2025-11-17T09:37:13-06:00 2024-12-31 721088864 LAPORTE APAC 111 VETERANS MEMORIAL BLVD 600 METAIRIE LA 700054958 990 2024-01-01 943480131 LOUISIANA CHILDREN'S MEDICAL CENTER LOUI 5048962847 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 JOANN KUNKEL CHIEF FINANCIAL OFFICER 5048962847 2025-11-17 1 0 JOHN S WILES CPA P01222673 5048355522 2025-11-17 2024 2025-03-06 01:10:19Z LCMC HEALTH GREGORY C FEIRN 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 1635655698 0 X WWW.LCMCHEALTH.ORG X 2009 LA HEALTH, CARE, AND EDUCATION BEYOND EXTRAORDINARY. THE PRIMARY PURPOSE OF (CONT'D ON SCHEDULE O) LCMC IS TO CREATE, MAINTAIN, AND GROW HEALTH CARE SERVICES CONSISTENT WITH ITS OPERATION OF WEST JEFFERSON MEDICAL CENTER, UNIVERSITY HEALTHCARE SYSTEM AND THE CHARITABLE MISSION OF THE LCMC AFFILIATES. LCMC PROVIDES SUPPORT AND MANAGEMENT SERVICES TO THE SYSTEM ENTITIES SO THAT THE ENTITIES IN TURN CAN FOCUS THEIR EFFORTS ON CARRYING OUT THEIR EXEMPT PURPOSES. 29 27 17964 197 1801001 71634 15090610 19255115 1516681474 1575511489 4112817 3663810 90159329 37225284 1626044230 1635655698 3075000 1432146 0 0 575186400 659102349 0 0 468792 1111156216 1046288313 1689417616 1706822808 -63373386 -71167110 4001304052 4317318445 2253383529 2551174053 1747920523 1766144392 X SEE SCHEDULE O 0 0 62244598 1432146 163266757 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) IS A LOUISIANA NON-STOCK NOT-FOR-PROFIT CORPORATION THAT WAS INCORPORATED IN 2009, WITH ITS FOUNDING MEMBER BEING CHILDREN'S HOSPITAL (CHILDREN'S). THROUGH A HEALTH CARE SYSTEM AGREEMENT (SYSTEM AGREEMENT) BETWEEN LCMC, CHILDREN'S, TOURO INFIRMARY AND ITS SUBSIDIARIES (TOURO), UNIVERSITY HEALTHCARE SYSTEM L.C. (EJGH AND TULANE) AND COOPERATIVE ENDEAVOR AGREEMENTS (CEAS) WITH UNIVERSITY MEDICAL CENTER MANAGEMENT CORPORATION (UMCMC) AND WEST JEFFERSON HOLDINGS, LLC (WEST JEFFERSON), THESE PARTIES HAVE DETERMINED THAT TOGETHER THEY CAN PROVIDE A MULTI-HOSPITAL, NOT-FOR-PROFIT COMMUNITY-BASED, SYSTEM THAT WILL PROVIDE A CONTINUUM OF CARE TO THE FAMILIES OF THE GULF SOUTH REGION. LCMC, CHILDREN'S, TOURO, UMCMC, EJGH AND WEST (CONTINUED ON SCHEDULE O) JEFFERSON ARE HEREINAFTER COLLECTIVELY REFERRED TO AS THE SYSTEM. LCMC FUNCTIONS AS THE SYSTEM PARENT WITH RESERVE POWERS TO BE EXERCISED TO PROMOTE THE BEST INTERESTS OF THE SYSTEM AND ITS AFFILIATES. ALL CORPORATE POWERS OF THE SYSTEM ARE VESTED IN THE BOARD OF TRUSTEES OF LCMC. CHILDREN'S PROVIDES COMPREHENSIVE PEDIATRIC HEALTHCARE THAT MEETS THE SPECIAL NEEDS OF CHILDREN THROUGH EXCELLENCE AND CONTINUOUS IMPROVEMENT OF PATIENT CARE, EDUCATION, AND RESEARCH. TOURO SERVES THE GREATER NEW ORLEANS COMMUNITY AS A PREMIER, DIVERSE, MULTI-SPECIALTY HOSPITAL, CARING FOR THE SICK REGARDLESS OF RACE, COLOR, CREED, RELIGIOUS AFFILIATION, OR ABILITY TO PAY. UMCMC OPERATES UNIVERSITY MEDICAL CENTER IN NEW ORLEANS (UMC). UMCMC IS A PROVIDER OF CHARITY CARE FOR THE UNINSURED AND PLAYS A VITAL ROLE AS A STATEWIDE REFERRAL CENTER FOR PATIENTS IN NEED OF TERTIARY CARE. UMCMC ALSO PROVIDES MEDICAL AND ALLIED HEALTH TRAINING THROUGH ITS AFFILIATION WITH ACADEMIC INSTITUTIONS TO STRENGTHEN AND ENHANCE OPPORTUNITIES TO ACHIEVE THE STATE'S MEDICAL EDUCATION, CLINICAL CARE, AND RESEARCH GOALS.IN TAX YEAR 2024, LCMC AND ITS AFFILIATES PROVIDED TOTAL COMMUNITY BENEFIT EXPENSE OF $1,254 MILLION. THIS AMOUNT REPRESENTED 36% OF THE AFFILIATES COMBINED TOTAL EXPENSE. LCMC AND ITS AFFILIATES PROVIDES SERVICES TO MANY LOW-INCOME RESIDENTS OF THE GREATER NEW ORLEANS AREA. IN 2024, $876 MILLION IN EXPENSE (25% OF THE AFFILIATES COMBINED TOTAL EXPENSE) WAS INCURRED IN PROVIDING SERVICES FOR MEDICAID RECIPIENTS AND IN PROVIDING FINANCIAL ASSISTANCE. TOURO, CHILDREN'S, AND OTHER HEALTH CARE PROVIDERS IN LOUISIANA HAVE COLLABORATED WITH THE STATE AND UNITS OF LOCAL GOVERNMENT IN LOUISIANA, TO MORE FULLY FUND THE MEDICAID PROGRAM AND ENSURE THE AVAILABILITY OF QUALITY HEALTHCARE SERVICES FOR THE LOW INCOME AND NEEDY RESIDENTS IN THE COMMUNITY POPULATION. THE PROVISION FOR THIS CHARITY CARE DIRECTLY TO LOW INCOME AND NEEDY PATIENTS WILL RESULT IN THE ALLEVIATION OF THE EXPENSE OF PUBLIC FUNDS THE GOVERNMENTAL ENTITIES PREVIOUSLY EXPENDED ON SUCH CARE, THEREBY ALLOWING THE GOVERNMENTAL ENTITIES TO INCREASE SUPPORT FOR THE STATE MEDICAID PROGRAM UP TO THE FEDERAL MEDICAID UPPER PAYMENT LIMITS (UPL). EACH STATE'S METHODOLOGY MUST COMPLY WITH ITS STATE PLAN AND BE APPROVED BY THE CENTERS FOR MEDICARE & MEDICAID SERVICES (CMS). FEDERAL MATCHING FUNDS ARE NOT AVAILABLE FOR MEDICAID PAYMENTS THAT EXCEED UPLS. IN TAX YEAR 2024, THE SYSTEM RECEIVED UPL PAYMENTS OF APPROXIMATELY $508.2 MILLION, WHICH ARE INCLUDED IN DIRECT OFFSETTING REVENUE ON PART I, LINE 7B IN SCHEDULE H OF THE RESPECTIVE HOSPITAL'S 990S. 1139618316 1441725242 THE SYSTEM PROVIDES INPATIENT, OUTPATIENT, EMERGENCY AND CRITICAL CARE, HOME HEALTH, AND REHABILITATION SERVICES. THE SYSTEM HAS A TOTAL OF 989 LICENSED PATIENT BEDS. THE SYSTEM TREATED 35,441 INPATIENTS AND HAD 169,624 OUTPATIENT VISITS DURING 2024. THERE WERE 25,860 SURGERIES (INPATIENT, OUTPATIENT, AND AMBULATORY SURGERY CENTER), 152,350 EMERGENCY DEPARTMENT VISITS AND 4,033 BABIES DELIVERED. THE SYSTEM HAD 376,196 PRIMARY CARE AND SPECIALTY CLINIC VISTS IN 2024. 1383509 67669 COMMUNITY HEALTH SERVICES AND COMMUNITY BENEFIT OPERATIONS PROVIDE FREE HEALTH EDUCATION PROGRAMS AND SCREENINGS TO THE COMMUNITY. THESE PROGRAMS ARE DESIGNED TO FOCUS ON SOME OF THE MOST PREVALENT DISEASES WITHIN THE COMMUNITY, SUCH AS DIABETES, HEART DISEASE AND CANCER. THESE PROGRAMS ADDRESS PREVENTION, EARLY DETECTION, TREATMENT AND MAINTAINING HEALTHY LIFESTYLES. 1203246423 1 1 0 1 0 0 0 0 0 0 1 0 1 0 1 1 0 1 0 0 0 0 0 0 0 0 1 1 1 0 1 1 0 0 0 0 0 1 0 1 0 0 0 0 0 0 1 1 1 1 0 0 1 1201 0 1 17964 1 1 1 0 0 0 0 0 0 0 0 0 1 0 X 29 27 0 0 0 0 0 0 0 1 1 0 0 1 1 1 1 1 1 1 1 1 0 X THE ORGANIZATION 5048962847 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 DR WESLEY BRYAN EX-OFFICIO 1.00 40.00 X 705940 0 32899 DR PATRICK GREIFFENSTEIN EX-OFFICIO 1.00 X 0 0 0 DR PAUL DU TREIL EX-OFFICIO 1.00 X 0 0 0 PINKI PRASAD MD EX-OFFICIO 1.00 X 0 0 0 LEON J TREY REYMOND III EX-OFFICIO, PAST CHAIR 1.00 X X 0 0 0 BOYSIE BOLLINGER EX-OFFICIO 1.00 X 0 0 0 DAN FOLEY EX-OFFICIO 1.00 X 0 0 0 CINDY HOWSON WEINMANN BOARD SECRETARY/TREASURER 1.00 X X 0 0 0 JULIE LIVAUDAIS GEORGE BOARD MEMBER 1.00 X 0 0 0 KIM BOYLE BOARD MEMBER 1.00 X 0 0 0 SHARONDA WILLIAMS BOARD MEMBER 1.00 X 0 0 0 MONICA R SYLVAIN PHD BOARD MEMBER 1.00 X 0 0 0 TERESA LAWRENCE BOARD MEMBER 1.00 X 0 0 0 ALDEN MCDONALD BOARD MEMBER 1.00 X 0 0 0 DR LEE HAMM BOARD MEMBER 1.00 X 0 0 0 DOTTIE REESE BOARD MEMBER 1.00 X 0 0 0 A WHITFIELD HUGULEY IV BOARD MEMBER 1.00 X 0 0 0 STEPHEN HALES MD BOARD VICE CHAIR 1.00 X X 0 0 0 FRANK DIVENCENTI MD BOARD MEMBER 1.00 X 0 0 0 ELWOOD F CAHILL JR BOARD MEMBER 1.00 X 0 0 0 CHIP CAHILL EX-OFFICIO 1.00 X 0 0 0 RALPH O BRENNAN BOARD MEMBER 1.00 X 0 0 0 MIKE FITTS BOARD MEMBER 1.00 X 0 0 0 PATRICK NORTON BOARD MEMBER 1.00 X 0 0 0 KATIE ANDRY CROSBY BOARD MEMBER 1.00 X 0 0 0 THEODORE TED LE CLERCQ BOARD CHAIRMAN 1.00 X X 0 0 0 RUTH KULLMAN EX-OFFICIO, PAST CHAIR 1.00 X X 0 0 0 JOHN HEATON MD PRESIDENT OF CLIN. AND SYSTEMS 53.00 2.00 X X 1265573 0 222196 GREGORY C FEIRN PRESIDENT AND CEO 52.00 3.00 X X 2780273 0 954935 MAURICE LAGARDE CHIEF OPERATING OFFICER 55.00 X 1261573 0 252731 JOHN NICKENS PRESIDENT OF HOSPITAL SERVICES 30.00 25.00 X 2074968 0 454561 JOANN KUNKEL CHIEF FINANCIAL OFFICER 53.00 2.00 X 1291127 0 331379 BENJAMIN RICHAUD CEO - LAKEVIEW HOSPITAL 55.00 X 583225 0 24517 TOM PATRIAS CEO - TULANE UNIVERSITY MEDICAL 55.00 X 475133 0 31870 ROBERT CALHOUN CEO - WEST JEFFERSON HOLDINGS 54.00 1.00 X 707576 0 31987 JODY MARTIN SVP CHIEF LEGAL OFFICER 55.00 X 772495 0 208907 GREGORY NIELSEN CEO -EJGH 55.00 X 815870 0 198654 RAVI KANAGALA PHYSICIAN 50.00 X 1045050 0 32919 RUSSELL RUSSO PHYSICIAN 50.00 X 967085 0 34266 ALA MOHSEN PHYSICIAN 50.00 X 1044185 0 31303 LANE WEHRLY PHYSICIAN 50.00 X 1191634 0 34836 ABHINAV SAXENA PHYSICIAN 50.00 X 907870 0 22549 17889577 0 2900509 1329 0 1 0 THE LEMOINE COMPANY 300 LAFAYETTE ST 100 NEW ORLEANS LA 70130 CONSTRUCTION 38935460 THE ADMINISTRATORS OF THE TULANE EDUCATI 800 E COMMERCE RD SUITE 203 HARAHAN LA 70123 PROFESSIONAL FEES 38477828 ARAMARK SERVICES PO BOX 978839 DALLAS TX 75397 CONTRACTED SERVICES-DIETARY & EVS 19785441 EPIC SYSTEMS CORPORATION 1979 MILKY WAY VERONA WI 53593 INFORMATION TECHNOLOGY SERVICES 16719336 TRIMEDX 5451 LAKEVIEW PKWY DR S INDIANAPOLIS IN 46268 INFORMATION TECHNOLOGY SERVICES 15064312 401 4234525 14652254 368336 19255115 PATIENT SERVICES 621110 1318184207 1318184207 LCMC MANAGEMENT FEE 561000 137994735 137994735 PHARMACY AND 340B REVENUE 621110 112150267 112150267 POPULATION HEALTH 621110 7182280 7182280 1575511489 3614377 135152 3479225 17589839 0 17589839 17589839 17589839 49433 0 49433 49433 49433 LCMC OTHER REVENUE 621110 11540882 11540882 CAFETERIA INCOME 722514 6011256 6011256 FITNESS CENTER 713940 1665849 1665849 417458 417458 19635445 1635655698 1605059668 1801001 9539914 X 1432146 1432146 12332961 12332961 568208796 422924892 145283904 13965727 9463474 4502253 28731624 19015906 9715718 35863241 26062277 9800964 3127818 19099 3108719 6718758 962593 5756165 160777 160777 272427978 201242160 71185818 2600079 33317 2566762 17640759 16353855 1285791 1113 57582007 2174963 55407044 80641798 30300878 50121892 219028 1651045 1084483 565811 751 595739 398181 145512 52046 31727013 59193 31667820 70502 68892 1610 83603450 40251664 43351786 11508008 2670620 8837388 MEDICAL & DIETARY FOOD 398110700 384622337 13394207 94156 COMMUNITY SUPPORT EXPEN 38878717 38878717 PERMITS,LICENSES, & TAX 27034621 1892215 25142406 ALL OTHER EXPENSES 9574490 2543952 6971832 58706 2634054 790609 1800453 42992 1706822808 1203246423 503107593 468792 144826470 132519176 339838841 361036872 6295817 9679468 544968127 740956314 42299936 41826851 190516561 191907917 1097407775 345036801 709289596 752370974 1869134913 1944552645 79355745 79355745 74778046 63112483 4001304052 4317318445 218251744 219133890 98683071 17127312 723127663 771527172 350704900 200950370 862616151 1342435309 2253383529 2551174053 X 1747812522 1766056891 108001 87501 1747920523 1766144392 4001304052 4317318445 X -71167110 -64985 -20500 89476464 X X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 958140 958140 1705864668 1706822808 1000000 250000 0 0 1000000 1000000 1000000 1000000 4000000 6000000 450491 639085 930693 958140 2978409 250000 250000 250000 250000 1000000 1500000 51178099 51178099 457279607 72884672 384394935 20730910 4582997 16147913 223819803 92761765 131058038 344399356 174807367 169591989 752370974 OTHER INVESTMENTS 1709543 C INVESTMENTS IN JOINT VENTURES 283938 C INVESTMENTS IN SUBSIDIARIES 1941100943 C INVESTMENT IN PREMIER CLASS A 1458221 F 1944552645 EMPLOYEE BENEFITS 24994165 LT LIABILITY 98966670 CURRENT LIABILITIES 16788026 SELF-INSURANCE RESERVES 23361640 DUE TO/FROM RELATED ENTITIES 1129979471 LT LIABILITY - LEASES 48345337 1342435309 X PART X, LINE 2: ACCOUNTING PRINCIPLES GENERALLY ACCEPTED IN THE UNITED STATES OF AMERICA PROVIDE ACCOUNTING AND DISCLOSURE GUIDANCE ABOUT POSITIONS TAKEN BY AN ENTITY IN ITS TAX RETURNS THAT MIGHT BE UNCERTAIN. PENALTIES AND INTEREST ASSESSED BY INCOME TAXING AUTHORITIES, IF ANY, WOULD BE INCLUDED IN INCOME TAX EXPENSE. THE SYSTEM BELIEVES THAT IT HAS APPROPRIATE SUPPORT FOR ANY TAX POSITIONS TAKEN, AND THERE ARE NO UNCERTAIN TAX POSITIONS THAT ARE MATERIAL TO THE CONSOLIDATED FINANCIAL STATEMENTS. 1 1 X 1 X 250.000000000000 1 X 1 1 0 0 35557760 35557760 0.02080 262526086 301115193 0 0.00000 298083846 301115193 35557760 0.02080 34666730 26943157 7723573 0.00450 174223 174223 0.00010 30723955 30723955 0.01800 65564908 26943157 38621751 0.02260 363648754 328058350 74179511 0.04340 1 21695197 123123611 202106291 -78982680 X 1 1 1 WEST JEFFERSON INDUSTRIAL MEDICINE LLC PHYSICIAN PRACTICE 0.50000 0.50000 2 WEST JEFFERSON MRI LLC OUTPATIENT IMAGING FACILITY 0.50000 0.50000 4 GULF SOUTH QUALITY NETWORK LLC HOLDS PHYSICIAN PRACTICES 0.50000 0.50000 2 1 WEST JEFFERSON MEDICAL CENTER 1101 MEDICAL CENTER BLVD MARRERO LA 70072 WWW.WJMC.ORG 1982090742 X X X 2 UNIVERSITY HEALTHCARE SYSTEM 4200 HOUMA BLVD METAIRIE LA 70006 WWW.EJGH.ORG 2203785741 X X X X WEST JEFFERSON MEDICAL CENTER 1 0 0 1 X X X X X X X X X 24 1 1 0 1 X HTTPS://WWW.LCMCHEALTH.ORG/WEST-JEFFERSON-MEDICAL-CENTER/ABOUT-US/COMMUNITY X 1 24 0 1 0 1 X 250.000000000000 400.000000000000 X X X X X X X 1 1 X X X 1 X HTTPS://WWW.LCMCHEALTH.ORG/WEST-JEFFERSON-MEDICAL-CENTER/PATIENTS-VISITORS/ X HTTPS://WWW.LCMCHEALTH.ORG/WEST-JEFFERSON-MEDICAL-CENTER/PATIENTS-VISITORS/ X HTTPS://WWW.LCMCHEALTH.ORG/WEST-JEFFERSON-MEDICAL-CENTER/PATIENTS-VISITORS/ X X X X X X 1 X 0 X X X X 1 X 0 0 UNIVERSITY HEALTHCARE SYSTEM 2 0 1 1 X X X X X X X X X 24 1 1 0 1 X HTTPS://WWW.LCMCHEALTH.ORG/EAST-JEFFERSON-GENERAL-HOSPITAL/ABOUT-US/COMMUNI X 1 24 0 1 0 1 X 200.000000000000 400.000000000000 X X X X X X X 1 1 X X X 1 X HTTPS://WWW.LCMCHEALTH.ORG/EAST-JEFFERSON-GENERAL-HOSPITAL/PATIENTS-VISITOR X HTTPS://WWW.LCMCHEALTH.ORG/EAST-JEFFERSON-GENERAL-HOSPITAL/PATIENTS-VISITOR X HTTPS://WWW.LCMCHEALTH.ORG/EAST-JEFFERSON-GENERAL-HOSPITAL/PATIENTS-VISITOR X X X X X X 1 X 0 X X X X 1 X 0 0 UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 2: IN 2023, LCMC PURCHASED UNIVERSITY HEALTHCARE SYSTEM, L.C. (UHS) TO FACILITATE THE PURCHASE OF UNIVERSITY HEALTHCARE SYSTEM WHICH INCLUDES TULANE MEDICAL CENTER, LAKESIDE HOSPITAL, AND LAKEVIEW HOSPITAL. SIMULTANEOUSLY ON JANUARY 1, 2023, LCMC HEALTH HOLDINGS, LLC D/B/A EAST JEFFERSON GENERAL HOSPITAL MERGED INTO UNIVERSITY HEALTHCARE SYSTEM, L.C. WEST JEFFERSON MEDICAL CENTER PART V, SECTION B, LINE 5: DATA COLLECTION AND ANALYSISLPHI UTILIZED MIXED METHODS TO UNDERSTAND AND DOCUMENT COMMUNITY FEEDBACK AND PERSPECTIVES BY TRIANGULATING PRIMARY QUALITATIVE DATA FROM INTERVIEWS AND FOCUS GROUPS, SECONDARY QUANTITATIVE DATA FROM EXISTING DATA SOURCES, AND ADDITIONAL QUANTITATIVE AND QUALITATIVE DATA COLLECTED THROUGH AN ONLINE COMMUNITY SURVEY. ALL DATA COLLECTION AND ENGAGEMENT EFFORTS OCCURRED DURING SEPTEMBER TO NOVEMBER 2024.HEALTH EQUITY WAS CENTRAL TO BOTH THE DATA COLLECTION AND ANALYSIS PROCESSES. SECONDARY DATA WERE ANALYZED BY RACE WHENEVER POSSIBLE. PRIMARY DATA COLLECTION FOCUSED ON GATHERING VOICES OF POPULATIONS