2025-11-15T02:28:26-06:00 2024-12-31 861065772 DELOITTE TAX LLP 695 TOWN CENTER DRIVE SUITE 1000 COSTA MESA CA 92626 990 2024-01-01 208065139 PRIME HEALTHCARE FOUNDATION INC PRIM 9092354400 3480 E GUASTI ROAD ONTARIO CA 91761 STEVE ALEMAN CFO 9092354400 2025-11-14 1 1 JOHN W SADOFF JR P00540589 7144367100 2024 2025-03-06 01:10:19Z KAVITHA BHATHIA MD 3480 E GUASTI ROAD ONTARIO CA 91761 1060595004 0 X WWW.PRIMEHEALTHCARE.COM X 2006 DE TO PROVIDE HEALTHCARE THROUGH HOSPITAL SERVICES TO COMMUNITIES ACCROSS THE UNITED STATES. 5 4 5567 98 62201 8428 9231573 87515910 732963508 790381101 16910189 31376660 17201936 17004242 776307206 926277913 115386 156692 0 0 393016593 401629757 0 0 0 424081833 442699869 817213812 844486318 -40906606 81791595 1847681418 2140832821 1042833297 1238840832 804848121 901991989 X THE MISSION OF THE PRIME HEALTHCARE FOUNDATION IS TO PROVIDE QUALITY, COMPASSIONATE HEALTHCARE FOR ALL, AND SERVE COMMUNITIES THROUGH CHARITABLE AND EDUCATIONAL INITIATIVES. 0 0 789328220 156692 798189544 PRIME HEALTHCARE FOUNDATION, INC. OPERATES A TOTAL OF 27 ENTITIES, 10 OF WHICH ARE HOSPITALS, ALL CLASSIFIED AS DISREGARDED ENTITIES FOR FEDERAL TAX PURPOSES. THESE HOSPITALS AND ENTITIES INCLUDE BUCKS COUNTY INSURANCE CAPTIVE, COSHOCTON REGIONAL MEDICAL CENTER, ENCINO HOSPITAL MEDICAL CENTER, GLENDORA COMMUNITY HOSPITAL, HUNTINGTON BEACH HOSPITAL, LA PALMA INTERCOMMUNITY HOSPITAL, LAKE HURON CLINICS, LAKE SPIVEY AMBULATORY SURGERY CARE, LANDMARK MEDICAL CENTER (OPERATING A 214-BED ACUTE CARE HOSPITAL LOCATED IN WOONSOCKET, RHODE ISLAND THROUGH PRIME HEALTHCARE FOUNDATION - LANDMARK, LLC), LANDMARK PHYSICIAN OFFICE SERVICES, MONTCLAIR HOSPITAL MEDICAL CENTER, PAMPA REGIONAL MEDICAL CENTER, PRIME HEALTHCARE REAL ESTATE, LLC, PRIME HEALTHCARE FOUNDATION - EAST LIVERPOOL, PRIME HEALTHCARE FOUNDATION - MISSION, PRIME HEALTHCARE FOUNDATION - OCONEE, PRIME HEALTHCARE FOUNDATION - SALEM, REHABILITATION HOSPITAL OF RHODE ISLAND, RIVER VALLEY PHYSICIANS, SAINT MARY'S RENO FOUNDATION, SHERMAN OAKS HOSPITAL (OPERATING A 153-BED ACUTE CARE HOSPITAL LOCATED IN SHERMAN OAKS, CALIFORNIA THROUGH PRIME HEALTHCARE FOUNDATION - SHERMAN OAKS, LLC), SOUTHERN REGIONAL MEDICAL CENTER (OPERATING A 331-BED ACUTE CARE HOSPITAL LOCATED IN RIVERDALE, GEORGIA THROUGH PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC), SOUTHERN REGIONAL MEDICAL GROUP, SUBURBAN COMMUNITY HOSPITAL, SUBURBAN COMMUNITY MEDICAL GROUP, PRIME HEALTHCARE FOUNDATION - LOWER BUCK, LLC, AND PRIME HEALTHCARE FOUNDATION - ROXBOROUGH, LLC. 789328220 1 1 0 1 0 0 0 0 0 0 1 1 0 1 1 1 0 1 0 1 1 0 0 0 0 0 1 1 1 0 1 1 0 0 0 0 0 0 0 0 0 1 1 0 0 0 1 1 1 1 0 0 1 883 0 1 5567 1 1 1 1 CJ 0 0 0 0 0 0 0 0 0 0 X 5 4 1 1 0 0 1 1 1 1 1 0 0 1 1 1 1 1 1 0 0 0 CA OH PA X THOMAS MALLAVARAPU 9092354400 3480 E GUASTI ROAD ONTARIO CA 91761 KAVITHA BHATIA MD PRESIDENT & CHAIRMAN 1.00 3.00 X X 0 0 0 WILLIAM RUH BOARD MEMBER 1.00 0.00 X 4000 0 0 DAVID THORSON BOARD MEMBER 1.00 0.00 X 0 0 0 EUGENE HERNANDEZ BOARD MEMBER 1.00 0.00 X 4000 0 0 CATHERINE GREEN BOARD MEMBER 1.00 0.00 X 4000 0 0 GARRON LAMP CMO - LMC 40.00 0.00 X 477556 0 32832 RICK MAHALINGAM REGIONAL CFO - EHMC 40.00 0.00 X 0 0 0 JACQUELINE PESTER-BABCOCK REGIONAL CNO - SCH 40.00 0.00 X 229334 0 40726 JAMES A GILMAN SECRETARY (END 10/24) 1.00 3.00 X 0 0 0 JAMES HAZLETT CNO - SCH (END 2/24) 40.00 0.00 X 38212 0 5370 MADAN REDDY TREASURER 1.00 0.00 X 0 0 0 MARY FRANCES STAPLETON CNO-SCH (START 3/24) 40.00 0.00 X 158533 0 24234 ROLAND SANTOS CNO - SOH 40.00 0.00 X 294671 0 51592 GERARD D BREEN CFO & ADMINISTRATOR - CRMC 40.00 0.00 X 224877 0 27473 STEPHANIE D CONN CEO - CRMC (END 6/24) 40.00 0.00 X 141470 176737 52504 MICHAEL R SOUZA CEO - LMC 40.00 0.00 X 447187 0 50543 MICHAEL MOTTE CEO - LOWER BUCKS HOSPITAL 40.00 0.00 X 430752 0 44152 GAIL F AVIADO CEO - MHMC 40.00 0.00 X 478712 0 27036 JONATHAN S GILL CEO - PRMC 40.00 0.00 X 273341 0 39073 ELA C LENA CEO - SRMC 40.00 0.00 X 366305 0 33565 STEVE ALEMAN CFO 1.00 8.00 X 0 0 0 SCOTT BROWN CFO - LMC 40.00 0.00 X 242054 0 59343 DAVID LIM CFO - LOWER BUCKS HOSPITAL 40.00 0.00 X 299621 0 43209 HAROLD WAY CFO - MHMC 40.00 0.00 X 374021 0 57901 LEE H HOLTER CFO - PRMC 40.00 0.00 X 193484 0 33804 MICHAEL DAVIS CFO - SRMC 40.00 2.00 X 235791 0 34493 LISA J JACKSON CNO - CRMC 40.00 0.00 X 179359 0 37560 PATRICIA S CODY CNO - HBH 40.00 0.00 X 222969 0 17526 MARGARET M MACEK CNO - LMC 40.00 0.00 X 260336 0 35037 ANDREW AGUSTIN CNO - LPIH (END 3/24) 40.00 0.00 X 59362 0 4005 LEAHANNE IRWIN CNO - LPIH (START 4/24) 40.00 0.00 X 148390 0 22580 JANAYA BEENE-EGGERT CNO - MHMC 40.00 0.00 X 186027 0 23306 KRIS VIGIL CNO - PRMC 40.00 0.00 X 183915 0 25683 DANIEL P SHEARN CNO - SRMC 40.00 0.00 X 99634 0 8196 EM V GARCIA VICE CHAIR & CEO - EHMC 40.00 0.00 X 397261 0 34427 ERICA R SWANHOLT SECRETARY (START 10/24) 1.00 3.00 X 0 0 0 J NATHAN RUBIN MD CHIEF OF STAFF 1.00 1.00 X 0 0 0 DARRA EDWARDS 340B PROGRAM DIRECTOR - SRMC 40.00 0.00 X 196080 0 53087 MIRIAM HOGAN DEPUTY GENERAL COUNSEL - SCH 40.00 0.00 X 190571 0 17550 MAUREEN A MC MANUS DIR - HIM - SOH 40.00 0.00 X 178705 0 39827 GLENN FORT GME PROGRAM DIRECTOR - LMC 30.00 0.00 X 264561 0 30997 CLAUDIA FOTZEU TOUKAM GME PROGRAM DIRECTOR - SRMC 40.00 0.00 X 394792 0 38164 REMBRANDT C SORIANO LABORATORY DIRECTOR - SOH 40.00 0.00 X 161709 0 17199 RAQUEL ROMERO MEDICAL STAFF DIRECTOR - HBH 40.00 0.00 X 166571 0 23207 VICTORIA REIS SAVARD NURSING DIRECTOR - LMC 40.00 0.00 X 164754 0 39581 ROBIN M FERGUSON NURSING DIRECTOR - LMC 40.00 0.00 X 170433 0 23792 ROTCH DELOS SANTOS NURSING DIRECTOR - LPIH 40.00 0.00 X 166102 0 18729 NOEL NUNEZ NURSING DIRECTOR - SOH 40.00 0.00 X 164220 0 34718 JANIE HINTON NURSING DIRECTOR - SRMC 40.00 0.00 X 171900 0 47193 EDGAR AREVALO PHARMACY DIRECTOR - MHMC 40.00 0.00 X 212284 0 39549 CECELIA PANTANILLA SMITH RADIOLOGY DIRECTOR - SOH 40.00 0.00 X 164504 0 50177 SHAILY PATEL REG. DATA QUALITY DIR.-SCH 40.00 0.00 X 160277 0 33060 CHRISTINE M DINAN REGIONAL DIR OF HR - CRMC 40.00 0.00 X 206940 0 30690 JAMES J MELFI REGIONAL DIR PHARMACY SVCS - LMC 40.00 0.00 X 207992 0 42454 MICHAEL J RIVERA REGIONAL HR DIR - SOH 40.00 0.00 X 162895 0 14966 ERIC LACHANCE REG. RADIOLOGY/CARDIOLOGY DIR - LMC 40.00 0.00 X 217204 0 49288 SHIRLEY SUNN BEHAVIORIAL HEALTH DIRECTOR - SOH 40.00 0.00 X 161374 0 17474 WAJAHAT FAHEEM PHYSICIAN - LMC 40.00 0.00 X 563995 0 54843 AHMED NADEEM PHYSICIAN - LMC 40.00 0.00 X 643976 0 52243 BETHANY WORTMAN PHYSICIAN - LMC 40.00 0.00 X 575209 0 44943 JAMES SHAER PHYSICIAN - RVP 40.00 0.00 X 628595 0 23306 RAHIM KHAN PHYSICIAN - RVP 40.00 0.00 X 669479 0 28507 KEVIN CARRION FORMER KEY EMPLOYEE 40.00 0.00 X 153293 0 41634 13773589 176737 1773348 774 1 1 0 HALLMARK HEALTH CARE SOLUTION 200 MOTOR PKWY STE D26 HAUPPAUGE NY 11788 TEMPORARY CLINICAL STAFFING 3188387 DPI MANAGEMENT COMPANY LLC 8946 INTERLINE AVE BATON ROUGE LA 70809 ANESTHESIOLOGY - MONTHLY STIPEND 3026723 MVP ANESTHESIA 1342 BELMONT STREET STE 205 BROCKTON MA 02301 ANESTHESIA SERVICES 2148835 HALLMARK HEALTH CARE SOLUTIONS 200 MOTOR PKWY HAUPPAUGE NY 11788 NURSING SERVICES 1552645 SMALL HOSPITAL INNOVATIONS LLC 3600 RED RD STE 401 MIRAMAR FL 33025 ED PROVIDER STAFFING - MONTHLY SUBSIDY 1500000 109 8419511 79096399 78647000 87515910 INPATIENT REVENUE 622110 554710627 554710627 OUTPATIENT REVENUE 621111 235637141 235637141 OTHER HEALTH PROF. EDU 611430 33333 33333 790381101 24368736 24368736 9470130 336532 9133598 9133598 9133598 139188483 1800000 132113491 1867068 7074992 -67068 7007924 7007924 OTHER OPERATING REVENU 900099 6335504 6335504 OTHER NON-OPERATING RE 900099 1472939 1472939 PATIENT REHABILITATION 624310 62201 62201 7870644 926277913 798189544 62201 40510258 X 156692 156692 12033103 12033103 310358074 310358074 2964421 2964421 51530914 51530914 24743245 24743245 46437080 37149664 9287416 7683156 6146525 1536631 761722 761722 15579 15579 107427255 105755361 1671894 982774 982774 2769002 2769002 609229 609229 22845312 22616859 228453 338486 338486 220190 220190 23087833 1299845 21787988 28994398 28704454 289944 41453814 24043212 17410602 MEDICAL SUPPLIES 61822882 61822882 0 TAXES AND LICENSES 56237836 55675458 562378 REGISTRY 10934174 10934174 0 BILLABLE SUPPLIES 9845166 9451359 393807 20233981 19022297 1211684 844486318 789328220 55158098 0 8 59161569 172492856 185016381 181047061 12503713 11993158 3504609 6914564 634674903 346355883 295894284 288319020 682854846 801372638 146488855 145348198 3169335 2778001 459087818 530567325 1847681418 2140832821 148692839 151222774 0 95127 970484 1896600 243903348 241564311 3365789 2537315 645900837 841524705 1042833297 1238840832 X 801780671 898924539 3067450 3067450 804848121 901991989 1847681418 2140832821 X 81791595 93999271 -78646998 X 0 1 X 1 1 1 X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED 0 0 0 0 0 0 0 0 1 15579 15579 0 PART II-B, LINE 1, LOBBYING ACTIVITIES PRIME HEALTHCARE FOUNDATION BELONGS TO CERTAIN TRADE ASSOCIATIONS IN WHICH A PORTION OF DUES PAID TO THESE ORGANIZATIONS IS SPENT ON EFFORTS TO INFLUENCE LEGISLATIVE MATTERS IN THE HEALTH CARE INDUSTRY. DURING 2024, PRIME HEALTHCARE FOUNDATION PAID APPROXIMATELY $378,357 TO THESE TRADE ASSOCIATIONS AND THE APPROXIMATE AMOUNT OF DUES SPENT ON LOBBYING PURPOSES WAS $15,579. 63697998 63697998 347077314 171957336 175119978 425819 320005 105814 207677086 159713430 47963656 15796686 14365112 1431574 288319020 INVESTMENT IN REAL ESTATE 141398601 C INVESTMENT IN EQUITY METHOD 3023547 C INVESTMENT IN SUBSIDIARIES 926050 C 145348198 ASSETS WHOSE USE IS LIMITED 2576841 BOND PROJECT FUND 18677415 CONSTRUCTION IN PROGRESS 13154505 DUE FROM RELATED PARTIES 427387586 DUE FROM AFFILIATES 54942510 RIGHT-OF-USE ASSETS - OPERATING 9048681 OTHER ASSETS 58577 OTHER CURRENT ASSETS 1177363 ESTIMATED SETTLEMENTS WITH THIRD PARTIES 3543847 530567325 CAPITAL LEASES 4964 DUE TO RELATED PARTIES 602543968 OTHER CURRENT LIABILITIES 1065232 OTHER LIABILITIES 3176428 LONG-TERM PORTION OF OPERATING LEASE LIABILITY 7385303 LONG-TERM PORTION OF FINANCING LEASE LIABILITY 9298505 CURRENT PORTION OF OPERATING LEASE LIABILITY 1845137 CURRENT PORTION OF FINANCING LEASE LIABILITY 5816264 LONG-TERM PORTION OF RELATED PARTY PAYABLES 42392 MALPRACTICE AND WORKERS' COMP RESERVES LONG-TERM 94437407 STATE FEE PROGRAMS PAYABLE 108507682 ESTIMATED SETTLEMENTS WITH THIRD PARTIES 1601487 INTERCOMPANY PAYABLE 5799936 841524705 X PART X, LINE 2: THE LITERATURE RELATED TO UNCERTAIN TAX POSITIONS PRESCRIBES A RECOGNITION THRESHOLD AND MEASUREMENT PROCESS FOR ACCOUNTING FOR UNCERTAIN TAX POSITIONS AND ALSO PROVIDES GUIDANCE ON VARIOUS RELATED MATTERS, SUCH AS DE-RECOGNITION, INTEREST, PENALTIES, AND DISCLOSURES REQUIRED. THE COMPANY DOES NOT HAVE ANY ENTITY-LEVEL UNCERTAIN TAX POSITIONS. CENTRAL AMERICA AND THE CARIBBEAN - ANTIGUA & BARBUDA, ARUBA, BAHAMAS, 0 0 PROGRAM SERVICES SELF-INS. TO HOSPITALS 34348457 0 0 0 0 0 0 34348457 0 34348457 0 0 0 0 0 0 1 1 X 1 X 400.000000000000 1 X 450.000000000000 1 0 0 43076618 39547563 3529055 0.00420 220971072 135060049 85911023 0.10170 195742 0 195742 0.00020 264243432 174607612 89635820 0.10610 80384 0 80384 0.00010 3489912 1874182 1615730 0.00190 32827869 25441435 7386434 0.00870 36398165 27315617 9082548 0.01070 300641597 201923229 98718368 0.11680 99043 99043 0.00010 1450 1450 0.00000 24104 24104 0.00000 44606 44606 0.00010 750 750 0.00000 169953 169953 0.00020 1 110469586 78433406 223905722 222903593 1002129 X 1 1 12 1 SOUTHERN REGIONAL MEDICAL CENTER 11 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 WWW.SOUTHERNREGIONAL.ORG 031-710 X X X 2 LANDMARK MEDICAL CENTER 115 CASS AVENUE WOONSOCKET RI 02895 WWW.LANDMARKMEDICAL.ORG HOS00134 X X X 3 SHERMAN OAKS HOSPITAL 4929 VAN NUYS BOULEVARD SHERMAN OAKS CA 91403 WWW.SHERMANOAKSHOSPITAL.ORG 930000149 X X X 4 MONTCLAIR HOSPITAL MEDICAL CENTER 5000 SAN BERNARDINO STREET MONTCLAIR CA 91763 WWW.MONTCLAIR-HOSPITAL.ORG 240000141 X X X 5 HUNTINGTON BEACH HOSPITAL 17772 BEACH BOULEVARD HUNTINGTON BEACH CA 92647 WWW.HBHOSPITAL.ORG 060000124 X X X 6 LA PALMA INTERCOMMUNITY HOSPITAL 7901 WALKER STREET LA PALMA CA 90623 WWW.LAPALMAINTERCOMMUNITYHOSPITAL.COM 060000136 X X X 7 ENCINO HOSPITAL MEDICAL CENTER 16237 VENTURA BOULEVARD ENCINO CA 91436 WWW.ENCINOMED.ORG 930000051 X X X 8 COSHOCTON REGIONAL MEDICAL CENTER 1460 ORANGE STREET COSHOCTON OH 43812 WWW.COSHOCTONHOSPITAL.ORG 1129 X X X 9 SUBURBAN COMMUNITY HOSPITAL 2701 DEKALB PIKE EAST NORRITON PA 19401 WWW.SUBURBANHOSP.ORG 197201 X 10 PAMPA REGIONAL MEDICAL CENTER ONE MEDICAL PLAZA PAMPA TX 79065 WWW.PRMCTX.COM 100154 X X X PSYCHIATRIC UNIT 11 PRIME HEALTHCARE SERVICES - LOWER BUCKS LLC 501 BATH ROAD BRISTOL PA 19007 HTTPS://LOWERBUCKSHOSP.COM/ 123101 X X X X 12 PRIME HEALTHCARE SERVICES - ROXBOROUGH LLC 5800 RIDGE AVENUE PHILADEPHIA PA 19128 HTTPS://ROXBOROUGHMEMORIAL.COM/ 910401 X X X X SOUTHERN REGIONAL MEDICAL CENTER 1 0 0 1 X X X X X X X X X 22 1 0 0 1 X HTTPS://SOUTHERNREGIONAL.ORG/?S=CHNA X 1 22 1 HTTPS://SOUTHERNREGIONAL.ORG/?S=CHNA 0 1 X 125.000000000000 300.000000000000 X X X X X 1 1 X X X 1 X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://SOUTHERNREGIONAL.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 LANDMARK MEDICAL CENTER 2 0 0 1 X X X X X X X X X 22 1 1 1 1 X HTTPS://LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ X 1 22 1 HTTPS://WWW.LANDMARKMEDICAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 350.