 20000 0 2691 0 22333 0 12832 0 352462 0 0 0 ROLAND SANTOS CNO-SOH 248239 0 25000 0 10451 0 30000 0 21033 0 334723 0 0 0 STEPHANIE D CONN CEO-COSHOCTON REG. MED. CENTER 241226 0 25000 0 10641 0 22327 0 29610 0 328804 0 0 0 JACQUELINE PESTER-BABCOCK CNO-SCH 229960 0 25000 0 9598 0 30000 0 11469 0 306027 0 0 0 CLAUDIA FOTZEU TOUKAM GME PROGRAM DIRECTOR-SRMC 280868 0 0 0 1466 0 8615 0 6902 0 297851 0 0 0 JONATHAN S GILL CEO-PRMC 232691 0 15000 0 12505 0 11757 0 23626 0 295579 0 0 0 SCOTT BROWN CFO-LMC 213032 0 15000 0 5630 0 29951 0 27123 0 290736 0 0 0 MARGARET M MACEK CNO-LMC 226263 0 20000 0 9084 0 22500 0 11290 0 289137 0 0 0 JANIE HINTON NURSING DIR.-SRMC 195963 0 35184 0 4029 0 22500 0 29192 0 286868 0 0 0 GLENN FORT GME PROGRAM DIRECTOR-LMC 242553 0 4500 0 2758 0 15996 0 8277 0 274084 0 0 0 ANDREW AGUSTIN CNO-LPIH 196125 0 15300 0 2881 0 11740 0 17259 0 243305 0 0 0 DARRA EDWARDS 340B PROGRAM DIRECTOR-SRMC 180323 0 4500 0 4721 0 22500 0 28198 0 240242 0 0 0 GERARD D BREEN CFO-COSHOCTON REG. MED. CENTER 151558 0 49000 0 4744 0 29658 0 1312 0 236272 0 0 0 PATRICIA S CODY CNO-HBH 187732 0 20600 0 6399 0 8432 0 9345 0 232508 0 0 0 ERIC LACHANCE REG. RADIOLOGY/CARDIOLOGY DIR.-LMC 169243 0 15146 0 1796 0 18727 0 25740 0 230652 0 0 0 CHRISTINE M DINAN REG. DIR. OF HR-COSHOCTON REG. MED. 170576 0 20000 0 9284 0 5906 0 16045 0 221811 0 0 0 SHAILY PATEL REG. DATA QUALITY DIR.-SCH 168822 0 20000 0 138 0 22500 0 10216 0 221676 0 0 0 JAMES HAZLETT CNO-SCH 176774 0 8000 0 2751 0 18193 0 8952 0 214670 0 0 0 LISA J JACKSON CNO-COSHOCTON REG. MED. CENTER 147583 0 20000 0 4319 0 17450 0 18854 0 208206 0 0 0 KRIS VIGIL CNO-PRMC 164756 0 10000 0 3505 0 11975 0 11102 0 201338 0 0 0 ROSANNE K MAEHARA NURSING DIR.-LPIH 147749 0 20000 0 2311 0 11146 0 19659 0 200865 0 0 0 KEVIN CARRION DIR. OF HR-SCH 143614 0 7500 0 4036 0 18496 0 22211 0 195857 0 0 0 RAQUEL ROMERO MEDICAL STAFF DIR.-HBH 130950 0 27128 0 7498 0 5076 0 24404 0 195056 0 0 0 JANAYA BEENE-EGGERT CNO-MHMC 155933 0 10000 0 5124 0 22500 0 1126 0 194683 0 0 0 VICTORIA REIS SAVARD NURSING DIR.-LMC 141409 0 12200 0 1611 0 10946 0 25711 0 191877 0 0 0 CHRISTINE EMMANUEL NURSING DIR.-SRMC 159362 0 3491 0 563 0 15503 0 8725 0 187644 0 0 0 PART I, LINE 7 DISCRETIONARY BONUSES ARE DETERMINED PER HOSPITAL AND INDIVIDUAL PERFORMANCE. BONUSES ARE APPROVED IN COLLABORATION BETWEEN REGIONAL CEOS AND CORPORATE EXECUTIVE LEADERSHIP. A PUBLIC FINANCE AUTHORITY 273866124 74442PFU4 2018-01-24 132754226 REFUND BOND DATED 11/16/2016 AND CONSTRUCT/EQUIP HOSPITAL FACILITIES 0 0 0 A 15640000 132754226 9568109 51770396 73303018 497 2021 1 0 1 1 A 0 0 1 1 0 0 0 1 A 0 1 0 0 0 0 0 0 1 A 1 PRIME HEALTHCARE MANAGEMENT II INC SEE PART V 61236148 MANAGEMENT FEES 1 BIO-MED SERVICES INC SEE PART V 14814386 ASSET MANAGEMENT 0 PRIME HEALTHCARE SERVICES - PROVIDENCE LLC SEE PART V 1384397 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES - CENTINELA LLC SEE PART V 3818693 RENTAL INCOME 0 HOSPITAL BUSINESS SERVICES INC SEE PART V 6059517 BUSINESS OFFICE SERVICES 1 DALLAS MEDICAL PHYSICIAN GROUP SEE PART V 45632 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES - GARDEN CITY LLC SEE PART V 944955 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES-LOWER BUCKS LLC SEE PART V 22500 RENTAL INCOME 0 PORT HURON PHYSICIANS MEDICAL GROUP SEE PART V 50490 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES-ROXBOROUGH LLC SEE PART V 333396 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES - GADSDEN LLC SEE PART V 214893 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES-RENO LLC SEE PART V 197395 RENTAL INCOME 0 PART IV, LINES (1), COLUMN (B): ENTITY IS INDIRECTLY OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO INDIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. PART IV, LINES (2), (3), (4), (5), COLUMN (B): ENTITY IS OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO DIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. FORM 990, PART IV, LINE 20B THE AUDITED FINANCIAL STATEMENTS ATTACHED TO THIS RETURN INCLUDE THE FOLLOWING ENTITIES THAT ARE NOT INCLUDED IN THIS RETURN AS THEY ARE SEPARATE ENTITIES FOR TAX PURPOSES AND FILE THEIR OWN TAX RETURNS: - KNAPP MEDICAL CENTER - KNAPP MEDICAL GROUP - MID-VALLEY PHYSICIANS ASSOCIATION, INC - KNAPP MEDICAL CENTER ASC, LLC - SIGNATURE PAMPA MEDICAL GROUP - CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE - CITY HOSPITAL ASSOCIATION - OHIO VALLEY HOME HEALTH SERVICES, INC. - OHIO VALLEY HOME CARE, LLC - LANDMARK PHYSICIAN ASSOCIATES, P.C. - LANDMARK PHYSICIAN SERVICES - MISSION HOSPITAL, INC. - MISSION HOSPITAL FOUNDATION - MISSION DOCTORS GROUP FORM 990, PART VI, SECTION A, LINE 2 DR. KAVITHA BHATIA, ABRAHAM JOEL RICHLIN AND STEVEN ALEMAN HAVE A BUSINESS RELATIONSHIP. FORM 990, PART VI, SECTION A, LINE 3 THE ORGANIZATION IS BEING MANAGED BY PRIME HEALTHCARE MANAGEMENT, INC., AN AFFILIATE OF PRIME HEALTHCARE FOUNDATION, INC. (PHF). THE COMPANY PROVIDES MANAGEMENT AND ADMINISTRATIVE SERVICES TO THE FILING ORGANIZATION AND EACH OF THE HOSPITAL FACILITIES IN THE ORGANIZATION. SERVICES INCLUDE, MANAGEMENT, LEGAL, INFORMATION TECHNOLOGY AND REVENUE CYCLE MANAGEMENT. THE FOLLOWING OFFICERS LISTED ON PART VII ARE EMPLOYED BY THE MANAGEMENT COMPANY TO PROVIDE SERVICES TO A VARIETY OF HOSPITALS ON AN AS-NEEDED BASIS AND RECEIVED THE FOLLOWING AMOUNT OF COMPENSATION FROM THE MANAGEMENT COMPANY FOR SERVICES PROVIDED TO PRIME HEALTHCARE FOUNDATION AND ITS SUBSIDIARIES: KAVITHA BHATIA - $66,540 STEVE ALEMAN - $73,103 ABRAHAM JOEL RICHLIN - $57,093 MADAN REDDY - $30,108 FORM 990, PART VI, SECTION A, LINE 6 DR. PREM REDDY IS THE SOLE MEMBER OF PRIME HEALTHCARE FOUNDATION, INC. FORM 990, PART VI, SECTION A, LINE 7A THE SOLE MEMBER MAY APPOINT UP TO 20% OF THE TOTAL NUMBER OF DIRECTORS. THE REMAINDER OF THE DIRECTORS ARE ELECTED BY THE FOUNDATION'S BOARD OF DIRECTORS. FORM 990, PART VI, SECTION A, LINE 7B CERTAIN GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ITS SOLE MEMBER. FORM 990, PART VI, SECTION B, LINE 11B THE FORM 990 IS PREPARED BY AN INDEPENDENT TAX PREPARER, IN CONJUNCTION WITH THE ORGANIZATION'S FINANCE AND ACCOUNTING STAFF. THE FORM 990 IS THEN REVIEWED BY OUTSIDE COUNSEL AND CFO PRIOR TO FILING WITH THE INTERNAL