OF INTEREST FOR HOSPITALS INCLUDING AGING AND NON-ENGLISH SPEAKING. FINDINGS FROM THESE COMMUNITIES WERE INCORPORATED THROUGHOUT THE CHNA. SECONDARY DATASECONDARY DATA FROM NATIONAL AND STATEWIDE DATABASES, SUCH AS AMERICAN COMMUNITY SURVEY (ACS) AND BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEM (BRFSS), WERE COMPILED AND ANALYZED TO IDENTIFY KEY CONCERNS IN THE GNO AREA AND SUPPLEMENT FINDINGS FROM PRIMARY DATA SOURCES. THE INDICATOR LIST FOR SECONDARY DATA WAS DEVELOPED TO ALIGN WITH THE COUNTY HEALTH RANKINGS INDICATOR MODEL. DATA WERE EXTRACTED AT THE PARISH-LEVEL AND LOUISIANA AVERAGES WERE USED AS A BASELINE FOR COMPARISON. ADDITIONALLY, DATA WAS DISAGGREGATED BY RACE/ETHNICITY WHERE POSSIBLE. A FULL LIST OF DATA INDICATORS AND SOURCES CAN BE FOUND IN THE CHNA'S APPENDIX G: SECONDARY DATA SOURCES. COMMUNITY SURVEYBETWEEN SEPTEMBER TO NOVEMBER 2024, MHCNO PARTNER HOSPITALS, LPHI, AND THE LOUISIANA DEPARTMENT OF HEALTH (LDH) DISTRIBUTED AN ONLINE SURVEY THROUGH THEIR NETWORKS TO COMMUNITY MEMBERS RESIDING IN SOUTHEAST LOUISIANA. THE SURVEY WAS AVAILABLE IN ENGLISH, SPANISH, AND VIETNAMESE AND DISTRIBUTED IN ALL THREE LANGUAGES VIA EMAIL, SOCIAL MEDIA, AND RADIO. HOSPITAL FACILITIES FOCUSED ON DISTRIBUTING THE SURVEY TO THEIR PATIENTS THROUGH SOCIAL MEDIA AS WELL AS THROUGH CLINICS AND WAITING AREAS. LPHI AND LDH DISTRIBUTED THE TOOL THROUGH VIRTUAL NETWORKS SERVING THE GNO AREA. THE SURVEY WAS CONDUCTED IN COLLABORATION WITH THE LDHS STATEWIDE HEALTH ASSESSMENT SURVEY, WHICH TOOK PLACE SIMULTANEOUSLY, TO BOOST RESPONSE RATES AND REDUCE SURVEY FATIGUE. THE SURVEY TOOL WAS GROUNDED IN HEALTH EQUITY AND INFORMED BY EVIDENCE-BASED MATERIALS (SUCH AS PREVENTION INSTITUTES MEASURING WHAT WORKS TO ACHIEVE HEALTH EQUITY: METRICS FOR THE DETERMINANTS OF HEALTH). IT INCLUDED QUESTIONS DESIGNED TO MEASURE RESPONDENT'S PERCEPTIONS OF DETERMINANTS OF HEALTH, HEALTH BEHAVIORS AND EXPOSURES, AND HEALTH OUTCOMES, AS WELL AS OPEN-ENDED QUESTIONS ON LOCAL ASSETS AND RECOMMENDATIONS TO IMPROVE COMMUNITY HEALTH. ALL SURVEY RESPONSES FROM PARISHES SERVED BY MHCNO HOSPITALS WERE COMPILED FOR ANALYSIS IN STATA. AS SURVEY RESPONSES WERE COLLECTED VIA CONVENIENCE SAMPLING, THESE FINDINGS MAY NOT BE GENERALIZABLE TO THE ENTIRE COMMUNITY AND SHOULD BE INTERPRETED IN CONCERT WITH QUALITATIVE AND SECONDARY DATA FINDINGS. DEMOGRAPHIC INFORMATION OF SURVEY RESPONDENTS AS WELL AS A SUMMARY OF RESPONSES TO SURVEY QUESTIONS CAN BE FOUND IN THE CHNA'S APPENDIX E: ADDITIONAL SURVEY DATA.FOCUS GROUPSLPHI FACILITATED FOCUS GROUPS WITH PARTICIPANTS FROM ORLEANS, JEFFERSON, ST. JOHN THE BAPTIST, ST. CHARLES, AND ST. BERNARD PARISHES. FOCUS GROUP PARTICIPANTS INCLUDED PARENTS, MEMBERS OF SPANISH SPEAKING COMMUNITIES, RURAL COMMUNITY MEMBERS, OLDER ADULTS, MENTAL HEALTH AND SUBSTANCE USE PROVIDERS, AND DISABILITY ADVOCATES. FOCUS GROUP DISCUSSIONS ADDRESSED THE HEALTH CONCERNS OF THE COMMUNITY, RESOURCES, AND ASSETS OF THE COMMUNITY, HOW PEOPLE CHOOSE/ACCESS PROVIDERS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. INCENTIVES WERE PROVIDED TO THOSE THAT WERE ELIGIBLE AS A TOKEN FOR THEIR TIME. ALL TRANSCRIPTIONS WERE UPLOADED INTO DEDOOSE, CODED, AND ANALYZED.KEY STAKEHOLDER INTERVIEWSTWENTY INTERVIEWS WERE CONDUCTED WITH KEY STAKEHOLDERS ACROSS THE GNO AREA. MOST KEY STAKEHOLDERS WERE RECOMMENDED BY PARTICIPATING HOSPITALS. QUALITATIVE FINDINGS IN THIS REPORT DO NOT INCLUDE INPUT FROM ST. TAMMANY PARISH PARTICIPANTS, AS THOSE ARE MORE PERTINENT TO HOSPITALS SERVING PREDOMINANTLY THE NORTHSHORE COMMUNITY. INTERVIEWEES INCLUDED:- PUBLIC HEALTH AND HEALTH DEPARTMENT LEADERS- LEADERS AND/OR MEMBERS OF MEDICALLY UNDERSERVED, LOW INCOME, AND/OR MINORITY COMMUNITIES - LEADERS AND SERVICE PROVIDERS FROM LOCAL COMMUNITY-FOCUSED ORGANIZATIONS SUCH AS FOOD BANKS, CBOS, SCHOOLS, HUMAN SERVICE AUTHORITIES, NEIGHBORHOOD ASSOCIATIONS, UNIVERSITIES, ADVOCACY GROUPS, ETC.INTERVIEWS FOCUSED ON HEALTH CONCERNS WITHIN THE COMMUNITY, COMMUNITY RESOURCES AND ASSETS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. MONETARY INCENTIVES WERE PROVIDED TO ELIGIBLE PARTICIPANTS FOR THEIR TIME AND INPUT. TRANSCRIPTS WERE LOADED INTO DEDOOSE AND CODED BASED ON KEY THEMES. A THEMATIC ANALYSIS WAS THEN CONDUCTED TO SYNTHESIZE FINDINGS.QUALITATIVE PARTICIPANTS FROM THE GNO COMMUNITYBY USING THESE PRIMARY DATA COLLECTION AND ANALYSIS METHODS, THE HOSPITAL FACILITIES AND LPHI TEAM CONDUCTED OUTREACH THROUGH VIRTUAL PLATFORMS TO SOLICIT INPUT FROM PERSONS REPRESENTING BROAD INTERESTS OF THE GNO COMMUNITY. GNO AREA ORGANIZATIONS PARTICIPATING IN INTERVIEWS AND FOCUS GROUPS INCLUDED, BUT NOT LIMITED TO:VOLUNTEERS OF AMERICA (VOA) SOUTHEAST LOUISIANA, BRIDGE HOUSE/ GRACE HOUSE, COMMUNITY CENTER OF ST. BERNARD, SECOND HARVEST FOOD BANK, SON OF A SAINT, DEPAUL COMMUNITY HEALTH CENTERS, SOUTHEAST LOUISIANA LEGAL SERVICES, NEW ORLEANS FAMILY JUSTICE CENTER, JEFFERSON PARISH HUMAN SERVICES, FIRST 72+, NEW ORLEANS RECREATION DEVELOPMENT (NORD) COMMISSION, ST. JOHN THE BAPTIST PARISH, LA VOZ DE LA COMUNIDAD, NOLA PRIDE CENTER, UNITED WAY OF SOUTHEAST LOUISIANA, GROW DAT YOUTH FARM, CRESCENT CARE, BELOW SEA LEVEL AID, BLUEPRINT FOR PROSPERITY PROGRAM, CAROLYN PARK ATTENDEES, COVENANT HOUSE, EDGARD LIBRARY, ZULU SOCIAL AID & PLEASURE CLUB, TULANE UNIVERSITY SCHOOL OF MEDICINE, LOUISIANA HEALTH SERVICES CENTER NEW ORLEANS, HISPANIC CHAMBER OF COMMERCE FOR LOUISIANA, JEFFERSON PARISH ADMINISTRATIVE OFFICIALS, JEFFERSON PARISH PRESIDENT'S OFFICE, LOUISIANA CHAPTER, AMERICAN ACADEMY OF PEDIATRICS, LOUISIANA DEPARTMENT OF HEALTH, NAMI SOUTHEAST LOUISIANA, NEW HOME MINISTRIES, NEW ORLEANS HEALTH DEPARTMENT, NUNEZ COMMUNITY COLLEGE, ST. JOHN KIWANIS CLUB, UNITED WAY OF ST. CHARLES, ST. JAMES, AND ST. JOHN, AN VOLUNTEER WITH CANCER ALLEY FENCLINE COMMUNITY ORGANIZATIONS. UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 5: UNIVERSITY HEALTHCARE SYSTEM (SOUTHSHORE)DATA COLLECTION AND ANALYSISLPHI UTILIZED MIXED METHODS TO UNDERSTAND AND DOCUMENT COMMUNITY FEEDBACK AND PERSPECTIVES BY TRIANGULATING PRIMARY QUALITATIVE DATA FROM INTERVIEWS AND FOCUS GROUPS, SECONDARY QUANTITATIVE DATA FROM EXISTING DATA SOURCES, AND ADDITIONAL QUANTITATIVE AND QUALITATIVE DATA COLLECTED THROUGH AN ONLINE COMMUNITY SURVEY. ALL DATA COLLECTION AND ENGAGEMENT EFFORTS OCCURRED DURING SEPTEMBER TO NOVEMBER 2024.HEALTH EQUITY WAS CENTRAL TO BOTH THE DATA COLLECTION AND ANALYSIS PROCESSES. SECONDARY DATA WERE ANALYZED BY RACE WHENEVER POSSIBLE. PRIMARY DATA COLLECTION FOCUSED ON GATHERING VOICES OF POPULATIONS OF INTEREST FOR HOSPITALS INCLUDING AGING AND NON-ENGLISH SPEAKING. FINDINGS FROM THESE COMMUNITIES WERE INCORPORATED THROUGHOUT THE CHNA.SECONDARY DATASECONDARY DATA FROM NATIONAL AND STATEWIDE DATABASES, SUCH AS AMERICAN COMMUNITY SURVEY (ACS) AND BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEM (BRFSS), WERE COMPILED AND ANALYZED TO IDENTIFY KEY CONCERNS IN THE GNO AREA AND SUPPLEMENT FINDINGS FROM PRIMARY DATA SOURCES. THE INDICATOR LIST FOR SECONDARY DATA WAS DEVELOPED TO ALIGN WITH THE COUNTY HEALTH RANKINGS INDICATOR MODEL. DATA WERE EXTRACTED AT THE PARISH-LEVEL AND LOUISIANA AVERAGES WERE USED AS A BASELINE FOR COMPARISON. ADDITIONALLY, DATA WAS DISAGGREGATED BY RACE/ETHNICITY WHERE POSSIBLE. A FULL LIST OF DATA INDICATORS AND SOURCES CAN BE FOUND IN THE CHNA'S APPENDIX G: SECONDARY DATA SOURCES.COMMUNITY SURVEYBETWEEN SEPTEMBER AND NOVEMBER 2024, MHCNO PARTNER HOSPITALS, LPHI, AND THE LOUISIANA DEPARTMENT OF HEALTH (LDH) DISTRIBUTED AN ONLINE SURVEY THROUGH THEIR NETWORKS TO COMMUNITY MEMBERS RESIDING IN SOUTHEAST LOUISIANA. THE SURVEY WAS AVAILABLE IN ENGLISH, SPANISH, AND VIETNAMESE AND DISTRIBUTED IN ALL THREE LANGUAGES VIA EMAIL, SOCIAL MEDIA, AND RADIO. HOSPITAL FACILITIES FOCUSED ON DISTRIBUTING THE SURVEY TO THEIR PATIENTS THROUGH SOCIAL MEDIA AS WELL AS THROUGH CLINICS AND WAITING AREAS. LPHI AND LDH DISTRIBUTED THE TOOL THROUGH VIRTUAL NETWORKS SERVING THE GNO AREA. THE SURVEY WAS CONDUCTED IN COLLABORATION WITH THE LDHS STATEWIDE HEALTH ASSESSMENT SURVEY, WHICH TOOK PLACE SIMULTANEOUSLY, TO BOOST RESPONSE RATES AND REDUCE SURVEY FATIGUE. THE SURVEY TOOL WAS GROUNDED IN HEALTH EQUITY AND INFORMED BY EVIDENCE-BASED MATERIALS (SUCH AS PREVENTION INSTITUTES MEASURING WHAT WORKS TO ACHIEVE HEALTH EQUITY: METRICS FOR THE DETERMINANTS OF HEALTH). IT INCLUDED QUESTIONS DESIGNED TO MEASURE RESPONDENT'S PERCEPTIONS OF DETERMINANTS OF HEALTH, HEALTH BEHAVIORS AND EXPOSURES, AND HEALTH OUTCOMES, AS WELL AS OPEN-ENDED QUESTIONS ON LOCAL ASSETS AND RECOMMENDATIONS TO IMPROVE COMMUNITY HEALTH. ALL SURVEY RESPONSES FROM PARISHES SERVED BY MHCNO HOSPITALS WERE COMPILED FOR ANALYSIS IN STATA. IN THE GNO AREA, 1,400 COMMUNITY MEMBERS PARTICIPATED IN THE SURVEY. AS SURVEY RESPONSES WERE COLLECTED VIA CONVENIENCE SAMPLING, THESE FINDINGS MAY NOT BE GENERALIZABLE TO THE ENTIRE COMMUNITY AND SHOULD BE INTERPRETED IN CONCERT WITH QUALITATIVE AND SECONDARY DATA FINDINGS. DEMOGRAPHIC INFORMATION OF SURVEY RESPONDENTS AS WELL AS A SUMMARY OF RESPONSES TO SURVEY QUESTIONS CAN BE FOUND IN THE CHNA'S APPENDIX E: ADDITIONAL SURVEY DATA.FOCUS GROUPSLPHI FACILITATED FIVE FOCUS GROUPS WITH PARTICIPANTS FROM ORLEANS, JEFFERSON, ST. JOHN THE BAPTIST, ST. CHARLES, AND ST. BERNARD PARISHES. FOCUS GROUP PARTICIPANTS INCLUDED PARENTS, MEMBERS OF SPANISH SPEAKING COMMUNITIES, RURAL COMMUNITY MEMBERS, OLDER ADULTS, MENTAL HEALTH AND SUBSTANCE USE PROVIDERS, AND DISABILITY ADVOCATES. FOCUS GROUP DISCUSSIONS ADDRESSED HEALTH CONCERNS OF THE COMMUNITY, RESOURCES, AND ASSETS OF THE COMMUNITY, HOW PEOPLE CHOOSE/ACCESS PROVIDERS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. INCENTIVES WERE PROVIDED TO THOSE THAT WERE ELIGIBLE AS A TOKEN FOR THEIR TIME. ALL TRANSCRIPTIONS WERE UPLOADED INTO DEDOOSE, CODED, AND ANALYZED.KEY STAKEHOLDER INTERVIEWSTWENTY INTERVIEWS WERE CONDUCTED WITH KEY STAKEHOLDERS ACROSS THE GNO AREA. MOST KEY STAKEHOLDERS WERE RECOMMENDED BY PARTICIPATING HOSPITALS. INTERVIEWEES INCLUDED:- PUBLIC HEALTH AND HEALTH DEPARTMENT LEADERS- LEADERS AND/OR MEMBERS OF MEDICALLY UNDERSERVED, LOW INCOME, AND/OR MINORITY COMMUNITIES LEADERS AND SERVICE PROVIDERS FROM LOCAL COMMUNITY-FOCUSED ORGANIZATIONS - SUCH AS FOOD BANKS, CBOS, SCHOOLS, HUMAN SERVICE AUTHORITIES, NEIGHBORHOOD ASSOCIATIONS, UNIVERSITIES, ADVOCACY GROUPS, ETC.INTERVIEWS FOCUSED ON HEALTH CONCERNS WITHIN THE COMMUNITY, COMMUNITY RESOURCES AND ASSETS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. MONETARY INCENTIVES WERE PROVIDED TO ELIGIBLE PARTICIPANTS FOR THEIR TIME AND INPUT. TRANSCRIPTS WERE LOADED INTO DEDOOSE AND CODED BASED ON KEY THEMES. A THEMATIC ANALYSIS WAS THEN CONDUCTED TO SYNTHESIZE FINDINGS.QUALITATIVE PARTICIPANTS FROM THE GNO COMMUNITYBY USING THESE PRIMARY DATA COLLECTION AND ANALYSIS METHODS, THE HOSPITAL FACILITIES AND LPHI TEAM CONDUCTED OUTREACH THROUGH VIRTUAL PLATFORMS TO SOLICIT INPUT FROM PERSONS REPRESENTING BROAD INTERESTS OF THE GNO COMMUNITY. THROUGH INTERVIEWS THE TEAM INCORPORATED INPUT FROMGNO AREA ORGANIZATIONS PARTICIPATING IN INTERVIEWS AND FOCUS GROUPS INCLUDED, BUT NOT LIMITED TO:VOLUNTEERS OF AMERICA (VOA) SOUTHEAST LOUISIANA, BRIDGE HOUSE/ GRACE HOUSE, COMMUNITY CENTER OF ST. BERNARD, SECOND HARVEST FOOD BANK, SON OF A SAINT, DEPAUL COMMUNITY HEALTH CENTERS, SOUTHEAST LOUISIANA LEGAL SERVICES, NEW ORLEANS FAMILY JUSTICE CENTER, JEFFERSON PARISH HUMAN SERVICES, FIRST 72+, NEW ORLEANS RECREATION DEVELOPMENT (NORD) COMMISSION, ST. JOHN THE BAPTIST PARISH, LA VOZ DE LA COMUNIDAD, NOLA PRIDE CENTER, UNITED WAY OF SOUTHEAST LOUISIANA, GROW DAT YOUTH FARM, CRESCENT CARE, BELOW SEA LEVEL AID, BLUEPRINT FOR PROSPERITY PROGRAM, CAROLYN PARK ATTENDEES, COVENANT HOUSE, EDGARD LIBRARY, ZULU SOCIAL AID & PLEASURE CLUB, TULANE UNIVERSITY SCHOOL OF MEDICINE, LOUISIANA HEALTH SERVICES CENTER NEW ORLEANS, HISPANIC CHAMBER OF COMMERCE FOR LOUISIANA, JEFFERSON PARISH ADMINISTRATIVE OFFICIALS, JEFFERSON PARISH PRESIDENT'S OFFICE, LOUISIANA CHAPTER, AMERICAN ACADEMY OF PEDIATRICS, LOUISIANA DEPARTMENT OF HEALTH, NAMI SOUTHEAST LOUISIANA, NEW HOME MINISTRIES, NEW ORLEANS HEALTH DEPARTMENT, NUNEZ COMMUNITY COLLEGE, ST. JOHN KIWANIS CLUB, UNITED WAY OF ST. CHARLES, ST. JAMES, AND ST. JOHN, AN VOLUNTEER WITH CANCER ALLEY FENCLINE COMMUNITY ORGANIZATIONS.UNIVERSITY HEALTHCARE SYSTEM (NORTHSHORE) LAKEVIEW HOSPITAL:DATA COLLECTION AND ANALYSISLPHI UTILIZED MIXED METHODS TO UNDERSTAND AND DOCUMENT COMMUNITY FEEDBACK AND PERSPECTIVES BY TRIANGULATING PRIMARY QUALITATIVE DATA FROM INTERVIEWS AND FOCUS GROUPS, SECONDARY QUANTITATIVE DATA FROM EXISTING DATA SOURCES, AND ADDITIONAL QUANTITATIVE AND QUALITATIVE DATA COLLECTED THROUGH AN ONLINE COMMUNITY SURVEY. ALL DATA COLLECTION AND ENGAGEMENT EFFORTS OCCURRED DURING JULY TO NOVEMBER 2024.PRIMARY DATA COLLECTION PHASE RESULTED IN THE CONTRIBUTION OF OVER 1425 SURVEYS, 25 INTERVIEWS, AND 9 FOCUS GROUPS WITH COMMUNITY MEMBERS AND STAKEHOLDERS/LEADERS, ORGANIZATIONS, AND COMMUNITY. THE COMMUNITY NEEDS ASSESSMENT (CHNA) WAS ASSISTED WITH PROJECT MANAGEMENT AND CONSULTATION BY LOUISIANA PUBLIC HEALTH INSTITUTE (LPHI).HEALTH EQUITY WAS CENTRAL TO BOTH THE DATA COLLECTION AND ANALYSIS PROCESSES. SECONDARY DATA WERE ANALYZED BY RACE WHENEVER POSSIBLE. PRIMARY DATA COLLECTION FOCUSED ON GATHERING VOICES OF POPULATIONS OF INTEREST FOR HOSPITALS INCLUDING AGING AND NON-ENGLISH SPEAKING. FINDINGS FROM THESE COMMUNITIES WERE INCORPORATED THROUGHOUT THE CHNA. HEALTH CONCERNS REGARDING CHILDREN IN THE NORTHSHORE REGION WERE HIGHLIGHTED SINCE THEY ARE THE MAIN COMMUNITY SERVED BY CHILDREN'S HOSPITAL.SECONDARY DATASECONDARY DATA FROM NATIONAL AND STATEWIDE DATABASES, SUCH AS AMERICAN COMMUNITY SURVEY (ACS) AND BEHAVIORAL RISK FACTOR SURVEILLANCE SYSTEM (BRFSS), WERE COMPILED AND ANALYZED TO IDENTIFY KEY CONCERNS IN THE NORTHSHORE REGION AND SUPPLEMENT FINDINGS FROM PRIMARY DATA SOURCES. THE INDICATOR LIST FOR SECONDARY DATA WAS DEVELOPED TO ALIGN WITH THE COUNTY HEALTH RANKINGS INDICATOR MODEL. DATA WERE EXTRACTED AT THE PARISH-LEVEL AND LOUISIANA AVERAGES WERE USED AS A BASELINE FOR COMPARISON. ADDITIONALLY, DATA WAS DISAGGREGATED BY RACE/ETHNICITY WHERE POSSIBLE. A FULL LIST OF DATA INDICATORS AND SOURCES CAN BE FOUND IN THE CHNA'S APPENDIX G: SECONDARY DATA SOURCES. COMMUNITY SURVEYBETWEEN JULY TO NOVEMBER 2024, HEALTHIER NORTHSHORE PARTNER