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://LANDMARKMEDICAL.ORG/?S=FINANCIAL+ASSISTANCE X HTTPS://LANDMARKMEDICAL.ORG/?S=FINANCIAL+ASSISTANCE X HTTPS://LANDMARKMEDICAL.ORG/?S=FINANCIAL+ASSISTANCE X X X X X X 1 X 0 X X X X 1 X 0 0 SHERMAN OAKS HOSPITAL 3 0 0 1 X X X X X X X X X 22 1 1 0 1 X HTTPS://SHERMANOAKSHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFITS/ X 1 22 1 HTTPS://SHERMANOAKSHOSPITAL.ORG/ABOUT-US/COMMUNITY-BENEFITS/ 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://SHERMANOAKSHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 MONTCLAIR HOSPITAL MEDICAL CENTER 4 0 0 1 X X X X X X X X X 22 1 1 1 1 X HTTPS://MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA/ X 1 22 1 HTTPS://MONTCLAIR-HOSPITAL.ORG/ABOUT-US/CHNA/ 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://MONTCLAIR-HOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 HUNTINGTON BEACH HOSPITAL 5 0 0 1 X X X X X X X X X 24 1 0 0 1 X HTTPS://HBHOSPITAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ X 1 24 1 HTTPS://HBHOSPITAL.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 400.000000000000 450.000000000000 X X X X X X 1 1 X X X 1 X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://HBHOSPITAL.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 LA PALMA INTERCOMMUNITY HOSPITAL 6 0 0 1 X X X X X X X X X 24 1 0 0 1 X HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/?S=CHNA X 1 24 1 HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/?S=CHNA 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ X HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ X HTTPS://LAPALMAINTERCOMMUNITYHOSPITAL.COM/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 ENCINO HOSPITAL MEDICAL CENTER 7 0 0 1 X X X X X X X X X 22 1 1 0 1 X HTTPS://ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS/ X 1 22 1 HTTPS://ENCINOMED.ORG/ABOUT-US/COMMUNITY-BENEFITS/ 0 1 X 400.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X HTTPS://ENCINOMED.ORG/HELP-PAYING-YOUR-BILL/ X X X X X X 1 X 0 X X X X 1 X 0 0 COSHOCTON REGIONAL MEDICAL CENTER 8 0 0 1 X X X X X X X X X 22 1 0 0 1 X HTTPS://COSHOCTONHOSPITAL.ORG/?S=CHNA X 1 22 1 HTTPS://COSHOCTONHOSPITAL.ORG/?S=CHNA 0 1 X 350.000000000000 450.000000000000 X X X X 1 1 X X X 1 X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://COSHOCTONHOSPITAL.ORG/FOR-PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 SUBURBAN COMMUNITY HOSPITAL 9 0 0 1 X X X X X X X X X 23 1 0 0 1 X WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ X 1 23 1 WWW.SUBURBANHOSP.ORG/ABOUT-US/COMMUNITY-HEALTH-NEEDS-ASSESSMENT/ 0 1 X 350.000000000000 450.000000000000 X X X X 1 1 X X X 1 X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.SUBURBANHOSP.ORG/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 PAMPA REGIONAL MEDICAL CENTER 10 0 0 1 X X X X X X X X X 24 1 0 0 1 X HTTPS://PRMCTX.COM/ABOUT-US/QUALITY-PATIENT-SAFETY-CLINICAL-EXCELLENCE/ X 1 24 1 HTTPS://PRMCTX.COM/ABOUT-US/QUALITY-PATIENT-SAFETY-CLINICAL-EXCELLENCE/ 0 1 X 200.000000000000 450.000000000000 X X X X X 1 1 X X X 1 X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://WWW.PRMCTX.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 PRIME HEALTHCARE SERVICES - LOWER BUCKS 11 0 1 0 0 1 X 125.000000000000 300.000000000000 X X X X X 1 1 X X X 1 X HTTPS://LOWERBUCKSHOSP.COM/FINANCIAL-ASSISTANCE/ X HTTPS://LOWERBUCKSHOSP.COM/FINANCIAL-ASSISTANCE/ X HTTPS://LOWERBUCKSHOSP.COM/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 PRIME HEALTHCARE SERVICES - ROXBOROUGH 12 0 1 0 0 1 X 125.000000000000 300.000000000000 X X X X X 1 0 1 X HTTPS://ROXBOROUGHMEMORIAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://ROXBOROUGHMEMORIAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X HTTPS://ROXBOROUGHMEMORIAL.COM/PATIENTS-VISITORS/FINANCIAL-ASSISTANCE/ X X X X X X 1 X 0 X X X X 1 X 0 0 HUNTINGTON BEACH HOSPITAL PART V, SECTION B, LINE 13B: APPROVED IN SOME INSTANCES OF HOMELESSNESS/DECEASED WITH NO KNOWN NEXT OF KIN PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR SOUTHERN REGIONAL MEDICAL CENTER WAS LED BY THE HOSPITAL STEERING COMMITTEE, COMPRISED OF SENIOR LEADERSHIP, AND THE CHNA KEY STAKEHOLDERS COMMITTEE. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE CHNA KEY STAKEHOLDERS COMMITTEE WAS COMPRISED OF COMMUNITY LEADERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITIES SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. THEY PROVIDED SPECIALIZED KNOWLEDGE OF OVERALL COMMUNITY NEEDS AND CHALLENGES, PUBLIC HEALTH ISSUES, AND INSIGHT INTO THE UNDERSERVED, HARD-TO-REACH, AND VULNERABLE POPULATIONS. THEY REVIEWED AND ASSESSED THE COMPILED DATA AND RESULTS OF THE CHNA COMMUNITY SURVEY, ASSESSED NEEDS OF THE COMMUNITY, AND REVIEWED THE AVAILABILITY OF COMMUNITY RESOURCES. THEIR INPUT DETERMINED THE PRIORITIZATION OF THE HEALTH NEEDS OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER SOUGHT TO ENGAGE KEY STAKEHOLDERS WHO EITHER HAD A SPECIALIZED KNOWLEDGE OR EXPERTISE IN PUBLIC HEALTH, WERE AFFILIATED WITH LOCAL GOVERNMENT AND SCHOOLS, OR THEIR INVOLVEMENT WITH UNDERSERVED AND MINORITY POPULATIONS AND TO REPRESENT THE BROADER COMMUNITY. KEY STAKEHOLDERS FROM THE COMMUNITY REPRESENTED THE FOLLOWING TYPES OF ORGANIZATIONS AND AGENCIES:- LOCAL, COUNTY, AND STATE GOVERNMENT- MEDICAL PROVIDERS- COMMUNITY, BUSINESS, AND RELIGIOUS LEADERSA CHNA SURVEY WAS CONDUCTED BETWEEN JULY 15 TO OCTOBER 1, 2021, AND OFFERED TO SOUTHERN REGIONAL MEDICAL CENTER PATIENTS AND VISITORS, AS WELL AS ACCESSIBLE ONLINE, TO ASSESS THE HEALTHCARE NEEDS AND DESIRES OF THE COMMUNITY. SOUTHERN REGIONAL MEDICAL CENTER STAFF MEMBERS WERE ALSO RANDOMLY SELECTED TO RESPOND TO SURVEY QUESTIONS VIA INDIVIDUAL INTERVIEWS. PARTICIPANTS IN BOTH SURVEYS AND INTERVIEWS PROVIDED INPUT ON THE FOLLOWING ISSUES: - TOP HEALTH CHALLENGES SUCH AS HIGH BLOOD PRESSURE, JOINT AND BACK PAIN, OBESITY, DIABETES, MENTAL HEALTH ISSUES, AND HEART DISEASE. - ISSUES THAT PREVENT ACCESS TO CARE SUCH AS NO INSURANCE, LACK OF ABILITY TO PAY, LANGUAGE BARRIERS, TRANSPORTATION, ETC. - RESOURCES THAT WOULD IMPROVE THE HEALTH OF THE COMMUNITY SUCH AS FREE OR AFFORDABLE HEALTH SCREENINGS, HEALTHIER FOOD, WELLNESS SERVICES, SAFE PLACES TO WORK AND PLAY, MENTAL HEALTH SERVICES, JOB OPPORTUNITIES, AND RECREATION FACILITIES. - HEALTH SCREENINGS AND SERVICES NEEDED. PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED TO BETTER UNDERSTAND THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SOUTHERN REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MAINTAIN AND IMPROVE ACCESS TO HEALTHCARE IN OUR COMMUNITY2. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTY3. DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATION4. INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSMAINTAIN AND IMPROVE ACCESS TO HEALTH CARE IN OUR COMMUNITY SOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. REDUCE THE SHORTAGE OF HEALTHCARE PROVIDERS WITH THE HOSPITAL'S PRIMARY SERVICE AREA. 2. CREATE A PIPELINE OF NEW HEALTHCARE PERSONNEL THROUGH COLLEGIATE AND SECONDARY SCHOOL INITIATIVES.3. CONTINUE TO EXPAND APPROPRIATE HEALTHCARE SERVICES AND WORK TO EXPAND ACCESS TO HEALTHCARE COVERAGE. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO RECRUIT PRIMARY CARE PHYSICIANS AND CLINICIANS (I.E., NPS) AND SPECIFIC SPECIALTY PHYSICIANS AS NEED IS DETERMINED OVER THE NEXT 3 YEARS IN ACCORDANCE WITH THE HOSPITAL'S MEDICAL STAFF DEVELOPMENT PLAN.2. INCREASE MARKETING AND DIGITAL EFFORTS TO REACH AND RECRUIT TARGETED PHYSICIANS TO MOVE TO AND SERVE THE COMMUNITY.3. FURTHER DEVELOP PARTNERSHIPS WITH AREA HIGHER EDUCATION INSTITUTIONS TO CREATE TRAINING TO HIRE INITIATIVES TO FILL CLINICAL AND NON-CLINICAL POSITIONS. 4. EXPAND ON RN RESIDENCY PROGRAM AND INTERNSHIP OFFERINGS PROVIDING ONSITE TRAINING FOR SOON-TO-BE GRADUATES. 5. PARTNER WITH CLAYTON COUNTY PUBLIC SCHOOLS TO PROVIDE INTERNSHIP AND EXTERNSHIP OPPORTUNITIES FOR HIGH-SCHOOL STUDENTS WITH GOAL TO PLACE STUDENTS IN OPEN POSITIONS AND/OR ENCOURAGE CONTINUATION OF EDUCATION IN HEALTHCARE. 6. EXPAND PHYSICIAN CLINIC LOCATIONS POSSIBLE THROUGH DEVELOPMENT OF URGENT CARE CLINICS TO BROADEN PHYSICIAN AVAILABILITY IN COMMUNITIES SERVED. 7. CONTINUE TO EXPAND AND SECURE HEALTHCARE INSURANCE CONTRACTS (SUCH AS HUMANA WHICH IS A LEADING INSURANCE PROVIDER IN CLAYTON COUNTY).8. COLLABORATE WITH KEY LEADERS TO SUPPORT AND ENCOURAGE LEGISLATIVE EXPANSION OF HEALTHCARE COVERAGE FOR THOSE IN NEED. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTYSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. IMPROVE EMERGENCY DEPARTMENT THROUGHPUT EFFORTS IN RELATIONSHIP TO MENTAL HEALTH PATIENTS AND THEIR NEEDS. 2. COLLABORATE WITH COMMUNITY PARTNERS TO EXPAND INFORMATION ON MENTAL HEALTH CARE SERVICES AND RESOURCES. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. CONTINUE TO DEVELOP AND ADAPT ED THROUGHPUT EFFORTS IN RESPONSE TO MENTAL HEALTH AND PANDEMIC SURGES.2. CONTINUE TO SUBMIT GRANT REQUESTS FOR FEDERAL FUNDING IN SUPPORT OF MENTAL HEALTH STABILIZATION UNIT/AREA ADJACENT TO THE HOSPITAL'S EMERGENCY DEPARTMENT. 3. MAINTAIN AND SECURE ACCREDITATIONS AND CERTIFICATES SENIOR ED, LEVEL III TRAUMA CENTER, CHEST PAIN CENTER, STROKE CENTER TO ENSURE DEFINED AREAS AVAILABLE TO MOVE ED PATIENTS SAFELY AND EFFICIENTLY THROUGH THE PROCESS, REDUCING ED PATIENT WAIT TIMES.4. DEVELOP PARTNERSHIP OF RESOURCES AND PROGRAMS THAT OFFER CONTINUED EDUCATION ON APPROPRIATE SERVICES NEEDED FOR THOSE STRUGGLING WITH MENTAL HEALTH ISSUES.5. COLLABORATE WITH STAKEHOLDERS TO DEVELOP COMPREHENSIVE LISTING OF MENTAL HEALTH RESOURCES AVAILABLE IN REGION AND STATE. 6. PROMOTE MENTAL HEALTH RESOURCES AND EDUCATION THROUGH THE HOSPITALS DIGITAL AND SOCIAL MEDIA VENUES.DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATIONSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. COLLABORATE WITH COMMUNITY PARTNERS TO SHARE INFORMATION ON HEALTHCARE SERVICES AND HEALTHCARE EVENTS/OPPORTUNITIES.2. COLLABORATE WITH COMMUNITY PARTNERS ON TARGETED SURVEYS TO TIMELY ASSESS AND RESPOND TO COMMUNITY HEALTHCARE NEEDS.SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. DEVELOP TEAM OF KEY COMMUNITY PARTNERS AND IMPLEMENT PROCESS TO JOINTLY COMMUNICATE HEALTHCARE AND WELLNESS SERVICES AND OPPORTUNITIES THROUGH ALL MEDIA VENUES AVAILABLE.2. CREATE TARGETED HEALTHCARE AND WELLNESS CAMPAIGNS THROUGH DIGITAL PUBLIC SERVICE ANNOUNCEMENTS TARGETED AT INFORMATION AT-RISK POPULATION.3. DEVELOP AND IMPLEMENT DIGITAL SURVEYS TARGETED AT SPECIFIC COMMUNITY GROUPS THROUGH NEW COLLABORATIVE PARTNER COMMUNICATION VENUES.4. CREATE APPROPRIATE RESPONSES TO SURVEY RESULTS; AND COMMUNICATE FINDINGS AND IMPLEMENTATION OF INITIATIVES IN RESPONSE TO RESULTS.INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTATIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSSOUTHERN REGIONAL MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES: 1. ESTABLISH A RESIDENCY PROGRAM AT THE HOSPITAL TO PROVIDE ADDITIONAL HEALTHCARE OUTREACH AND EDUCATIONAL OPPORTUNITIES TO OUR RESIDENTS.2. WORK TO EDUCATE LEGISLATORS ON WHERE THEY CAN ASSIST IN MEETING THE NEEDS AND CHALLENGES FACING OUR UNDERSERVED RESIDENTS. SOUTHERN REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. WORK TO DEVELOP A SOUTHERN REGIONAL INTERNAL MEDICINE RESIDENCY PROGRAM TO ADDRESS THE NEED FOR MORE PRIMARY CARE PHYSICIANS. 2. COLLABORATE WITH LOCAL AND REGIONAL LEGISLATORS TO SECURE FUNDING FOR THE NEWLY CREATED RESIDENCY PROGRAM.3. WORK WITH KEY COMMUNITY STAKEHOLDERS TO JOINTLY EDUCATE AND PROPOSE OPTIONS AND OPPORTUNITIES TO ASSIST UNDERSERVED RESIDENTS IN THE PRIMARY SERVICE AREA.4. COMMUNICATE TO CLAYTON COUNTY AND SOUTHERN CRESCENT RESIDENTS THROUGH NEWLY DEVELOPED JOIN COMMUNICATION PROCESS TO ENCOURAGE RESIDENT SUPPORT OF LEGISLATIVE EFFORTS.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MAINTAIN AND IMPROVE ACCESS TO HEALTHCARE IN OUR COMMUNITYA. INCREASED POOL OF PHYSICIANS INCLUDING: OBGYN MIDWIVES TO EXPAND THE NUMBER OF OBGYN PROVIDERS FOR THE VOLUME AND DESERT WITHIN THE PRIMARY SERVICE AREA, GENERAL SURGEON, AND ORTHOPEDIC SURGEON.B. REDIRECTED PHYSICIANS WITH EXISTING REFERRAL BASE FROM OTHER MARKETS TO SOUTHERN REGIONAL MEDICAL CENTER'S PRIMARY AND SECONDARY MARKETS (SPINE SURGEONS, UROLOGIST, ADDITIONAL ORTHOPEDISTS).C. TO IMPACT THE HIGH MATERNAL AND FETAL MORTALITY/MORBIDITY RATES, A 24/7 OBED WAS OPENED AND STAFFED WITH MEDICAL PROVIDERS 24/7.D. EXPANDED PHYSICAL REHABILITATION SERVICES TO THE PEDIATRIC POPULATION FOR FEEDING AND PHYSICAL REHABILITATION. 2. CONTINUE TO FOCUS TO INCREASE MENTAL HEALTH SERVICES FOR THE COUNTYA. DESIGNED AND CONSTRUCTED EMERGENCY DEPARTMENT BEHAVIORAL HEALTH HOLDING AREA THAT PROVIDES ACCESS TO PSYCHIATRY TO INITIATE STABILIZATION UNTIL TRANSFERRED TO A RECEIVING FACILITY FOR FURTHER TREATMENT.B. PARTNERSHIP WITH CLAYTON COUNTY AND THE INITIATIVE TO OPEN AN OUTPATIENT MENTAL HEALTH TREATMENT CENTER ON THE SOUTHERN REGIONAL MEDICAL CENTER CAMPUS.3. DEVELOP A COMMUNITY-WIDE NETWORK FOR COMMUNICATING HEALTHCARE SERVICES AND INFORMATIONA. IN 2024, SOUTHERN REGIONAL MEDICAL CENTER CONTINUED COMMUNITY EVENTS EDUCATION, INFORMATION AND EMPOWERMENT OF COMMUNITY MEMBERS ON THE SERVICES AVAILABLE BY SOUTHERN REGIONAL MEDICAL CENTER.4. INCREASE AWARENESS OF AND PARTICIPATION IN PREVENTIVE HEALTHCARE SERVICES AND EDUCATION TO OUR UNDERSERVED RESIDENTSA. PROVIDED FREE DIABETES COMMUNITY EDUCATION, LYMPHEDEMA EDUCATION, FREE NUTRITION AND COOKING CLASSES, RENAL DISEASE COMMUNITY EDUCATION, OBESITY COMMUNITY EDUCATION AND MORE. PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR LANDMARK MEDICAL CENTER WAS CONDUCTED FROM JULY 2021 TO MAY 2022 AS PART OF A STATEWIDE CHNA WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND (HARI) AND INCLUDED QUANTITATIVE AND QUALITATIVE RESEARCH METHODS TO DETERMINE HEALTH TRENDS AND DISPARITIES AFFECTING SERVICE AREA RESIDENTS. THROUGH AN ANALYSIS OF PUBLIC HEALTH STATISTICS, DEMOGRAPHIC AND SOCIAL MEASURES, AND HEALTHCARE UTILIZATION AS WELL AS KEY INFORMANT SURVEYS AND INTERVIEWS, A PROFILE OF COMMUNITY HEALTH PRIORITIES WAS DETERMINED. THE FINDINGS OF THIS CHNA WILL IDENTIFY COMMON AND UNIQUE CHALLENGES ACROSS RHODE ISLAND TO INFORM COMMUNITY HEALTH INITIATIVES AND ULTIMATELY ADVANCE HEALTH EQUITY FOR ALL RESIDENTS.