REVENUE SERVICE. THE RETURNS ARE PROVIDED TO THE BOARD FOR THEIR REVIEW CONTEMPORANEOUSLY WITH THEIR FILING. FORM 990, PART VI, SECTION B, LINE 12C THE CONFLICT OF INTEREST POLICY IS MONITORED BY THE REVIEW OF QUESTIONNAIRES THAT ARE COMPLETED ANNUALY. FORM 990, PART VI, SECTION B, LINE 15 THE CEO OF PRIME HEALTHCARE FOUNDATION, INC. ("PHF") IS NOT COMPENSATED BY PHF. THE CORPORATION'S HUMAN RESOURCES DEPARTMENT TAKES INTO ACCOUNT EACH PERSON'S EXPERIENCE, EDUCATION, BACKGROUND, AND OTHER RELEVANT FACTORS, SUCH AS COMPARABLE MARKET SALARIES FOR THE RELEVANT POSITION, IN DETERMINING THAT PERSON'S COMPENSATION. FORM 990, PART VI, SECTION C, LINE 19 GOVERNING DOCUMENTS ARE AVAILABLE UPON REQUEST. FORM 990, PART IX, LINE 11G CONTRACT LABOR OVERHEAD DEPTS: PROGRAM SERVICE EXPENSES 384,714. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 384,714. OTH CLINICAL REG/TEMP HELP: PROGRAM SERVICE EXPENSES 1,224,929. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,224,929. PHYSICIAN ON-CALL MED FEES: PROGRAM SERVICE EXPENSES 9,620,899. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 9,620,899. MEDICAL DIRECTOR FEES: PROGRAM SERVICE EXPENSES 4,398,208. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 4,398,208. UNFUNDED PHYS MED FEES: PROGRAM SERVICE EXPENSES 16,964. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 16,964. CONSULT & MGMT FEES: PROGRAM SERVICE EXPENSES 1,763,499. MANAGEMENT AND GENERAL EXPENSES 378,789. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,142,288. OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 23,249,397. MANAGEMENT AND GENERAL EXPENSES 437,730. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 23,687,127. MEDICAL PURCHASED SERVICES: PROGRAM SERVICE EXPENSES 10,162,645. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 10,162,645. COLLECTION SVCS: PROGRAM SERVICE EXPENSES 2,652,300. MANAGEMENT AND GENERAL EXPENSES 880. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,653,180. OTH PURCH SVCS: PROGRAM SERVICE EXPENSES 28,432,396. MANAGEMENT AND GENERAL EXPENSES 40,741. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 28,473,137. OTH PURCH SVCS BIO-MED: PROGRAM SERVICE EXPENSES 10,631,251. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 10,631,251. OTHER PURCHASED SERVICES BUSINESS OFFICE: PROGRAM SERVICE EXPENSES 3,667,224. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 3,667,224. OTHER PURCH SVCS INFO TECH: PROGRAM SERVICE EXPENSES 715,678. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 715,678. OTHER PURCH SVCS IT SECURITY: PROGRAM SERVICE EXPENSES 66,132. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 66,132. OTHER PURCH SVCS TELECOMM: PROGRAM SERVICE EXPENSES -10,732. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES -10,732. SOFTWARE SUBSCRIPTIONS INFO TECH: PROGRAM SERVICE EXPENSES 1,252,203. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,252,203. OTH PURCH SVCS ENGINEERING: PROGRAM SERVICE EXPENSES 230,836. MANAGEMENT AND GENERAL EXPENSES 0. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 230,836. 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