HOSPITALS, LPHI, AND THE LOUISIANA DEPARTMENT OF HEALTH (LDH) DISTRIBUTED AN ONLINE SURVEY THROUGH THEIR NETWORKS TO COMMUNITY MEMBERS RESIDING IN SOUTHEAST LOUISIANA. THE SURVEY WAS AVAILABLE IN ENGLISH, SPANISH, AND VIETNAMESE AND DISTRIBUTED IN ALL THREE LANGUAGES VIA EMAIL, SOCIAL MEDIA, AND RADIO. (CONTINUED LATER IN V ) WEST JEFFERSON MEDICAL CENTER PART V, SECTION B, LINE 6A: THE METROPOLITAN HOSPITAL COUNCIL OF NEW ORLEANS (MHCNO) CONTRACTED WITH THE LOUISIANA PUBLIC HEALTH INSTITUTE (LPHI) TO DEVELOP COMMUNITY HEALTH NEEDS ASSESSMENT (CNHA) AND COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) REPORTS FOR PARTICIPATING HOSPITALS IN THE AREA. THIS REPORT SUMMARIZES THE FINDINGS OF THE JOINT CHNA FOR THE GREATER NEW ORLEANS (GNO) AREA AND DESCRIBES THE COMMUNITY HEALTH NEEDS IDENTIFIED AS TOP PRIORITIES BY EACH OF THE 10 PARTICIPATING HOSPITALS. THE CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES:CHILDRENS HOSPITAL NEW ORLEANSEAST JEFFERSON GENERAL HOSPITALNEW ORLEANS EAST HOSPITALOCHSNER MEDICAL CENTER - NEW ORLEANSOCHSNER MEDICAL CENTER - KENNEROCHSNER REHABILITATION HOSPITALTOURO INFIRMARYLAKESIDE HOSPITALUNIVERSITY MEDICAL CENTER NEW ORLEANSWEST JEFFERSON MEDICAL CENTER UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 6A: THE METROPOLITAN HOSPITAL COUNCIL OF NEW ORLEANS (MHCNO) CONTRACTED WITH THE LOUISIANA PUBLIC HEALTH INSTITUTE (LPHI) TO DEVELOP COMMUNITY HEALTH NEEDS ASSESSMENT (CNHA) AND COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) REPORTS FOR PARTICIPATING HOSPITALS IN THE AREA. THIS REPORT SUMMARIZES THE FINDINGS OF THE JOINT CHNA FOR THE GREATER NEW ORLEANS (GNO) AREA AND DESCRIBES THE COMMUNITY HEALTH NEEDS IDENTIFIED AS TOP PRIORITIES BY EACH OF THE 10 PARTICIPATING HOSPITALS. THE CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES:CHILDRENS HOSPITAL NEW ORLEANSEAST JEFFERSON GENERAL HOSPITALNEW ORLEANS EAST HOSPITALOCHSNER MEDICAL CENTER - NEW ORLEANSOCHSNER MEDICAL CENTER - KENNEROCHSNER REHABILITATION HOSPITALTOURO INFIRMARYLAKESIDE HOSPITALUNIVERSITY MEDICAL CENTER NEW ORLEANSWEST JEFFERSON MEDICAL CENTER PART OF UNIVERSITY HEALTHCARE SYSTEM'S ACTIVITIES ARE AT THE ORGANIZATION'S LAKEVIEW HOSPITAL BRANCH. THE HEALTHIER NORTHSHORE HOSPITALS CONTRACTED WITH THE LOUISIANA PUBLIC HEALTH INSTITUTE (LPHI) TO DEVELOP COMMUNITY HEALTH NEEDS ASSESSMENT (CNHA) AND COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) REPORTS FOR PARTICIPATING HOSPITALS IN THE AREA. THIS REPORT SUMMARIZES THE FINDINGS OF THE JOINT CHNA FOR THE NORTHSHORE REGION AND DESCRIBES THE COMMUNITY HEALTH NEEDS IDENTIFIED AS TOP PRIORITIES BY EACH OF THE 6 PARTICIPATING HOSPITALS.THE CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: LAKEVIEW HOSPITAL NORTHSHORE REHABILITATION HOSPITAL RIVERSIDE MEDICAL CENTER SLIDELL MEMORIAL HOSPITAL SLIDELL MEMORIAL HOSPITAL EAST ST. TAMMANY PARISH HOSPITAL WEST JEFFERSON MEDICAL CENTER PART V, SECTION B, LINE 11: THE TOP NEEDS IDENTIFIED BY THE CHNA AND PRIORITIZED BY WEST JEFFERSON MEDICAL CENTER (WJMC) ARE MATERNAL AND CHILD HEALTH, CHRONIC DISEASE PREVENTION, CULTURAL COMPETENCY, HEALTH LITERACY. WEST JEFFERSON MEDICAL CENTER HAS DESIGNED A PLAN TO MAKE MEASURABLE PROGRESS IN EXECUTING STRATEGIES OUTLINED IN THE 2025 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) ORGANIZED BY CHIP PRIORITY.PRIORITY 1: MATERNAL AND CHILD HEALTHPRENATAL CARE IS A CRUCIAL SERVICE THAT SUPPORTS LONG-TERM HEALTH OF BIRTHING PARENTS AS WELL AS INFANTS AND CHILDREN. ACCESS TO PRENATAL SERVICES ESPECIALLY FOR YOUNG OR SINGLE MOTHERS EMERGED AS A CONCERN IN THE CHNA, WITH TEEN BIRTH RATES IN MANY PARISHES AND THE STATE OVERALL BEING FAR HIGHER THAN THE NATIONAL RATE. TO INCREASE THE RATE OF EXCLUSIVE BREASTFEEDING AT DISCHARGE, WJMC HAS IMPLEMENTED THE FOLLOWING GOALS AND STRATEGIES:GOAL 1: WJMC WILL SUPPORT INFANT HEALTH AND DEVELOPMENT BY PROMOTING BREAST MILK AS OPTIMAL NUTRITION, ENHANCED IMMUNE SYSTEM, COGNITIVE DEVELOPMENT, PROMOTING MATERNAL HEALTH, PREVENTING EARLY CHILDHOOD OBESITY AND CHRONIC DISEASES, PROMOTE LONG TERM HEALTH BENEFITS, ENHANCE BONDING AND EMOTIONAL DEVELOPMENT, COST EFFECTIVE, ETC. STRATEGY 1: WJMC WILL PROVIDE EDUCATION AT MONTHLY BREASTFEEDING CLASS AT WJMC. THEY WILL ALSO PROVIDE DISCHARGE POSTPARTUM CARE EDUCATION. STRATEGY 2: WJMC WILL DEVELOP MATERIALS FOR CLINICS AND JP WICK OFFICE.GOAL 2: WITH THE PARTNERSHIP OF LA PERINATAL QUALITY COLLABORATIVE (LAPQC), ACADEMY COLLEGE OF OBSTETRICS & GYNECOLOGY (ACOG), ASSOCIATION OF WOMEN'S HEALTH OBSTETRICS AND NEONATES (AWHONN), WJMC WILL PLACE GREAT FOCUS ON IMPROVING MATERNAL AND NEONATAL HEALTH OUTCOMES FOR FASTER RECOVERY, REDUCED SURGICAL RISKS, FUTURE PREGNANCIES, FEWER BIRTH INJURIES, AND SHORTER HOSPITAL STAYS IN AN EFFORT TO REDUCE CESAREAN SECTION RATES.STRATEGY 1: TO ACCOMPLISH THIS GOAL, WJMC WILL PROMOTE EVIDENCE-BASED GUIDELINES, PROVIDE COMPREHENSIVE PRENATAL EDUCATION, CONTINUOUS LABOR SUPPORT, MANAGING RISK FACTORS, INDUCE LABOR ONLY WHEN MEDICALLY NECESSARY, ACTIVE MANAGEMENT OF LABOR, TRAINING AND EDUCATION FOR HEALTHCARE PROVIDERS, TAILOR BIRTH PLANS TO MOTHERS PREFERENCE, EARLY DETECTION OF FETAL DISTRESS, AND REDUCE THE RATE OF ELECTIVE CESAREANS.PRIORITY 2: CHRONIC DISEASE PREVENTIONCHRONIC DISEASES THAT WERE OF THE GREATEST CONCERN TO THE CHNA RESPONDENTS INCLUDED OBESITY, HYPERTENSION, DIABETES, AND CANCER. PARISHES IN GREATER NEW ORLEANS ARE ALL IMPACTED BY HIGH RATES OF THESE CHRONIC DISEASES, AND MANY PARTICIPANTS ALSO CONNECTED THEM TO AFOREMENTIONED ENVIRONMENTAL CHALLENGES THAT AFFECTED ACCESS TO HEALTHY FOOD OR OPPORTUNITIES FOR PHYSICAL ACTIVITY. CANCER SCREENING RATES WERE CONSISTENT WITH OR SLIGHTLY LOWER AMONG RESPONDENTS THAN RECOMMENDED GUIDELINES, UNDERSCORING THE NEED FOR CONTINUED PREVENTION EFFORTS. TO IMPROVE ACCESS TO PREVENTATIVE SERVICES, WJMC HAS IMPLEMENTED THE BELOW GOALS AND STRATEGIES: GOAL 1: WJMC WILL ENHANCE ACCESS TO ELIGIBLE INDIVIDUALS FOR PREVENTATIVE/WELLNESS HEALTH VISITS AND ENSURE PREVENTATIVE DIAGNOSTIC SERVICES ARE OFFERED AND ORDERED TO ADDRESS THEIR INDIVIDUAL HEALTHCARE NEEDS. TO ACCOMPLISH THIS GOAL WJMC HAS DEVISED THE FOLLOWING STRATEGY:STRATEGY 1: WORKING WITH LCMC LA HEALTHCARE PARTNERS (LHP) DATA, WJMC WILL IDENTIFY WHO NEEDS HEALTH SCREENINGS AND REVIEW PATIENT APPOINTMENT REPORTS TO VALIDATE SAME DAY ACCESS,GOAL 2: WJMC WILL ENHANCE ACCESS TO HEALTHCARE, IMPROVE OVERALL HEALTH OUTCOMES, AND REDUCE THE BURDEN ON EMERGENCY AND SPECIALTY CARE SERVICES. INDIVIDUALS RECEIVE TIMELY CARE THAT ADDRESS THEIR NEEDS IN AN EFFORT TO INCREASE THE AVAILABILITY OF PRIMARY CARE APPOINTMENTS.STRATEGY 1: USING DATA OBTAINED FROM LHP, WJMC WILL IDENTIFY WHO NEEDS HEALTH SCREENINGS. WJMC WILL THEN REVIEW PATIENT APPOINTMENT REPORTS TO VALIDATE SAME DAY ACCESS.PRIORITY 3: CULTURAL COMPETENCYFOR BOTH PHYSICAL AND MENTAL HEALTH, FINDING PROVIDERS WHO WOULD MEET CULTURAL NEEDS OF DIFFERENT GROUPS WAS A CONSISTENT THEME IN THE CHNA. PARTICIPANTS FELT THAT FOR RACIAL MINORITIES AND IMMIGRANTS, DISCRIMINATION AND LANGUAGE ISSUES CONTRIBUTED TO REDUCED ACCESS TO NEEDED CARE. CULTURAL STIGMAS AGAINST MENTAL ILLNESS WERE RAISED AS ISSUES PREVENTING SOME GROUPS FROM SEEKING OUT CARE WHEN NEEDED. OUTDATED MEDICAL PRACTICES THAT RESULTED IN DIFFERENTIAL CLINICAL THRESHOLDS FOR CERTAIN RACIAL GROUPS WERE IDENTIFIED AS A BARRIER TO EFFECTIVE CARE. TO REMOVE OR REDUCE THESE BARRIERS, WJMC ANTICIPATES THAT BY PRIORITIZING CULTURAL COMPETENCY AND PROVIDING TRAINING FOR TEAMMATES WE WILL CREATE AN ENVIRONMENT WHERE WE WILL EXPERIENCE IMPROVED PATIENT TRUST AND SATISFACTION, IMPROVED HEALTH OUTCOMES AND OBTAIN A REDUCTION IN HEALTH CARE DISPARITIES. WE ANTICIPATE OUR STRATEGY WILL ENABLE OUR TEAMMATES TO EFFECTIVELY INTERACT AND WORK WITH PEOPLE FROM DIVERSE CULTURAL BACKGROUNDS, FOSTERING RESPECT, UNDERSTANDING, AND EQUITABLE OUTCOMES.GOAL 1: LED BY THE LCMC HEALTH SYSTEM OPPORTUNITY & SOCIAL RESPONSIBILITY DEPARTMENT, WJMC WILL INCREASE CULTURAL COMPETENCY AND HUMILITY TRAINING FOR CLINICAL STAFF BY CREATING CULTURALLY TAILORED CONTENT FOCUSING ON LANGUAGE BARRIERS HEALTH DISPARITIES, HISTORICAL CONTEXT, AND HEALTHCARE ACCESS FOR AFRICAN AMERICAN, HISPANIC, AND VIETNAMESE COMMUNITIES BY DECEMBER 2025. TWO (2) STRATEGIES TO ACHIEVE THIS GOAL ARE:STRATEGY 1: CONDUCT A SURVEY AND FOCUS GROUPS TO IDENTIFY AND UNDERSTAND THE SPECIFIC CULTURAL CHALLENGES FACED BY EACH POPULATION.STRATEGY 2: PARTNER WITH CULTURAL EXPERTS, COMMUNITY LEADERS, OR ORGANIZATIONS TO ENSURE ACCURATE AND AUTHENTIC CONTENT.GOAL 2: WJMC WILL DESIGN AND DELIVER CULTURALLY RELEVANT TRAINING PROGRAMS.STRATEGY 1: TOGETHER WITH MEMBERS OF LCMC HEALTH'S COMMUNITY ADVISORY COUNCIL AND UTILIZING INFORMATION GATHERED FROM SUBJECT MATER EXPERTS, WJMC WILL DESIGN TRAINING WITH THE INITIAL PROGRAM DESIGN TO BE COMPLETED BY AUGUST 2025.STRATEGY 2: WJMC WILL ENSURE ALL MATERIALS AND TRAINING ALIGN WITH NATIONAL CULTURAL COMPETENCY STANDARDS THAT ADDRESS KEY PATIENT DEMOGRAPHICS IN THE WJMC HOSPITAL'S COMMUNITY WITH THE INFORMATION GATHERING PROCESS TO BE FINALIZED BY JUNE 2025.STRATEGY 3: THE TRAINING WILL BE PILOTED IN THREE HIGH-DIVERSITY DEPARTMENTS (E.G., MATERNITY, EMERGENCY, AND PRIMARY CARE PHYSICIAN OFFICES).STRATEGY 4: WJMC WILL PROVIDE PILOT TRAINING TO HOSPITAL CLINICAL STAFF AND EMPLOYED PHYSICIANS IN CULTURAL COMPETENCY, CULTURAL HUMILITY AND INCLUSIVE COMMUNICATION BY SEPTEMBER 2025, GATHERING FEEDBACK FOR REVISIONSGOAL 3: WJMC WILL FOSTER A CULTURALLY RESPONSIVE CLINICAL ENVIRONMENT.STRATEGY 1: CONDUCT PRE- AND POST- IMPLEMENTATION PATIENT, CLINICAL STAFF, AND PHYSICIAN SURVEYS.STRATEGY 2: UPLOAD STAFF TRAINING MODULES IN LCMC HEALTH LEARNING CANTER TO LAUNCH Q1 2025.PRIORITY 4: HEALTH LITERACYLCMC HEALTH SYSTEM DIVERSITY & SOCIAL RESPONSIBILITY DEPARTMENT (OSR) WILL DEVELOP AND IMPLEMENT A COMPREHENSIVE HEALTH LITERACY TOOLKIT TO IMPROVE PATIENT UNDERSTANDING OF MEDICAL INFORMATION, ENSURING THAT AT LEAST 80% OF PATIENTS REPORT IMPROVED COMPREHENSION OF THEIR DIAGNOSES, TREATMENT PLANS, AND MEDICATION INSTRUCTIONS BY THE END OF Q4 2025. OUR THREE-PRONGED APPROACH WILL ALSO EMPOWER OUR CLINICAL STAFF AND PHYSICIANS WITH AN INCREASED AWARENESS AND SKILL SET TO ADDRESS THE LITERACY NEEDS OF OUR PATIENT POPULATIONS BY AT LEAST AN 80% ACHIEVEMENT IN POST-TEST SCORES BY THE END OF Q4 2025. WJMC ENDEAVORS TO EMPOWER PATIENTS TO ACCESS, UNDERSTAND, AND USE HEALTH INFORMATION AND HEALTH SERVICES EFFECTIVELY. AS HEALTH LITERACY IMPROVES, PATIENTS ARE ABLE TO MAKE MORE INFORMED DECISIONS AND ACTIVELY PARTICIPATE IN MAINTAINING AND IMPROVING THEIR OWN HEALTH AND THE HEALTH OF THEIR COMMUNITIESGOAL 1: IN A THREE-PRONGED APPROACH LCMC HEALTH'S SYSTEM OSR DEPARTMENT WILL ADDRESS THE TOPIC OF HEALTH LITERACY BY DEVELOPING EDUCATIONAL AND INFORMATIONAL TOOLS FOR CLINICAL STAFF AND PHYSICIANS. THEY WILL THEN DEVELOP A MULTILINGUAL, ACCESSIBLE HEALTH LITERACY TOOLKIT THAT INCLUDES BROCHURES, DIGITAL RESOURCES, AND LEARNING MODULES COVERING COMMON MEDICAL CONDITIONS AND CONCERNS.STRATEGY 1: LCMC'S HEALTH'S SYSTEM OSR DEPARTMENT WILL DEVELOP AND EXPAND THE RANGE OF THEIR HEALTH LITERACY PROGRAM, "BE IN THE KNOW", TO ENCOMPASS A HEALTH LITERACY TOOLKIT AND TWO LEARNING MODULES FOR STAFF.STRATEGY 2: WJMC WILL ENSURE ALL MATERIALS ARE WRITTEN AT A 6TH-GRADE READING LEVEL OR LOWER AND INCLUDE VISUALS TO ACCOMMODATE DIVERSE PATIENT POPULATIONS BY JUNE 2025.GOAL 2: WJMC WILL PILOT THE TOOLKIT TO THE COMMUNITY ADVISORY COUNCIL MEMBERS AND CLINICAL MEMBERS OF LCMC HEALTH'S HOSPITAL MOSAIC TEAMS TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025.(SEE ADDITIONAL STATEMENT IN PART V SECTION C) UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 11: THE TOP NEEDS IDENTIFIED BY THE CHNA AND PRIORITIZED BY EAST JEFFERSON MEDICAL CENTER (EJGH) ARE MATERNAL AND CHILD HEALTH, CHRONIC DISEASE PREVENTION, CULTURAL COMPETENCY, HEALTH LITERACY. EAST JEFFERSON MEDICAL CENTER HAS DESIGNED A PLAN TO MAKE MEASURABLE PROGRESS IN EXECUTING STRATEGIES OUTLINED IN THE 2025 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) ORGANIZED BY CHIP PRIORITY.PRIORITY 1: MATERNAL AND CHILD HEALTHPRENATAL CARE IS A CRUCIAL SERVICE THAT SUPPORTS LONG-TERM HEALTH OF BIRTHING PARENTS AS WELL AS INFANTS AND CHILDREN. ACCESS TO PRENATAL SERVICES ESPECIALLY FOR YOUNG OR SINGLE MOTHERS EMERGED AS A CONCERN IN THE CHNA, WITH TEEN BIRTH RATES IN MANY PARISHES AND THE STATE OVERALL BEING FAR HIGHER THAN THE NATIONAL RATE. UNDERLYING THESE ISSUES ARE ALSO RACIAL DISPARITIES ESPECIALLY FOR RATES OF LOW BIRTHWEIGHT BABIES. TO PROVIDE MORE ACCESS TO QUALITY PRENATAL, DELIVERY AND POSTPARTUM CARE AND EDUCATION TO REDUCE MATERNAL AND INFANT MORTALITY RATES EJGH HAS IMPLEMENTED THE FOLLOWING GOALS AND STRATEGIES:GOAL 1: EJGH WILL EXPAND LAPQC ICSED NALOXONE PROJECT BY 2027. STRATEGY 1: EJGH WILL IMPLEMENT THE DISTRIBUTION OF NALOXONE TO AT RISK MOTHERS WHO SCREEN POSITIVE FOR SUBSTANCE USE DISORDER. GOAL 2: EJGH WILL IMPLEMENT BIRTH READY + BY 2027 STRATEGY 1: EJGH WILL PARTICIPATE AND COLLABORATE ON THE MONTHLY COACHING CALLS, TOPIC CALLS, AND CHARTER CHAT PARTICIPATION.STRATEGY 2: EJGH STAFF WILL BE IN ATTENDANCE AT ALL REQUIRED EVENTS. STRATEGY 3: DESIGNATED NURSE CHAMPIONS FOR LABOR AND DELIVERY AND THE EMERGENCY DEPARTMENT WILL BE ESTABLISHED AT EJGH. GOAL 3: EDUCATION AND SUPPORT OPPORTUNITIES BY 2027 WILL BE INCREASED AT EJGH.STRATEGY 1: EJGH WILL HOST THE FOLLOWING MOTHER-BABY CLASSES:- CHILDBIRTH EDUCATION SERIES COVERS LABOR STAGES, EARLY LABOR SIGNS, PAIN MANAGEMENT, MEDICAL INTERVENTIONS, CESAREAN BIRTH, POSTPARTUM, AND NEWBORN CARE. - PRENATAL BREASTFEEDING TEACHES BREASTFEEDING BASICS, INCLUDING ANATOMY, BREASTFEEDING TECHNIQUES, AND MILK STORAGE. - BREASTFEEDING SUPPORT GROUP - DIABETIC EDUCATION FOR EXPECTING MOTHERS - FAMILY SUPPORTING NEWBORN AND MOTHER - GRANDPARENTING 101 EDUCATES GRANDPARENTS ON UPDATED INFANT CARE PRACTICES, SAFETY, AND SUPPORTING NEW PARENTS. - INFANT/CHILD CPR TRAINING TEACHES CPR AND CHOKING RELIEF FOR INFANTS AND CHILDREN (NOT A CERTIFICATION COURSE). - NEWBORN ESSENTIALS CLASS- EDUCATES ON TRANSITION OF A NEWBORN TO HOME ENVIRONMENT - SAFE SITTER COURSE PRIORITY 2: CHRONIC DISEASE PREVENTIONCHRONIC DISEASES THAT WERE OF THE GREATEST CONCERN TO THE CHNA RESPONDENTS INCLUDED OBESITY, HYPERTENSION, DIABETES, AND CANCER. PARISHES IN GREATER NEW ORLEANS