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. TO ASSESS AND RESPOND TO COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED BY REPRESENTATIVES FROM THE RHODE ISLAND DEPARTMENT OF HEALTH, THE HEALTH EQUITY ZONES (HEZ) - A COLLABORATION OF LOCAL ORGANIZATIONS, BUSINESSES, CITY LEADERS, COALITIONS, AND RESIDENTS THAT TAKES ACTION TO IMPROVE THE HEALTH AND QUALITY OF LIFE FOR ALL PEOPLE IN THE SERVICE AREA, HEALTH AND SOCIAL SERVICE PROVIDERS, ADVOCACY AGENCIES, AND OTHER COMMUNITY PARTNERS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS, EXPERTISE ABOUT EXISTING COMMUNITY RESOURCES AVAILABLE TO MEET THOSE NEEDS, AND INSIGHTS INTO SERVICE DELIVERY GAPS THAT CONTRIBUTE TO HEALTH DISPARITIES. PART V, SECTION B, LINE 6A: THE FY2022 CHNA WAS CONDUCTED WITH THE FOLLOWING HOSPITAL FACILITIES: - CHARTERCARE HEALTH PARTNERS, INCLUDING ROGER WILLIAMS MEDICAL CENTER AND FATIMA HOSPITAL- SOUTH COUNTY HOSPITAL- WESTERLY HOSPITAL- CARE NEW ENGLAND HEALTH SYSTEM, INCLUDING BUTLER HOSPITAL, KENT HOSPITAL, WOMEN & INFANTS HOSPITAL PART V, SECTION B, LINE 6B: THE FY2022 CHNA WAS CONDUCTED IN PARTNERSHIP WITH THE HOSPITAL ASSOCIATION OF RHODE ISLAND. PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY LANDMARK MEDICAL CENTER. AS A RESULT, THE FOLLOWING THREE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. BEHAVIORAL HEALTH2. CHRONIC DISEASE3. MATERNAL AND CHILD HEALTHBEHAVIORAL HEALTHTHE GOAL IS TO STRENGTHEN AND SUPPORT COMMUNITY INITIATIVES AND HEALTHCARE SERVICES THAT INCREASE BEHAVIORAL HEALTH RESOURCES AND ADDRESS UNDERLYING BARRIERS TO EQUITABLE TREATMENT ACCESS. LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. SUPPORT, PROMOTE, AND PARTICIPATE IN COMMUNITY BEHAVIORAL HEALTH AWARENESS EFFORTS. 2. COLLABORATE WITH COMMUNITY-BASED PROVIDERS TO ASSESS BEHAVIORAL HEALTH NEEDS, FACILITATE SERVICE REFERRALS, AND COORDINATE CARE. 3. INVEST IN WORKFORCE RECRUITMENT AND RETENTION OF BEHAVIORAL HEALTHCARE PROFESSIONALS. LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES: 1. SUPPORT THE WOONSOCKET HEZ TO DEVELOP AND DISTRIBUTE COMMUNITY BEHAVIORAL HEALTH RESOURCE GUIDES. 2. SUPPORT THE WOONSOCKET HEZ TO HOST RESOURCE FAIRS AND OTHER OUTREACH EVENTS, TARGETING AT-RISK COMMUNITY RESIDENTS.3. HOST AND PARTICIPATE IN COMMUNITY EDUCATION AND OUTREACH INITIATIVES TO INCREASE AWARENESS OF SUBSTANCE USE DISORDERS AND DISTRIBUTION OF NARCAN. 4. SUPPORT SERENITY CENTER, A COMMUNITY CARE ALLIANCE AND HEZ INITIATIVE, PROVIDING PEER RECOVERY SERVICES, SUPPORT GROUPS, BASIC NEEDS REFERRALS, AND HEALTH AND WELLNESS SUPPORTS, AMONG OTHER SERVICES.5. PARTNER WITH THUNDERMIST HEALTH CENTER TO FACILITATE WARM HANDOFF REFERRALS.6. SUPPORT CHILD FRIENDLY WOONSOCKET, A RHODE ISLAND FOUNDATION FUNDED INITIATIVE LED BY THE HEZ, TO DEVELOP A DATA-DRIVEN STRATEGY TO BUILD A RESILIENT COMMUNITY THAT ADDRESSES THE SOCIAL AND STRUCTURAL DETERMINANTS OF GOOD MENTAL HEALTH.7. CONDUCT STANDARDIZED SCREENING FOR MENTAL HEALTH AND SUBSTANCE USE DISORDER AMONG PATIENTS.8. EXPLORE OPPORTUNITIES TO IMPROVE ACCESS TO MEDICALLY-INDUCED TREATMENT FOR OPIOID ADDICTION.9. PROMOTE AWARENESS OF HEALTH AND HUMAN SERVICES CAREERS AMONG MIDDLE SCHOOL AND HIGH SCHOOL STUDENTS. 10. PROVIDE JOB SHADOWING, MENTORING, TRAINING OPPORTUNITIES, TARGETING WORKFORCE DEVELOPMENT THAT REFLECTS THE MULTICULTURAL AND RACIAL MAKEUP OF THE COMMUNITY.11. ADVOCATE FOR STATEWIDE BEHAVIORAL HEALTH SERVICE DELIVERY GAPS AND RELATED POLICY INITIATIVES.CHRONIC DISEASETHE GOAL IS TO STRENGTHEN AND SUPPORT COMMUNITY INITIATIVES AND HEALTHCARE SERVICES THAT ADDRESS UNDERLYING INEQUITIES IN ACCESS TO CARE AND IMPROVE HEALTH OUTCOMES. LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. INVEST IN COMMUNITY SERVICES AND PROGRAMS THAT ADDRESS EQUITY IN HEALTH AND HEALTHCARE.2. INVEST IN HEALTHCARE SERVICES THAT ENHANCE ACCESS TO CARE FOR UNDERSERVED POPULATIONS AND PROMOTE WHOLE-PATIENT CARE. 3. PROMOTE CHRONIC DISEASE EDUCATION AND CARE MANAGEMENT BEST PRACTICES.4. INVEST IN WORKFORCE RECRUITMENT AND RETENTION OF PRIMARY AND SPECIALTY CARE PROVIDERS. LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. PARTNER WITH THE WOONSOCKET HEZ TO PROVIDE OPPORTUNITIES FOR RACIAL EQUITY EDUCATION AND COMMUNITY CONVERSATIONS.2. SUPPORT RESIDENT ENGAGEMENT IN THE WOONSOCKET HEZ AND THE DEVELOPMENT OF COMMUNITY PROGRAMS, LEVERAGING RESIDENT ADVISORS AND TEEN AMBASSADORS.3. SUPPORT WOONSOCKET HEZ INITIATIVES TO IMPROVE ACCESS TO HEALTHY FOODS, INCLUDING COMMUNITY FARMERS MARKETS, COMMUNITY GARDENS, AND FREE PRODUCE DISTRIBUTION.4. SUPPORT THE HIGHER EDUCATION CENTER OF NORTHERN RHODE ISLAND TO OFFER WORKFORCE DEVELOPMENT TRAINING AND CLASSROOM SPACE IN DOWNTOWN WOONSOCKET.5. SUPPORT WOONSOCKET WALKS - A CITY ON THE MOVE, A PEDESTRIAN WALKING PLAN TO IMPROVE THE WALKABILITY OF WOONSOCKET.6. COLLABORATE WITH PRIMARY CARE PROVIDERS TO IDENTIFY AND SCHEDULE PATIENTS WHO DELAYED PREVENTATIVE CARE DURING THE PANDEMIC.7. CONTINUE TELEHEALTH TO ENHANCE CARE FOR PATIENTS WHO ARE HOMEBOUND AND/OR EXPERIENCING ACCESS BARRIERS.8. EXPLORE OPPORTUNITIES FOR SYSTEMWIDE SOCIAL DETERMINANTS OF HEALTH SCREENING. 9. EXPLORE PARTNERSHIP OPPORTUNITIES WITH UBER, LYFT, AND OTHER RIDESHARE PROGRAMS TO ADDRESS TRANSPORTATION BARRIERS. 10. PROVIDE CASE MANAGEMENT SERVICES FOR ALL PATIENTS UPON ADMISSION TO ASSIST THEM IN NAVIGATING THE HEALTHCARE SYSTEM.11. CONDUCT COMMUNITY EDUCATION AND OUTREACH TO PROMOTE SCREENINGS AND FACILITATE LINKAGES TO CARE.12. SUPPORT THE DIABETES PREVENTION PROGRAM IN PARTNERSHIP WITH THE WOONSOCKET HEZ.13. PROMOTE AWARENESS OF HEALTH AND HUMAN SERVICES CAREERS AMOUNT MIDDLE SCHOOL AND HIGH SCHOOL STUDENTS.14. PROVIDE JOB SHADOWING, MENTORING, TRAINING OPPORTUNITIES, TARGETING WORKFORCE DEVELOPMENT THAT REFLECTS THE MULTICULTURAL AND RACIAL MAKEUP OF THE COMMUNITY.15. CONTINUE RECRUITMENT AND HIRING PRACTICES AND SUCCESSION PLANNING FOR PRIMARY AND SPECIALTY CARE SERVICES.MATERNAL AND CHILD HEALTHTHE GOAL IS TO REDUCE TEEN PREGNANCIES AND IMPROVE BIRTH OUTCOMES FOR MOTHERS AND BABIES.LANDMARK MEDICAL CENTER HAS OUTLINED THE FOLLOWING OBJECTIVES:1. INCREASE ACCESS TO COMPREHENSIVE HEALTHCARE AND FAMILY LIFE EDUCATION FOR TEENS. 2. PROMOTE CULTURALLY AND LINGUISTICALLY RELEVANT MATERNAL HEALTH EDUCATION PROGRAMS AND SERVICES.LANDMARK MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. SUPPORT THE SCHOOL-BASED HEALTH CENTER (THE HEALTH HUT) AT WOONSOCKET HIGH SCHOOL, PROVIDING FAMILY PLANNING AND CONTRACEPTION AT NO COST TO STUDENTS, AMONG OTHER SERVICES.2. SUPPORT YOUTH-DRIVEN CAMPAIGNS TO ADDRESS TEEN PREGNANCY AND RELATED HEALTH ISSUES.3. PROVIDE CHILDBIRTH, NEWBORN, AND BREASTFEEDING CLASSES FOR NEW PARENTS.4. PARTNER WITH COMMUNITY ORGANIZATIONS AND STATEWIDE INITIATIVES (E.G., ALLIANCE FOR INNOVATION IN MATERNAL HEALTH (AIM)) TO PROMOTE EQUITABLE BIRTH OUTCOMES FOR BLACK WOMEN AND BABIES.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:AS THE COMMUNITY HOSPITAL IN NORTHERN RHODE ISLAND, LANDMARK MEDICAL CENTER IS ACTIVELY INVOLVED IN MANY FACETS OF THE COMMUNITY. AS WITH MOST URBAN CORE CITIES, WOONSOCKET FACES A MYRIAD OF ISSUES THAT IMPACT THE HEALTH OF THE COMMUNITY. LANDMARK CONTINUES TO PARTNER WITH THE LOCAL HEZ (HEALTH EQUITY ZONE) ORGANIZATIONS IN NORTHERN RHODE ISLAND. THE HEZ ADDRESSES THE HEALTH DISPARITIES THAT REFLECT THE UNIQUE NEEDS OF THE COMMUNITY. AS A MEMBER OF THE STEERING COMMITTEE, LANDMARK PARTICIPATES IN THE INITIATIVES THAT ADDRESS THE SOCIAL DETERMINANTS OF HEALTH AS SET FORTH BY THE STEERING COMMITTEE. AS PART OF THE HEZ GROUP, PRIORITY ISSUES ARE IDENTIFIED IN RESOURCING THE AREAS OF GREATEST VULNERABILITY. LACK OF PRIMARY CARE PROVIDERS HAS BEEN A TREND FOR MANY YEARS IN NORTHERN RHODE ISLAND. THE EXPANSION OF OUR INTERNAL MEDICINE CLINIC HAS GREATLY INCREASED THE IM FOOTPRINT IN NORTHERN RHODE ISLAND. LOCAL PATIENTS IN NEED OF A PCP NOW HAVE A HEALTHCARE TEAM ACCESSIBLE TO HELP WITH CHRONIC DISEASE MANAGEMENT. PART V, SECTION B, LINE 5: SHERMAN OAKS HOSPITAL CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF SHERMAN OAKS HOSPITAL AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. PART V, SECTION B, LINE 6A: SHERMAN OAKS HOSPITAL CONDUCTED ITS CHNA WITH ENCINO HOSPITAL MEDICAL CENTER. PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED, AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SHERMAN OAKS HOSPITAL. THROUGH FOCUS GROUPS AND COMMUNITY SURVEYS, THIRTY-FIVE HEALTH NEEDS WERE SUGGESTED. TO HELP BETTER MEET AND ADDRESS EACH NEED, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MENTAL HEALTH2. CONTINUITY OF CARE3. HOMELESSNESS4. EMPLOYMENT ISSUESMENTAL HEALTHAS A PRIMARY CARE PROVIDER OF MENTAL HEALTH SERVICES, PARTICULARLY IN GERIATRIC SERVICES, SHERMAN OAKS HOSPITAL IS DEDICATED TO CONTINUING ITS EXISTING SERVICES. AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, SHERMAN OAKS HOSPITAL IS EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. SHERMAN OAKS HOSPITAL WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS AND REFLECT INNOVATIONS IN CARE TO ADDRESS COVID-19 ISSUES. CONTINUITY OF CARESHERMAN OAKS HOSPITAL WILL WORK WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER INTERVENTION WILL FOCUS ON ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED, AND THE MOST ADVANTAGEOUS COVERAGE IS SECURED, BOTH FOR THEIR HOSPITAL STAY AND FOR CONTINUING CARE IN THE NEXT STEP IN THEIR RECOVERY PROCESS.HOMELESSNESSSHERMAN OAKS HOSPITAL WILL IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER TRANSITIONS, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM SHERMAN OAKS HOSPITAL ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. AND AS NEW HOUSING SOLUTIONS ARE DEVELOPED, SHERMAN OAKS HOSPITAL WILL WORK WITH THE DEVELOPERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION. SHERMAN OAKS HOSPITAL IS ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. EMPLOYMENT ISSUESSHERMAN OAKS HOSPITAL IS REVIEWING THEIR PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. ADDITIONALLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MENTAL HEALTH WAS THE MOST FREQUENTLY CITED ISSUE IN TERMS OF BOTH PARTICIPANT CONCERN AND PRIORITY. THIS CATEGORY ENCOMPASSES VARIOUS RELATED CONCERNS, INCLUDING THE NEED FOR INPATIENT MENTAL HEALTH SERVICES, SUBSTANCE ABUSE INTERSECTING WITH GENERAL MENTAL HEALTH ISSUES, AND ACUTE PHYSICAL PROBLEMS LINKED TO MENTAL HEALTH CONDITIONS PRESENTING AT THE EMERGENCY DEPARTMENT. SOH ACTIVELY ADDRESSED MENTAL HEALTH NEEDS IN 2024 THROUGH VARIOUS INITIATIVES:- EXPANDED SENIOR BEHAVIORAL HEALTH PROGRAM: SOH EXPANDED ITS EXISTING 19-BED SPECIALIZED INPATIENT UNIT FOR SENIORS (50+), FOCUSING ON THEIR UNIQUE EMOTIONAL, BEHAVIORAL, AND MENTAL HEALTH NEEDS.- MOBILE AND EMERGENCY SERVICES: THE HOSPITAL ENHANCED MENTAL HEALTH SUPPORT WITH MOBILE PSYCHIATRIC EVALUATION SERVICES AND PSYCHIATRIC EMERGENCY TEAMS (PET).- 24/7 CRISIS SUPPORT: A 24-HOUR CLINICAL NURSING TEAM PROVIDES CRISIS STABILIZATION, PSYCHIATRIC ASSESSMENTS AND TREATMENT, AND RECREATIONAL THERAPY ASSESSMENTS AND TREATMENT.- COMMUNITY EDUCATION: SOH OFFERED GERO-PSYCHIATRIC EDUCATIONAL SERIES TO POST-ACUTE PARTNERS AND COMMUNITY MEMBERS TO EDUCATE ON SIGNS OF MENTAL HEALTH ISSUES AND THE SERVICES AVAILABLE.- COORDINATION INITIATIVES: THE HOSPITAL IS EXPANDING ITS COORDINATION WITH COMMUNITY PROVIDERS TO IDENTIFY AND DIRECT HIGH-INTENSITY USERS WITH MENTAL HEALTH ISSUES TO MORE APPROPRIATE CARE SETTINGS AND, IN PARALLEL, RESEARCHING AND COORDINATING WITH COMMUNITY PROVIDERS.- CARE COURT INTEGRATION: SOH STAFF ARE PREPARING TO COLLABORATE WITH CARE COURT STAFF AND SOCIAL WORK ORGANIZATIONS, TO PROVIDE INPATIENT AND FOLLOW-UP SERVICES AS APPROPRIATE.THESE ACTIVITIES DEMONSTRATE SOH'S COMMITMENT TO PROVIDING A COMPREHENSIVE AND EVOLVING APPROACH TO ADDRESSING MENTAL HEALTH NEEDS WITHIN THE COMMUNITY, ALIGNING WITH THE IDENTIFIED CONCERNS FROM THE CHNA.2. CONTINUITY OF CARE IS A CRITICAL AREA, ENCOMPASSING SOCIAL DETERMINANTS OF HEALTH (SDOH) THAT IMPACT CHRONIC DISEASE MANAGEMENT AND PATIENT OUTCOMES. SOH'S 2024 FOCUS ON CONTINUITY OF CARE WAS DRIVEN BY BOTH THE POST-PANDEMIC AND THE EMERGENCE OF ISSUES RELATING TO CHANGES IN HEALTH INSURANCE ELIGIBILITY, REQUIRING THAT PROTOCOLS BE REVISED. SOH UNDERTOOK THE FOLLOWING ACTIVITIES IN 2024:- REVISED PROTOCOLS: UPDATED PROTOCOLS TO ADAPT TO CHANGES IN TREATMENT PROTOCOLS, EVOLVING MEDICAL ISSUES, AND CHANGING PATIENT TRANSITION STRATEGIES TO NON-HOSPITAL SETTINGS.- EXPANDED COORDINATION: CONTINUED WEEKLY AND AD-HOC MEETINGS TO EVALUATE PROGRESS WITH STEP-DOWN PROVIDERS (SNFS, LTACHS, ETC.) AND HOME HEALTH AGENCIES.- VIRTUAL MEETINGS: UTILIZED TEAMS/ ZOOM AND SIMILAR APPLICATIONS FOR CONSTANT CONTACT WITH STEP-DOWN PROVIDERS.- FACILITATED TRANSITIONS: CONTINUED PATIENT TRANSITIONS TO SELECTED POST-ACUTE FACILITIES AND PROGRAMS TO PROMOTE EASIER HOME ENVIRONMENTS.- HIGH-UTILIZATION CLIENT IDENTIFICATION: CONTINUED ASSESSMENT OF METHODOLOGIES TO IDENTIFY HIGH-UTILIZATION CLIENTS TO COORDINATE CARE WITH SOCIAL SERVICES FOR AT-HOME SUPPORT, PREVENTING HOSPITAL READMISSIONS.- INSURANCE ASSISTANCE: PARTNERED WITH ELIGIBILITY CONSULTANTS TO PROVIDE PATIENTS WITH ASSISTANCE IN NAVIGATING THE REDESIGNATION PROCESS, ENSURING APPROPRIATE HEALTH COVERAGE.- FINANCIAL ASSISTANCE: CONTINUED PROVIDING FINANCIAL AID TO ELIGIBLE UNINSURED PATIENTS (UNDER 450% OF THE FEDERAL POVERTY LEVEL).- PRESUMPTIVE MEDI-CAL ENROLLMENT: ASSISTED ELIGIBLE PATIENTS IN APPLYING FOR MEDI-CAL AND OTHER GOVERNMENT PROGRAMS.- GETCARENOW PROGRAM: IMPLEMENTED A SOFTWARE PROGRAM IN THE EMERGENCY DEPARTMENT TO REDUCE WAIT TIMES AND HELP PATIENTS SCHEDULE APPOINTMENTS.