ARE ALL IMPACTED BY HIGH RATES OF THESE CHRONIC DISEASES, AND MANY PARTICIPANTS ALSO CONNECTED THEM TO AFOREMENTIONED ENVIRONMENTAL CHALLENGES THAT AFFECTED ACCESS TO HEALTHY FOOD OR OPPORTUNITIES FOR PHYSICAL ACTIVITY. CANCER SCREENING RATES WERE CONSISTENT WITH OR SLIGHTLY LOWER AMONG RESPONDENTS THAN RECOMMENDED GUIDELINES, UNDERSCORING THE NEED FOR CONTINUED PREVENTION EFFORTS. THE GOAL OF THESE INITIATIVES IS TO ENSURE THAT HEALTHCARE SERVICES REMAIN ACCESSIBLE, DATA-DRIVEN, AND IMPACTFUL FOR THE COMMUNITY. EAST JEFFERSON GENERAL HOSPITAL AIMS TO ENHANCE OVERALL COMMUNITY WELL-BEING BY FOCUSING ON CHRONIC DISEASES AND ACCESS TO CARE. BY FOCUSING ON HIGH-RISK POPULATIONS AND PREVALENT HEALTH CONCERNS, THESE EFFORTS ARE DESIGNED TO CREATE SUSTAINABLE IMPROVEMENTS IN PATIENT OUTCOMES AND HEALTHCARE ACCESSIBILITY. PROGRAMS ARE STRUCTURED TO SUPPORT VULNERABLE POPULATIONS, INCREASE ACCESSIBILITY, AND PROVIDE EDUCATION TO EMPOWER INDIVIDUALS IN MANAGING THEIR HEALTH EFFECTIVELY. TO ACHIEVE THESE OBJECTIVES, EJGH HAS IMPLEMENTED THE FOLLOWING GOALS AND STRATEGIES:GOAL 1: IN PARTNERSHIP WITH LSU SCHOOL OF MEDICINE, TULANE SCHOOL OF MEDICINE AND THE AMERICAN CANCER SOCIETY, EJGH WILL OFFER MORE ACCESSIBLE CANCER SERVICES FOR PATIENTS AND DECREASE BARRIERS TO SERVICES AT EAST JEFFERSON BY 2027.STRATEGY 1: EJGH WILL INCREASE CANCER CENTER VOLUME THROUGH THE EXPANSION OF CANCER CARE COORDINATION STARTING SUMMER 2025.STRATEGY 2: TO EXPAND ACCESS TO CARE IN BREAST CANCER CLINIC, EJGH WILL INCREASE PROVIDER TIMES AND RESOURCES.STRATEGY 3: EJGH WILL LAUNCH THE LUNG NODULE PROGRAM USING EON SOFTWARE FOR INCIDENTAL NODULES.STRATEGY 4: IN 2025, EJGH WILL LAUNCH THE UROLOGY/PROSTATE CANCER PROGRAM IN PARTNERSHIP WITH DR. SARTOR.STRATEGY 5: EJGH WILL INCREASE IN RADIATION DUE TO ADDITIONAL PET SCANNER AND INCREASE USAGE OF RADIOPHARMACEUTICALS.GOAL 2: IN PARTNERSHIP WITH LSU SCHOOL OF MEDICINE, TULANE SCHOOL OF MEDICINE, AMERICAN HEART ASSOCIATION, AMERICAN COLLEGE OF CARDIOLOGY, EJGH WILL OFFER MORE ACCESSIBLE CARDIOLOGY SERVICES FOR PATIENTS AND DECREASE BARRIERS TO SERVICES AT EAST JEFFERSON BY 2027.STRATEGY 1: AN ADDITION OF A NEW CARDIOLOGY PROGRAM (HEART/LUNG TRANSPLANT) WILL BE IMPLEMENTED AT EJGH.STRATEGY 2: IN 2025, INITIATION OF NEW VAD PROGRAM FOR CRITICAL PATIENTS WILL TAKE PLACE AT EJGH.STRATEGY 3: EJGH WILL INCREASE VISIBILITY AND COMMUNITY ENGAGEMENT BY PARTICIPATING IN THE JEFFERSON PARISH SENIOR EXPO, HEART AND VASCULAR SUPPORT GROUPS, AND DEFIBRILLATOR SUPPORT GROUPS.STRATEGY 4: EJGH WILL INCREASE HEART FAILURE APPOINTMENT SCHEDULING TO 85% OF HEART FAILURE PATIENTS.STRATEGY 5: EJGH WILL INCREASE CARDIOLOGY NEW PATIENT VOLUME BY PROVIDING BETTER ACCESS TO CLINIC.STRATEGY 6: EJGH WILL INCREASE CARDIOLOGY EP NEW PATIENT VOLUME BY PROVIDING BETTER ACCESS TO CLINIC.GOAL 3: IN PARTNERSHIP WITH LSU SCHOOL OF MEDICINE AND TULANE SCHOOL OF MEDICINE, EJGH WILL OFFER MORE ACCESSIBLE UROLOGY SERVICE FOR PATIENTS AND DECREASE BARRIERS TO SERVICES AT EAST JEFFERSON BY 2027.STRATEGY 1: TO IMPROVE AND DEMONSTRATE INCREASE ACCESS, UROLOGY VOLUME WILL INCREASE BY 15% OVER THE NEXT YEAR THROUGH THE EXPANSION OF ADDED SPECIALTIES AND CLINIC LOCATIONSSTRATEGY 2: THE UROLOGY DEPARTMENT WILL PARTICIPATE IN 3 COMMUNITY OUTREACH EVENTS EVERY YEAR. AT THESE EVENTS, FREE UROLOGY PROSTATE SCREENINGS WILL BE OFFERED TO THE COMMUNITY.STRATEGY 3: TO INCREASE ACCESS FOR FEMALE UROLOGY PATIENTS, EJ WILL PROVIDE THE ADDITION OF A FEMALE UROGYNECOLOGY (FEMALE PELVIC MEDICINE) PROGRAM FOCUSED ON WOMEN'S UROLOGICAL MEDICINE.STRATEGY 4: EJGH WILL INCREASE UROLOGY AWARENESS BY ADDING COLLATERAL MARKETING MATERIAL AND EDUCATION OPPORTUNITIES FOR THE COMMUNITY ON VARIOUS UROLOGY HEALTH TOPICS.PRIORITY 3: CULTURAL COMPETENCYFOR BOTH PHYSICAL AND MENTAL HEALTH, FINDING PROVIDERS WHO WOULD MEET CULTURAL NEEDS OF DIFFERENT GROUPS WAS A CONSISTENT THEME IN THE CHNA. PARTICIPANTS FELT THAT FOR RACIAL MINORITIES AND IMMIGRANTS, DISCRIMINATION AND LANGUAGE ISSUES CONTRIBUTED TO REDUCED ACCESS TO NEEDED CARE. CULTURAL STIGMAS AGAINST MENTAL ILLNESS WERE RAISED AS ISSUES PREVENTING SOME GROUPS FROM SEEKING OUT CARE WHEN NEEDED. OUTDATED MEDICAL PRACTICES THAT RESULTED IN DIFFERENTIAL CLINICAL THRESHOLDS FOR CERTAIN RACIAL GROUPS WERE IDENTIFIED AS A BARRIER TO EFFECTIVE CARE. TO REMOVE OR REDUCE THESE BARRIERS, EJGH ANTICIPATES THAT BY PRIORITIZING CULTURAL COMPETENCY AND PROVIDING TRAINING FOR TEAMMATES WE WILL CREATE AN ENVIRONMENT WHERE WE WILL EXPERIENCE IMPROVED PATIENT TRUST AND SATISFACTION, IMPROVED HEALTH OUTCOMES AND OBTAIN A REDUCTION IN HEALTH CARE DISPARITIES. WE ANTICIPATE OUR STRATEGY WILL ENABLE OUR TEAMMATES TO EFFECTIVELY INTERACT AND WORK WITH PEOPLE FROM DIVERSE CULTURAL BACKGROUNDS, FOSTERING RESPECT, UNDERSTANDING, AND EQUITABLE OUTCOMES.GOAL 1: LED BY THE LCMC HEALTH SYSTEM OPPORTUNITY & SOCIAL RESPONSIBILITY DEPARTMENT, EJGH WILL INCREASE CULTURAL COMPETENCY AND HUMILITY TRAINING FOR CLINICAL STAFF BY CREATING CULTURALLY TAILORED CONTENT FOCUSING ON LANGUAGE BARRIERS HEALTH DISPARITIES, HISTORICAL CONTEXT, AND HEALTHCARE ACCESS FOR AFRICAN AMERICAN, HISPANIC, AND VIETNAMESE COMMUNITIES BY DECEMBER 2025. TWO (2) STRATEGIES TO ACHIEVE THIS GOAL ARE:STRATEGY 1: CONDUCT A SURVEY AND FOCUS GROUPS TO IDENTIFY AND UNDERSTAND THE SPECIFIC CULTURAL CHALLENGES FACED BY EACH POPULATION.STRATEGY 2: PARTNER WITH CULTURAL EXPERTS, COMMUNITY LEADERS, OR ORGANIZATIONS TO ENSURE ACCURATE AND AUTHENTIC CONTENT.GOAL 2: EJGH WILL DESIGN AND DELIVER CULTURALLY RELEVANT TRAINING PROGRAMS.STRATEGY 1: TOGETHER WITH MEMBERS OF LCMC HEALTH'S COMMUNITY ADVISORY COUNCIL AND UTILIZING INFORMATION GATHERED FROM SUBJECT MATER EXPERTS, EJGH WILL DESIGN TRAINING WITH THE INITIAL PROGRAM DESIGN TO BE COMPLETED BY AUGUST 2025.STRATEGY 2: EJGH WILL ENSURE ALL MATERIALS AND TRAINING ALIGN WITH NATIONAL CULTURAL COMPETENCY STANDARDS THAT ADDRESS KEY PATIENT DEMOGRAPHICS IN THE EJGH HOSPITAL'S COMMUNITY WITH THE INFORMATION GATHERING PROCESS TO BE FINALIZED BY JUNE 2025.STRATEGY 3: EJGH WILL ENSURE THE INITIAL TRAINING PROGRAM DESIGN IS COMPLETED BY AUGUST 2025.(SEE ADDITIONAL STATEMENT IN PART V SECTION C) WEST JEFFERSON MEDICAL CENTER PART V, SECTION B, LINE 13B: MEDICAL HARDSHIP ASSISTANCE IS AVAILABLE FOR PATIENT/GUARANTORS WITH FAMILY INCOME GREATER THAN 400% FPL AT ALL FACILITIES IF THE OUT OF POCKET LIABILITIES ARE GREATER THAN 20% OF THE FAMILY INCOME OR 50% OF TOTAL ASSETS.WEST JEFFERSON MEDICAL CENTER UNDERSTANDS THAT NOT ALL PATIENTS ARE ABLE TO COMPLETE A FINANCIAL ASSISTANCE APPLICATION OR COMPLY WITH REQUESTS FOR DOCUMENTATION. THERE MAY BE INSTANCES UNDER WHICH A PATIENT'S QUALIFICATION FOR FINANCIAL ASSISTANCE IS ESTABLISHED WITHOUT COMPLETING THE FORMAL FINANCIAL ASSISTANCE APPLICATION. OTHER INFORMATION MAY BE UTILIZED BY WEST JEFFERSON MEDICAL CENTER TO DETERMINE WHETHER A PATIENT'S ACCOUNT IS UNCOLLECTIBLE AND THIS INFORMATION WILL BE USED TO DETERMINE PRESUMPTIVE ELIGIBILITY. PRESUMPTIVE ELIGIBILITY MAY BE GRANTED TO PATIENTS BASED ON THEIR ELIGIBILITY FOR OTHER PROGRAMS OR LIFE CIRCUMSTANCES SUCH AS: - HOMELESSNESS OR RECEIPT OF CARE FROM A HOMELESS CLINIC; - PARTICIPATING IN WOMEN, INFANTS AND CHILDREN PROGRAMS (WIC);- RECEIVING SNAP (SUPPLEMENTAL NUTRITIONAL ASSISTANCE PROGRAM) BENEFITS; - RECEIVING TANF (TEMPORARY ASSISTANCE FOR NEEDY FAMILIES) BENEFITS; - PATIENT DECEASED WITH NO KNOWN ESTATE: - MEDICAID RECIPIENT FOR MEDICAL SERVICES COVERED BY AND COMPLIANT WITH THE MEDICAID PROGRAM REQUIREMENTS. THIS INFORMATION WILL ENABLE WEST JEFFERSON MEDICAL CENTER TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. FOR PATIENTS, OR THEIR GUARANTORS, WHO ARE NON-RESPONSIVE TO WEST JEFFERSON MEDICAL CENTER'S APPLICATION PROCESS, OTHER SOURCES OF INFORMATION MAY BE USED TO MAKE AN INDIVIDUAL ASSESSMENT OF FINANCIAL NEED. THIS INFORMATION WILL ENABLE WEST JEFFERSON MEDICAL CENTER TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF NON-RESPONSIVE PATIENTS, UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. FOR THE PURPOSE OF HELPING FINANCIALLY NEEDY PATIENTS, WEST JEFFERSON MEDICAL CENTER MAY USE A THIRD PARTY TO REVIEW A PATIENT'S, OR THE PATIENT'S GUARANTOR'S, INFORMATION TO ASSESS FINANCIAL NEED. THIS REVIEW UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED, PREDICTIVE MODEL THAT IS BASED ON PUBLIC RECORD DATABASES. THE MODEL INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIOECONOMIC AND FINANCIAL CAPABILITY SCORE. THE MODEL'S RULE SET IS DESIGNED TO ASSESS EACH PATIENT BASED UPON THE SAME STANDARDS AND IS CALIBRATED AGAINST HISTORICAL FINANCIAL ASSISTANCE APPROVALS BY WEST JEFFERSON MEDICAL CENTER. THIS ENABLES WEST JEFFERSON MEDICAL CENTER TO ASSESS WHETHER A PATIENT IS CHARACTERISTIC OF OTHER PATIENTS WHO HAVE HISTORICALLY QUALIFIED FOR FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. WHEN THE MODEL IS UTILIZED, IT WILL BE DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS WEST JEFFERSON MEDICAL CENTER TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS REVIEW WILL CONSTITUTE ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THIS POLICY.IN THE EVENT A PATIENT DOES NOT QUALIFY FOR PRESUMPTIVE ELIGIBILITY BASED ON THIS MODEL, THE PATIENT MAY STILL PROVIDE REQUISITE INFORMATION AND BE CONSIDERED UNDER THE TRADITIONAL FAA PROCESS. PATIENT ACCOUNTS GRANTED PRESUMPTIVE ELIGIBILITY BASED ON THIS PREDICTIVE MODEL WILL BE RECLASSIFIED AS FINANCIAL ASSISTANCE AND ANY REMAINING BALANCE DUE WILL BE FORGIVEN. PATIENT ACCOUNTS GRANTED PRESUMPTIVE ELIGIBILITY STATUS WILL BE PROVIDED FREE CARE FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY. THIS DECISION WILL NOT CONSTITUTE A STATE OF FREE CARE AS AVAILABLE THROUGH THE TRADITIONAL APPLICATION PROCESS. THESE ACCOUNTS WILL BE TREATED AS ELIGIBLE FOR FINANCIAL ASSISTANCE UNDER THIS POLICY. THEY WILL NOT BE SENT TO COLLECTION, WILL NOT BE SUBJECT TO FURTHER COLLECTION ACTION, AND WILL NOT BE INCLUDED IN WEST JEFFERSON MEDICAL CENTER BAD DEBT EXPENSE. PATIENTS WILL NOT BE NOTIFIED TO INFORM THEM OF THIS DECISION. PRESUMPTIVE SCREENING PROVIDES A COMMUNITY BENEFIT BY ENABLING A HOSPITAL ORGANIZATION TO SYSTEMATICALLY IDENTIFY FINANCIALLY NEEDY PATIENTS, REDUCE ADMINISTRATIVE BURDENS AND PROVIDE FINANCIAL ASSISTANCE TO PATIENTS AND THEIR GUARANTORS, SOME OF WHOM MAY HAVE NOT BEEN RESPONSIVE TO THE FINANCIAL ASSISTANCE APPLICATION PROCESS. UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 13B: UNDER THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY, TO BE ELIGIBLE FOR A 100% REDUCTION OF CHARGES (I.E FULL WRITE OFF), THE PATIENT'S FAMILY INCOME MUST BE AT OR BELOW 100% OF FEDERAL POVERTY GUIDELINES (FPL) AND CRITERIA FOR THE LCMC FINANCIAL ASSISTANCE PROGRAM: VERIFIED 0-200% OF FPL FOR APPLICANT AND PROOF OF FAMILY INCOME. THE ADEQUACY OF THAT PROOF IS AT THE DISCRETION OF LCMC. UNCOMPENSATED CARE APPLICANTS WILL BE REQUIRED TO SUBMIT SUPPORTING FINANCIAL AND MEDICAL INFORMATION IN ORDER TO MAKE A DETERMINATION OF ELIGIBILITY. PATIENTS WHO DO NOT MEET THE CRITERIA FOR FREE CARE (I.E FULL WRITE OFF) BUT MEET FEDERAL POVERTY GUIDELINES, AND WITHOUT ANY SOURCE OF INSURANCE COVERAGE WILL BE ELIGIBLE FOR A SLIDING SCALE UNINSURED DISCOUNT. WEST JEFFERSON MEDICAL CENTER PART V, SECTION B, LINE 13H: PAYMENT PLANS ARE ALSO AVAILABLE FOR PATIENTS WHO ARE UNABLE TO PAY THEIR BILLS WITHIN 30 DAYS OF THE INITIAL INVOICE.PATIENTS INELIGIBLE FOR FINANCIAL ASSISTANCE AND HAVING NO THIRD-PARTY COVERAGE FOR EMERGENCY OR MEDICALLY NECESSARY SERVICES PROVIDED BY LCMC HEALTH WILL BE GRANTED A DISCOUNT EQUAL TO THAT OF THE AVERAGE AMOUNT GENERALLY BILLED. UNIVERSITY HEALTHCARE SYSTEM PART V, SECTION B, LINE 13H: PAYMENT PLANS ARE ALSO AVAILABLE FOR PATIENTS WHO ARE UNABLE TO PAY THEIR BILLS WITHIN 30 DAYS OF THE INITIAL INVOICE.PATIENTS INELIGIBLE FOR FINANCIAL ASSISTANCE AND HAVING NO THIRD-PARTY COVERAGE FOR EMERGENCY OR MEDICALLY NECESSARY SERVICES PROVIDED BY LCMC HEALTH WILL BE GRANTED A DISCOUNT EQUAL TO THAT OF THE AVERAGE AMOUNT GENERALLY BILLED. PART V SECTION B, LINE 7 LAKESIDE HOSPITAL , A FACILITY OF UNIVERSITY HEALTHCARE SYSTEM, L.C., PUBLISHED ITS MOST RECENT CHNA AT THE BELOW WEBSITE:HTTPS://WWW.LCMCHEALTH.ORG/LAKESIDE-HOSPITAL/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ PART V, SECTION B, (LINE 11 CONTINUATION FOR WJMC) STRATEGY 2: THE EVALUATION OF ALL MATERIALS WILL INCLUDE THE FOLLOWING PROCESSES: IDENTIFICATION OF PILOT GROUP MEMBERS, DISTRIBUTION OF MATERIALS WITH INSTRUCTIONS FOR EVALUATION AND SCORING PROCESS, COLLECTION OF EVALUATION TOOLS AND FEEDBACK, RECOMMENDATIONS FOR IMPROVEMENTS WILL BE INCORPORATED INTO TOOLS AND FINAL VERSIONS WILL BE CREATED BY MARKETING, FINAL VERSIONS WILL BE PREPARED FOR IMPLEMENTATION ON PILOT UNITS.GOAL 3: PILOT PATIENT TOOLKIT TO 10 LOW-RISK PATIENTS SELECTED FROM EACH PILOT UNIT AND 10 CLINICAL MEMBERS OF EACH PILOT UNIT TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025 AND OBTAIN FEEBACK AND MAKE IMPROVEMENTS.STRATEGY 1: PILOT THE TOOLKIT IN THREE HIGH-TRAFFIC DEPARTMENTS (E.G., EMERGENCY, PRIMARY CARE, AND CARDIOLOGY) BY SEPTEMBER 2025, GATHERING FEEDBACK FOR IMPROVEMENTS FROM PATIENTS, STAFF AND PHYSICIANS.STRATEGY 2: PILOT THE TOOLKIT TO THE COMMUNITY ADVISORY COUNCIL MEMBERS AND ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025.STRATEGY 3: NURSING LEADERSHIP APPROVAL WILL BE OBTAINED AND AN IN-SERVICE PRESENTATION WILL BE PROVIDED TO STAFF OF PILOT UNITS.STRATEGY 4: PILOTS WILL LAUNCH FOR 1- WEEK AT EACH LOCATION.GOAL 4: PILOT PATIENT TOOLKIT TO 10 CLINICAL MEMBERS OF EACH PILOT UNIT TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025 AND OBTAIN FEEBACK AND MAKE IMPROVEMENTS.STRATEGY 1: PILOT STAFF AND PHYSICIAN EDUCATION MODULES WITH A SELECT GROUP OF CLINICAL STAFF FROM EACH UNIT.STRATEGY 2: NURSING LEADERSHIP APPROVAL WILL BE OBTAINED AND AN IN-SERVICE PRESENTATION WILL BE PROVIDED TO STAFF OF PILOT UNITS.STRATEGY 3: PILOTS WILL LAUNCH FOR 1- WEEK AT EACH LOCATION.STRATEGY 4: IMPLEMENTATION OF BOTH THE HEALTH LITERACY TOOLKIT AND STAFF TRAINING MODULES WITH A "BE IN THE KNOW" CAMPAIGN. WJMC WILL BE WORKING IN COLLABORATION WITH OUR LOCAL AND SYSTEM MARKETING DEPARTMENTS AND HOSPITAL MOSAIC TEAMS. CONCLUSION:WJMC REMAINS COMMITTED TO ADVANCING THE PRIORITIES OF THE CHIP IMPLEMENTATION PLAN THROUGH COLLABORATIVE, DATA-INFORMED INITIATIVES THAT