- MEDICARE EDUCATION: PARTNERED WITH AGA MEDICARE OPTIONS TO OFFER A WEBINAR FOR THOSE PLANNING TO GET MEDICARE INSURANCE.- PARTNERED WITH EMERGENCY SERVICES: COORDINATED CARE WITH LAPD AND LAFD FOR FREQUENT USERS OF EMERGENCY SERVICES TO STEER THEM TOWARD MORE APPROPRIATE CARE SETTINGS.- COVID-19 RESPONSE: MAINTAINED CONTACT WITH THE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH, IMPLEMENTED UPDATED TREATMENT MODALITIES (VACCINES) AND VACCINATION CLINICS, PROVIDING EMPLOYEES AND STAFF VACCINE BOOSTERS.- COMMUNITY OUTREACH: SPONSORED COMMUNITY VACCINE CLINICS AND COMMUNITY BOOTH EVENTS, PROVIDING HEALTH SCREENINGS, FIRST AID, HEALTH EDUCATION, AND SAFETY INFORMATION, INCLUDING HEART AND STROKE INFORMATION.- COMMUNITY SUPPORT: CONTINUED SUPPORTING THE AMERICAN RED CROSS AND HOSTING A BLOOD DRIVE EVENT FOR THE COMMUNITY.- ONGOING EVALUATION: CONTINUALLY ASSESSED METHODOLOGIES FOR ENSURING CONTINUED RECOVERY FROM ACUTE INCIDENTS. 3. HOMELESSNESS IS A SIGNIFICANT AND GROWING ISSUE IN LOS ANGELES, AFFECTING PATIENT CARE AND POSING CHALLENGES TO HEALTHCARE SYSTEMS LIKE SOH. THE HOSPITAL DISCHARGED A NOTABLE AMOUNT OF PATIENTS TO UNKNOWN ZIP CODES, INDICATING THE PREVALENCE OF UNHOUSED PATIENTS. SOH UNDERTOOK THE FOLLOWING ACTIVITIES IN 2024 TO ADDRESS THIS CRITICAL HEALTH NEED:- HOMELESS DISCHARGE PROTOCOLS: CONTINUED AND UPDATED PROTOCOLS TO ASSIST WITH THE DISCHARGE OF HOMELESS PATIENTS, PARTICULARLY THOSE LACKING A SPECIFIED RECEIVING LOCATION, TO SOCIAL SERVICE AGENCIES AND HOUSING OPTIONS.- DISCHARGE PLANNING: CLINICAL SOCIAL WORKERS AND CASE MANAGERS FACILITATED DISCHARGES FOR HOMELESS PATIENTS USING A STRUCTURED PLACEMENT CHECKLIST.- PLACEMENT OPTIONS: UTILIZED A VARIETY OF DISCHARGE PLACEMENT OPTIONS FOR HOMELESS PATIENTS INCLUDING: HOMELESS SHELTERS, SKILLED NURSING FACILITIES, AND BOARD AND CARE FACILITIES.- NEW PROGRAM INTEGRATION: ACCESSED AND UTILIZED NEW PROGRAMS LIKE PROJECT ROOM KEY AND INSIDE SAFE, WHEN APPROPRIATE.- COORDINATION WITH EXTERNAL AGENCIES: MAINTAINED AND CONTINUED INTERACTION WITH LAPD, LAFD, AND VARIOUS HOMELESS SHELTERS TO IMPROVE CONTINUITY OF CARE.- COMMUNITY MEETINGS AND SUPPORT: INCREASED THE FREQUENCY OF MEETINGS TO ADDRESS AND QUICKLY ADAPT TO THE RAPID CHANGES IN TREATMENT PROTOCOLS, TRANSFER ARRANGEMENTS, AND PAYMENT POLICIES.- TRANSITION PLANNING: PROTOCOLS ARE REVIEWED TO GUIDE TRANSITIONS TO SELECTED NURSING AND RETIREMENT HOUSING COMMUNITIES AND PROGRAMS TO ALLOW EASIER TRANSITION TO HOME OR TEMPORARY HOUSING ENVIRONMENTS.THESE ACTIVITIES DEMONSTRATE SOH'S EFFORTS TO NAVIGATE A COMPLEX ISSUE, FOCUSING ON CONNECTING UNHOUSED PATIENTS WITH ESSENTIAL RESOURCES AND ENSURING APPROPRIATE FOLLOW-UP CARE. SOH CONTINUOUSLY ADAPTED STRATEGIES TO INTEGRATE NEW PROGRAMS AND ADDRESS EVOLVING NEEDS WITHIN THE HOMELESS POPULATION.4. EMPLOYEE RETENTION IS A CRITICAL CHALLENGE FOR SOH, STEMMING FROM THE "GREAT RESIGNATION AND INTENSIFIED BY DEMANDING PANDEMIC-ERA WORK CONDITIONS AND COMPETITIVE WAGES IN OTHER SECTORS. SOH ACTIVELY ADDRESSED EMPLOYEE RETENTION IN 2024 BY IMPLEMENTING SEVERAL STRATEGIES.- COMPENSATION AND BENEFITS REVIEW: REVIEWED AND ADAPTED EMPLOYEE PAY AND BENEFITS POLICIES TO RETAIN EXISTING STAFF AND ENHANCE SATISFACTION.- RECRUITMENT EFFORTS: CONDUCTED ONGOING RECRUITMENT ACTIVITIES, MONITORING WAGE AND BENEFIT TRENDS IN THE HEALTHCARE MARKET (WALK-IN WEDNESDAYS HIRING EVENTS, CAREER FAIRS, ETC.).- EDUCATIONAL PARTNERSHIPS: CONTINUED RELATIONSHIPS WITH COLLEGES AND TRADE SCHOOLS (INCLUDING USC, UCLA, WEST COAST UNIVERSITY, AND LA CITY COLLEGE) TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE, PARTICULARLY FOR STUDENTS FROM COMMUNITIES OF COLOR AND LOW-INCOME POPULATIONS.- STUDENT PRESENCE: SUPPORTED BETWEEN 15-18 STUDENTS (RNS, LVNS, CNAS, CLS) ON SITE ON A TYPICAL DAY.- EMPLOYEE RECOGNITION: MAINTAINED AN EMPLOYEE RECOGNITION PROGRAM (WOW RECOGNITION) TO ACKNOWLEDGE DEDICATED EMPLOYEES.- INTERNATIONAL RECRUITMENT: IMPLEMENTED A TALENT ACQUISITION AND GLOBAL OUTREACH INTERNATIONAL RECRUITMENT PROGRAM FOR NURSES AND CLINICAL LABORATORY SCIENTISTS.- EMPLOYEE DISCOUNT MARKETPLACE: OFFERED AN EMPLOYEE DISCOUNT MARKETPLACE PROGRAM.- LEADERSHIP ROUNDING: IMPLEMENTED LEADERSHIP ROUNDING PROGRAM TO FOSTER TRUST, COMMUNICATION, AND JOB SATISFACTION.- COMMUNITY OUTREACH: MAINTAINED A RECRUITMENT BOOTH AT SHERMAN OAKS/ENCINO STREET FAIR.THESE EFFORTS, COMBINED WITH THE DEDICATION OF SOH'S STAFF, HAVE HELPED TO MAINTAIN HOSPITAL CENSUS LEVELS NEAR HISTORICAL NORMS AND TO CLEAR THE BACKLOG OF ELECTIVE SURGERIES. PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR MONTCLAIR HOSPITAL MEDICAL CENTER WAS CONDUCTED AS PART OF THE INLAND EMPIRE COMMUNITY HEALTH NEEDS ASSESSMENT. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. THE 2022 INLAND EMPIRE CHNA STAKEHOLDER COMMITTEE REPRESENTED MANY KEY PUBLIC HEALTH, HEALTHCARE DELIVERY SYSTEMS, AND COMMUNITY PARTNERS IN THE INLAND EMPIRE REGION OF SOUTHERN CALIFORNIA. STAKEHOLDERS WERE INTENTIONALLY SELECTED TO REPRESENT ORGANIZATIONS THAT WORK WITH VULNERABLE POPULATIONS IN THE REGION. THE CHNA STAKEHOLDERS IDENTIFIED NINE KEY INFORMANTS WHO WERE INTERVIEWED INDIVIDUALLY IN PERSON OR BY TELEPHONE IN MARCH, APRIL, AND MAY 2022. THE INFORMANTS REPRESENTED COMMUNITY, CIVIC, AND GOVERNMENT LEADERS IN THE PRIMARY SERVICE AREA. THEY WERE ASKED TO PROVIDE THEIR INPUT ON KEY HEALTH NEEDS, SOCIAL FACTORS, AND COMMUNITY CONDITIONS THAT AFFECT HEALTH AS WELL AS COMMUNITY ASSETS THAT COULD BE USED TO ADDRESS THESE ISSUES. EIGHT LISTENING SESSIONS AT MULTIPLE LOCATIONS THROUGHOUT THE PRIMARY SERVICE AREA WERE ALSO CONDUCTED TO GAIN INSIGHTS FROM DIVERSE COMMUNITIES ON REGIONAL HEALTH PRIORITIES. INTERVIEWEES AT THESE LISTENING SESSIONS REPRESENTED IMMIGRANTS, YOUTH, WORKING-CLASS COMMUNITY MEMBERS AND INDIVIDUALS WHO IDENTIFIED AS BIPOC (BLACK, INDIGENOUS, AND PEOPLE OF COLOR). THESE INDIVIDUALS WERE ASKED TO PROVIDE THEIR INPUT ON HEALTH, ENVIRONMENTAL, AND COMMUNITY THEMES. PART V, SECTION B, LINE 6B: MONTCLAIR HOSPITAL MEDICAL CENTER CONDUCTED ITS FY2022 CHNA WITH THE FOLLOWING NON-HOSPITAL FACILITIES:- INLAND EMPIRE HEALTH PLAN- HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA- RIVERSIDE COUNTY DEPARTMENT OF PUBLIC HEALTH- SAN BERNARDINO COUNTY DEPARTMENT OF PUBLIC HEALTH PART V, SECTION B, LINE 11: TWO PRIMARY FRAMEWORKS WERE UTILIZED TO CONSOLIDATE AND IDENTIFY THE MOST PRESSING IDEAS FOR FURTHER STUDY AND ACTION. THE TWO FRAMEWORKS ARE THE BURDEN OF DISEASE FRAMEWORK AND THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK. THE BURDEN OF DISEASE FRAMEWORK HIGHLIGHTED THE DISEASE CATEGORIES WHICH PRESENTED THE MOST PRESSING NEEDS FOR INTERVENTION IN THE COMMUNITIES SERVED. THE THREE DISEASE CATEGORIES IDENTIFIED WERE: 1. CARDIOVASCULAR DISEASE AND DIABETES2. MENTAL AND BEHAVIORAL HEALTH3. MATERNAL AND INFANT HEALTHTWO OF THESE THREE DISEASE CATEGORIES - CARDIOVASCULAR DISEASE AND DIABETES AND MATERNAL AND INFANT HEALTH - ARE CONDITIONS FOR WHICH MONTCLAIR HOSPITAL MEDICAL CENTER PROVIDES EXTENSIVE SERVICE OPTIONS. THEY WILL BE THE FOCUS OF THE IMPLEMENTATION PLAN FOR THE NEXT THREE YEARS. THE VITAL CONDITIONS FOR WELL-BEING FRAMEWORK OUTLINED THREE GENERAL NEEDS TO GUIDE SERVICES AND COMMUNITY OUTREACH PROGRAMS. THE ISSUES IDENTIFIED WERE: 1. BASIC NEEDS FOR HEALTH AND SAFETY2. HUMANE HOUSING3. MEANINGFUL WORK AND WEALTHALL OF THE VITAL CONDITIONS ARE SOCIAL DETERMINANTS OF HEALTH (SDOHS), WHICH ARE CONDITIONS THAT EXIST IN THE GENERAL COMMUNITY THAT DIRECTLY IMPACT AN INDIVIDUAL'S ABILITY TO MAINTAIN HEALTH IN ONE'S HOME. MANY PEOPLE, INCLUDING THOSE WITH CHRONIC CONDITIONS, LIVE IN AN ENVIRONMENT OR PURSUE ACTIVITIES THAT CONTRIBUTE TO POOR HEALTH. WHILE THESE ENVIRONMENTAL CONDITIONS AND ACTIVITIES ARE OFTEN PERCEIVED AS BENIGN BY RESIDENTS, THEY MAY BE DIRECTLY CONTRIBUTING TO A CONDITION THAT WILL RESULT IN HOSPITALIZATION IF NOT MODIFIED.HOSPITALS ARE GENERALLY NOT EQUIPPED TO DIRECTLY ADDRESS MOST OF THESE SDOH'S. HOWEVER, MANY LOW-INCOME PEOPLE AND PEOPLE OF COLOR ARE SEEN AT THE EMERGENCY DEPARTMENT, AND STAFF THERE MAY SEE SIGNS THAT SOME SDOH CONDITIONS MAY HAVE CONTRIBUTED TO THE NEED FOR EMERGENCY CARE. AS FIRST RESPONDERS, THEY ARE WELL-POSITIONED TO PROVIDE GUIDANCE AND ASSISTANCE TO CLIENTS COMING TO THE HOSPITAL, AND TO SOCIAL AND GOVERNMENTAL ORGANIZATIONS WHOSE MISSION IS TO ADDRESS THESE ISSUES.THE PLANS THAT FOLLOW ADDRESS MONTCLAIR HOSPITAL MEDICAL CENTER'S PROPOSALS TO DIRECTLY ADDRESS THE BURDEN OF DISEASE ISSUES AND TO OUTLINE POTENTIAL ALLIANCES WITH COMMUNITY AND GOVERNMENTAL ORGANIZATIONS TO ADDRESS THE SDOH COMPONENTS RELATED TO EACH ISSUE.CARDIOVASCULAR DISEASE AND DIABETESMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS CARDIOVASCULAR DISEASE FOCUSES ON COMMUNITY EFFORTS RELATED TO HEART AND LUNG DISEASES. THESE EFFORTS HAVE BEEN CONCENTRATED ON THE COVID-19 PANDEMIC FOR THE PAST THREE YEARS, AND AS MORE IS LEARNED ABOUT THE DISEASE AND ITS VARIANTS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS FOR DEALING WITH ONGOING CASES WILL EVOLVE. THE PRIMARY COMMUNITY THRUST FOR COVID CASES, AS WELL AS OTHER LUNG-RELATED MALADIES, CONCENTRATES ON PREVENTION AND FOLLOW-UP CARE ONCE STABILIZATION IS ACHIEVED. FOR PATIENTS WHO HAVE BEEN STABILIZED, REFERRALS TO COMMUNITY PROVIDERS OF REHAB SERVICES ARE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS.IN THE WIDER COMMUNITY, HOSPITAL STAFF ATTEND HEALTH FAIRS AND PROVIDE LECTURES TO INTERESTED ORGANIZATIONS ON HEART AND LUNG HEALTH, AND THEY COORDINATE WITH OTHER PROVIDERS AND COMMUNITY GROUPS TO PUBLICIZE CARDIAC- AND PULMONARY-BASED INFORMATION. NEW CONTACTS WITHIN COMMUNITIES OF COLOR AND LOW-INCOME AREAS ARE BEING DEVELOPED TO DISSEMINATE HEART HEALTH AND PULMONARY DISEASE PREVENTION IN AREAS OF HIGH INCIDENCE. AS NEW TREATMENTS AND DISEASE-MANAGEMENT PROTOCOLS ARE DEVELOPED, MONTCLAIR HOSPITAL MEDICAL CENTER STAFF KEEP UP-TO-DATE, AND INCORPORATE THOSE IMPROVEMENTS IN THEIR SERVICES. THESE PROGRAMS ARE EXPECTED TO CONTINUE OVER THE THREE-YEAR PERIOD OF THE IMPLEMENTATION PLAN. OVER THE NEXT THREE YEARS, MONTCLAIR HOSPITAL MEDICAL CENTER PLANS TO REACH OUT TO AT LEAST FOUR COMMUNITY ORGANIZATIONS TO PARTICIPATE WITH THEM IN HEALTH FAIRS, COMMUNITY FUND-RAISERS, AND EDUCATION PROGRAMS.MONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN TO ADDRESS DIABETES INVOLVES TEAMING WITH SOCIAL SERVICE AGENCIES, GOVERNMENT DEPARTMENTS OF HEALTH, AND CHURCH AND FRATERNAL ORGANIZATIONS TO BRING DIABETES EDUCATION INTO THE COMMUNITIES SURROUNDING THE HOSPITAL, WITH A FOCUS ON LOW-INCOME COMMUNITIES AND COMMUNITIES OF COLOR. MANY OF THESE GROUPS ARE POORLY ADDRESSED BY HISTORICAL METHODS, AND THE HOSPITAL IS SEEKING NON-TRADITIONAL CARE PROVIDERS, SUCH AS CHURCHES, AND FRATERNAL ORGANIZATIONS THAT ARE DEEPLY INVOLVED IN THESE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER IS CURRENTLY EXPLORING EDUCATION OPTIONS WITH THE CHRISTIAN DEVELOPMENT CENTER AND ITS AFFILIATES, AND OVER THE NEXT THREE YEARS, PLANS TO FIND AT LEAST THREE OTHER COMMUNITY GROUPS WORKING IN OTHER LOW-INCOME COMMUNITIES OR COMMUNITIES OF COLOR TO FURTHER ADVANCE DIABETES EDUCATION IN LESS-SERVED COMMUNITIES. THIS WILL BE IN ADDITION TO THE EXISTING MONTHLY DIABETES CLASSES CURRENTLY OFFERED AT THE HOSPITAL. MONTCLAIR HOSPITAL MEDICAL CENTER HAS COMMITTED TO STAFFING AN INFORMATION BOOTH AT THE 2024 AFRICAN AMERICAN BLACK HISTORY FUN DAY. THE HOSPITAL WILL ALSO PARTNER WITH REPRESENTATIVES IN THESE COMMUNITIES TO ADVOCATE FOR HEALTHIER FOOD OPTIONS IN THOSE AREAS CONSIDERED "FOOD DESERTS".MENTAL AND BEHAVIORAL HEALTHAS NOTED PREVIOUSLY, OF THE THREE BURDEN OF DISEASE FRAMEWORK CATEGORIES, THE MENTAL AND BEHAVIORAL HEALTH CATEGORY IS NOT A SERVICE LINE PROVIDED BY MONTCLAIR HOSPITAL MEDICAL CENTER, AND ATTEMPTING TO CREATE SUCH A SERVICE WOULD CREATE REDUNDANCIES IN THE EXISTING RANGE OF SERVICES ALREADY IN PLACE IN MONTCLAIR HOSPITAL MEDICAL CENTER'S SERVICE AREA. MONTCLAIR HOSPITAL MEDICAL CENTER DOES PROVIDE EMERGENCY SERVICES TO STABILIZE PATIENTS PRESENTING AT THE EMERGENCY DEPARTMENT. IT IS A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE, AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE. THE HOSPITAL HAS RECENTLY ADDED A MENTAL HEALTH COORDINATOR TO ACT AS A REFERRAL SOURCE TO PATIENTS DEALING WITH BEHAVIORAL ISSUES, AND TO FIND THEM SUITABLE PLACEMENTS OR THERAPISTS. REFERRALS TO SOCIAL SERVICE AGENCIES ARE ALSO PROVIDED AS NEEDED.MATERNAL AND INFANT HEALTHMONTCLAIR HOSPITAL MEDICAL CENTER'S PLAN FOCUSES ON TWO PRIMARY NEEDS: 1) PARENT AND WELL-CHILD EDUCATION AND 2) ASSURING INSURANCE COVERAGE FOR NEW MOTHERS AND THEIR INFANTS, TO ASSURE THAT FINANCIAL CONSIDERATIONS DO NOT AFFECT CLIENTS' CARE DECISIONS.MONTCLAIR HOSPITAL MEDICAL CENTER PROPOSES TO MEET THE EDUCATIONAL NEEDS PROACTIVELY BY WORKING WITH COMMUNITY GROUPS SERVING THE MEDICALLY UNDERSERVED POPULATIONS IN THE MONTCLAIR HOSPITAL MEDICAL CENTER SERVICE AREA, THROUGH PARTICIPATION IN HEALTH FAIRS, EDUCATION PROGRAMS, AND PUBLISHED INFORMATION IN VARIOUS MEDIA. MONTCLAIR HOSPITAL MEDICAL CENTER'S COMMUNITY SERVICE REPRESENTATIVES WILL MEET WITH COMMUNITY ORGANIZERS TO DETERMINE THE MOST APPROPRIATE VENUES TO DELIVER EDUCATIONAL MATERIALS AND WORK WITH THEM TO TAILOR THE MESSAGE TO THE SPECIFIC COMMUNITIES ADDRESSED.