ADDRESS HEALTH EQUITY, ACCESS, AND EDUCATION. THESE ACTIONS DIRECTLY ALIGN WITH OUR MISSION TO IMPROVE THE HEALTH AND WELL-BEING OF THE COMMUNITIES WE SERVE. HEALTH NEEDS NOT SELECTED FOR PRIORITIZATION:ALL OF THE NEEDS IDENTIFIED IN THE CHNA HAVE AN IMPACT ON ONE ANOTHER AS THEY DRIVE HEALTH OUTCOMES. ALTHOUGH ALL OF THE NEEDS ADDRESSED IN THE CHNA ARE VALID, IMPORTANT CONCERNS, WEST JEFFERSON MEDICAL CENTER IS COMMITTED TO PRIORITIZING KEY CHALLENGES WHERE THEY CAN BE MOST IMPACTFUL. DUE TO A LACK OF RESOURCES, EXPERTISE, OR COMPETENCE, THE WJMC LEADERSHIP DETERMINED THE FOLLOWING NEEDS WILL NOT BE EXPLICITLY PRIORITIZED AND ADDRESSED IN THE CHIP.ACCESS TO AND AWARENESS OF BEHAVIORAL HEALTH: THIS ISSUE FALLS OUTSIDE OF THE SCOPE OF HEALTHCARE DELIVERY AT WJMC.SEXUAL HEALTH SERVICES: THIS ISSUE FALLS OUTSIDE OF THE SCOPE OF HEALTHCARE DELIVERY AT WJMC. PART V, SECTION B, (LINE 11 CONTINUATION FOR UHS SOUTHSHORE (EJGH)) GOAL 3: EJGH WILL LAUNCH TRAINING PROGRAM PILOT, OBTAIN AND INTEGRATE FEEDBACK AND REVISIONS BY OCTOBER 2025.STRATEGY 1: THE TRAINING WILL BE PILOTED IN THREE HIGH-DIVERSITY DEPARTMENTS (E.G., MATERNITY, EMERGENCY, AND PRIMARY CARE PHYSICIAN OFFICES).STRATEGY 2: EJGH WILL PROVIDE PILOT TRAINING TO COMMUNITY ADVISORS, HOSPITAL CLINICAL STAFF AND EMPLOYED PHYSICIANS IN CULTURAL COMPETENCY, CULTURAL HUMILITY AND INCLUSIVE COMMUNICATION BY SEPTEMBER 2025, GATHERING FEEDBACK FOR REVISIONS. GOAL 4: EJGH WILL CONDUCT ANALYSIS OF DATA, REFINE TRAINING AND UPLOAD FINISHED PRODUCTS INTO THE LEARNING CENTER TO LAUNCH IN Q1 2026.STRATEGY 1: CONDUCT PRE- AND POST- IMPLEMENTATION PATIENT, CLINICAL STAFF, AND PHYSICIAN SURVEYS.STRATEGY 2: UPLOAD STAFF TRAINING MODULES IN LCMC HEALTH LEARNING CANTER TO LAUNCH Q1 2025.PRIORITY 4: HEALTH LITERACYHEALTH LITERACY IS KEY TO MAINTAINING AND IMPROVING HEALTH INCLUDING BOTH KNOWLEDGE OF HEALTH BEHAVIORS AND ABILITY TO UNDERSTAND AND SEEK OUT ACCURATE HEALTH INFORMATION FROM DOCTORS OR OTHER SOURCES. DIGITAL TOOLS ARE AN IMPORTANT COMPONENT OF HEALTH LITERACY. WHILE BROADBAND ACCESS WAS GENERALLY HIGH IN TARGET PARISHES, CHNA PARTICIPANTS DESCRIBED VARYING LEVELS OF QUALITY OF SERVICE BY PLACE AND CHALLENGES UNDERSTANDING DIGITAL TECHNOLOGY, INCLUDING ACCESSING TELEHEALTH. COMMUNITY MEMBERS FELT THAT IMPROVING OVERALL HEALTH LITERACY WOULD BE CRUCIAL TO INCREASING OVERALL HEALTH KNOWLEDGE AND PATIENT ENGAGEMENT. AS HEALTH LITERACY IMPROVES, PATIENTS ARE ABLE TO MAKE MORE INFORMED DECISIONS AND ACTIVELY PARTICIPATE IN MAINTAINING AND IMPROVING THEIR OWN HEALTH AND THE HEALTH OF THEIR COMMUNITIES.GOAL 1: IN A THREE-PRONGED APPROACH LCMC HEALTH'S SYSTEM OSR DEPARTMENT WILL ADDRESS THE TOPIC OF HEALTH LITERACY BY DEVELOPING EDUCATIONAL AND INFORMATIONAL TOOLS FOR CLINICAL STAFF AND PHYSICIANS. STRATEGY 1: LCMC'S HEALTH'S SYSTEM OSR DEPARTMENT WILL DEVELOP AND EXPAND THE RANGE OF THEIR HEALTH LITERACY PROGRAM, "BE IN THE KNOW", TO ENCOMPASS A HEALTH LITERACY TOOLKIT AND TWO LEARNING MODULES FOR STAFF.GOAL 2: EJGH WILL THEN DEVELOP A MULTILINGUAL, ACCESSIBLE HEALTH LITERACY TOOLKIT THAT INCLUDES BROCHURES, DIGITAL RESOURCES, AND LEARNING MODULES COVERING COMMON MEDICAL CONDITIONS AND CONCERNS.STRATEGY 1: EJGH WILL ENSURE ALL MATERIALS ARE WRITTEN AT A 6TH-GRADE READING LEVEL OR LOWER AND INCLUDE VISUALS TO ACCOMMODATE DIVERSE PATIENT POPULATIONS BY JUNE 2025.GOAL 3: EJGH WILL PILOT THE TOOLKIT TO THE COMMUNITY ADVISORY COUNCIL MEMBERS AND CLINICAL MEMBERS OF LCMC HEALTH'S HOSPITAL MOSAIC TEAMS TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025.STRATEGY 1: PILOT PATIENT TOOLKIT AND STAFF TRAINING MODULES AMONG A SELECT GROUPS OF CLINICAL EVALUATORS AND ACHIEVE AN EVALUATION SCORE OF AT LEAST 80% OF CLINICAL STAFF ON EFFECTIVE PATIENT COMMUNICATION AND HOW TO USE THE TOOLKIT BY AUGUST 2025.STRATEGY 2: THE EVALUATION OF ALL MATERIALS WILL INCLUDE THE FOLLOWING PROCESSES: IDENTIFICATION OF PILOT GROUP MEMBERS, DISTRIBUTION OF MATERIALS WITH INSTRUCTIONS FOR EVALUATION AND SCORING PROCESS, COLLECTION OF EVALUATION TOOLS AND FEEDBACK, RECOMMENDATIONS FOR IMPROVEMENTS WILL BE INCORPORATED INTO TOOLS AND FINAL VERSIONS WILL BE CREATED BY MARKETING, FINAL VERSIONS WILL BE PREPARED FOR IMPLEMENTATION ON PILOT UNITS.GOAL 3: PILOT PATIENT TOOLKIT TO 10 CLINICAL MEMBERS OF EACH PILOT UNIT TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025 AND OBTAIN FEEBACK AND MAKE IMPROVEMENTS.STRATEGY 1: PILOT STAFF AND PHYSICIAN EDUCATION MODULES WITH A SELECT GROUP OF CLINICAL STAFF FROM EACH UNIT.STRATEGY 2: NURSING LEADERSHIP APPROVAL WILL BE OBTAINED AND AN IN-SERVICE PRESENTATION WILL BE PROVIDED TO STAFF OF PILOT UNITS.STRATEGY 3: PILOTS WILL LAUNCH FOR 1- WEEK AT EACH LOCATION.GOAL 4: PILOT PATIENT TOOLKIT TO 10 CLINICAL MEMBERS OF EACH PILOT UNIT TO ACHIEVE AN EVALUATION SCORE OF 85% FROM COUNCIL MEMBERS ON EASE OF UNDERSTANDING AND EFFECTIVENESS OF PATIENT COMMUNICATION BY AUGUST 2025 AND OBTAIN FEEBACK AND MAKE IMPROVEMENTS.STRATEGY 1: PILOT STAFF AND PHYSICIAN EDUCATION MODULES WITH A SELECT GROUP OF CLINICAL STAFF FROM EACH UNIT.STRATEGY 2: NURSING LEADERSHIP APPROVAL WILL BE OBTAINED AND AN IN-SERVICE PRESENTATION WILL BE PROVIDED TO STAFF OF PILOT UNITS.STRATEGY 3: PILOTS WILL LAUNCH FOR 1- WEEK AT EACH LOCATION.GOAL 5: EJGH WILL LAUNCH AN INFORMATIONAL CAMPAIGN IN PARTNERSHIP WITH ORGANIZATIONAL DEVELOPMENT TEAM IN THE LEARNING CENTER AND UPLOAD TRAINING MODULES IN LEARNING CENTER BY DECEMBER 2025.STRATEGY 1: WORKING IN COLLABORATION WITH OUR LOCAL & SYSTEM MARKETING DEPARTMENTS AND HOSPITAL MOSAIC TEAMS, EJGH WILL IMPLEMENT OF BOTH THE HEALTH LITERACY TOOLKIT AND STAFF TRAINING MODULES WITH A "BE IN THE KNOW" CAMPAIGN.CONCLUSION:EJGH REMAINS COMMITTED TO ADVANCING THE PRIORITIES OF THE CHIP IMPLEMENTATION PLAN THROUGH COLLABORATIVE, DATA-INFORMED INITIATIVES THAT ADDRESS HEALTH EQUITY, ACCESS, AND EDUCATION. THESE ACTIONS DIRECTLY ALIGN WITH OUR MISSION TO IMPROVE THE HEALTH AND WELL-BEING OF THE COMMUNITIES WE SERVE. HEALTH NEEDS NOT SELECTED FOR PRIORITIZATION:ALL OF THE NEEDS IDENTIFIED IN THE CHNA HAVE AN IMPACT ON ONE ANOTHER AS THEY DRIVE HEALTH OUTCOMES. ALTHOUGH ALL OF THE NEEDS ADDRESSED IN THE CHNA ARE VALID, IMPORTANT CONCERNS, EAST JEFFERSON MEDICAL CENTER IS COMMITTED TO PRIORITIZING KEY CHALLENGES WHERE THEY CAN BE MOST IMPACTFUL. DUE TO A LACK OF RESOURCES, EXPERTISE, OR COMPETENCE, THE EJGH LEADERSHIP DETERMINED THE FOLLOWING NEEDS WILL NOT BE EXPLICITLY PRIORITIZED AND ADDRESSED IN THE CHIP.SOCIOECONOMIC CHALLENGES: EAST JEFFERSON IS UNABLE TO ADDRESS THIS SIGNIFICANT NEED DUE TO LIMITED RESOURCES AND FINANCIAL CHALLENGES.ENVIRONMENTAL HEALTH: THIS IS OUTSIDE THE SCOPE OF HEALTHCARE. WE ARE UNABLE TO MEET THIS NEED AT EAST JEFFERSON.CRIME AND VIOLENCE: THIS IS OUTSIDE THE SCOPE OF HEALTHCARE. WE ARE UNABLE TO MEET THIS NEED AT EAST JEFFERSON.AFFORDABILITY OF CARE: WHILE THIS IS NOT ADDRESSED AS A STANDALONE PRIORITY, EAST JEFFERSON DOES INCORPORATE THIS NEED THROUGHOUT MULTIPLE OTHER STRATEGIC FOCUSES. SPECIFICALLY, BY INCREASING ACCESS TO CARE AND CERTAIN SPECIALTIES WE ARE ABLE TO SUPPORT UNINSURED AND UNDERINSURED POPULATIONS IN JEFFERSON PARISH.ACCESS TO & AWARENESS OF BEHAVIORAL HEALTH: EAST JEFFERSON IS UNABLE TO PRIORITIZE A STANDALONE INITIATIVE FOR ACCESS TO & AWARENESS OF BEHAVIORAL HEALTH SERVICES DUE TO RESOURCE CONSTRAINTS.SEXUAL HEALTH SERVICES: EAST JEFFERSON IS UNABLE TO PRIORITIZE A STANDALONE INITIATIVE FOR SEXUAL HEALTH SERVICES DUE TO RESOURCE CONSTRAINTS. PART V, SECTION B, (LINE 11 CONTINUATION FOR UHS) UNIVERSITY HEALTHCARE SYSTEM (NORTHSHORE) LAKEVIEW HOSPITAL:PART V, SECTION B, LINE 11: LAKEVIEW HOSPITAL DEVELOPED THE COMMUNITY HEALTH IMPLEMENTATION PLAN (CHIP) BASED ON THE RESOURCES AVAILABLE TO ADDRESS THE COMMUNITY HEALTH NEEDS ASSESSMENT ADOPTED IN 2025. AN INTERDISCIPLINARY TEAM OF KEY STAKEHOLDERS COLLABORATED TO IDENTIFY INITIATIVES TO ENHANCE THE HEALTH OUTCOMES OF THE COMMUNITY. THE TOP NEEDS IDENTIFIED BY THE CHNA AND PRIORITIZED BY LAKEVIEW HOSPITAL ARE CHRONIC DISEASE, MATERNAL AND CHILD HEALTH, AND BEHAVIORAL HEALTH. LAKEVIEW HOSPITAL HAS DESIGNED A PLAN TO MAKE MEASURABLE PROGRESS IN EXECUTING STRATEGIES OUTLINED IN THE 2025 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) ORGANIZED BY CHIP PRIORITY.PRIORITY 1: CHRONIC DISEASECHRONIC DISEASE WAS A MAJOR CONCERN OF CHNA RESPONDENTS, WITH OBESITY, HEART DISEASE OR HIGH BLOOD PRESSURE, AND DIABETES RANKING AMONG THE MOST COMMONLY IDENTIFIED LOCAL HEALTH CONCERNS. TANGIPAHOA AND WASHINGTON PARISHES IN THE NORTHSHORE REGION ARE IMPACTED BY HIGHER THAN STATE AVERAGE RATES OF THESE CHRONIC CONDITIONS, WITH EQUAL OR LOWER RATES OBSERVED IN ST. TAMMANY. SURVEY RESPONDENTS ALSO EMPHASIZED THE HEALTH CONCERN OF CANCER IN THEIR COMMUNITIES, AND SECONDARY DATA DEMONSTRATED RACIAL DISPARITIES IN CANCER INCIDENCE. RATES OF SCREENING FOR CHRONIC DISEASE VARY BY TYPE OF SCREENING AND ACROSS DIFFERENT DEMOGRAPHICS, HIGHLIGHTING THE NEED FOR INCREASED SCREENINGS FOR CHRONIC CONDITIONS AND CANCER ON THE NORTHSHORE. TO ADDRESS THESE CONCERNS AND DECREASE BURDEN OF CHRONIC CONDITIONS LIKE HEART DISEASE, STROKE, DIABETES, OBESITY, DEBILITY, AND OTHERS WITHIN THE PATIENT POPULATIONS OF HEALTHIER NORTHSHORE, INCREASE HEALTH LITERACY FOCUSED ON THE AFOREMENTIONED CHRONIC CONDITIONS FOR PATIENT POPULATIONS OF HEALTHIER NORTHSHORE, AND INCREASE CANCER PREVENTION AWARENESS AND BEHAVIORS, EARLY DETECTION ACTIVITIES, AND UTILIZATION OF THERAPEUTIC MODALITIES FOR MANAGEMENT, THE HEALTHIER NORTHSHORE FACILITIES HAVE DEVISED THE FOLLOWING GOALS AND STRATEGIES:GOAL 1: LAKEVIEW HOSPITAL WILL PROVIDE FREE EDUCATION ON SMOKING CESSATION FOR THE COMMUNITY.STRATEGY 1: FREE ONGOING CLASSES ON SMOKING CESSATION FOR BOTH THE INPATIENT AND OUTPATIENT POPULATIONS WILL BE PROVIDED AT LAKEVIEW.PRIORITY 2: MOTHER AND INFANT HEALTHACCESS TO EDUCATION AND SUPPORT FOR EXPECTANT MOTHERS IS CRUCIAL IN IMPROVING MATERNAL AND INFANT HEALTH OUTCOMES ON THE NORTHSHORE. SECONDARY DATA FROM THE NORTHSHORE CHNA DEMONSTRATED RACIAL DISPARITIES IN LOW BIRTHWEIGHT AS WELL AS ELEVATED TEEN BIRTH RATES IN TANGIPAHOA AND WASHINGTON. CHNA FOCUS GROUP AND INTERVIEW PARTICIPANTS IDENTIFIED A LACK OF RESOURCES FOR MOTHERS WHO ARE LOW-INCOME OR LACK FAMILY SUPPORT AS A MAJOR CHALLENGE FOR THE NORTHSHORE REGION. TO ADDRESS THESE CONCERNS AND IMPROVE INFANT HEALTH OUTCOMES INCLUDING BIRTH WEIGHT, FULL TERM DELIVERY, PERCENTAGE OF INFANTS BREASTFED AT BIRTH, REDUCTION OF NICU STAYS AND READMISSIONS, DECREASE MATERNAL MORBIDITY AND MORTALITY RATES OF THE PATIENT POPULATIONS OF HEALTHIER NORTHSHORE, AND INCREASE ACCESS AND UTILIZATION OF PRENATAL CARE FOR UNDERSERVED POPULATIONS THE FOLLOWING GOALS AND STRATEGIES WILL BE IMPLEMENTED BY LAKEVIEW HOSPITAL:GOAL 1: IN PARTNERSHIP WITH LAPQC GIFT AND BABY FRIENDLY USA, LAKEVIEW WILL IMPROVE EXCLUSIVE BREASTFEEDING RATES FOR INPATIENT.STRATEGY 1: INCREASED LACTATION SUPPORT WHILE INPATIENT WILL BE PROVIDED AT LAKEVIEW.STRATEGY 2: LAKEVIEW WILL PROVIDE EDUCATION FOR ALL STAFF ON LACTATION EDUCATION.GOAL 2: IN PARTNERSHIP WITH STPH LACTATION CONSULTANTS, OUTPATIENT LACTATION APPOINTMENTS AND PHONE CONSULTS WILL BE PROVIDED BY LAKEVIEW WOMEN + CHILDREN SERVICES.STRATEGY 1: LAKEVIEW WILL FACILITATE VIRTUAL VISIT WITH STHS WOMEN CHILD SERVICES.STRATEGY 2: OUTPATIENT LACTATION CONSULTS WILL BE CONDUCTED AT LAKEVIEW.GOAL 3: A SEVERE RANGE HYPERTENSION PROGRAM WILL BE IMPLEMENTED AT LAKEVIEW FOR MOMS THAT QUALIFY FOR HYPERTENSION PROTOCOL.STRATEGY 1: AT HOME MONITORING, BLOOD PRESSURE TESTING, AND FOLLOW UP CARE.GOAL 4: TO ENSURE EXPECTING MOTHERS HAVE THE SUPPORT AND RESOURCES THEY NEED, LAKEVIEW WILL PROVIDE EXPECTING MOTHERS WITH HEALTH EDUCATION AND RESOURCES.STRATEGY 1: LAKEVIEW WILL EXPAND THE PRENATAL/ POSTNATAL HEALTH EDUCATION PROVIDED AT INITIAL VISIT WITH OBGYN. STRATEGY 2: LAKEVIEW WILL INCREASE LIMIT OF POSTPARTUM VISITS STRATEGY 3: CONNECTED MOMS STRATEGY 4: FREE EDUCATION CLASSES ON A WIDE RANGE OF TOPICS FROM PRENATAL/POSTNATAL TO PREP FOR FAMILY MEMBERS WILL BE PROVIDED AT LAKEVIEW.STRATEGY 5: LAKEVIEW IS PARTNERING WITH ROTARY WORKING WITH PREGNANCY CRISIS CENTER. STRATEGY 6: FUNDRAISING EFFORTS AND EDUCATING THE PUBLIC WILL CONTINUE AT LAKEVIEW.PRIORITY 3: BEHAVIORAL HEALTHACCESS TO BEHAVIORAL HEALTHCARE REMAINS A SIGNIFICANT CHALLENGE ON THE NORTHSHORE. ALL PARISHES IN THE REGION HAVE A HIGHER RATIO OF POPULATION TO MENTAL HEALTH PROVIDERS THAN THE STATE, AND BOTH CHNA SURVEY RESPONDENTS AND INTERVIEWEES HIGHLIGHTED HOW STIGMA, LACK OF AWARENESS, AND FINANCIAL BURDENS IMPACT ACCESS TO MENTAL HEALTH CARE. TO DECREASE STIGMA SURROUNDING BEHAVIORAL HEALTH CONDITIONS LIKE DEPRESSION, ANXIETY, AND SUBSTANCE USE WITHIN THE PATIENT POPULATIONS OF HEALTHIER NORTHSHORE AND INCREASE AWARENESS, ACCESS, UTILIZATION, ADVOCACY EFFORTS, AND REACH OF BEHAVIORAL HEALTH SERVICES, LAKEVIEW HOSPITAL IS COMMITTED TO SUPPORTING THE OTHER HEALTHIER NORTHSHORE FACILITIES.CONCLUSION:LAKEVIEW REMAINS COMMITTED TO ADVANCING THE PRIORITIES OF THE CHIP IMPLEMENTATION PLAN THROUGH COLLABORATIVE, DATA-INFORMED INITIATIVES THAT ADDRESS HEALTH EQUITY, ACCESS, AND EDUCATION. THESE ACTIONS DIRECTLY ALIGN WITH OUR MISSION TO IMPROVE THE HEALTH AND WELL-BEING OF THE COMMUNITIES WE SERVE. HEALTH NEEDS NOT SELECTED FOR PRIORITIZATION:ALL OF THE NEEDS IDENTIFIED IN THE CHNA HAVE AN IMPACT ON ONE ANOTHER AS THEY DRIVE HEALTH OUTCOMES. ALTHOUGH ALL OF THE NEEDS ADDRESSED IN THE CHNA ARE VALID, IMPORTANT CONCERNS, EAST JEFFERSON MEDICAL CENTER IS COMMITTED TO PRIORITIZING KEY CHALLENGES WHERE THEY CAN BE MOST IMPACTFUL. DUE TO A LACK OF RESOURCES, EXPERTISE, OR COMPETENCE, THE LAKEVIEW LEADERSHIP DETERMINED THE FOLLOWING NEEDS WILL NOT BE EXPLICITLY PRIORITIZED AND ADDRESSED IN THE CHIP.POVERTY AND ECONOMIC OPPORTUNITY: THIS IS OUTSIDE THE SCOPE OF HEALTHCARE DELIVERY AND OTHER FACILITIES OR ORGANIZATIONS IN THE COMMUNITY ARE ADDRESSING THE NEED. TRANSPORTATION: OTHER FACILITIES OR ORGANIZATIONS IN THE COMMUNITY ARE ADDRESSING THE NEED. LAKEVIEW ALSO HAS RESOURCE CONSTRAINTS IN REGARD TO THIS NEED.AFFORDABILITY OF CARE: A LACK OF IDENTIFIED EFFECTIVE INTERVENTIONS TO ADDRESS THE NEED BY LAKEVIEW HOSPITAL. HEALTH LITERACY AND DIGITAL ACCESS: A LACK OF IDENTIFIED EFFECTIVE INTERVENTIONS TO ADDRESS THE NEED. PATIENT-PROVIDER TRUST: CURRENTLY EMBEDDED IN HEALTHCARE DELIVERY CONTINUUM