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- CARDIOVASCULAR DISEASE - MONTCLAIR HOSPITAL MEDICAL CENTER'S CARDIOPULMONARY SERVICES UNIT PROVIDED BASIC CARDIOPULMONARY CARE, WITH A FOCUS ON STABILIZING AND CONTROLLING FURTHER INJURY TO CLIENTS WHO PRESENTED IN ACUTE DISTRESS. THE HOSPITAL HAS AN AFFILIATION ARRANGEMENT WITH CHINO VALLEY MEDICAL CENTER TO PROVIDE INVASIVE SERVICES NORMALLY ASSOCIATED WITH CARDIAC CARE, SUCH AS A CARDIAC CATH LAB. THOSE CASES WERE REFERRED TO CVMC AS SOON AS THE PATIENT WAS STABILIZED. THEREAFTER, REFERRALS TO COMMUNITY PROVIDERS OF FOLLOW UP SERVICES WERE PROVIDED AS APPROPRIATE, ALONG WITH GUIDELINES TO ALLOW PATIENTS TO MANAGE THEIR OWN HEALTH NEEDS AT HOME AND THUS AVOID FUTURE INCIDENTS. MONTCLAIR HOSPITAL MEDICAL CENTER IS A PROUD RECIPIENT OF AMERICAN HEART ASSOCIATION GET WITH THE GUIDELINES OF GOLD PLUS AWARD FOR TARGET: HEART FAILURE FOR 6 CONSECUTIVE CALENDAR YEARS. THE HOSPITAL ACHIEVED A SCORE OF 85% OR GREATER ON ALL MEASURES BASED ON 2024 DATA. THE HOSPITAL RECOGNITION CRITERIA INCLUDE ACEI/ARD OR ARNI AT DISCHARGE FOR PATIENTS WITH LVSD; EVIDENCED BASED BETA BLOCKERS PRESCRIBED AT DISCHARGE; LEFT VENTRICULAR FUNCTION ASSESSED, AND POST-DISCHARGE APPOINTMENT SCHEDULED. GET WITH THE GUIDELINES- HEART FAILURE IS AN IN-HOSPITAL PROGRAM FOR IMPROVING CARE BY PROMOTING CONSISTENT ADHERENCE TO THE LATEST SCIENTIFIC TREATMENT GUIDELINES. - DIABETES - MONTCLAIR HOSPITAL MEDICAL CENTER PARTNERED WITH SOCIAL SERVICE AGENCIES TO BRING DIABETES EDUCATION INTO THE COMMUNITIES. MONTCLAIR HOSPITAL MEDICAL CENTER PARTICIPATED IN THE CITY OF MONTCLAIR COUNTRY FAIR JAMBOREE IN JUNE 2024, OFFERING WELLNESS CHECKS AND EDUCATION. SIMILAR TO CARDIOVASCULAR DISEASE RECOGNITION, MONTCLAIR HOSPITAL MEDICAL CENTER ALSO RECEIVED THE AMERICAN HEART ASSOCIATION GET WITH THE GUIDELINES AWARD FOR TARGET: TYPE 2 DIABETES INPATIENT HONOR ROLL AWARD FOR 2025 BASED ON 2024 DATA.- MENTAL AND BEHAVIORAL HEALTH - MONTCLAIR HOSPITAL MEDICAL CENTER ESTABLISHED A SPECIALIZED TELEPSYCHIATRY GROUP TO ASSESS AND TREAT PATIENTS PRESENTING TO EMERGENCY DEPARTMENT FACING MENTAL HEALTH ISSUES AND SUBSTANCE USE DISORDERS. THIS APPROACH ENSURES TIMELY INTERVENTIONS WHILE PATIENTS AWAIT PSYCHIATRIC BED, ENHANCING CARE CONTINUITY AND IMPROVING OUTCOMES IN CRITICAL SITUATION. THE HOSPITAL ALSO PARTNERS WITH THE CALIFORNIA DEPARTMENT OF HEALTH CARE SERVICES TO PARTICIPATE IN CA BRIDGE PROGRAM. THIS BRIDGE TO TREATMENT PROGRAM AIMS TO COMBAT OVERDOSE CRISIS. THEY FUND AND SUPPORTS EMERGENCY CARE AND COMMUNITY HEALTH TO CREATE AN INTEGRATED SYSTEM THAT IMPROVES HEALTH AND EQUITY. THE HOSPITAL HIRED A SUBSTANCE USE NAVIGATOR WHOSE PRIMARY FUNCTION IS RESPONSIBLE FOR INTERACTING AND WORKING WITH THE HEALTHCARE TEAM AND WITH PATIENTS IN THE HOSPITAL AND EMERGENCY DEPARTMENT TO FIND AND CONNECT PATIENTS TO DRUG TREATMENT RESOURCES AND OUTPATIENT CLINIC REFERRALS. LASTLY, MONTCLAIR HOSPITAL CONTINUES TO BE A MEMBER OF THE WEST END BEHAVIORAL HEALTH COMMUNITY COLLABORATIVE AND CONTINUES ITS RELATIONSHIPS WITH AREA MENTAL AND BEHAVIORAL HEALTH PROVIDERS TO TRANSFER THESE PATIENTS TO INPATIENT SETTINGS AS APPROPRIATE. MONTCLAIR HOSPITAL MEDICAL CENTER IS IN THE DESIGN PHASE OF AN INPATIENT ADULT PSYCHIATRIC UNIT. PART V, SECTION B, LINE 5: THE FY2024 CHNA FOR HUNTINGTON BEACH HOSPITAL USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN TO AND TRULY UNDERSTAND THE HEALTH NEEDS OF ORANGE COUNTY, CALIFORNIA.HUNTINGTON BEACH HOSPITAL CONCENTRATED THEIR EFFORTS ON GATHERING QUALITATIVE PRIMARY DATA THROUGH A SERIES OF CONTACTS WITH KEY STAKEHOLDERS THAT REPRESENT THE COMMUNITY THEY ARE A PART OF, INCLUDING GOVERNMENT REPRESENTATIVES, PUBLIC HEALTH REPRESENTATIVES, HEALTHCARE PROVIDERS, COMMUNITY SERVICE PROVIDERS, AND MINORITY GROUP LEADERS. AS WELL, SECONDARY PUBLIC HEALTH SOURCES WERE UTILIZED TO GATHER DATA ON ORANGE COUNTY, CALIFORNIA, AND THE UNITED STATES AS A WHOLE. PUBLIC HEALTH DATA INCLUDED DEATH STATISTICS, COUNTY HEALTH RANKINGS, AND CANCER INCIDENCE. IN ADDITION, DEMOGRAPHICS AND SOCIOECONOMICS (POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT), ALONG WITH PSYCHOGRAPHICS (BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES) WERE ALSO UTILIZED IN THIS PROCESS.COMMUNITY MEMBERS PARTICIPATED IN FOCUS GROUPS AND INDIVIDUAL INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES. FURTHERMORE, THERE WAS A COMMUNITY HEALTH SUMMIT CONDUCTED WITH COMMUNITY STAKEHOLDERS WHICH INCLUDED HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYERS, AND OTHER COMMUNITY MEMBERS.THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:HUNTINGTON BEACH POLICE DEPARTMENTGOLDEN WEST COLLEGE BOYS AND GIRLS CLUB HUNTINGTON VALLEYCITY OF HUNTINGTON BEACHHUNTINGTON BEACH CHAMBER OF COMMERCE OCEAN VIEW SCHOOL DISTRICT HB FIRE DEPARTMENTVISITING ANGELSHB WETLANDS CONSERVANCYVISIT HUNTINGTON BEACHPART V, SECTION B, LINE 11:THE FY2024 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY HUNTINGTON BEACH HOSPITAL. AS A RESULT, THE FOLLOWING FIVE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. SUBSTANCE MISUSE2. HOUSING (AFFORDABLE) AND ACCESS TO HEALTH FOR UNHOUSED POPULATION3. MENTAL HEALTH4. DIABETES5. EDUCATION (AS A MEANS OF ESCAPING POVERTY AND IMPROVE HEALTH) 1. SUBSTANCE MISUSE: A GOOD PLACE TO START IN GETTING SUBSTANCE MISUSE UNDER CONTROL AND APPROACHING IT WOULD BE AT THE SCHOOL LEVEL AS THEY CAN PROVIDE CONTINUOUS EDUCATION, SUPPORT, AND RESOURCES TO KEEP KIDS OFF DRUGS. ONE POSSIBLE SOLUTION MAY BE TO RENEW THE DARE PROGRAM. IN ADDITION, LIMITING ACCESS TO SUBSTANCES CAN BE A SOLUTION. AS WELL, ADDRESSING THE FAMILY UNIT COULD BE LOOKED AT AS SUBSTANCE ABUSE IS A SYMPTOM OF THE LOSS OF VALUES AND LACK OF PARENTAL SUPERVISION. LA PALMA INTERCOMMUNITY HOSPITAL IS ALSO PARTNERING WITH THE LA PALMA POLICE DEPARTMENT TO EDUCATE KIDS ABOUT THE RESULTS OF USING DRUGS. FURTHERMORE, THE HOSPITALS DO OFFER EDUCATION FOR PATIENTS AND PROTOCOLS TO ASSIST AS SEEN WITH OPIOIDS IN THE 2021 CHNA PLAN.2. HOUSING: THE BIG ISSUE IS THE NEED TO INCREASE AFFORDABLE HOUSING, WHICH CAN LEAD TO A DECREASE IN THE NUMBER OF HOMELESS CHILDREN. FURTHERMORE, THERE NEEDS TO BE AN EFFORT TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION. IN ORDER TO PROVIDE HEALTHCARE FOR THE UNHOUSED POPULATION, THERE NEEDS TO BE AN EFFORT TO GO TO THEM AND MEET THEM WHERE THEY ARE. ONE POSSIBLE SOLUTION IS TO PARTNER WITH BE WELL OC TO GET PATIENTS CARE OUTSIDE THE HOSPITAL.3. MENTAL HEALTH: A STEP TO DEAL WITH MENTAL HEALTH IS TO START AS EARLY AS POSSIBLE AND WITH KIDS. A SOLUTION IS TO PROVIDE COUNSELORS IN EARLY ELEMENTARY SCHOOL. ANOTHER WAY TO HELP KIDS WOULD BE TO UTILIZE FILTERS FOR KIDS USING ELECTRONIC MEDIA AS SOME ONLINE MEDIA PROMOTE VIOLENCE AND SUPPORT BULLYING. IN ADDITION, HAVING A FOCUS ON COUNSELING STUDENTS IN COLLEGE COULD HELP A LOT AS THEY TRANSITION TO ADULTHOOD. ONE BIG THING THAT CAN HINDER MENTAL HEALTH IS THE EMPHASIS ON INDIVIDUALISM IN WESTERN CIVILIZATION AS OPPOSED TO HAVING THE SUPPORT OF A COMMUNITY.4. DIABETES: EDUCATING PEOPLE ON THE CAUSES AND RESULTS OF DIABETES CAN BE A BIG STEP IN ADDRESSING THIS ISSUE. IN ADDITION, HOLDING HEALTH FAIRS FOR SCREENING AND TESTING CAN GO A LONG WAY TO ADDRESSING THE ISSUE OF DIABETES. IN CONJUNCTION WITH THE HEALTH FAIRS, TEACHING KIDS ABOUT NUTRITION AND EXERCISE IS ANOTHER WAY TO TACKLE THE ISSUE. FINALLY, WHEN DEALING WITH THE ISSUE OF DIABETES, THERE IS THE FACT THAT UNHEALTHY FOOD, LIKE FAST FOOD, IS CHEAP, WHILE HEALTHIER FOOD IS MORE EXPENSIVE. ULTIMATELY, FAMILIES AND INDIVIDUALS FROM LOWER SOCIO-ECONOMIC BACKGROUNDS ARE MORE LIKELY TO BE NEGATIVELY IMPACTED BY UNHEALTHY FOOD BEING CHEAPER. CURRENTLY, THE HOSPITALS HAVE EDUCATION FOR PATIENTS IN THE FORMS OF ASSESSMENTS, DIETICIAN DISCUSSIONS, AND SELF-MANAGEMENT PROGRAMS.5. EDUCATION: TWO BIG FACTORS THAT CAN IMPROVE HEALTH ARE INCOME AND EDUCATION. THE HIGHER THE LEVEL OF BOTH FACTORS, THE BETTER CHANCES THERE ARE OF BETTER HEALTHCARE. AS SEEN ABOVE, CHEAPER, UNHEALTHIER FOOD MAY BE AN OPTION FOR THOSE OF LOWER SOCIO-ECONOMIC BACKGROUNDS. TO IMPROVE EDUCATION, OUR EDUCATION SYSTEM NEEDS TO BE IMPROVED. SKILLS THAT NEED TO BE IMPROVED FOR THIS ISSUE INCLUDE WRITING SKILLS ALONG WITH COMMUNICATION AND INTERPERSONAL SKILLS. FURTHERMORE, IMPROVING TEACHING COULD GO A LONG WAY TOWARD IMPROVING EDUCATION. CURRENTLY, THE HOSPITALS OFFER EDUCATION ON TOPICS SUCH AS DIET OR EVEN SUBSTANCE USE.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, HUNTINGTON BEACH HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- THE GRANT FOR THE SUBSTANCE ABUSE NAVIGATOR RECEIVED BY HBH HAS ALLOWED THE NAVIGATOR TO HELP PATIENTS IN THE ED WITH RESOURCES WITHIN THE COMMUNITY.SUBSTANCE USE NAVIGATOR (SUN) CA BRIDGE:THE SUBSTANCE USE NAVIGATOR (SUN) PROGRAM, IMPLEMENTED THROUGH THE CA BRIDGE INITIATIVE, IS DESIGNED TO INTEGRATE SUBSTANCE USE DISORDER (SUD) TREATMENT INTO HOSPITAL EMERGENCY DEPARTMENTS (EDS) ACROSS CALIFORNIA, INCLUDING THOSE IN ORANGE COUNTY. SINCE IMPLEMENTATION IN 2022, THE SUN NAVIGATOR PROGRAM AIMS TO TREAT SUBSTANCE USE DISORDERS (SUD) AS A MEDICAL EMERGENCY, PROVIDING IMMEDIATE ACCESS TO CARE AND FACILITATING CONNECTIONS TO ONGOING TREATMENT. KEY FEATURES OF THE SUN PROGRAM- IMMEDIATE ACCESS TO MEDICATION-ASSISTED TREATMENT (MAT): PATIENTS PRESENTING WITH SUD IN THE ED CAN RECEIVE PROMPT INITIATION OF EVIDENCE-BASED MEDICATIONS, SUCH AS BUPRENORPHINE, TO MANAGE WITHDRAWAL SYMPTOMS AND REDUCE CRAVINGS.- ROLE OF SUBSTANCE USE NAVIGATORS: SUNS ARE TRAINED PROFESSIONALS WHO ENGAGE WITH PATIENTS IN THE ED, OFFERING SUPPORT, BUILDING TRUST, AND ASSISTING IN THE TRANSITION TO LONG-TERM TREATMENT PROGRAMS. THEY PLAY A CRUCIAL ROLE IN REDUCING STIGMA AND ENSURING PATIENTS FEEL SUPPORTED THROUGHOUT THEIR RECOVERY JOURNEY. PUBLIC HEALTH INSTITUTE- COMPREHENSIVE SUPPORT AND TRAINING: HUNTINGTON BEACH HOSPITAL AND PARTICIPATING HOSPITALS RECEIVES RESOURCES, HOSTING TRAINING, AND TECHNICAL ASSISTANCE TO EFFECTIVELY IMPLEMENT THE PROGRAM. THIS INCLUDES EDUCATING STAFF ON MAT PROTOCOLS AND CREATING A STIGMA-FREE ENVIRONMENT THAT ENCOURAGES PATIENTS TO SEEK HELP. IMPLEMENTATION IN ORANGE COUNTY:HUNTINGTON BEACH HOSPITAL IS A PARTICIPATING GENERAL ACUTE CARE HOSPITAL IN ORANGE COUNTY. THE PROGRAM'S STATEWIDE REACH AND INITIATIVE'S GOAL IS TO MAKE SUCH TREATMENT APPROACHES STANDARD ACROSS ALL CALIFORNIA EMERGENCY DEPARTMENTS (ED). CHALLENGES AND SUSTAINABILITY:THE PROGRAM HAS FACED CHALLENGES RELATED TO FUNDING STABILITY. INITIALLY SUPPORTED BY ONE-TIME GRANTS, THERE IS ONGOING CONCERN ABOUT MAINTAINING THE NAVIGATOR POSITIONS AND PROGRAM SERVICES WITHOUT CONSISTENT FINANCIAL FUNDING. HUNTINGTON BEACH HOSPITAL (HBH) IS COMMITTED TO THE SUN PROGRAMS AND EFFORTS ARE UNDERWAY TO INTEGRATE FUNDING THROUGH MEDI-CAL AND SECURE ADDITIONAL RESOURCES TO ENSURE THE PROGRAM'S LONGEVITY. FOR MORE INFORMATION OR ASSISTANCE, INDIVIDUALS IN ORANGE COUNTY CAN CONTACT OC LINKS AT (855) 625-4657, A 24/7 HELPLINE PROVIDING SUPPORT AND CONNECTIONS TO BEHAVIORAL HEALTH SERVICES, INCLUDING SUBSTANCE USE TREATMENT OPTIONS.- HBH ANTICIPATES CREATING AN IN-HOUSE OPIOID EDUCATION PROGRAM, PROMOTING ALTERNATIVE TREATMENTS FOR PAIN, AND OUTREACH PROGRAMS TO SCHOOLS AND SCHOOL ORGANIZATIONS TO PROMOTE DRUG-FREE LIVING.- HBH WORKS CLOSELY WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. HBH WORKS WITH HBH NAVIGATION CENTER THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM, AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. - WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR TO HOMELESS INDIVIDUALS. HBH HAS THE CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO MORE STABLE ENVIRONMENTS. RECENT PROPOSALS BY REPRESENTATIVES OF THE DEPARTMENT OF HEALTH AND HUMAN SERVICES AND STATE MEDICAL PROGRAMS WOULD PROVIDE FUNDS TO ALLOW PROVIDERS TO MAKE ARRANGEMENTS FOR HOUSING. HBH WILL MONITOR THE PROGRESS OF THESE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, HBH WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- SECURING 5150 DESIGNATION BY OSHPD ALLOWS HBH TO OFFER A RANGE OF SERVICES FOR A VARIETY OF PATIENTS IN NEED OF MENTAL HEALTH SERVICES. OTHER SUPPORT OFFERED ARE A STUTTERING SUPPORT GROUP, AND RELATIONSHIP ENHANCEMENT WITH THE COMMUNITY PROVIDERS TO FOSTER BETTER COORDINATION OF CARE.- HBH OFFERS A COMPREHENSIVE RANGE OF INPATIENT SERVICES DUE TO THE 5150 DESIGNATION. HBH HELPS THE COMMUNITY THROUGH OUTREACH PROGRAMS THAT LINK CLIENTS WITH APPROPRIATE PROVIDERS, WHICH INCLUDE REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICES PROVIDERS TO PROVIDE CONTINUITY SERVICES ON DISCHARGE. FOR CLIENTS THAT NEED ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES, HBH OFFERS REFERRALS TO STEP-DOWN RESIDENTIAL PROVIDERS.MENTAL HEALTH SERVICES:HUNTINGTON BEACH HOSPITAL (HBH) WAS ONE OF ORANGE COUNTY'S HOSPITALS WITH AN EXISTING ACUTE AND GERIATRIC PSYCHIATRIC WINGS PROVIDING 47 BEDS DESIGNATED TO ALLOW THE HOSPITAL TO OPERATE LOCKED UNITS FOR PATIENTS ADMITTED UNDER THE STATE'S 5150 DESIGNATION. THIS ALLOWS THE HOSPITAL TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES FOR MENTAL HEALTH. HBH CURRENTLY PROVIDES SERVICES REACHING OUT TO COMMUNITY RESOURCES AND LINKING CLIENTS WITH APPROPRIATE PROVIDERS. AMONG THE PROGRAMS AND SERVICES AVAILABLE: - ACUTE INPATIENT MENTAL HEALTH CARE- GERO-PSYCH SERVICES BOTH INPATIENT AND OUTPATIENT - - REFERRAL SERVICES TO COMMUNITY MENTAL HEALTH AND SOCIAL SERVICES PROVIDERS TO PROVIDE CONTINUITY OF SERVICES ON DISCHARGE - - REFERRALS TO STEP-DOWN RESIDENTIAL TREATMENT PROVIDERS FOR CLIENTS NEEDING ADDITIONAL INSTITUTIONAL CARE FOLLOWING ACUTE EPISODES WITH PROGRAMS IN PLACE, HBH CONTINUES TO DEVELOP NEW RELATIONSHIPS WITH ADDITIONAL PROVIDERS - DEVELOPMENT OF CARE PROTOCOLS FOR CLIENTS DISCHARGED FROM INPATIENT SERVICES WHICH INCLUDE BUT AREN'T LIMITED TO, EXISTING PROTOCOLS CONTINUOUSLY BEING UPDATED TO ADDRESS CHANGES IN CLIENT NEEDS, FOLLOWING NEW STANDARDS AND REGULATIONS AS WELL AS IMPROVED INNOVATIONS IN SERVICE PRACTICES - FOR CLIENTS WITH TRANSPORTATION PROBLEMS, EVERY AVENUE IS RESEARCHED TO PROVIDE THE SAFEST VENUE OF TRANSPORTATION, INCLUDING TAXI VOUCHERS, BUS PASSES AND WHEN AVAILABLE HEALTHCARE UBER APP.HBH HAS CONTINUED ITS ONGOING PROGRAMS TO INTERACT WITH OTHER PROVIDERS TO ENHANCE COORDINATION OF SERVICES. INCREMENTAL SERVICES OVER THE PAST THREE YEARS INCLUDE: - DESIGNATED BY OC HEALTH CARE AGENCY FOR 5150 INPATIENT PSYCHIATRIC HOLDS, WHICH ALLOWS THE HOSPITAL TO PROVIDE SECURE CARE FOR DESIGNATED PATIENTS, AND ADD TO THE LIST OF PSYCHIATRIC SERVICES AVAILABLE IN ONE FACILITY - CONTINUE TO WORK WITH LOCAL SOCIAL SERVICE PROVIDERS TO BETTER INTEGRATE SERVICES FOR HOMELESS AND SUBSTANCE ABUSE CLIENTS TO AID IN THEIR RETURN TO FULL FUNCTION IN THE COMMUNITY. HBH IS WORKING CLOSELY WITH THE CITY'S HOMELESS TASK FORCE, WHICH FOLLOWS UP WITH SUPPORT AND SERVICES FOR THOSE WHO ARE EXPERIENCING HOMELESSNESS, THE BE WELL PROGRAM AND THE ILLUMINATION FOUNDATION RECUPERATIVE CARE. HBH HAS RECEIVED A GRANT FOR A SUBSTANCE ABUSE NAVIGATOR WHO WILL WORK WITH PATIENTS IN THE ED HELPING THEM WITH RESOURCES WITHIN THE COMMUNITY.