AT LAKEVIEW. SEXUAL HEALTH SERVICES: A LACK OF IDENTIFIED EFFECTIVE INTERVENTIONS TO ADDRESS THE NEED. PART V, SECTION B, LINE 5 (CONTINUATION) UNIVERSITY HEALTHCARE SYSTEM (NORTHSHORE) LAKEVIEW HOSPITAL: (CONTINUATION OF PREVIOUS RESPONSE)HOSPITAL FACILITIES FOCUSED ON DISTRIBUTING THE SURVEY TO THEIR PATIENTS THROUGH SOCIAL MEDIA AS WELL AS THROUGH CLINICS AND WAITING AREAS. LPHI AND LDH DISTRIBUTED THE TOOL THROUGH VIRTUAL NETWORKS SERVING THE NORTHSHORE REGION AREA. THE SURVEY WAS CONDUCTED IN COLLABORATION WITH THE LDHS STATEWIDE HEALTH ASSESSMENT SURVEY, WHICH TOOK PLACE SIMULTANEOUSLY, TO BOOST RESPONSE RATES AND REDUCE SURVEY FATIGUE. THE SURVEY TOOL WAS GROUNDED IN HEALTH EQUITY AND INFORMED BY EVIDENCE-BASED MATERIALS (SUCH AS PREVENTION INSTITUTES MEASURING WHAT WORKS TO ACHIEVE HEALTH EQUITY: METRICS FOR THE DETERMINANTS OF HEALTH). IT INCLUDED QUESTIONS DESIGNED TO MEASURE RESPONDENT'S PERCEPTIONS OF DETERMINANTS OF HEALTH, HEALTH BEHAVIORS AND EXPOSURES, AND HEALTH OUTCOMES, AS WELL AS OPEN-ENDED QUESTIONS ON LOCAL ASSETS AND RECOMMENDATIONS TO IMPROVE COMMUNITY HEALTH. ALL SURVEY RESPONSES FROM PARISHES SERVED BY HEALTHIER NORTHSHORE HOSPITALS WERE COMPILED FOR ANALYSIS IN STATA. AS SURVEY RESPONSES WERE COLLECTED VIA CONVENIENCE SAMPLING, THESE FINDINGS MAY NOT BE GENERALIZABLE TO THE ENTIRE COMMUNITY AND SHOULD BE INTERPRETED IN CONCERT WITH QUALITATIVE AND SECONDARY DATA FINDINGS. DEMOGRAPHIC INFORMATION OF SURVEY RESPONDENTS AS WELL AS A SUMMARY OF RESPONSES TO SURVEY QUESTIONS CAN BE FOUND IN THE CHNA'S APPENDIX E: ADDITIONAL SURVEY DATA.FOCUS GROUPSLPHI FACILITATED FOCUS GROUPS WITH PARTICIPANTS FROM ST. TAMMANY, WASHINGTON, AND TANGIPAHOA PARISHES AND PEARL RIVER COUNTY, MISSISSIPPI. FOCUS GROUP PARTICIPANTS INCLUDED PARENTS, MEMBERS OF SPANISH SPEAKING COMMUNITIES, RURAL COMMUNITY MEMBERS, OLDER ADULTS, MENTAL HEALTH AND SUBSTANCE USE PROVIDERS, AND DISABILITY ADVOCATES. FOCUS GROUP DISCUSSIONS ADDRESSED THE HEALTH CONCERNS OF THE COMMUNITY, RESOURCES, AND ASSETS OF THE COMMUNITY, HOW PEOPLE CHOOSE/ACCESS PROVIDERS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. INCENTIVES WERE PROVIDED TO THOSE THAT WERE ELIGIBLE AS A TOKEN FOR THEIR TIME. ALL TRANSCRIPTIONS WERE UPLOADED INTO DEDOOSE, CODED, AND ANALYZED.KEY STAKEHOLDER INTERVIEWSTWENTY-FIVE INTERVIEWS WERE CONDUCTED WITH KEY STAKEHOLDERS ACROSS THE NORTHSHORE REGION. MOST KEY STAKEHOLDERS WERE RECOMMENDED BY PARTICIPATING HOSPITALS. INTERVIEWEES INCLUDED: PUBLIC HEALTH AND HEALTH DEPARTMENT LEADERS LEADERS AND/OR MEMBERS OF MEDICALLY UNDERSERVED, LOW INCOME, AND/OR MINORITY COMMUNITIES LEADERS AND SERVICE PROVIDERS FROM LOCAL COMMUNITY-FOCUSED ORGANIZATIONS SUCH AS FOOD BANKS, CBOS, SCHOOLS, HUMAN SERVICE AUTHORITIES, NEIGHBORHOOD ASSOCIATIONS, UNIVERSITIES, ADVOCACY GROUPS, ETC.INTERVIEWS FOCUSED ON HEALTH CONCERNS WITHIN THE COMMUNITY, COMMUNITY RESOURCES AND ASSETS, AND RECOMMENDATIONS ON HOW TO IMPROVE THE HEALTH OF RESIDENTS. MONETARY INCENTIVES WERE PROVIDED TO ELIGIBLE PARTICIPANTS FOR THEIR TIME AND INPUT. TRANSCRIPTS WERE LOADED INTO DEDOOSE AND CODED BASED ON KEY THEMES. A THEMATIC ANALYSIS WAS THEN CONDUCTED TO SYNTHESIZE FINDINGS.QUALITATIVE PARTICIPANTS FROM THE NORTHSHORE COMMUNITYBY USING THESE PRIMARY DATA COLLECTION AND ANALYSIS METHODS, THE HOSPITAL FACILITIES AND LPHI TEAM CONDUCTED OUTREACH THROUGH VIRTUAL PLATFORMS TO SOLICIT INPUT FROM PERSONS REPRESENTING BROAD INTERESTS OF THE NORTHSHORE COMMUNITY. NORTHSHORE AREA ORGANIZATIONS PARTICIPATING IN INTERVIEWS AND FOCUS GROUPS INCLUDED, BUT NOT LIMITED TO:ADAPT, FIREFIGHTERS FOR SAFE HARBOR, FRANKLINTON CHAMBER OF COMMERCE, FRANKLINTON ROTARY CLUB, HEALTHIER NORTHSHORE, HISPANIC APOSTOLATE OF THE NEW ORLEANS ARCHDIOCESE, LAKE 94.7 RADIO LISTENERS, LIVE BETTER ST. TAMMANY COMMITTEE, LOUISIANA 811, LOUISIANA CHILDREN AND YOUTH PREVENTION COALITION, LOUISIANA DEPARTMENT OF HEALTH, REGION 9 PUBLIC HEALTH OFFICIALS, LOUISIANA PTA LEADERSHIP TRAINING, MAYOR NEWSLETTER, MAYOR OF COVINGTON HEALTHY LIFESTYLES MEETINGS, NAMI SOUTHEAST LOUISIANA, NORTHSHORE COMMUNITY FOUNDATION, NORTHSHORE FOOD BANK, NORTHSHORE NONPROFIT RESOURCE ROUND-UP, NORTHSHORE UTILITY COUNCIL, POH COMMUNITY ADVISORY ACTION TEAM, RIVERSIDE MEDICAL CENTER, SELA PREGNANCY CENTER, ST. TAMMANY CHAMBER OF COMMERCE, ST. TAMMANY COMMISSION ON FAMILIES, ST. TAMMANY COUNCIL ON AGING, ST. TAMMANY HEALTH SYSTEM, START CORPORATION, VIA LINK 211, WASHINGTON PARISH COALITION OF HUMAN SERVICES, WASHINGTON PARISH COUNCIL ON AGING, WASHINGTON PARISH JAIL INMATES, WELCOME HOME MINISTRIES, HOBBY GROUPS, AND PUBLIC AND COMMUNITY EVENTS IN TARGET PARISHES. 7 1 - NEW ORLEANS PHYSICIANS SERVICES INC 1101 MEDICAL CENTER BLVD MARRERO LA 70072 PHYSICIAN PRACTICE 2 - NOLA PHYSICIANS GROUP LLC 200 HENRY CLAY AVE NEW ORLEANS LA 70018 PHYSICIAN PRACTICE 3 - CRESCENT CITY RESEARCH CONSORTIUM 1111 MEDICAL CENTRE BLVD MARRERO LA 70072 CLINICAL TRIALS 4 - COMMUNITY SERVICES COLLABORATIVE 1101 MEDICAL CENTER BLVD MARRERO LA 70072 MEDICAL COLLABORATION 5 - EAST JEFFERSON PHYSICIANS GROUP LLC 4200 HOUMA BLVD METAIRIE LA 70006 PHYSICIANS GROUP 6 - EAST JEFFERSON RADIATION ONCOLOGY LLC 4200 HOUMA BLVD METAIRIE LA 70006 RADIATION ONCOLOGY SERVICES 7 - EAST JEFFERSON SURGERY CENTER LLC 4320 HOUMA BLVD 5TH FLOOR METAIRIE LA 70006 OUTPATIENT SURGERY CENTER PART I, LINE 3C: WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM: MEDICAL HARDSHIP ASSISTANCE IS AVAILABLE FOR PATIENT/GUARANTORS WITH FAMILY INCOME GREATER THAN 400% FPL AT ALL FACILITIES IF THE OUT OF POCKET LIABILITIES ARE GREATER THAN 20% OF THE FAMILY INCOME OR 50% OF TOTAL ASSETS.WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM UNDERSTAND THAT NOT ALL PATIENTS ARE ABLE TO COMPLETE A FINANCIAL ASSISTANCE APPLICATION OR COMPLY WITH REQUESTS FOR DOCUMENTATION. THERE MAY BE INSTANCES UNDER WHICH A PATIENT'S QUALIFICATION FOR FINANCIAL ASSISTANCE IS ESTABLISHED WITHOUT COMPLETING THE FORMAL FINANCIAL ASSISTANCE APPLICATION. OTHER INFORMATION MAY BE UTILIZED TO DETERMINE WHETHER A PATIENT'S ACCOUNT IS UNCOLLECTIBLE AND THIS INFORMATION WILL BE USED TO DETERMINE PRESUMPTIVE ELIGIBILITY. PRESUMPTIVE ELIGIBILITY MAY BE GRANTED TO PATIENTS BASED ON THEIR ELIGIBILITY FOR OTHER PROGRAMS OR LIFE CIRCUMSTANCES SUCH AS: HOMELESSNESS OR RECEIPT OF CARE FROM A HOMELESS CLINIC; PARTICIPATING IN WOMEN, INFANTS AND CHILDREN PROGRAMS (WIC); RECEIVING SNAP (SUPPLEMENTAL NUTRITIONAL ASSISTANCE PROGRAM) BENEFITS; RECEIVING TANF (TEMPORARY ASSISTANCE FOR NEEDY FAMILIES) BENEFITS; PATIENT DECEASED WITH NO KNOWN ESTATE: MEDICAID RECIPIENT FOR MEDICAL SERVICES COVERED BY AND COMPLIANT WITH THE MEDICAID PROGRAM REQUIREMENTS.THIS INFORMATION WILL ENABLE WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT.FOR PATIENTS, OR THEIR GUARANTORS, WHO ARE NON-RESPONSIVE TO WEST JEFFERSON MEDICAL CENTER'S OR UNIVERSITY HEALTHCARE SYSTEM'S APPLICATION PROCESS, OTHER SOURCES OF INFORMATION MAY BE USED TO MAKE AN INDIVIDUAL ASSESSMENT OF FINANCIAL NEED. THIS INFORMATION WILL ENABLE WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF NON-RESPONSIVE PATIENTS, UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. FOR THE PURPOSE OF HELPING FINANCIALLY NEEDY PATIENTS, WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM MAY USE A THIRD PARTY TO REVIEW A PATIENT'S, OR THE PATIENT'S GUARANTOR'S, INFORMATION TO ASSESS FINANCIAL NEED. THIS REVIEW UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED, PREDICTIVE MODEL THAT IS BASED ON PUBLIC RECORD DATABASES. THE MODEL INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIOECONOMIC AND FINANCIAL CAPABILITY SCORE. THE MODEL'S RULE SET IS DESIGNED TO ASSESS EACH PATIENT BASED UPON THE SAME STANDARDS AND IS CALIBRATED AGAINST HISTORICAL FINANCIAL ASSISTANCE APPROVALS BY WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM. THIS ENABLES WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM TO ASSESS WHETHER A PATIENT IS CHARACTERISTIC OF OTHER PATIENTS WHO HAVE HISTORICALLY QUALIFIED FOR FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. WHEN THE MODEL IS UTILIZED, IT WILL BE DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS REVIEW WILL CONSTITUTE ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THIS POLICY.IN THE EVENT A PATIENT DOES NOT QUALIFY FOR PRESUMPTIVE ELIGIBILITY BASED ON THIS MODEL, THE PATIENT MAY STILL PROVIDE REQUISITE INFORMATION AND BE CONSIDERED UNDER THE TRADITIONAL FAA PROCESS. PATIENT ACCOUNTS GRANTED PRESUMPTIVE ELIGIBILITY BASED ON THIS PREDICTIVE MODEL WILL BE RECLASSIFIED AS FINANCIAL ASSISTANCE AND ANY REMAINING BALANCE DUE WILL BE FORGIVEN. PATIENT ACCOUNTS GRANTED PRESUMPTIVE ELIGIBILITY STATUS WILL BE PROVIDED FREE CARE FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY. THIS DECISION WILL NOT CONSTITUTE A STATE OF FREE CARE AS AVAILABLE THROUGH THE TRADITIONAL APPLICATION PROCESS. THESE ACCOUNTS WILL BE TREATED AS ELIGIBLE FOR FINANCIAL ASSISTANCE UNDER THIS POLICY. THEY WILL NOT BE SENT TO COLLECTION, WILL NOT BE SUBJECT TO FURTHER COLLECTION ACTION, AND WILL NOT BE INCLUDED IN WEST JEFFERSON MEDICAL CENTER OR UNIVERSITY HEALTHCARE SYSTEM'S BAD DEBT EXPENSE. PATIENTS WILL NOT BE NOTIFIED TO INFORM THEM OF THIS DECISION. PRESUMPTIVE SCREENING PROVIDES A COMMUNITY BENEFIT BY ENABLING A HOSPITAL ORGANIZATION TO SYSTEMATICALLY IDENTIFY FINANCIALLY NEEDY PATIENTS, REDUCE ADMINISTRATIVE BURDENS AND PROVIDE FINANCIAL ASSISTANCE TO PATIENTS AND THEIR GUARANTORS, SOME OF WHOM MAY HAVE NOT BEEN RESPONSIVE TO THE FINANCIAL ASSISTANCE APPLICATION PROCESS. PART I, LINE 7: WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM ARE COSTING SERVICES USING A RATIO OF COST TO CHARGES (RCC) OF ADJUSTED TOTAL EXPENSE AS A RATIO OF GROSS PATIENT CHARGES. WE APPLY THE RATIO TO GROSS CHARGES OF THE POPULATION BEING MEASURED IN ORDER TO ESTIMATE COST. ADJUSTED TOTAL EXPENSE IS WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM'S TOTAL EXPENSE LESS NON-PATIENT REVENUE AND REMOVING DIRECT COMMUNITY BENEFIT COST DISCLOSED ON SCHEDULE H LINE 7J(C). WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM USE THE RATIO OF ADJUSTED COST TO GROSS PATIENT CHARGES, USING WORKSHEET 2 IN THE SCHEDULE H INSTRUCTIONS. PART I, LINE 5 THE ORGANIZATION BUDGETED FREE OR DISCOUNTED CARE AT ITS LAKEVIEW AND WEST JEFFERSON FACILTIES. FOR EAST JEFFERSON GENERAL HOSPITAL, FREE OR DISCOUNTED CARE WAS NOT BUDGETED SEPARATELY FOR 2024, THE ORGANIZATION DID PROVIDE FREE OR DISCOUNTED CARE TO PATIENTS WHO WERE ELIGIBLE UNDER THE FAP WITH NO BUDGETARY CONSTRAINTS. PART III, LINE 2: WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM MAINTAINS ALLOWANCES FOR UNCOLLECTIBLE ACCOUNTS FOR ESTIMATED LOSSES RESULTING FROM A PAYOR'S INABILITY TO MAKE PAYMENTS ON ACCOUNTS. BOTH HOSPITALS USE A BALANCE SHEET APPROACH TO VALUE THE ALLOWANCE ACCOUNT BASED ON HISTORICAL WRITE-OFFS AND THE AGING OF THE ACCOUNTS. ACCOUNTS ARE WRITTEN OFF WHEN COLLECTION EFFORTS HAVE BEEN EXHAUSTED. MANAGEMENT CONTINUALLY MONITORS AND ADJUSTS ITS ALLOWANCES ASSOCIATED WITH ITS RECEIVABLES. PART III, LINE 4: FROM NOTE 2 OF THE AUDIT REPORT: THE SYSTEM DETERMINES THE TRANSACTION PRICE BASED ON STANDARD CHARGES FOR GOODS AND SERVICES PROVIDED, REDUCED BY CONTRACTUAL ADJUSTMENTS, DISCOUNTS IN ACCORDANCE WITH THE SYSTEM'S POLICIES, AND IMPLICIT PRICE CONCESSIONS PROVIDED FOR UNCOLLECTABLE AMOUNTS. IN ACCORDANCE WITH THE REQUIREMENTS OF FINANCIAL ACCOUNTING STANDARDS BOARD (FASB) ACCOUNTING STANDARDS CODIFICATION (ASC) 326-20 FINANCIAL INSTRUMENTS - CREDIT LOSSES, MANAGEMENT DETERMINES THE IMPLICIT PRICING CONCESSIONS USING AN ESTIMATE OF EXPECTED CREDIT LOSSES, APPLIED TO CUSTOMER GROUPINGS WITH SIMILAR RISK CHARACTERISTICS, BASED ON HISTORICAL EXPERIENCE, CURRENT ECONOMIC CONDITIONS, AND CERTAIN FORWARD-LOOKING INFORMATION. THE SYSTEM RECORDS IMPLICIT PRICING CONCESSIONS FOR ESTIMATED LOSSES RESULTING FROM A PAYORS INABILITY TO MAKE PAYMENTS ON ACCOUNTS. ACCOUNTS ARE WRITTEN OFF WHEN COLLECTION EFFORTS HAVE BEEN EXHAUSTED. MANAGEMENT CONTINUALLY MONITORS AND ADJUSTS ITS ALLOWANCES ASSOCIATED WITH ITS RECEIVABLES.GENERALLY, THE SYSTEM BILLS THE PATIENTS AND THIRD-PARTY PAYORS SEVERAL DAYS AFTER THE SERVICES ARE PERFORMED OR THE PATIENT IS DISCHARGED FROM THE FACILITY, AND PATIENT ACCOUNTS RECEIVABLE ARE DUE IN FULL WHEN BILLED. REVENUE IS RECOGNIZED AS PERFORMANCE OBLIGATIONS ARE SATISFIED. GENERALLY, PERFORMANCE OBLIGATIONS SATISFIED OVER TIME RELATE TO PATIENTS IN THE SYSTEM RECEIVING INPATIENT ACUTE CARE SERVICES OR PATIENTS RECEIVING SERVICES IN ITS OUTPATIENT CENTERS.AGREEMENTS WITH THIRD-PARTY PAYORS TYPICALLY PROVIDE FOR PAYMENTS AT AMOUNTS LESS THAN STANDARD CHARGES. FOLLOWING IS A SUMMARY OF THE PAYMENT ARRANGEMENTS WITH MAJOR THIRD-PARTY PAYORS:MEDICARE - INPATIENT AND OUTPATIENT SERVICES, INCLUDING PHYSICIAN SERVICES, ARE PAID AT PROSPECTIVELY DETERMINED RATES BASED ON CLINICAL, DIAGNOSTIC, AND OTHER FACTORS. CERTAIN SERVICES ARE PAID BASED ON COST-REIMBURSEMENT METHODOLOGIES, SUBJECT TO CERTAIN LIMITS.MEDICAID - REIMBURSEMENTS FOR MEDICAID SERVICES ARE GENERALLY PAID AT PROSPECTIVELY DETERMINED RATES PER DISCHARGE, PER OCCASION OF SERVICE, OR PER COVERED MEMBER. OTHER - PAYMENT AGREEMENTS WITH CERTAIN COMMERCIAL INSURANCE CARRIERS, HEALTH MAINTENANCE ORGANIZATIONS, AND PREFERRED PROVIDER ORGANIZATIONS PROVIDE FOR PAYMENT USING PROSPECTIVELY DETERMINED RATES PER DISCHARGE, DISCOUNTS FROM ESTABLISHED CHARGES, AND PROSPECTIVELY DETERMINED DAILY RATES. PART III, LINE 8: WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM IS COSTING SERVICES USING A RATIO OF COST TO CHARGES (RCC) OF ADJUSTED TOTAL EXPENSE AS A RATIO OF GROSS PATIENT CHARGES. WE APPLY THE RATIO TO GROSS CHARGES OF THE POPULATION BEING MEASURED IN ORDER TO ESTIMATE COST. ADJUSTED TOTAL EXPENSE ARE WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM'S TOTAL EXPENSES LESS NON-PATIENT REVENUE AND REMOVING DIRECT COMMUNITY BENEFIT COST DISCLOSED ON SCHEDULE H LINE 7J(C). WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM USE THE RATIO OF ADJUSTED COST TO GROSS PATIENT CHARGES, USING WORKSHEET 2 IN THE SCHEDULE H INSTRUCTIONS. PART III, LINE 9B: CHARITY CARE IS OFFERED TO PERSONS WHO HAVE HEALTHCARE NEEDS AND ARE UNINSURED, INELIGIBLE FOR A GOVERNMENT PROGRAM, OR OTHERWISE UNABLE TO PAY FOR MEDICALLY NECESSARY CARE BASED ON THEIR INDIVIDUAL FINANCIAL SITUATION. PART VI, LINE 2: WEST JEFFERSON MEDICAL CENTER AND UNIVERSITY HEALTHCARE SYSTEM ASSESSES THE HEALTHCARE NEEDS OF THE COMMUNITIES WE SERVE IN SEVERAL WAYS. OUR GOAL IS TO PROVIDE AN OPEN FORUM AND MORE OPPORTUNITIES FOR PATIENTS, FAMILY MEMBERS, OUR HOSPITAL VISITORS AND COMMUNITY MEMBERS TO SPEAK FREELY OF THEIR HEALTH CONCERNS AND PROVIDE FEEDBACK THAT IS PERTINENT TO OUR DECISION MAKING AS A HEALTHCARE ORGANIZATION. THIS IS ACCOMPLISHED IN SEVERAL WAYS INCLUDING THE RECENT LAUNCH OF OUR PATIENT/FAMILY ADVISORY COUNCIL (FOCUS GROUP), THROUGH HEALTH-RELATED DATA PROVIDED BY THE LOUISIANA DEPARTMENT OF HEALTH OR LOUISIANA HOSPITAL ASSOCIATION, OR NRC HEALTH, THROUGH STAKEHOLDER MEETINGS WITH OUR HOSPITAL BOARD MEMBERS AND MEDICAL EXECUTIVE COMMITTEE AND COMMUNITY REPRESENTATIVES, THROUGH PATIENT-FOCUSED FOCUS GROUPS AND SURVEYS, AND PARTICIPATION IN LOCAL CHAMBERS AND ORGANIZATIONS. WE ALSO HAVE SEVERAL PATIENT FEEDBACK FORMS ON OUR WEBSITES AND WE WELCOME AMPLE DISCUSSION THROUGH OUR SOCIAL MEDIA PLATFORMS INCLUDING FACEBOOK, LINKEDIN TWITTER AND INSTAGRAM. PART VI, LINE 3: PRIOR TO RECEIPT OF SERVICES, PATIENTS ARE PROVIDED THE HOSPITAL'S "PATIENT RIGHTS BOOKLET", WHICH CLEARLY OUTLINES THE HOSPITAL'S PAYMENT EXPECTATIONS. IT ALSO STATES THAT FINANCIAL ASSISTANCE APPLICATIONS ARE AVAILABLE UPON REQUEST.WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM OPERATES AN APPLICATION CENTER THAT SCREENS PATIENTS FOR POSSIBLE COVERAGE WITH MEDICAID AND DISABILITY PROGRAMS. THE APPLICATION CENTER ALSO PROVIDES INFORMATION REGARDING FREE PROGRAM SERVICES WITHIN THE METROPOLITAN AREA.IN-HOUSE SELF-PAY PATIENTS ARE VISITED BY A FINANCIAL COUNSELOR AND/OR A CONIFER (ELIGIBILITY MANAGEMENT SERVICE) REPRESENTATIVE TO ASSIST IN SCREENING FOR POSSIBLE COVERAGE, INCLUDING FINANCIAL ASSISTANCE APPLICATIONS IF THE PATIENT DOES NOT QUALIFY FOR GOVERNMENT SPONSORED OR THIRD-PARTY PROGRAMS. THE FINANCIAL COUNSELOR WORKS WITH THE PATIENT AND DETERMINES HIS/HER ABILITY TO PAY AND DISCUSSES THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY. ALL EMERGENCY ROOM PATIENTS ARE ALSO SCREENED FOR POSSIBLE THIRD-PARTY COVERAGE AND/OR FINANCIAL ASSISTANCE. ALL SELF-PAY PATIENTS WHO ARE NOT SCREENED PRIOR TO BEING DISCHARGED RECEIVE A NOTICE FROM CONIFER THAT THE HOSPITAL, THROUGH ITS MEDICAL ELIGIBILITY ASSISTANCE PROGRAM (M.E.A.P.), ASSISTS PATIENTS AT WEST JEFFERSON AND UNIVERSITY HEALTHCARE SYSTEM TO DETERMINE IF THEY QUALIFY FOR FINANCIAL ASSISTANCE PROGRAMS, WHICH MAY ALSO PAY FOR HOSPITAL AND PHYSICIAN SERVICES. THIS IS A COMMUNITY SERVICE PROVIDED BY THE HOSPITAL AT NO CHARGE TO ITS PATIENTS. DECO STAFF, REGISTRATION STAFF, FINANCIAL COUNSELORS, CUSTOMER SERVICE REPRESENTATIVES, AND OTHER HOSPITAL STAFF ARE PROVIDED ONGOING TRAINING REGARDING THE ELIGIBILITY CRITERIA AND PROGRAMS THAT ARE AVAILABLE THROUGH VARIOUS LOCAL, STATE, AND FEDERAL AGENCIES TO ENSURE THAT DESERVING PATIENTS ARE REFERRED TO APPROPRIATE THIRD PARTIES AND/OR PROVIDED FINANCIAL ASSISTANCE, DEPENDING ON THE PATIENTS' INDIVIDUAL CIRCUMSTANCES. PART VI, LINE 4: PART VI LINE 4 COMMUNITY INFORMATION:WITH RESPECT TO WEST JEFFERSON MEDICAL CENTER (WJMC) AND UNIVERSITY HEALTHCARE SYSTEM, THE COMMUNITY SERVED IS DEFINED ACROSS 8 DIFFERENT PARISHES. THIS AREA INCLUDES JEFFERSON, ORLEANS, PLAQUEMINES, ST. BERNARD, ST. CHARLES, ST. JAMES, ST. JOHN THE BAPTIST, AND ST. TAMMANY PARISHES. IN DISCUSSING DEMOGRAPHIC DATA, WJMC AND UHS SERVICES PATIENTS FROM ACROSS SOUTH LOUISIANA, STATEWIDE AND BEYOND. THIS COMMUNITY INCLUDES MEDICALLY UNDESERVED, LOW-INCOME, AND MINORITY POPULATIONS. THE INFORMATION BELOW IS GLEAMED FROM WJMC'S AND UHS' COMMUNITY HEALTH NEEDS ASSESSMENT PERFORMED IN 2024.IN 2024, THE TOTAL POPULATION OF WJMC AND UHS SERVICE AREA IS 966,230. BY COMPARISON, THE TOTAL POPULATION OF ORLEANS AND JEFFERSON PARISH, THE TWO LARGEST PARISHES SERVED BY WJMC AND UHS, WERE 362,701 AND 427,253, RESPECTIVELY. THE OVERALL 2024 POPULATION OF THE STATE OF LOUISIANA WAS 4,597,740.THE AGE DISPERSION FOR WJMC AND UHS' SERVICE AREA IS AS FOLLOWS: UNDER 18 YEARS OLD: 19.6%, 18 - 64: 37.9%, 65+: 15.9%. THIS DISPERSION IS CONSISTENT, FOR THE MOST PART, WITH JEFFERSON PARISH, ORLEANS PARISH, AND THE STATE OF LOUISIANA AS A WHOLE.RACIALLY, THERE ARE SIGNIFICANT DIFFERENCES WITHIN WJMC AND UHS' SERVICE AREA. IN ORLEANS PARISH, 37% OF THE POPULATION IS WHITE/NON-HISPANIC, 59.3% IS BLACK/NON-HISPANIC, AND 5.7% IS HISPANIC. BY COMPARISON, JEFFERSON PARISH'S BREAKDOWN IS 63%, 28.8%, AND 15.1%. ST. BERNARD PARISH IS COMPRISED OF 71.3% WHITE/NON-HISPANIC, 25.8% BLACK/NON-HISPANIC, AND 10.6% HISPANIC. ST. CHARLES PARISH IS COMPRISED OF 70.7% WHITE/NON-HISPANIC, 24.7% BLACK/NON- HISPANIC, AND 6.6% HISPANIC. ST. JOHN THE BAPTIST PARISH IS COMPRISED OF 37.7% WHITE/NON-HISPANIC, 58.6% BLACK/NON- HISPANIC, AND 7.3% HISPANIC. AS A STATE, LOUISIANA IS COMPRISED OF 63.8% WHITE/NON-HISPANICS, 33.4% BLACK/NON-HISPANIC, AND 5.5% HISPANICS. SECONDARY DATA SHOWS THAT 42-54% OF HOUSEHOLDS IN THE GNO AREA EARN LESS THAN THE BASIC COST OF LIVING. THE POVERTY RATES BY PARISH ARE AS FOLLOWS: ST. BERNARD PARISH 54%, ORLEANS PARISH 54%, ST. JOHN THE BAPTIST PARISH 47%, JEFFERSON PARISH, 47%, AND ST. CHARLES PARISH 42%. THE POVERTY RATE FOR LOUISIANA AS A WHOLE IS 50%.WITH RESPECT TO LAKEVIEW HOSPITAL, THE COMMUNITY SERVED IS DEFINED ACROSS 3 DIFFERENT PARISHES AND 1 COUNTY. THIS AREA INCLUDES ST. TAMMANY, WASHINGTON, AND TANGIPAHOA PARISHES AND PEARL RIVER COUNTY. THE INFORMATION BELOW IS GLEAMED FROM HEALTHIER NORTHSHORES COMMUNITY HEALTH NEEDS ASSESSMENT PERFORMED IN 2024.IN 2024, THE TOTAL POPULATION OF LAKEVIEW'S SERVICE AREA IS 501,986. BY COMPARISON, THE TOTAL POPULATION OF ST. TAMMANY AND TANGIPAHOA PARISHES, THE TWO LARGEST PARISHES SERVED BY LAKEVIEW, WERE 280,275 AND 140,594, RESPECTIVELY. THE OVERALL 2024 POPULATION OF THE STATE OF LOUISIANA WAS 4,597,740.THE AGE DISPERSION FOR HEALTHIER NORTHSHORE'S SERVICE AREA IS AS FOLLOWS: UNDER 18 YEARS OLD: 18.7%, 18 - 64: 63.75%, 65+: 17.55%. THIS DISPERSION IS CONSISTENT, FOR THE MOST PART, WITH JEFFERSON PARISH, ORLEANS PARISH, AND THE STATE OF LOUISIANA AS A WHOLE.RACIALLY, THERE ARE SIGNIFICANT DIFFERENCES WITHIN LAKEVIEW'S SERVICE AREA. IN ST. TAMMANY, 83.5% OF THE POPULATION IS WHITE/NON-HISPANIC, 14.0% IS BLACK/NON-HISPANIC, AND 6.1% IS HISPANIC. BY COMPARISON, TANGIPAHOA PARISH'S BREAKDOWN IS 68.4%, 31.3%, AND 4.7%. WASHINGTON PARISH IS COMPRISED OF 68.4% WHITE/NON-HISPANIC, 31.5% BLACK/NON-HISPANIC, AND 2.6% HISPANIC. AS A STATE, LOUISIANA IS COMPRISED OF 63.8% WHITE/NON-HISPANICS, 33.4% BLACK/NON-HISPANIC, AND 5.5% HISPANICS. PEARL RIVER COUNTY, MISSISSIPPI IS COMPRISED OF 85.1% WHITE/NON-HISPANIC, 13.0% BLACK/NON-HISPANIC, AND 3.2% HISPANIC.THE AVERAGE ANNUAL HOUSEHOLD INCOME FOR ST. TAMMANY PARISH IS $79,300. THE AVERAGE HOUSEHOLD INCOME FOR TANGIPAHOA PARISH IS $57,256. THE AVERAGE FOR THE STATE OF LOUISIANA AS A WHOLE IS $51,108. INTERNATIONAL AND NATIONAL RESEARCH CONNECTS POVERTY TO ILL-HEALTH. QUALITATIVE PARTICIPANTS AND SURVEY RESPONDENTS INDICATED THAT ECONOMIC DIVIDES AS WELL AS A LACK OF ECONOMIC OPPORTUNITY ARE KEY FACTORS DRIVING ADVERSE HEALTH OUTCOMES. QUALITATIVE PARTICIPANTS DESCRIBED PEOPLE STRUGGLING TO FIND EMPLOYMENT, WORKING MINIMUM WAGE JOBS, AND WORKING MULTIPLE JOBS JUST TO MAKE ENDS MEET. THIS IS SUPPORTED BY SECONDARY DATA, WHICH SHOWS THAT 44-61% OF HOUSEHOLDS IN THE NORTHSHORE REGION EARN LESS THAN THE BASIC COST OF LIVING. THE POVERTY RATES BY PARISH ARE AS FOLLOWS: ST. TAMMANY PARISH 44%, TANGIPAHOA PARISH 52%, WASHINGTON PARISH 61%, PEARL RIVER COUNTY, AND MISSISSIPPI 53%. THE POVERTY RATE FOR LOUISIANA AS A WHOLE IS 50%.FROM A HEALTH RANKINGS PERSPECTIVE, LOUISIANA RANKS 50TH OVERALL, ACCORDING TO THE 2024 AMERICA'S HEALTH RANKING REPORT. PART VI, LINE 5: TO FURTHER ITS PURPOSE AND MISSION OF IMPROVING THE HEALTH AND WELL-BEING OF THE COMMUNITIES SERVED, WEST JEFFERSON MEDICAL CENTER HAS MADE MEASURABLE PROGRESS IN EXECUTING STRATEGIES OUTLINED IN THE 2024 COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP). IN 2024, WJMC STRENGTHENED RECRUITMENT AND TRAINING PIPELINES BY PARTNERING WITH SEVERAL LOCAL UNIVERSITIES TO EXPAND THE PIPELINE OF GRADUATES IN HIGH-NEED HEALTHCARE PROFESSIONS. THE HEALTHCARE PIPELINE PROGRAM PROVIDED TUITION BALANCE FORGIVENESS FOR RNS, SURGICAL TECHNOLOGISTS, AND CENTRAL STERILIZATION TECHNICIANS IN EXCHANGE FOR A WORK COMMITMENT. WJMC SUPPORTED HEALTH EQUITY THROUGH COMMUNITY BENEFIT PROGRAMS SUCH AS THE CARE HOUSE, PROVIDING TEMPORARY HOUSING FOR 59 FAMILIES OF CRITICALLY ILL PATIENTS, EASING ACCESS DURING TIMES OF CRISIS. DURING 2024, WJMC DELIVERED FREE IMMUNIZATIONS AND SCREENINGS TO UNINSURED AND SPANISH-SPEAKING POPULATIONS AT THE HISPANIC HEALTH FAIR.THROUGH THE LANGUAGE SERVICES PROGRAM, WJMC ENHANCED COMMUNICATION QUALITY AND SAFETY FOR LIMITED ENGLISH PROFICIENCY (LEP) AND HEARING-IMPAIRED PATIENTS. THERE WERE OVER 31,000 CALLS FOR NON-ENGLISH-SPEAKING PATIENTS IN 2024, COMPARED TO 27,000 CALLS IN 2023. TO FURTHER ITS GOAL OF REDUCING BARRIERS TO CARE AND ENSURE ACCESS TO PRIMARY CARE SERVICES FOR UNDERSERVED POPULATION(S), WJMC PROVIDED CHARITY CARE AND MEDICAID ASSISTANCE. PATIENTS RECEIVED CARE REGARDLESS OF ABILITY TO PAY. WJMC PARTNERED WITH CONIFER HEALTH SOLUTIONS TO ASSIST WITH MEDICAID ENROLLMENT. DURING 2024, WJMC EXECUTED THE PHYSICIAN/PROVIDER RECRUITMENT PLAN, ADDING KEY SPECIALTIES: - PCP (3 PHYSICIANS, 3 APPS) - OB/GYN (3) - INFECTIOUS DISEASE (1) - RHEUMATOLOGY (2) - ENDOCRINOLOGY (1 MD, 1 APP) - NEUROSURGERY (1), NEUROLOGY (1) DURING 2024, WJMC PROMOTED ACCESS AND AWARENESS AT COMMUNITY EVENTS SUCH AS THE CRESCENT CITY CLASSIC. WJMC ALSO SUPPORTED MATERNAL AND CHILD HEALTH ACCESS THROUGH PARTICIPATION AT EVENTS SUCH AS FAMILY FEST WHERE THEY PROVIDED AMBULANCE TOURS AND ENGAGEMENT WITH CHILDREN'S HOSPITAL TO PROMOTE EARLY HEALTH LITERACY AND ACCESS. WJMC ALSO PARTICIPATED IN THE FAMILY HEALTH EXPO DURING 2024 WHERE THEY DELIVERED RESOURCES AND SCREENINGS FOR WOMEN AND CHILDREN. IN ORDER TO PROMOTE PROGRAMS THAT IMPROVE HEALTH INFORMATION, INFORMED DECISION-MAKING, AND ACCESS TO SERVICES, WJMC PROVIDED CANCER EDUCATION AND SUPPORT THROUGH ONGOING SUPPORT GROUPS, WIG CLINIC, AND MASSAGE THERAPY AT THE INFUSION CENTER, IMPROVING PATIENT WELL-BEING. THE CANCER SURVIVORS BRUNCH AND SCART THERAPY SESSIONS IN 2024 PROMOTED HEALING AND PEER SUPPORT. IN 2024, WJMC RECEIVED A GRANT COORDINATED THROUGH THE CANCER ASSOCIATION OF LOUISIANA (CALA) AND FUNDED BY BAPTIST COMMUNITY MINISTRIES. THIS GRANT SPECIFICALLY SUPPORTS FOOD ACCESS FOR CANCER PATIENTS BY PROVIDING QUARTERLY FARMERS' MARKETS ON-SITE AT WJMC, HELD THE FIRST THURSDAY OF MARCH, JUNE, SEPTEMBER, AND DECEMBER. DURING EACH MARKET, ELIGIBLE CANCER PATIENTS ARE ABLE TO SHOP FOR FREE FOOD ITEMS RANGING FROM $30 TO $80 IN VALUE. IN 2024, A TOTAL OF $7,428.75 IN FOOD WAS DISTRIBUTED THROUGH THIS GRANT-FUNDED INITIATIVE. TO PROMOTE MATERNAL HEALTH LITERACY, DR. BIGELOW GAVE A PRESENTATION IN 2024 TO THE WESTBANK ROTARY ON POSTPARTUM HEMORRHAGE, EMPHASIZING MATERNAL HEALTH AWARENESS. TO PROMOTE STROKE AWARENESS AND EDUCATION DURING 2024, WJMC ENGAGED OVER 300 STUDENTS DURING STROKE AWARENESS MONTH AT VARIOUS SCHOOLS, PARTICIPATED IN A COMMUNITY EVENT AT BOOMTOWN CASINO, AND PROVIDED TRAINING FOR 14 NURSING STAFF AT WYNHOVEN NURSING FACILITY. UNIVERSITY HEALTHCARE SYSTEMTO FURTHER ITS GOAL OF HEALTHCARE ACCESS AND CONTINUITY OF CARE, UHS INCREASED THE NUMBER OF PATIENTS WITH ACCESS TO ADVANCED HEALTHCARE SERVICES WITHIN THEIR COMMUNITIES BY 15% DURING 2024. UHS PROVIDED A VARIETY OF DISEASE-SPECIFIC, ADVANCED HEALTH SCREENINGS FOR PREVENTATIVE CARE WITHIN THE REGION. ADDITIONALLY, UHS ASSISTED UNDERSERVED AND ECONOMICALLY DISADVANTAGED PATIENTS WITH OVERCOMING AFFORDABILITY BARRIERS TO ACCESSING HEALTHCARE.TO FURTHER ITS GOAL OF HEALTH EDUCATION AND HEALTH LITERACY, UHS OFFERED PATIENTS AND COMMUNITY MEMBERS SPECIALIZED SUPPORT GROUPS TO IMPROVE COMMUNITY MEMBERS' UNDERSTANDING AND AWARENESS OF SPECIFIC DISEASE STATES. SUPPORT GROUPS IN 2024 INCLUDED ONCOLOGY PATIENT FAMILIES/CAREGIVERS, PATIENTS WITH HEART FAILURE, DEFIBRILATORS, AND HISTORY OF HEART ATTACKS, MATERNAL CHILD COMMUNITIES, PATIENTS WHO ARE CURRENT SMOKERS OR WHO QUIT SMOKING IN THE LAST 30 DAYS, AND PATIENTS DIAGNOSED WITH PULMONARY DISEASE.TO FURTHER ITS GOAL OF HEALTH EQUITY AND DISCRIMINATION IN HEALTHCARE, UHS TRAINED ALL STAFF ON THE TOOLS ON LEADING DIVERSE TEAMS, CREATING EQUITABLE AND INCLUSIVE WORK ENVIRONMENTS IN 2024. UHS ALSO DEVELOPED TRAINING FOR ALL HOSPITAL STAFF ON HOW TO COLLECT INFORMATION THAT WILL ASSIST IN CREATING STRATEGIES TO ENSURE HEALTH EQUITY. DURING 2024, UHS ALSO IMPLEMENTED AMN HEALTHCARE VIDEO REMOTE INTERPRETING DEVICE FOR NON-ENGLISH-SPEAKING PATIENTS WITHIN UHS HOSPITALS.TO FURTHER ITS GOAL OF INFRASTRUCTURE AND ASSISTING PATIENTS WITH STRESSORS THAT COULD POTENTIALLY INHIBIT RECEIVING CARE, ELIGIBLE UHS OUTPATIENT ONCOLOGY PATIENTS THROUGHOUT 2022 TO 2024 RECEIVED FREE HOUSING AT HOPE LODGE DURING CANCER TREATMENTS, UNLESS THE RESIDENCE MET MAXIMUM OCCUPANCY. UHS ALSO PROVIDED FAMILIES WITH NUTRITIONAL MEALS DURING THE HOLIDAY SEASON. ELIGIBLE UHS OUTPATIENT ONCOLOGY PATIENTS RECEIVED FREE TRANSPORTATION ASSISTANCE THROUGH COMPLEMENTARY CAB RIDES TO ELIMINATE BARRIERS TO CARE. PART VI, LINE 6: WEST JEFFERSON HOLDING, LLC AND UNIVERSITY HEALTHCARE SYSTEM, L.C. ARE BOTH LOUISIANA LIMITED LIABILITY COMPANIES WHOSE SOLE MEMBER IS LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC). LCMC IS ALSO THE PARENT ORGANIZATION OF TOURO INFIRMARY, CHILDREN'S HOSPITAL, AND UNIVERSITY MEDICAL CENTER MANAGEMENT CORPORATION.LCMC IS A LOUISIANA NON-STOCK, NOT-FOR-PROFIT CORPORATION THAT WAS INCORPORATED IN 2009. LCMC IS THE SOLE MEMBER OF CHILDREN'S HOSPITAL INC. ("CHILDREN'S"). LCMC ALSO BECAME THE SOLE MEMBER OF TOURO INFIRMARY ("TOURO") IN 2009 TO CREATE A TWO-HOSPITAL MEDICAL SYSTEM PROVIDING A COMPLETE CONTINUUM OF CARE FROM BIRTH TO GERIATRICS. CHILDREN'S PROVIDES COMPREHENSIVE PEDIATRIC HEALTHCARE THAT MEETS THE SPECIAL NEEDS OF CHILDREN THROUGH EXCELLENCE AND CONTINUOUS IMPROVEMENT OF PATIENT CARE, EDUCATION, AND RESEARCH. TOURO, FOUNDED IN 1852, SERVES THE GREATER NEW ORLEANS COMMUNITY AS A PREMIER, DIVERSE, MULTI-SPECIALTY HOSPITAL, CARING FOR THE SICK REGARDLESS OF