- EXPLORE ADDITIONAL COORDINATION OPPORTUNITIES WITH RESIDENTIAL PROVIDERS TO ASSIST CLIENTS IN TRANSITIONING BACK TO THE COMMUNITY WITH ONGOING, EXPANDING SEARCH FOR SOCIAL SERVICE PROVIDERS TO EXPAND USE OF COMMUNITY RESOURCES TO AID CLIENTS IN REINTEGRATING INTO THE COMMUNITY. COMMUNITY EDUCATION / AWARENESS:HUNTINGTON BEACH HOSPITAL (HBH) SERVICES IN THE COMMUNITY HAVE BEEN VARIED. THEY INCLUDE SPONSORSHIPS OF VARIOUS COMMUNITY ACTIVITIES, PROVIDING SUPPORT FOR SOCIAL SERVICE AND HEALTHCARE AGENCIES, AND DIRECT EDUCATION PROGRAMS OFFERED BOTH IN THE HOSPITAL AND AT OTHER SITES. COMMUNITY ACTIVITIES SPONSORED -- CONSTABLE CLASSIC POLICE ASSOCIATION TOURNAMENT - AMERICAN RED CROSS BLOOD DRIVE - HUNTINGTON BEACH COUNCIL ON AGING (HBCOA) SENIOR SATURDAY - BOYS AND GIRLS CLUB GALA - HUNTINGTON BEACH FIRE DEPARTMENT (HBFD) FOUNDATION- HUNTINGTON BEACH POLICE DEPARTMENT (HBPD) OFFICERS FOUNDATION - PROVISION OF THANKSGIVING MEALS TO HOMEBOUND SENIORS IN HB IN COORDINATION WITH RODGERS SENIOR CENTER AND HBCOA - HBCOA ANNUAL SENIOR HEALTH FAIR - HBCOA BOARD MEMBERSHIPSOCIAL SERVICE AND HEALTHCARE AGENCY SUPPORT - - BASE HOSPITAL FOR ORANGE COUNTY EMERGENCY MEDICAL SERVICES - MONTHLY MEETINGS NATIONAL ALLIANCE ON MENTAL ILLNESS OF ORANGE COUNTY (NAMI) - MONTHLY MEETINGS DEPRESSION AND BIPOLAR SUPPORT ALLIANCE (DSBA)- HUNTINGTON BEACH COUNCIL ON AGING (HBCOA) DIRECT EDUCATION SUPPORT - - CHAPMAN UNIVERSITY PHARMACY STUDENTS- CONCORDE CAREER COLLEGE-LICENSED VOCATIONAL NURSING STUDENTS- CNI COLLEGE - REGISTERED NURSING STUDENTS- GOLDEN WEST COLLEGE-REGISTERED NURSING STUDENTS- ORANGE COAST COMMUNITY COLLEGE RADIOLOGY TECHNICIAN STUDENTS- STANBRIDGE COLLEGE REGISTERED NURSING STUDENTSPLANS FOR CONTINUING EDUCATION AND AWARENESS - - CONTINUE TO SUPPORT THE ORGANIZATIONS LISTED - SUPPORT TWO NEW COMMUNITY ORGANIZATIONS' HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES HBCOA ANNUAL SENIOR HEALTH FAIR & HBH ANNUAL HEALTH FAIR- DEVELOP A SPEAKERS BUREAU TO PROVIDE EDUCATION AT COMMUNITY BUSINESS AND SOCIAL ORGANIZATION MEETINGS ANNUAL JANUARY 15, 2025 ROBERT MEYER LEADERSHIP ACADEMY SPEAKING ENGAGEMENT/ DAY SPONSOROLDER ADULT HEALTH:THE ORANGE COUNTY HEALTH IMPROVEMENT PLAN IDENTIFIED OLDER ADULT HEALTH AS A PRIORITY AREA #2 IN ITS GOALS FOR A HEALTHIER ORANGE COUNTY. HBH HAS BEEN ACTIVELY WORKING WITH OLDER RESIDENTS IN SEVERAL HEALTH-RELATED AREAS, INCLUDING: - GERO-PSYCHIATRIC SERVICES - CHRONIC DISEASE MANAGEMENT TO INCLUDE BUT NOT LIMITED TO IMPROVEMENTS TO ASSIST RESIDENTS IN MANAGING CARE IN HOME SETTINGS - COORDINATION OF CARE UPON DISCHARGE FROM HOSPITAL -TO INCLUDE BUT NOT LIMITED TO, IMPROVEMENTS TO ASSIST RESIDENTS MANAGE THEIR CARE UPON RETURNING HOME.- EDUCATION FOCUSED ON THE NEEDS OF THE ELDERLY TO INCLUDE BUT NOT LIMITED TO, LOCAL COMMUNITY SENIOR FAIRS AND IN-HOUSE EDUCATION PROGRAMS. - DIRECT INVOLVEMENT WITH SENIORS' GROUPS, INCLUDING; HBCOA ROGERS SENIOR CENTER BLOOD PRESSURE CHECKS AND THANKSGIVING MEALS FOR CITY OF HUNTINGTON BEACH HOMEBOUND SENIOR PROGRAM, AND HBCOA ACTIVE SENIOR EXPO, ALL PROGRAMS CONTINUING IN OPERATION; PLANS FOR ADDITIONAL PROGRAMS INCLUDE: AS DETERMINED BY THE FACILITY- REACH OUT TO ETHNIC COMMUNITY SERVICE ORGANIZATIONS TO OFFER EDUCATION AND PREVENTIVE SERVICES TO THEIR SENIOR POPULATIONS - DEVELOP AND DISSEMINATE EVIDENCE-BASED PROGRAMS FOR CHRONIC DISEASE MANAGEMENT TO INCLUDE NEW EDUCATION PROGRAMS FOR DIABETES, OBESITY AND FALLS PREVENTION. - INCREASE PREVENTIVE SCREENING PROGRAMS FOR CHRONIC DISEASES OF THE ELDERLY WHICH ARE OFFERED AT COMMUNITY HEALTH FAIRS. BEHAVIORAL HEALTH SERVICES:THE ORANGE COUNTY HEALTH IMPROVEMENT PLAN IDENTIFIED MENTAL HEALTH AS A PRIORITY AREA #2 IN ITS GOALS FOR A HEALTHIER ORANGE COUNTY. ADULT PSYCHIATRIC SERVICES:MATURE ADULT PSYCHIATRIC SERVICES AT HUNTINGTON BEACH HOSPITAL PROVIDE COMPREHENSIVE TREATMENT PROGRAMS FOR ADULTS IN NEED OF SPECIALIZED BEHAVIORAL HEALTHCARE. PHYSICIAN SUPERVISED INPATIENT AND PARTIAL HOSPITALIZATION PROGRAMS ARE AVAILABLE TO MEET THE INDIVIDUAL NEEDS OF EACH PATIENT. THE PROGRAMS ARE DESIGNED TO RELIEVE EMOTIONAL AND PERSONAL DISTRESS FOR ADULTS EXHIBITING ACUTE BEHAVIORAL SYMPTOMS.INPATIENT SERVICESTHE ADULT BEHAVIORAL HEALTH INPATIENT UNIT PROVIDES COMPREHENSIVE, SHORT-TERM PSYCHIATRIC CARE FOR ADULTS EXPERIENCING ACUTE MENTAL HEALTH CRISES. THE UNIT IS DESIGNED TO ENSURE PATIENT SAFETY WHILE PROMOTING STABILIZATION, RECOVERY, AND A RETURN TO THE COMMUNITY OR OUTPATIENT CARE.PROGRAM OVERVIEW:- 24/7 MULTIDISCIPLINARY CARE PROVIDED BY BOARD-CERTIFIED PSYCHIATRISTS, PSYCHIATRIC NURSES, LICENSED CLINICAL SOCIAL WORKERS, THERAPISTS, AND MENTAL HEALTH TECHNICIANS.- SECURE ENVIRONMENT WITH SAFETY PROTOCOLS TO PROTECT PATIENTS AND STAFF. INDIVIDUALIZED TREATMENT PLANS ADDRESSING A RANGE OF MENTAL HEALTH CONDITIONS SUCH AS MAJOR DEPRESSION, ANXIETY DISORDERS, BIPOLAR DISORDER, SCHIZOPHRENIA, AND CO-OCCURRING SUBSTANCE USE ISSUES.- THERAPEUTIC SERVICES INCLUDING MEDICATION MANAGEMENT, GROUP THERAPY, INDIVIDUAL COUNSELING, PSYCHOEDUCATION, AND RECREATIONAL THERAPY.- CRISIS INTERVENTION AND SUICIDE PREVENTION SERVICES TAILORED TO THE IMMEDIATE NEEDS OF EACH PATIENT.- DISCHARGE PLANNING AND COORDINATION WITH OUTPATIENT PROVIDERS, COMMUNITY SUPPORT SERVICES, AND FAMILY MEMBERS TO ENSURE CONTINUITY OF CARE.BEHAVIORAL HEALTH SERVICES:OUTPATIENT PARTIAL HOSPITALIZATION PROGRAM (PHP) -THE PARTIAL HOSPITALIZATION PROGRAM AT HUNTINGTON BEACH HOSPITAL OFFERS INTENSIVE, STRUCTURED OUTPATIENT MENTAL HEALTH SERVICES FOR ADULTS WHO REQUIRE MORE SUPPORT THAN TRADITIONAL OUTPATIENT CARE BUT DO NOT NEED 24-HOUR INPATIENT HOSPITALIZATION. PHP SERVES AS A STEP-DOWN FROM INPATIENT CARE OR AS A PREVENTIVE ALTERNATIVE TO HOSPITALIZATION.PROGRAM OVERVIEW:- COMPREHENSIVE, DAY-TREATMENT MODEL, TYPICALLY OPERATING MONDAY THROUGH FRIDAY, 6.5 HOURS PER DAY.- MULTIDISCIPLINARY CARE TEAM INCLUDES PSYCHIATRISTS, LICENSED THERAPISTS, PSYCHIATRIC NURSES, AND CASE MANAGERS.- EVIDENCE-BASED TREATMENT APPROACHES SUCH AS COGNITIVE BEHAVIORAL THERAPY (CBT), DIALECTICAL BEHAVIOR THERAPY (DBT), AND TRAUMA-INFORMED CARE.- DAILY GROUP THERAPY SESSIONS, INDIVIDUAL COUNSELING, MEDICATION MANAGEMENT, AND LIFE SKILLS TRAINING.- FOCUS ON SYMPTOM STABILIZATION, EMOTIONAL REGULATION, COPING STRATEGIES, AND RELAPSE PREVENTION.- FAMILY INVOLVEMENT AND EDUCATION, WHEN APPROPRIATE, TO SUPPORT RECOVERY.- PERSONALIZED TREATMENT PLANNING WITH REGULAR PROGRESS REVIEWS AND COORDINATION WITH OUTPATIENT PROVIDERS FOR SEAMLESS TRANSITIONS.THE PROGRAM IS DESIGNED FOR ADULTS EXPERIENCING MODERATE TO SEVERE PSYCHIATRIC SYMPTOMS WHO ARE AT RISK OF HOSPITALIZATION OR WHO HAVE RECENTLY DISCHARGED FROM AN INPATIENT UNIT AND NEED STRUCTURED SUPPORT IN A LESS RESTRICTIVE SETTING.BEHAVIORAL HEALTH SERVICES:GEROPSYCHIATRIC SERVICES -THE GEROPSYCHIATRIC SERVICES UNIT AT HUNTINGTON BEACH HOSPITAL SPECIALIZES IN THE EVALUATION, TREATMENT, AND STABILIZATION OF ADULTS AGED 65 AND OLDER EXPERIENCING ACUTE BEHAVIORAL HEALTH ISSUES. THIS INPATIENT PROGRAM IS DESIGNED TO ADDRESS THE COMPLEX MENTAL HEALTH NEEDS OF SENIORS, OFTEN COMPOUNDED BY MEDICAL CONDITIONS, COGNITIVE DECLINE, AND AGE-RELATED LIFE TRANSITIONS.PROGRAM OVERVIEW:- SECURE, AGE-APPROPRIATE INPATIENT ENVIRONMENT TAILORED TO THE SAFETY AND COMFORT OF OLDER ADULTS.- MULTIDISCIPLINARY CARE TEAM INCLUDING GERIATRIC PSYCHIATRISTS, PSYCHIATRIC NURSES, LICENSED THERAPISTS, SOCIAL WORKERS, AND CASE MANAGERS.- DIAGNOSIS AND TREATMENT OF CONDITIONS SUCH AS LATE-LIFE DEPRESSION, DEMENTIA WITH BEHAVIORAL DISTURBANCES, ANXIETY, BIPOLAR DISORDER, PSYCHOSIS, AND CO-OCCURRING MEDICAL CONDITIONS.- COMPREHENSIVE CARE APPROACH THAT INTEGRATES PSYCHIATRIC STABILIZATION, MEDICATION MANAGEMENT, MEDICAL OVERSIGHT, AND PSYCHOSOCIAL INTERVENTIONS.- INDIVIDUALIZED TREATMENT PLANS DEVELOPED WITH INPUT FROM FAMILIES, CAREGIVERS, AND COMMUNITY RESOURCES.- GROUP AND INDIVIDUAL THERAPY, THERAPEUTIC ACTIVITIES, AND CAREGIVER SUPPORT AS PART OF HOLISTIC RECOVERY.- DISCHARGE PLANNING AND AFTERCARE COORDINATION WITH SKILLED NURSING FACILITIES, ASSISTED LIVING, HOME HEALTH, AND OUTPATIENT PROVIDERS.THE GEROPSYCHIATRIC UNIT EMPHASIZES DIGNITY, SAFETY, AND QUALITY OF LIFE, HELPING OLDER ADULTS REGAIN STABILITY AND TRANSITION TO THE LEAST RESTRICTIVE LEVEL OF CARE.PRIME HEALTHCARE OC BEHAVIORAL HEALTH CALL CENTER:IN ORANGE COUNTY, CALIFORNIA, THE PRIME HEALTHCARE BEHAVIORAL HEALTH CALL CENTER OFFER BEHAVIORAL HEALTH INTAKE CALL CENTERS TO PROVIDE IMMEDIATE SUPPORT AND FACILITATE ACCESS TO MENTAL HEALTH SERVICES. HBH IS INTEGRAL IN ENSURING TIMELY INTERVENTION AND APPROPRIATE CARE FOR INDIVIDUALS EXPERIENCING BEHAVIORAL HEALTH ISSUES.SERVING ALL OF ORANGE COUNTY, THE PRIME HEALTHCARE BEHAVIORAL HEALTH CALL CENTER HAS IS A CENTRALIZED POINT OF CONTACT TO ASSIST YOU WITH ASSESSMENT AND PLACEMENT OF YOUR PATIENTS WHO MAY BE IN NEED OF BEHAVIORAL HEALTH SERVICES AN PROVIDES 24/7 BEHAVIORAL HEALTH INTAKE AND REFERRAL SERVICES AND ASSISTS WITH: - INITIAL ASSESSMENTS: EVALUATING EMOTIONAL AND PHYSICAL WELL-BEING TO DETERMINE SUITABLE PROGRAMS AND SERVICES.- ADMISSION COORDINATION: GUIDING PATIENTS THROUGH THE INPATIENT ADMISSIONPROCESS WITH COMPASSION AND EMPATHY.- REFERRALS: ACCEPTING PROFESSIONAL, FAMILY, AND SELF-REFERRALS TO ENSURE INDIVIDUALS RECEIVE THE NECESSARY CARE. OC SPECIALTY HEALTH & HOSPITALS. TO INITIATE THE PROCESS, INDIVIDUALS CAN CONTACT THE PRIME HEALTHCARE BEHAVIORAL HEALTH CALL CENTER AT (714) 375-7641, AVAILABLE 24 HOURS A DAY, 7 DAYS A WEEK. THESE BEHAVIORAL HEALTH INTAKE CALL CENTERS ARE CRUCIAL IN PROVIDING IMMEDIATE SUPPORT, FACILITATING ACCESS TO APPROPRIATE CARE, AND ENSURING INDIVIDUALS RECEIVE THE NECESSARY ASSISTANCE DURING BEHAVIORAL HEALTH CRISIS'S AND ASSIST WITH THE SMOOTH AND SEAMLESS TRANSFER AND ADMISSION TO ONE OF THE ADULT OR MATURE ADULT BEHAVIORAL HEALTH UNITS AT PRIME HEALTHCARE FACILITIES IN ORANGE COUNTY. PSYCHIATRIC EVALUATION TEAM (PET) TEAM:PSYCHIATRIC EVALUATION TEAM (PET) AT HUNTINGTON BEACH HOSPITAL IS A SPECIALIZED, COUNTY-DESIGNATED TEAM RESPONSIBLE FOR CONDUCTING PSYCHIATRIC EVALUATIONS AND DETERMINING THE NECESSITY FOR INVOLUNTARY PSYCHIATRIC HOLDS (E.G., 5150/5585 WIC) UNDER CALIFORNIA LAW.CORE MISSION:TO PROVIDE IMMEDIATE PSYCHIATRIC ASSESSMENT AND INTERVENTION FOR INDIVIDUALS IN ACUTE MENTAL HEALTH CRISES, ENSURING SAFETY, LEGAL COMPLIANCE, AND CONNECTION TO APPROPRIATE LEVELS OF CARE.TEAM COMPOSITION:- LICENSED MENTAL HEALTH CLINICIANS (LCSWS, LMFTS, LPCCS)- PSYCHIATRIC RNS- ON-CALL PSYCHIATRISTS (FOR CONSULTATION AND MEDICAL CLEARANCE)- EMERGENCY DEPARTMENT PHYSICIANS (FOR MEDICAL STABILIZATION)- LAW ENFORCEMENT COLLABORATION (WHEN NEEDED FOR SAFETY OR TRANSPORT)KEY FUNCTIONS:- RESPOND TO PSYCHIATRIC EMERGENCIES IN THE EMERGENCY DEPARTMENT, INPATIENT UNITS, AND SOMETIMES OUTPATIENT OR PUBLIC AREAS OF THE HOSPITAL.- ASSESS INDIVIDUALS FOR CRITERIA UNDER CALIFORNIA WELFARE & INSTITUTIONS CODE (WIC) 5150/5585I.E., DANGER TO SELF, DANGER TO OTHERS, OR GRAVE DISABILITY DUE TO MENTAL ILLNESS.- INITIATE INVOLUNTARY HOLDS OR FACILITATE VOLUNTARY ADMISSION, DEPENDING ON CLINICAL FINDINGS.- COORDINATE WITH OC HEALTH CARE AGENCY AND LOCAL PSYCHIATRIC HOSPITALS FOR PLACEMENT AND TRANSFER.- PROVIDE CRISIS INTERVENTION, DE-ESCALATION, AND SHORT-TERM SAFETY PLANNING.COLLABORATIVE PARTNERS:- ORANGE COUNTY BEHAVIORAL HEALTH SERVICES (BHS)- OC CRISIS ASSESSMENT TEAM (CAT)- LAW ENFORCEMENT (WHEN NECESSARY FOR FIELD INTERVENTIONS OR HIGH-RISK CASES)- SOCIAL WORK AND CASE MANAGEMENT TEAMS FOR DISCHARGE PLANNINGREGULATORY CONTEXT:ONLY CLINICIANS DESIGNATED BY THE ORANGE COUNTY MENTAL HEALTH DIRECTOR MAY INITIATE 5150/5585 HOLDS. HBH ENSURES PET CLINICIANS ARE TRAINED AND CERTIFIED ACCORDINGLY.- INFORMATION ON DIET, ALONG WITH EXERCISE, AS COMPLEMENTS TO A HEALTHY LIFESTYLE ARE INCLUDED DURING HEALTH FAIRS. IN ADDITION, CLIENTS ARE PROVIDED ALERTS VIA THE SCREENINGS PROVIDED THAT AN ADJUSTMENT IS NEEDED IN THEIR HABITS.- THE HBCOA ANNUAL SENIOR HEALTH FAIR AND THE HBH ANNUAL HEALTH FAIR ARE TWO NEW HEALTH FAIRS/EDUCATION PROGRAMS IN LOCAL ETHNIC COMMUNITIES THAT ARE SUPPORTED BY HBH.- SUPPORT COMMUNITY PROGRAM AND ATTEND MEETINGS BOARD MEETINGS MONTHLY (HUNTINGTON BEACH COUNCIL ON AGING)- HEALTH SCREENS AT SENIOR COMMUNITIES AS SCHEDULED (HUNTINGTON BEACH COUNCIL ON AGING)- SUPPORT COMMUNITY EDUCATION AND CHALLENGES THEM TO THINK ABOUT DRIVING WHILE DRUNK, PERSONAL SAFETY, AND THE RESPONSIBILITY OF MAKING MATURE DECISIONS (EVERY 15 MINUTES)- CPR EDUCATION AND DEMONSTRATION FOR THE COMMUNITY (SIDE WALK CRP )- HOSPITAL PROVIDED NUTRITIONAL SCREENING TO SENIOR PARTICIPANTS AT LOCAL HEALTH FAIR (HBCOA SENIOR SATURDAY)- WILL BE PROVIDING FLU SHOTS AND VARIOUS HEALTH SCREENINGS TO MEMBERS OF THE COMMUNITY (HBH FLU CLINIC AND HEALTH FAIR) PART V, SECTION B, LINE 5: THE FY2024 CHNA FOR LA PALMA INTERCOMMUNITY HOSPITAL OBTAINED INPUT FROM KEY STAKEHOLDERS - PERSONS WITH KNOWLEDGE OF OR EXPERTISE IN PUBLIC HEALTH, PERSONS REPRESENTING VULNERABLE POPULATIONS, OR COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTEREST OF THE COMMUNITY - TO ASSESS PUBLIC PERCEPTIONS OF THE COMMUNITY'S HEALTH STATUS AND UNMET NEEDS. SURVEYS OF KEY INFORMANTS WERE CONDUCTED IN 2024. SURVEY PARTICIPANTS WERE DETERMINED BASED ON THEIR SPECIALIZED KNOWLEDGE OF OR EXPERTISE IN PUBLIC HEALTH, THEIR AFFILIATION WITH LOCAL GOVERNMENT OR SCHOOLS, OR THEIR INVOLVEMENT WITH UNDERSERVED AND MINORITY POPULATIONS AND REPRESENT A BROAD ASPECT OF THE COMMUNITY. THEY REPRESENTED LOCAL, COUNTY, AND STATE GOVERNMENT, PUBLIC HEALTH AGENCIES, MEDICAL PROVIDERS, AND COMMUNITY AND BUSINESS LEADERS.A REPRESENTATIVE FROM LA PALMA INTERCOMMUNITY HOSPITAL ASSISTED IN CONTACTING AND SCHEDULING ALL INDIVIDUALS SELECTED TO PARTICIPATE IN THE SURVEYS. THEIR KNOWLEDGE OF THE COMMUNITY AND THE PERSONAL RELATIONSHIPS THEY HELD WITH POTENTIAL PARTICIPANTS ADDED VALIDITY TO THE DATA COLLECTION PROCESS. SURVEY DATA WAS COLLECTED, ANALYZED, AND THEMES IN THE DATA WERE IDENTIFIED TO IDENTIFY THE PRIORITY HEALTH NEEDS OF THE COMMUNITY LA PALMA INTERCOMMUNITY HOSPITAL SERVICES. PART V, SECTION B, LINE 11: THE FY2024 CHNA WAS CONDUCTED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY LA PALMA INTERCOMMUNITY HOSPITAL. AS A RESULT, THE FOLLOWING PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. CHRONIC DISEASES (HEART DISEASE, STROKE, KIDNEY, CANCER DIABETES)2. LACK OF MENTAL HEALTH/ADDICTION PROVIDERS AND SERVICES3. ACCESS TO AFFORDABLE HOUSING4. SUBSTANCE MISUSE5. LACK OF HEALTH KNOWLEDGE/EDUCATION6. SHORTAGE OF HEALTHCARE WORKERS7. SERVICES FOR THE AGING8. PREVENTATIVE CARE9. POOR NUTRITION/LIMITED ACCESS TO HEALTHY FOOD OPTIONS10. UNINSURED/LIMITED INSURANCE/ACCESS11. HEALTHY BEHAVIORS/HEALTHY LIFESTYLE CHOICES12. POVERTY AND LACK OF FINANCIAL RESOURCES13. TRANSPORTATION14. PREVENTABLE HOSPITAL STAYS15. PHYSICAL INACTIVITY/LACK OF EXERCISE16. LANGUAGE AND CULTURAL BARRIERSTHE 2024-2027 IMPLEMENTATION PLAN IDENTIFIES SERVICES THAT LA PALMA INTERCOMMUNITY HOSPITAL HAS ALREADY BEEN PROVIDING TO ADDRESS SOME NEEDS IDENTIFIED IN THE CHNA. THESE ARE SENIOR SERVICES AND EDUCATION, MENTAL HEALTH SERVICES, CHRONIC DISEASES, OBESITY/DIET, AND HOME HEALTH/PREVENTATIVE CARE. IN ADDITION TO THE SERVICES ALREADY PROVIDED ABOVE, LA PALMA INTERCOMMUNITY HOSPITAL IS PLANNING ADDITIONAL PROGRAMS TO ADDRESS THE MOST PRESSING NEEDS IDENTIFIED IN THE FY2024 CHNA. MENTAL HEALTH/ADDICTIONLA PALMA INTERCOMMUNITY HOSPITAL IS ACTIVELY EXPANDING ITS SERVICES TO MEET THE GROWING DEMAND FOR SERVICES. IN ADDITION TO EXISTING SERVICES, SEVERAL EXPANSIONS OF INPATIENT SERVICES ARE IN PROCESS AND EXPECTED TO BECOME ACTIVE WITHIN THE NEXT THREE YEARS. THE EXPANSION OF THE 5150 DESIGNATION ALLOWS THE HOSPITAL TO OFFER A COMPREHENSIVE RANGE OF INPATIENT SERVICES FOR A BROADER BASE OF INDIVIDUALS IN NEED OF MENTAL HEALTH SERVICES AND ALLOWS THE HOSPITAL TO INCREASE ITS RANGE OF SERVICES TO BEHAVIORAL CLIENTS, AND TO SERVE A LARGER ROLE IN CARING FOR THE MENTAL HEALTH OF THE COMMUNITY.TRAINING FOR MENTAL HEALTH SERVICESLA PALMA INTERCOMMUNITY HOSPITAL'S STAFF IS IN AN IDEAL POSITION TO PROVIDE EDUCATION AND TRAINING SERVICES TO EMPLOYEES AND MEMBERS OF THE PUBLIC HEALTH AND SOCIAL SERVICES AGENCIES THAT HAVE DIRECT CONTACT WITH CLIENTS EXPERIENCING MENTAL HEALTH ISSUES AND WILL EXPLORE OPTIONS FOR DEVELOPING PROGRAMS TO MEET THEIR NEEDS. EXAMPLES OF PROGRAMS INCLUDE: - TRAINING FIRST RESPONDERS TO DE-ESCALATE CRISIS SITUATIONS AND REDIRECT PEOPLE EXPERIENCING CRISES TO APPROPRIATE CARE SITUATIONS. - WORKING WITH SOCIAL SERVICE AGENCIES TO ASSESS HOME SITUATIONS THAT CAN PROVOKE MENTAL HEALTH CRISES AND BRING APPROPRIATE RESOURCES TO ADDRESS THE SITUATION. - WORKING WITH LOCAL PHYSICIANS TO RECOGNIZE POTENTIAL PRESCRIPTION PHARMACEUTICAL MISUSE AND DEVELOP ALTERNATIVE TREATMENTS TO LIMIT USE OF PSYCHOACTIVE DRUGS.HOUSING FOR HOMELESS WHILE HOSPITALS ARE NOT HOUSING PROVIDERS, THEY CAN PROVIDE SHORT-TERM SHELTER WHEN MEDICAL CRISES OCCUR FOR HOMELESS INDIVIDUALS. LA PALMA INTERCOMMUNITY HOSPITAL HAS THE CAPACITY TO SERVE CLIENTS WHOSE IMMEDIATE NEEDS INVOLVE HOUSING WITH MEDICAL SERVICES AND WILL CONTINUE TO WORK WITH LONGER TERM HOUSING PROVIDERS TO EASE THE TRANSITION TO A MORE STABLE ENVIRONMENT. LA PALMA INTERCOMMUNITY HOSPITAL WILL MONITOR THE PROGRESS OF THE STATE PROPOSALS, AND IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS, LA PALMA INTERCOMMUNITY HOSPITAL WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.COORDINATING TRANSITIONS BETWEEN CARE LEVELS AS SOCIAL DETERMINANTS OF HEALTH BECOME MORE RECOGNIZED AS IMPORTANT FACTORS IN MAINTAINING RESIDENTS IN THEIR HOMES, HOSPITALS AND OTHER INSTITUTIONAL PROVIDERS MUST DEVELOP PROTOCOLS TO FACILITATE MOVEMENT TO AND FROM HOSPITALS, INCLUDING COORDINATION OF SERVICES AND TRANSFER OF PATIENT INFORMATION BETWEEN PROVIDERS. IT IS ALSO IMPORTANT TO BE AN ADVOCATE FOR HIGHLIGHTING HIGH USERS OF HOSPITAL SERVICES AND WORKING WITH SOCIAL SERVICE AGENCIES AND FIRST RESPONDERS TO COORDINATE SERVICES TO PREVENT CRISES THAT CAUSE THESE PEOPLE TO ACCESS HEALTH PROVIDERS UNNECESSARILY. LA PALMA INTERCOMMUNITY HOSPITAL WILL WORK WITH LOCAL AGENCIES TO DEVELOP PROTOCOLS THAT AID RESIDENTS TO RECOGNIZE PROBLEMS AND SOLVE THEM WITHOUT RESORTING TO EMERGENCY SERVICES.VETERAN ISSUES LA PALMA INTERCOMMUNITY HOSPITAL HAS DEVELOPED PROTOCOLS TO ASSESS VETERANS WHO ARE PRESENT AT THE HOSPITAL AND COORDINATE WITH VA AND VETERANS ORGANIZATIONS IN MAINTAINING CARE FOR THESE PATIENTS FOLLOWING THEIR ACUTE EPISODES AND LONG-TERM NEEDS PLACEMENT.LOW INCOME CARE PLACEMENTHOSPITALS ARE ASSISTING CLIENTS IN GETTING QUALIFIED FOR COVERAGE THEY MAY NOT REALIZE EXISTS. THE SECRETARY OF HEALTH AND HUMAN SERVICES HAS SUGGESTED THAT MEDICARE/MEDICAID PROVIDERS MAY BE ALLOWED IN THE FUTURE TO PROVIDE FINANCIAL HOUSING ASSISTANCE TO ENSURE SAFE LIVING CONDITIONS FOR LOW-INCOME CLIENTS UPON DISCHARGE FROM HOSPITAL CARE. LA PALMA INTERCOMMUNITY HOSPITAL WILL MONITOR THIS DEVELOPMENT, AND PARTICIPATE IN PROGRAMS DEVELOPED, TO THE EXTENT ALLOWED IN DEVELOPING/MANAGING/FINANCING PLACEMENT ALTERNATIVES.NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR RELATED TO THE MOST RECENT CHNA BECAUSE THE CHNA WAS ADOPTED AT THE END OF THE TAX YEAR. HOWEVER, THE HOSPITAL DID THE FOLLOWING DURING FY'23 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY RELATED TO THE PRIOR CHNA. - WORKED WITH LOCAL PHYSICIANS TO RECOGNIZE POTENTIAL PRESCRIPTION PHARMACEUTICAL MISUSE AND DEVELOP ALTERNATIVE TREATMENTS TO LIMIT USE OF PSYCHOACTIVE DRUGS.- TRAINED FIRST RESPONDERS TO DE-ESCALATE CRISIS SITUATIONS AND REDIRECT PERSONS EXPERIENCING THE CRISES TO APPROPRIATE CARE SITUATIONS.- WORKED WITH SOCIAL SERVICE AGENCIES TO ASSESS HOME SITUATIONS THAT CAN PROVOKE MENTAL HEALTH CRISES AND BRING APPROPRIATE RESOURCES TO ADDRESS THE SITUATION.- DEVELOPED PROTOCOLS TO ASSESS VETERANS WHO ARE PRESENT AT THE HOSPITAL AND COORDINATE WITH VA AND VETERANS ORGANIZATIONS IN MAINTAINING CARE FOR THESE PATIENTS FOLLOWING THEIR ACUTE EPISODES AND LONG-TERM NEEDS PLACEMENT.- ASSISTED CLIENTS IN GETTING QUALIFIED FOR COVERAGE THEY MAY NOT REALIZE EXISTS. THE SECRETARY OF HEALTH AND HUMAN SERVICES HAS SUGGESTED THAT MEDICARE/MEDICAID PROVIDERS MAY BE ALLOWED IN THE FUTURE TO PROVIDE FINANCIAL HOUSING ASSISTANCE TO ENSURE SAFE LIVING CONDITIONS FOR LOW-INCOME CLIENTS UPON DISCHARGE FROM HOSPITAL CARE. LA PALMA INTERCOMMUNITY HOSPITAL WILL MONITOR THIS DEVELOPMENT, AND PARTICIPATE IN PROGRAMS DEVELOPED, TO THE EXTENT ALLOWED IN DEVELOPING, MANAGING, OR FINANCING PLACEMENT ALTERNATIVES.- LA PALMA INTERCOMMUNITY HOSPITAL WILL MONITOR THE PROGRESS OF THE STATE PROPOSALS TO SEE IF REIMBURSEMENT PROGRAMS CHANGE TO ENCOMPASS HOUSING SOLUTIONS.- LA PALMA INTERCOMMUNITY HOSPITAL WILL DEVELOP APPROPRIATE PROGRAMS TO ADMINISTER THE PROCESS.- LA PALMA INTERCOMMUNITY HOSPITAL IS ACTIVELY EXPANDING ITS SERVICES TO MEET THE GROWING DEMAND FOR SERVICES. PART V, SECTION B, LINE 5: ENCINO HOSPITAL MEDICAL CENTER CONTRACTED KEYGROUP TO OVERSEE THE PROCESS OF DEVELOPING THE FY2022 CHNA TO DIRECTLY ADDRESS HEALTHCARE NEEDS IN THE PRIMARY SERVICE AREA. THROUGH BOTH QUANTITATIVE AND QUALITATIVE RESEARCH METHODS AND COMMUNITY STAKEHOLDER FEEDBACK, PRIORITY HEALTH NEEDS WERE DETERMINED. COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING AND DETERMINING THE PRIORITY HEALTH NEEDS OF THE COMMUNITY, INPUT WAS SOLICITED AND RECEIVED FROM KEY STAKEHOLDERS WHO ARE COMMUNITY LEADERS AND REPRESENTATIVES OF AREA HEALTH AGENCIES, SOCIAL SERVICE PROVIDERS, AND LOCAL GOVERNMENT ORGANIZATIONS. KEYGROUP CONDUCTED FOCUS GROUPS WITH PATIENTS, SOCIAL SERVICE AGENCIES, LAW ENFORCEMENT, POST-ACUTE CARE PROVIDERS, SCHOOL STAFFS, COMMUNITY MEMBERS, LEADERS, AND SERVICE PROVIDERS WHO ARE KNOWLEDGEABLE ABOUT THE HEALTH NEEDS OF THE COMMUNITY, REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, OR ARE PUBLIC HEALTH EXPERTS. IN ADDITION, 203 WRITTEN SURVEYS WERE ADMINISTERED BY KEYGROUP AND THE HOSPITALS. MOST OF THE SURVEYS WERE SOLICITED FROM SHOPPERS IN THE BUSINESS DISTRICTS SURROUNDING THE HOSPITALS, WHILE OTHERS CAME FROM MEETINGS OF CIVIC GROUPS, CHURCHES, PATIENTS OF THE HOSPITALS, AND OTHER COMMUNITY ORGANIZATIONS. INPUT WAS GATHERED FROM THE FOCUS GROUP AND COMMUNITY SURVEYS TO COLLECT PARTICIPANTS' VIEWS ON HEALTHCARE-RELATED PROBLEMS IN THE COMMUNITY SUCH AS THEIR OPINIONS ON HEALTH STATUS, HEALTH NEEDS AND EXISTING OPTIONS FOR HEALTHCARE SERVICES.PARTICIPANTS PROVIDED INPUT ON THE FOLLOWING ISSUES: - MOST COMMON HEALTH PROBLEMS IN THE COMMUNITY.- MOST COMMON RISK FACTORS IN THE COMMUNITY. - PERCEPTION OF ENCINO HOSPITAL MEDICAL CENTER AND WHAT THEY CAN DO TO BETTER PROMOTE GOOD HEALTH. PART V, SECTION B, LINE 6A: ENCINO HOSPITAL MEDICAL CENTER CONDUCTED ITS CHNA WITH SHERMAN OAKS HOSPITAL. PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED, AND A COMMUNITY HEALTH IMPROVEMENT PLAN (CHIP) WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY ENCINO HOSPITAL MEDICAL CENTER. THROUGH FOCUS GROUPS AND COMMUNITY SURVEYS, THIRTY-FIVE HEALTH NEEDS WERE SUGGESTED. TO HELP BETTER MEET AND ADDRESS EACH NEED, THE FOLLOWING FOUR PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. MENTAL HEALTH2. CONTINUITY OF CARE3. HOMELESSNESS4. EMPLOYMENT ISSUESMENTAL HEALTHAS A PRIMARY CARE PROVIDER OF MENTAL HEALTH SERVICES, PARTICULARLY IN GERIATRIC SERVICES, ENCINO HOSPITAL MEDICAL CENTER IS DEDICATED TO CONTINUING ITS EXISTING SERVICES. AS MORE FOCUS IS DIRECTED TO MENTAL HEALTH ISSUES ASSOCIATED WITH ACUTE ADMISSIONS TO HOSPITALS, ENCINO HOSPITAL MEDICAL CENTER IS EXPANDING ITS COORDINATION PRACTICES WITH COMMUNITY PROVIDERS TO IDENTIFY HIGH-INTENSITY USERS OF HOSPITAL SERVICES WITH ACCOMPANYING MENTAL HEALTH ISSUES THAT CAN BE ADDRESSED IN ALTERNATIVE SETTINGS. WITH BETTER COORDINATION, THESE CLIENTS CAN BE DIRECTED TO MORE APPROPRIATE CARE SITES. ENCINO HOSPITAL MEDICAL CENTER WILL ALSO RESEARCH OPTIONS TO COORDINATE COMMUNITY CARE SOLUTIONS WITH THE HOSPITAL'S INPATIENT SERVICES AS CRISES ARISE IN THOSE COMMUNITY LOCATIONS AND REFLECT INNOVATIONS IN CARE TO ADDRESS COVID-19 ISSUES. CONTINUITY OF CAREENCINO HOSPITAL MEDICAL CENTER WILL WORK WITH STEPDOWN PROVIDERS, INCLUDING NURSING AND REHABILITATION HOSPITALS, AS WELL AS HOME HEALTH AGENCIES, MENTAL HEALTH CLINICS, AND SOCIAL SERVICE AGENCIES. THE HOSPITAL IS WORKING WITH THESE GROUPS TO DEVELOP PROTOCOLS TO SHARE INFORMATION BACK AND FORTH ABOUT CLIENTS TRANSFERRED FROM ONE SITE TO ANOTHER, WITH PROVISIONS TO ASSIST OTHER PROVIDERS IN MAINTAINING HEALTH STATUS OF TRANSFERRED CLIENTS ON THEIR RECOVERY PATH. ADDITIONAL RESEARCH IS IN PROCESS TO CREATE METHODOLOGIES FOR IDENTIFYING HIGH-UTILIZATION CLIENTS. THIS WILL ALLOW COORDINATION WITH MEDICAL GROUPS' SOCIAL SERVICE PROVIDERS TO ASSIST IN SUPPORTING THESE CLIENTS IN THEIR HOMES, SO THEY DO NOT BECOME ADMISSIONS TO THE HOSPITAL. ANOTHER INTERVENTION WILL FOCUS ON ASSURING THAT PATIENTS' INSURANCE STATUS IS REVIEWED, AND THE MOST ADVANTAGEOUS COVERAGE IS SECURED, BOTH FOR THEIR HOSPITAL STAY AND FOR CONTINUING CARE IN THE NEXT STEP IN THEIR RECOVERY PROCESS.HOMELESSNESSENCINO HOSPITAL MEDICAL CENTER WILL IMPROVE COMMUNICATIONS BETWEEN THE HOSPITAL AND STEP-DOWN PROVIDERS BOTH BEFORE AND AFTER TRANSITIONS, TO CLARIFY CLIENT NEEDS AND NECESSARY TREATMENT PROTOCOLS UPON TRANSFER. THE UNHOUSED PATIENTS NEEDING DISCHARGE FROM ENCINO HOSPITAL MEDICAL CENTER ARE A PARTICULAR POINT OF NEED, AND PROTOCOLS ARE NOW IN REVIEW, TO ENSURE THAT PERSONS WITH NO DISCHARGE ADDRESS ARE REFERRED TO SUITABLE AGENCIES TO FIND HOUSING WITH ADEQUATE SERVICES TO CONTINUE COURSES OF CARE. AS PAYMENT PROGRAMS DEVELOP TO FACILITATE SUCH SERVICES, THE HOSPITAL WILL COORDINATE WITH PROVIDERS TO MAINTAIN AN EQUITABLE REIMBURSEMENT ENVIRONMENT FOR ALL INVOLVED PARTIES. AND AS NEW HOUSING SOLUTIONS ARE DEVELOPED, ENCINO HOSPITAL MEDICAL CENTER WILL WORK WITH THE DEVELOPERS TO COORDINATE CARE TO MINIMIZE EMERGENCY ROOM UTILIZATION. ENCINO HOSPITAL MEDICAL CENTER IS ALSO WORKING WITH POLICE AND FIRE AGENCIES TO IDENTIFY FREQUENT USERS OF EMERGENCY SERVICES AND FIND WAYS TO GUIDE THEM TO ALTERNATIVE SERVICE PROVIDERS BETTER ABLE TO ADDRESS THEIR NEEDS. EMPLOYMENT ISSUESENCINO HOSPITAL MEDICAL CENTER IS REVIEWING THEIR PAY AND EMPLOYEE BENEFITS POLICIES TO DETERMINE THE BEST WAYS TO MAINTAIN EXISTING STAFF AND INCREASE STAFF SATISFACTION. RECRUITMENT EFFORTS TO REPLACE STAFF LOSSES ARE ONGOING, PROVIDING REAL-TIME DATA ON WAGE AND BENEFITS DEMANDS IN THE HEALTHCARE MARKETPLACE. WHERE NEEDED, CHANGES IN STAFFING COMPENSATION AND BENEFITS POLICIES ARE BEING IMPLEMENTED. ADDITIONALLY, MANAGEMENT IS PURSUING RELATIONSHIPS