RACE, COLOR, CREED, RELIGIOUS AFFILIATION, OR ABILITY TO PAY.IN TAX YEAR 2013, FOLLOWING STATE BUDGET REDUCTIONS THAT CAUSED SEVERE CUTS TO THE LOUISIANA PUBLIC HOSPITAL SYSTEM, AND AT THE REQUEST OF STATE OFFICIALS, LCMC EMBARKED ON A COOPERATIVE ENDEAVOR WITH THE STATE OF LOUISIANA ("STATE") FOR THE PURPOSE OF CREATING AN ACADEMIC MEDICAL CENTER (1) TO SERVE THE STATE AND ITS CITIZENS AS A PREMIER SITE FOR GRADUATE MEDICAL EDUCATION AND (2) TO FULFILL THE STATE'S HISTORICAL MISSION OF ASSURING ACCESS TO SAFETY NET SERVICES FOR ALL CITIZENS OF THE STATE, INCLUDING ITS MEDICALLY INDIGENT, HIGH-RISK MEDICAID, AND STATE INMATE POPULATIONS. UNDER THIS AGREEMENT, LCMC AGREED TO ASSUME RESPONSIBILITY FOR THE MANAGEMENT AND OPERATIONS OF THE INTERIM LSU PUBLIC HOSPITAL (ILH) AND THE UNIVERSITY MEDICAL CENTER. THROUGH THIS ENDEAVOR, LCMC AND ITS AFFILIATES ARE FULFILLING THEIR MISSIONS TO ENHANCE THE HEALTH OF THE GREATER NEW ORLEANS COMMUNITY BY DELIVERING HIGH QUALITY HEALTH CARE SERVICES TO ALL PATIENTS THROUGH A COMMITMENT TO CLINICAL EXCELLENCE, EDUCATION, TECHNOLOGY, RESEARCH, AND COMMUNITY OUTREACH.IN TAX YEAR 2015, LCMC AND WEST JEFFERSON HOLDINGS ENTERED INTO A COOPERATIVE ENDEAVOR WITH JEFFERSON PARISH HOSPITAL SERVICE DISTRICT NO. 1 TO LEASE AND OPERATE THE FACILITY KNOWN AS WEST JEFFERSON MEDICAL CENTER ("FACILITY"). THIS WAS DONE TO (1) TRANSFORM THE HEALTH CARE DELIVERY LANDSCAPE IN NEW ORLEANS THROUGH THE CREATION OF AN INTEGRATED HEALTHCARE DELIVERY NETWORK, (2) ALLOW FOR AN ENHANCED INTEGRATED DELIVERY SYSTEM WELL-POSITIONED FOR THE CHALLENGES OF HEALTHCARE REFORM AND POPULATION HEALTH MANAGEMENT IN THE FUTURE, (3) ENHANCE PHYSICIAN RECRUITMENT AND ENGAGEMENT AT THE FACILITY THROUGH DEVELOPMENT OF HIGH-QUALITY, OPEN MEDICAL STAFFS WITH SIGNIFICANT COMMUNITY INVOLVEMENT, A COMMITMENT TO MEDICAL RESEARCH AND EDUCATION, THE ESTABLISHMENT OF A PHYSICIAN NETWORK THAT MAY PARTICIPATE IN CLINICAL INTEGRATION, AND A COMMITMENT TO PLURALISTIC PHYSICIAN ALIGNMENT MODELS, AND (4) ACHIEVE FOR THE FACILITY THE BENEFITS OF SCALE ACHIEVED BY A LARGER HEALTH SYSTEM BY PROVIDING FOR GREATER STANDARDIZATION AND COST EFFICIENCY, ALLOWING FOR THE ABILITY TO LEVERAGE BEST PRACTICES AND GENERATE OPERATIONAL EFFICIENCIES.IN 2023, LCMC CREATED UNIVERSITY HEALTHCARE SYSTEMS, LC (UHS). UHS OPERATES EAST JEFFERSON GENERAL HOSPITAL (EJGH), TULANE MEDICAL CENTER (TMC), LAKESIDE HOSPITAL AND LAKEVIEW HOSPITAL PROVIDING ACUTE, PSYCHIATRIC AND REHABILITATION SERVICES, OUTPATIENT SERVICES, PHARMACIES, AND PHYSICIAN NETWORKS. UHS SUPPORTS PROGRAMS, FACILITIES AND RESEARCH, AND EDUCATIONAL OPPORTUNITIES OFFERED BY TULANE AND LSU.TO FURTHER ITS MISSION, LCMC HEALTH OFFERS CARE THROUGH LCMC HEALTH ANESTHESIA CORPORATION (LHAC), LCMC HEALTH CLINICAL SERVICES (LHCS), AND NEW ORLEANS CLINICAL SERVICES (NOCS). LCMC HEALTH FUNCTIONS AS THE SYSTEM PARENT WITH RESERVE POWERS TO BE EXERCISED TO PROMOTE THE BEST INTERESTS OF THE SYSTEM AND ITS AFFILIATES. 1 CHILDREN'S HOSPITAL 200 HENRY CLAY AVENUE NEW ORLEANS LA 70118 720467503 501(C)(3) 87500 0 COKE SALES COMMISSIONS GO DIRECTLY TO THE LA REHAB WORK(BLIND PROGRAM). TOURO INFIRMARY 1401 FOUCHER STREET NEW ORLEANS LA 70115 720423689 501(C)(3) 87500 0 COKE SALES COMMISSIONS GO DIRECTLY TO THE LA REHAB WORK (BLIND PROGRAM). XAVIER UNIVERSITY OF LOUISIANA 1 DREXEL DRIVE NEW ORLEANS LA 70125 720635884 501(C)(3) 750000 0 GENERAL OPERATING SUPPORT CRESCENT CITY CLASSIC FOUNDATION INC 320 METAIRIE HAMMOND HWY STE 400 METAIRIE LA 70005 933600282 501(C)(3) 325896 0 GENERAL OPERATING SUPPORT AMERICAN HEART ASSOCIATION 7272 GREENVILLE AVE DALLAS TX 75231 135613797 501(C)(3) 75000 0 GENERAL OPERATING SUPPORT JEDCO 700 CHURCH HILL PKWY WESTWEGO LA 70094 462750063 501(C)(3) 25000 0 GENERAL OPERATING SUPPORT CATHOLIC CHARITIES ARCHDIOCESE OF NEW ORLEANS 2505 MAINE AVE METAIRIE LA 70003 720408911 501(C)(3) 15000 0 GENERAL OPERATING SUPPORT AMERICAN CANCER SOCIETY 270 PEACHTREE ST NW STE 1300 ATLANTA GA 30303 131788491 501(C)(3) 10000 0 GENERAL OPERATING SUPPORT JUNIOR ACHIEVEMENT OF GREATER NEW ORLEANS PO BOX 77576 BATON ROUGE LA 70879 720485727 501(C)(3) 13500 0 GENERAL OPERATING SUPPORT GREAT 100 NURSES FOUNDATION 3330 W ESPLANADE AVE S STE 505 METAIRIE LA 70002 465606080 501(C)(3) 12750 0 GENERAL OPERATING SUPPORT THE SPLIT SECOND FOUNDATION 2236 ORIOLE ST NEW ORLEANS LA 70122 825240639 501(C)(3) 10000 0 GENERAL OPERATING SUPPORT LOUISE MCGEHEE SCHOOL 2343 PRYTANIA ST NEW ORLEANS LA 70130 720408943 501(C)(3) 10000 0 GENERAL OPERATING SUPPORT 12 PART I, LINE 2: SINCE GRANTS WERE GIVEN TO RELATED PARTIES OF WHICH LCMC IS THE PARENT ORGANIZATION, EFFECTIVE OVERSIGHT IS MAINTAINED. X X X X 0 0 0 1 1 0 0 0 0 GREGORY C FEIRN PRESIDENT AND CEO 1794145 0 978328 0 7800 0 935836 0 19099 0 3735208 0 0 0 JOHN NICKENS PRESIDENT OF HOSPITAL SERVICES 1531900 0 535268 0 7800 0 440345 0 14216 0 2529529 0 0 0 JOANN KUNKEL CHIEF FINANCIAL OFFICER 890673 0 393254 0 7200 0 323324 0 8055 0 1622506 0 0 0 MAURICE LAGARDE CHIEF OPERATING OFFICER 904042 0 350331 0 7200 0 231982 0 20749 0 1514304 0 0 0 JOHN HEATON MD PRESIDENT OF CLIN. AND SYSTEMS 903389 0 354384 0 7800 0 195618 0 26578 0 1487769 0 0 0 LANE WEHRLY PHYSICIAN 918708 0 272273 0 653 0 13800 0 21036 0 1226470 0 0 0 RAVI KANAGALA PHYSICIAN 964643 0 80407 0 0 0 8691 0 24228 0 1077969 0 0 0 ALA MOHSEN PHYSICIAN 548092 0 496093 0 0 0 13800 0 17503 0 1075488 0 0 0 GREGORY NIELSEN CEO -EJGH 693484 0 115186 0 7200 0 180467 0 18187 0 1014524 0 0 0 RUSSELL RUSSO PHYSICIAN 492567 0 474518 0 0 0 13800 0 20466 0 1001351 0 0 0 JODY MARTIN SVP CHIEF LEGAL OFFICER 578410 0 188085 0 6000 0 195618 0 13289 0 981402 0 0 0 ABHINAV SAXENA PHYSICIAN 529665 0 378205 0 0 0 13136 0 9413 0 930419 0 0 0 ROBERT CALHOUN CEO - WEST JEFFERSON HOLDINGS 512594 0 194982 0 0 0 13800 0 18187 0 739563 0 0 0 DR WESLEY BRYAN EX-OFFICIO 444381 0 260959 0 600 0 13800 0 19099 0 738839 0 0 0 BENJAMIN RICHAUD CEO - LAKEVIEW HOSPITAL 492923 0 90302 0 0 0 6900 0 17617 0 607742 0 0 0 TOM PATRIAS CEO - TULANE UNIVERSITY MEDICAL 409562 0 65571 0 0 0 13800 0 18070 0 507003 0 0 0 PART I, LINE 3 BASE COMPENSATION, INCENTIVE COMPENSATION AND ALL OTHER REPORTABLE AND NON-REPORTABLE COMPENSATION IS REVIEWED ANNUALLY BY THE EXECUTIVE COMMITTEE OF THE BOARD OF TRUSTEES. THE EXECUTIVE COMMITTEE IS A SUBSET OF THE BOARD OF TRUSTEES. DECISIONS MADE BY THE EXECUTIVE COMMITTEE ARE DOCUMENTED AND REPORTED IN SUMMARY TO THE FULL BOARD OF TRUSTEES. IN ADDITION TO BOARD REVIEW, THIRD-PARTY CONSULTANTS PERIODICALLY REVIEW COMPENSATION AND INCENTIVE AMOUNTS TO ENSURE MARKET REASONABLENESS AND COMPETITIVENESS. THIRD-PARTY PREPARED COMPENSATION AND INCENTIVE REVIEW IS PRESENTED TO THE EXECUTIVE COMMITTEE. PART I, LINE 5 THE LCMC HEALTH SYSTEM OFFERS AN INCENTIVE COMPENSATION PLAN FOR EMPLOYEES AT THE DIRECTOR LEVEL AND ABOVE. PAYOUTS ARE BASED ON A BALANCED SCORECARD OF OBJECTIVE MEASURES ACROSS THREE KEY AREAS: SERVICE AND PEOPLE, QUALITY, AND GROWTH AND PERFORMANCE IMPROVEMENT. EACH AREA INCLUDES SPECIFIC, MEASURABLE TARGETS SUCH AS FINANCIAL PERFORMANCE METRICS, CLINICAL AND QUALITY OUTCOMES, AND GROWTH INITIATIVES THAT COLLECTIVELY DETERMINE OVERALL RESULTS. TARGETS ARE SET AT THE START OF EACH FISCAL YEAR, WITH FINAL PERFORMANCE ASSESSED AND PAYOUTS CALCULATED ONCE ALL RESULTS, INCLUDING FINANCIAL OUTCOMES, HAVE BEEN FINALIZED. A LOUISIANA PUBLIC FACILITIES AUTHORITY 720895871 546395S96 2018-08-15 327485369 REMARKET TAX-EXEMPT DEBT PREVIOUSLY ISSUED FOR CAPITAL EXPENDITURES 0 1 0 B LOUISIANA PUBLIC FACILITIES AUTHORITY 720895871 546395V50 2020-08-04 101954720 ISSUED TO FINANCE CAPITAL PROJECTS 0 1 0 C LOUISIANA PUBLIC FACILITIES AUTHORITY 720895871 546399RTS 2023-06-23 305481500 DEBT REFINANCING AND CAPITAL EXPENDITURES 0 0 0 D LOUISIANA PUBLIC FACILITIES AUTHORITY 720895871 546395W67 2023-08-16 125205959 DEBT REFINANCING 0 0 0 A 170025000 329240485 2485369 325000000 131744 1 0 1 1 B 101954720 961799 1111026 99867274 14622 1 0 0 1 C 307257190 549655 104931845 200000000 1600336 1 0 1 1 D 125000000 205959 125000000 1 0 1 1 A 0 1 1 0 0 0.04200 0.04200 0 0 0 B 0 0 0 0 0 0 0 C 0 0 0 0 0 0 0 D 0 0 0 0 0 0 0 A 0 0 0 1 0 0 0 0 0 B 0 1 0 0 0 0 0 0 0 C 0 1 0 0 0 0 0 0 0 D 0 0 0 1 0 0 0 0 0 A 1 B 1 C 1 D 1 DATE REBATE COMPUTATION PERFORMED ISSUER NAME: LOUISIANA PUBLIC FACILITIES AUTHORITY DATE THE REBATE COMPUTATION WAS PERFORMED: 06/01/2023 ISSUER NAME: LOUISIANA PUBLIC FACILITIES AUTHORITY DATE THE REBATE COMPUTATION WAS PERFORMED: 06/01/2023 SCHEDULE K, PART II, LINE 3 COLUMN A CUMULATIVE NET EARNINGS OF $1,748,955.99 SCHEDULE K, PART II, LINE 11, COLUMN A OTHER SPENT PROCEEDS REPRESENT AMOUNTS PAID TO REFUND THE SERIES 2015A TAXABLE BONDS AND REFINANCE AMOUNTS AS TAX-EXEMPT. SCHEDULE K, PART II, LINE 11 COLUMN B THE SERIES 2017 DEBT WAS ISSUED TO FINANCE A PORTION OF THE ACQUISITION COSTS OF AN EXPANSION PROJECT OF CHILDREN'S HOSPITAL, A WHOLLY-OWNED SUBSIDIARY OF LCMC. WHILE THE DEBT IS REPORTED ON THE BOOKS OF LCMC, ALL UNSPENT PROCEEDS ARE RECORDED AND REPORTED WITHIN THE FINANCIAL STATEMENTS OF CHILDREN'S HOSPITAL. A LOUISIANA PUBLIC FACILITIES AUTHORITY 720895871 546395S88 2023-06-01 27096300 REMARKETING OF PREVIOUS BONDS 0 0 0 A 27096300 27096300 1 0 1 0 A 0 0 0 0 0 0 0 A 0 1 0 0 0 0 0 0 0 A 1 GREGORY C FEIRN CEO SPLIT INTEREST LOAN X 5977440 9679468 0 1 1 9679468 HAGGARD & ASSOCIATES LLC BUSINESS OF FORMER OFFICER 513165 HEALTHCARE CONSULTING SERVICES 0 SCHEDULE L, PART II AN EXTERNAL PROFESSIONAL COMPENSATION AND BENEFITS CONSULTING FIRM CONDUCTS LCMC HEALTH'S EXECUTIVE COMPENSATION AND REASONABLENESS REVIEWS. THE FIRM'S BENEFITS DIVISION ASSISTED WITH THE DEVELOPMENT OF MR. FEIRN'S SPLIT DOLLAR BENEFIT. THE REVIEWS, WHICH INCLUDE THE SPLIT DOLLAR PROGRAM, ARE TRADITIONALLY CONDUCTED ON AN ANNUAL BASIS. PART III, LINE 1 THE PRIMARY PURPOSE OF LCMC IS TO CREATE, MAINTAIN, AND GROW HEALTH CARE SERVICES CONSISTENT WITH ITS OPERATION OF WEST JEFFERSON MEDICAL CENTER, UNIVERSITY HEALTHCARE SYSTEM, AND THE CHARITABLE MISSION OF THE LCMC AFFILIATES. LCMC PROVIDES SUPPORT AND MANAGEMENT SERVICES TO THE SYSTEM ENTITIES SO THAT THE ENTITIES IN TURN CAN FOCUS THEIR EFFORTS ON CARRYING OUT THEIR EXEMPT PURPOSES. TO THAT END, THE EXECUTIVE MANAGEMENT OF THE SYSTEM AND THEIR SUPPORT STAFF AND SYSTEMS ARE CENTRALIZED AT LCMC. THE REVENUE OF LCMC IS DERIVED FROM PROVIDING PATIENT SERVICES AT WEST JEFFERSON MEDICAL CENTER, UNIVERSITY HEALTHCARE SYSTEM AND FROM MANAGEMENT FEES RECEIVED FROM THE SYSTEM ENTITIES. CHILDREN'S HOSPITAL AND ITS SUBSIDIARIES, TOURO INFIRMARY AND ITS SUBSIDIARIES, UNIVERSITY MEDICAL CENTER MANAGEMENT CORPORATION (UMCMC), UNIVERSITY HEALTHCARE SYSTEM L.C. (UHS) AND WEST JEFFERSON HOLDINGS, LLC AND ITS SUBSIDIARIES ARE MEMBERS OF THE SYSTEM (LCMC). WHILE CHILDREN'S, TOURO, AND UMCMC ARE TAX-EXEMPT ORGANIZATIONS, SOME OF THE AFFILIATES AND/OR SUBSIDIARIES OF WJMC, UHS, AND TOURO ARE FOR-PROFIT ENTITIES. ANY SERVICES PROVIDED TO SUCH ENTITIES WILL BE AT THE EXPRESS DIRECTION AND FOR THE BENEFIT OF WJMC, UHS AND TOURO. FORM 990, PART VI, SECTION B, LINE 11B THE ORGANIZATION'S FINANCE AND ACCOUNTING STAFF ENGAGED AN INDEPENDENT CPA FIRM TO ASSIST IN PREPARATION OF THE FORM 990 IN 2024. ONCE THE FORM 990 IS PREPARED BY THE OUTSIDE ACCOUNTING FIRM, THE ACCOUNTING STAFF REVIEWS THE COMPLETED 990 WITH THE ORGANIZATION'S CEO, CHAIRPERSON OF THE BOARD OF TRUSTEES, AND CHAIRPERSON OF THE FINANCE/AUDIT COMMITTEE OF THE BOARD OF TRUSTEES. THE 990S ARE THEN DISTRIBUTED TO THE FULL BOARD FOR REVIEW AND COMMENT. FORM 990, PART VI, SECTION B, LINE 12C ANNUALLY, A LIST OF OFFICERS, DIRECTORS, TRUSTEES, AND KEY EMPLOYEES IS COMPILED BY THE LCMC CORPORATE COMPLIANCE DEPARTMENT. THOSE IDENTIFIED INDIVIDUALS ARE SENT A COMPLIANCE QUESTIONNAIRE TO IDENTIFY THE POTENTIAL FOR ANY CONFLICTS. CORPORATE COMPLIANCE MONITORS RESPONSES AND FOLLOWS UP WITH INDIVIDUALS AS NEEDED TO ENSURE COMPLETION OF THE QUESTIONNAIRE. THE RESULTS OF THESE ARE REVIEWED BY THE LCMC HEALTH CORPORATE COMPLIANCE DEPARTMENT TO ENSURE THAT ANY CONFLICTS ARE IDENTIFIED AND ADDRESSED. FORM 990, PART VI, SECTION B, LINE 15 THE CORPORATION RELIES ON COMPARABLE DATA FROM UNRELATED ENTITIES TO DETERMINE THE AMOUNT OF COMPENSATION FOR ITS EXECUTIVES, AND DOCUMENTATION IS MAINTAINED REGARDING THE DETERMINATION OF THESE AMOUNTS. THE FINAL DECISION REGARDING THE AMOUNT OF COMPENSATION IS SUBJECT TO APPROVAL BY THE LCMC EXECUTIVE COMMITTEE. FORM 990, PART VI, SECTION C, LINE 19 DOCUMENTS ARE AVAILABLE UPON REQUEST. FORM 990, PART IX, LINE 11G OTHER CONTRACTUAL SERVICES: PROGRAM SERVICE EXPENSES 10,738,664. MANAGEMENT AND GENERAL EXPENSES 34,986,786. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 45,725,450. GENERAL MEDICAL: PROGRAM SERVICE EXPENSES 190,503,496. MANAGEMENT AND GENERAL EXPENSES 36,199,032. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 226,702,528. FORM 990, PART XI, LINE 9: NET ASSET ADJUSTMENT FROM MERGER - EJASC -3,605,253. INCOME FROM CONSOLIDATED ENTITIES 92,933,055. MONEY MARKET INTEREST 283,814. AUDAX BOOK/TAX DIFFERENCE -135,152. FORM 990, PART XIII, LINE 2C LCMC'S FINANCE COMMITTEE ASSUMES RESPONSIBILITY FOR THE OVERSIGHT OF ITS SUBSIDIARIES' FINANCIAL STATEMENTS AND SELECTION OF AN INDEPENDENT AUDITOR. THIS HAS NOT CHANGED FROM THE PREVIOUS YEAR. WEST JEFFERSON HOLDINGS LLC 1101 MEDICAL CENTER BLVD MARRERO LA 70072 472667968 FULL-SERVICE COMMUNITY HOSPITAL LA -100168683 427008290 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) LCMC HEALTHCARE SERVICES LLC DBA NOLA PHYSICIAN GROUP 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 823686098 PHYSICIAN PRACTICES LA 0 1680569 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) LCMC HEALTHCARE PARTNERS LLC 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 611813039 CLINICAL INTEGRATION NETWORK LA 1862627 1408627 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) LHP ACCOUNTABLE CARE LLC 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 834543150 CLINICAL INTEGRATION NETWORK LA 0 0 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) LCMC HEALTH CLINICAL SUPPORT LLC 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 853007356 CLINICAL SERVICES LA 0 0 LOUISIANA CHILDREN'S MEDICAL CENTER (LCMC) NEW ORLEANS CLINICAL SERVICES LLC 1100 POYDRAS ST 2500 ENERGY CENTRE NEW ORLEANS LA 70163 844985872 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