WITH MULTIPLE COLLEGES AND TRADE SCHOOLS TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE FOR PERSONS SEEKING EMPLOYMENT IN THE HEALTHCARE FIELD. EDUCATIONAL INSTITUTIONS RANGE FROM USC AND UCLA TO WEST COAST UNIVERSITY AND THE LOS ANGELES CITY COLLEGE SYSTEM.BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:1. MENTAL HEALTH WAS THE MOST FREQUENTLY CITED ISSUE IN TERMS OF BOTH PARTICIPANT CONCERN AND PRIORITY. THIS CATEGORY ENCOMPASSES VARIOUS RELATED CONCERNS, INCLUDING THE NEED FOR INPATIENT MENTAL HEALTH SERVICES, SUBSTANCE ABUSE INTERSECTING WITH GENERAL MENTAL HEALTH ISSUES, AND ACUTE PHYSICAL PROBLEMS LINKED TO MENTAL HEALTH CONDITIONS PRESENTING AT THE EMERGENCY DEPARTMENT. EHMC ACTIVELY ADDRESSED MENTAL HEALTH NEEDS IN 2024 THROUGH VARIOUS INITIATIVES:O EXPANDED SENIOR BEHAVIORAL HEALTH PROGRAM: EHMC EXPANDED ITS EXISTING 16-BED SPECIALIZED INPATIENT UNIT FOR SENIORS (50+), FOCUSING ON THEIR UNIQUE EMOTIONAL, BEHAVIORAL, AND MENTAL HEALTH NEEDS.O MOBILE AND EMERGENCY SERVICES: THE HOSPITAL ENHANCED MENTAL HEALTH SUPPORT WITH MOBILE PSYCHIATRIC EVALUATION SERVICES AND PSYCHIATRIC EMERGENCY TEAMS (PET).O 24/7 CRISIS SUPPORT: A 24-HOUR CLINICAL NURSING TEAM PROVIDES CRISIS STABILIZATION, PSYCHIATRIC ASSESSMENTS AND TREATMENT, AND RECREATIONAL THERAPY ASSESSMENTS AND TREATMENT.O COMMUNITY EDUCATION: EHMC OFFERED GERO-PSYCHIATRIC EDUCATIONAL SERIES TO POST-ACUTE PARTNERS AND COMMUNITY MEMBERS TO EDUCATE ON SIGNS OF MENTAL HEALTH ISSUES AND THE SERVICES AVAILABLE.O COORDINATION INITIATIVES: THE HOSPITAL IS EXPANDING ITS COORDINATION WITH COMMUNITY PROVIDERS TO IDENTIFY AND DIRECT HIGH-INTENSITY USERS WITH MENTAL HEALTH ISSUES TO MORE APPROPRIATE CARE SETTINGS AND, IN PARALLEL, RESEARCHING AND COORDINATING WITH COMMUNITY PROVIDERS.O CARE COURT INTEGRATION: EHMC STAFF ARE PREPARING TO COLLABORATE WITH CARE COURT STAFF AND SOCIAL WORK ORGANIZATIONS, TO PROVIDE INPATIENT AND FOLLOW-UP SERVICES AS APPROPRIATE.THESE ACTIVITIES DEMONSTRATE EHMC'S COMMITMENT TO PROVIDING A COMPREHENSIVE AND EVOLVING APPROACH TO ADDRESSING MENTAL HEALTH NEEDS WITHIN THE COMMUNITY, ALIGNING WITH THE IDENTIFIED CONCERNS FROM THE CHNA.2. CONTINUITY OF CARE IS A CRITICAL AREA, ENCOMPASSING SOCIAL DETERMINANTS OF HEALTH (SDOH) THAT IMPACT CHRONIC DISEASE MANAGEMENT AND PATIENT OUTCOMES. EHMC'S 2024 FOCUS ON CONTINUITY OF CARE WAS DRIVEN BY BOTH THE POST-PANDEMIC AND THE EMERGENCE OF ISSUES RELATING TO CHANGES IN HEALTH INSURANCE ELIGIBILITY, REQUIRING THAT PROTOCOLS BE REVISED. EHMC UNDERTOOK THE FOLLOWING ACTIVITIES IN 2024:O REVISED PROTOCOLS: UPDATED PROTOCOLS TO ADAPT TO CHANGES IN TREATMENT PROTOCOLS, EVOLVING MEDICAL ISSUES, AND CHANGING PATIENT TRANSITION STRATEGIES TO NON-HOSPITAL SETTINGS.O EXPANDED COORDINATION: CONTINUED WEEKLY AND AD-HOC MEETINGS TO EVALUATE PROGRESS WITH STEP-DOWN PROVIDERS (SNFS, LTACHS, ETC.) AND HOME HEALTH AGENCIES.O VIRTUAL MEETINGS: UTILIZED TEAMS/ ZOOM AND SIMILAR APPLICATIONS FOR CONSTANT CONTACT WITH STEP-DOWN PROVIDERS.O FACILITATED TRANSITIONS: CONTINUED PATIENT TRANSITIONS TO SELECTED POST-ACUTE FACILITIES AND PROGRAMS TO PROMOTE EASIER HOME ENVIRONMENTS.O HIGH-UTILIZATION CLIENT IDENTIFICATION: CONTINUED ASSESSMENT OF METHODOLOGIES TO IDENTIFY HIGH-UTILIZATION CLIENTS TO COORDINATE CARE WITH SOCIAL SERVICES FOR AT-HOME SUPPORT, PREVENTING HOSPITAL READMISSIONS.O INSURANCE ASSISTANCE: PARTNERED WITH ELIGIBILITY CONSULTANTS TO PROVIDE PATIENTS WITH ASSISTANCE IN NAVIGATING THE REDESIGNATION PROCESS, ENSURING APPROPRIATE HEALTH COVERAGE.O FINANCIAL ASSISTANCE: CONTINUED PROVIDING FINANCIAL AID TO ELIGIBLE UNINSURED PATIENTS (UNDER 450% OF THE FEDERAL POVERTY LEVEL).O PRESUMPTIVE MEDI-CAL ENROLLMENT: ASSISTED ELIGIBLE PATIENTS IN APPLYING FOR MEDI-CAL AND OTHER GOVERNMENT PROGRAMS.O GETCARENOW PROGRAM: IMPLEMENTED A SOFTWARE PROGRAM IN THE EMERGENCY DEPARTMENT TO REDUCE WAIT TIMES AND HELP PATIENTS SCHEDULE APPOINTMENTS.O MEDICARE EDUCATION: PARTNERED WITH AGA MEDICARE OPTIONS TO OFFER A WEBINAR FOR THOSE PLANNING TO GET MEDICARE INSURANCE.O PARTNERED WITH EMERGENCY SERVICES: COORDINATED CARE WITH LAPD AND LAFD FOR FREQUENT USERS OF EMERGENCY SERVICES TO STEER THEM TOWARD MORE APPROPRIATE CARE SETTINGS.O COVID-19 RESPONSE: MAINTAINED CONTACT WITH THE CALIFORNIA DEPARTMENT OF PUBLIC HEALTH, IMPLEMENTED UPDATED TREATMENT MODALITIES (VACCINES) AND VACCINATION CLINICS, PROVIDING EMPLOYEES AND STAFF VACCINE BOOSTERS.O COMMUNITY OUTREACH: SPONSORED COMMUNITY VACCINE CLINICS AND COMMUNITY BOOTH EVENTS, PROVIDING HEALTH SCREENINGS, FIRST AID, HEALTH EDUCATION, AND SAFETY INFORMATION, INCLUDING HEART AND STROKE INFORMATION.O COMMUNITY SUPPORT: CONTINUED SUPPORTING THE AMERICAN RED CROSS AND HOSTING A BLOOD DRIVE EVENT FOR THE COMMUNITY.O ONGOING EVALUATION: CONTINUALLY ASSESSED METHODOLOGIES FOR ENSURING CONTINUED RECOVERY FROM ACUTE INCIDENTS. 3. HOMELESSNESS IS A SIGNIFICANT AND GROWING ISSUE IN LOS ANGELES, AFFECTING PATIENT CARE AND POSING CHALLENGES TO HEALTHCARE SYSTEMS LIKE EHMC. THE HOSPITAL DISCHARGED A NOTABLE NUMBER OF PATIENTS TO UNKNOWN ZIP CODES, INDICATING THE PREVALENCE OF UNHOUSED PATIENTS. EHMC UNDERTOOK THE FOLLOWING ACTIVITIES IN 2024 TO ADDRESS THIS CRITICAL HEALTH NEED:O HOMELESS DISCHARGE PROTOCOLS: CONTINUED AND UPDATED PROTOCOLS TO ASSIST WITH THE DISCHARGE OF HOMELESS PATIENTS, PARTICULARLY THOSE LACKING A SPECIFIED RECEIVING LOCATION, TO SOCIAL SERVICE AGENCIES AND HOUSING OPTIONS.O DISCHARGE PLANNING: CLINICAL SOCIAL WORKERS AND CASE MANAGERS FACILITATED DISCHARGES FOR HOMELESS PATIENTS USING A STRUCTURED PLACEMENT CHECKLIST.O PLACEMENT OPTIONS: UTILIZED A VARIETY OF DISCHARGE PLACEMENT OPTIONS FOR HOMELESS PATIENTS INCLUDING: HOMELESS SHELTERS, SKILLED NURSING FACILITIES, AND BOARD AND CARE FACILITIES.O NEW PROGRAM INTEGRATION: ACCESSED AND UTILIZED NEW PROGRAMS LIKE PROJECT ROOM KEY AND INSIDE SAFE, WHEN APPROPRIATE.O COORDINATION WITH EXTERNAL AGENCIES: MAINTAINED AND CONTINUED INTERACTION WITH LAPD, LAFD, AND VARIOUS HOMELESS SHELTERS TO IMPROVE CONTINUITY OF CARE.O COMMUNITY MEETINGS AND SUPPORT: INCREASED THE FREQUENCY OF MEETINGS TO ADDRESS AND QUICKLY ADAPT TO THE RAPID CHANGES IN TREATMENT PROTOCOLS, TRANSFER ARRANGEMENTS, AND PAYMENT POLICIES.O TRANSITION PLANNING: PROTOCOLS ARE REVIEWED TO GUIDE TRANSITIONS TO SELECTED NURSING AND RETIREMENT HOUSING COMMUNITIES AND PROGRAMS TO ALLOW EASIER TRANSITION TO HOME OR TEMPORARY HOUSING ENVIRONMENTS.THESE ACTIVITIES DEMONSTRATE EHMC'S EFFORTS TO NAVIGATE A COMPLEX ISSUE, FOCUSING ON CONNECTING UNHOUSED PATIENTS WITH ESSENTIAL RESOURCES AND ENSURING APPROPRIATE FOLLOW-UP CARE. EHMC CONTINUOUSLY ADAPTED STRATEGIES TO INTEGRATE NEW PROGRAMS AND ADDRESS EVOLVING NEEDS WITHIN THE HOMELESS POPULATION.4. EMPLOYEE RETENTION IS A CRITICAL CHALLENGE FOR EHMC, STEMMING FROM THE "GREAT RESIGNATION AND INTENSIFIED BY DEMANDING PANDEMIC-ERA WORK CONDITIONS AND COMPETITIVE WAGES IN OTHER SECTORS. EHMC ACTIVELY ADDRESSED EMPLOYEE RETENTION IN 2024 BY IMPLEMENTING SEVERAL STRATEGIES.O COMPENSATION AND BENEFITS REVIEW: REVIEWED AND ADAPTED EMPLOYEE PAY AND BENEFITS POLICIES TO RETAIN EXISTING STAFF AND ENHANCE SATISFACTION.O RECRUITMENT EFFORTS: CONDUCTED ONGOING RECRUITMENT ACTIVITIES, MONITORING WAGE AND BENEFIT TRENDS IN THE HEALTHCARE MARKET (WALK-IN WEDNESDAYS HIRING EVENTS, CAREER FAIRS, ETC.).O EDUCATIONAL PARTNERSHIPS: CONTINUED RELATIONSHIPS WITH COLLEGES AND TRADE SCHOOLS (INCLUDING USC, UCLA, WEST COAST UNIVERSITY, AND LA CITY COLLEGE) TO PROVIDE INTERNSHIPS AND ON-THE-JOB EXPERIENCE, PARTICULARLY FOR STUDENTS FROM COMMUNITIES OF COLOR AND LOW-INCOME POPULATIONS.O STUDENT PRESENCE: SUPPORTED BETWEEN 15-18 STUDENTS (RNS, LVNS, CNAS, CLS) ON SITE ON A TYPICAL DAY.O EMPLOYEE RECOGNITION: MAINTAINED AN EMPLOYEE RECOGNITION PROGRAM (WOW RECOGNITION) TO ACKNOWLEDGE DEDICATED EMPLOYEES.O INTERNATIONAL RECRUITMENT: IMPLEMENTED A TALENT ACQUISITION AND GLOBAL OUTREACH INTERNATIONAL RECRUITMENT PROGRAM FOR NURSES AND CLINICAL LABORATORY SCIENTISTS.O EMPLOYEE DISCOUNT MARKETPLACE: OFFERED AN EMPLOYEE DISCOUNT MARKETPLACE PROGRAM.O LEADERSHIP ROUNDING: IMPLEMENTED LEADERSHIP ROUNDING PROGRAM TO FOSTER TRUST, COMMUNICATION, AND JOB SATISFACTION.O COMMUNITY OUTREACH: MAINTAINED A RECRUITMENT BOOTH AT SHERMAN OAKS/ENCINO STREET FAIR.THESE EFFORTS, COMBINED WITH THE DEDICATION OF EHMC'S STAFF, HAVE HELPED TO MAINTAIN HOSPITAL CENSUS LEVELS NEAR HISTORICAL NORMS AND TO CLEAR THE BACKLOG OF ELECTIVE SURGERIES. PART V, SECTION B, LINE 5: THE FY2022 CHNA FOR COSHOCTON REGIONAL MEDICAL CENTER USED SYSTEMATIC, COMPREHENSIVE DATA COLLECTION AND ANALYSIS TO DEFINE PRIORITIES FOR HEALTH IMPROVEMENT, CREATED A COLLABORATIVE COMMUNITY ENVIRONMENT TO ENGAGE STAKEHOLDERS, AND AN OPEN AND TRANSPARENT PROCESS TO LISTEN AND TRULY UNDERSTAND THE HEALTH NEEDS OF COSHOCTON COUNTY, OHIO.COMMUNITY INPUT PLAYED AN INTEGRAL ROLE IN THE FY2022 CHNA. IN ASSESSING COMMUNITY HEALTH NEEDS, INPUT WAS SOLICITED AND RECEIVED FROM COMMUNITY MEMBERS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY, AS WELL AS MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THESE INDIVIDUALS PROVIDED WIDE PERSPECTIVES ON HEALTH TRENDS AND EXPERTISE IN THE FIELDS OF PUBLIC HEALTH, BUSINESS, EDUCATION, PHILANTHROPY & INVESTING, NON-PROFITS, COMMUNITY DEVELOPMENT, GOVERNMENT, AND HEALTHCARE. INPUT WAS SOLICITED THROUGH INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, AS WELL AS THROUGH FOCUS GROUPS AND INTERVIEWS THAT WERE CONDUCTED IN MAY 2022. THE FOLLOWING ORGANIZATIONS CONTRIBUTED TO THE CHNA PROCESS AS COMMUNITY PARTNERS:ALL WELLALTERCAREBSN COSHOCTON SCHOOLCAREER CENTERCAREER COACH AT JOB AND FAMILY SERVICESCNO COSHOCTON REGIONAL MEDICAL CENTERCOMMISSIONERS OFFICECORONERCOSHOCTON BOARD OF DEVELOPMENTAL DISABILITIESCOSHOCTON COUNTY COORDINATED TRANSPORTATION AGENCYCOSHOCTON EMSCOSHOCTON JUVENILE COURTDIRECTOR OF UNITED WAYEARLY CHILDHOOD JFSFATHERHOOD INITIATIVEFIRST STEP FAMILY VIOLENCEHEALTH DEPARTMENTINTERIM HEALTH CAREJOB AND FAMILY SERVICESKNO-HO-CO ADMINISTRATORLAFAYETTE POINTE MARKETING AND ADMISSIONSMUSKINGUM VALLEY HEALTH CENTER PATIENT EXPERIENCERIVER VIEW SCHOOL PART V, SECTION B, LINE 11: THE FY2022 CHNA WAS CONDUCTED AND A CHIP WAS DEVELOPED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY COSHOCTON REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING THREE PRIORITY HEALTH NEEDS WERE IDENTIFIED:1. INCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVING2. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASES3. SUBSTANCE USE/MENTAL HEALTHINCREASED EDUCATION TO THE COMMUNITY ON HEALTHY EATING AND ACTIVE LIVINGTHE PROBLEM IS THE LACK OF ACTIVE LIFESTYLE AND HEALTH DIET CONTRIBUTES TO DIABETES, HEART DISEASE, OBESITY, AND HIGH BLOOD PRESSURE. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. INCLUDE A CALORIE COUNT ON THE MENU IN THE CAFE AND PROVIDE FRESH, NON-PROCESSED FOOD CHOICES FOR STAFF AND COMMUNITY MEMBERS. ADDITIONALLY, WITH LIMITED LUNCH DESTINATIONS IN THE COMMUNITY, COSHOCTON REGIONAL MEDICAL CENTER WILL ADVERTISE THAT THEY ARE OPEN TO THE PUBLIC AND SHARE THEIR MENU ON SOCIAL MEDIA. 2. PARTICIPATE IN COMMUNITY OUTREACH EVENTS SUCH AS THE ANNUAL HEALTH SAFETY AND WELLNESS EXPO, WHERE WE PROVIDE NO COST SCREENINGS, SUCH AS BLOOD PRESSURE, GLUCOSE, AND PAD. WE'LL HAVE PHYSICIANS AND NURSE PRACTITIONERS ON-HAND THROUGHOUT THE EVENT TO ANSWER QUESTIONS AND PROVIDE HEALTH INFORMATION AS NEEDED. 3. USE A MARKETING PLATFORM TO SHARE EDUCATION, INCLUDING HEALTHY HOLIDAY MEAL PLANNING, HEALTHY FOOD SUBSTITUTIONS, LABEL READING, AND HEALTHY COOKING ON A BUDGET. 4. PARTICIPATE IN YOUTH FOCUSED ACTIVITY PROGRAMS IN CONJUNCTION WITH KIDS AMERICA, SUCH AS KAMP KIWANIS AND YOUTH HEALTH DAY, THAT PUTS A FOCUS ON EXERCISE. 5. IMPLEMENT A "WALK WITH A DOC" PROGRAM QUARTERLY TO EDUCATE THE COMMUNITY ON THE IMPORTANCE OF PHYSICAL ACTIVITY AND A HEALTHY LIFESTYLE. INCREASED ACCESS AND EDUCATION INVOLVING CHRONIC DISEASESCOSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. OFFER FREE SCREENINGS QUARTERLY TO THE PUBLIC (PAD, GLUCOSE, AND BP CHECKS). 2. USE MARKETING PLATFORMS TO SHARE EDUCATION FROM HEALTHCARE PROVIDERS ON HOW TO MAINTAIN A HEALTHY LIFE WHEN LIVING WITH A CHRONIC DISEASE. 3. CONTINUE DINING WITH DIABETES CLASSES IN COORDINATION WITH OHIO STATE UNIVERSITY EXTENSION OFFICE AND INCREASE CLASS AVAILABILITY FROM SEMI-ANNUALLY TO QUARTERLY. 4. HOST TOBACCO CESSATION GROUPS AT THE HOSPITAL AVAILABLE TO BOTH THE PUBLIC AND TO OUR INPATIENTS WHO WANT TO ATTEND. SUBSTANCE USE/MENTAL HEALTHTHE PROBLEM IS THE LOCAL INCREASE IN SUBSTANCE ABUSE, LEADING TO MENTAL HEALTH ISSUES FOR THE ABUSER AND THEIR FAMILY/CHILDREN. TO COMBAT THIS PROBLEM, COSHOCTON REGIONAL MEDICAL CENTER PLANS TO IMPLEMENT THE FOLLOWING STRATEGIES:1. GET STAFF INVOLVED IN COSHOCTON COUNTY DRUG COALITION. THE DRUG COALITION IS A COMMUNITY-BASED EFFORT TO MAINTAIN FOCUS ON SUBSTANCE ABUSE, WORK TOWARD GETTING ANSWERS TO HELP DEFEND AGAINST THE PROBLEM, AND EDUCATE THE COMMUNITY ABOUT THE SIGNS AND RISKS OF SUBSTANCE ABUSE.2. INVESTIGATE THE FEASIBILITY OF CREATING A MEDICAL DETOX PROGRAM FOR THE HOSPITAL TO TREAT PATIENTS FOR THE THREE DAYS REQUIRED PRIOR TO ACCEPTANCE INTO A RESIDENTIAL RECOVERY PROGRAM.3. PARTICIPATE IN AND SPONSOR FAMILY AND CHILDREN FOCUSED PROGRAMS IN COLLABORATION WITH FAMILY AND CHILDREN FIRST COUNCIL, WIC, HELP ME GROW, AND MATERNAL AND CHILD HEALTH CENTER. 4. USE MARKETING PLATFORMS TO PROMOTE DRUG FREE LIVING AND FAMILY FOCUSED EDUCATION. BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY:- REINSTATED THE DIABETIC CLASSES CONCERNING DIETARY RESTRICTIONS. DUE TO RESOURCE LIMITATIONS, COSHOCTON REGIONAL MEDICAL CENTER WAS ONLY ABLE TO FOLLOW THE CHNA SPARINGLY. WHILE LIMITED FUNDS PLAYED A ROLE IN THIS, THE PRIMARY REASON IS THAT COVID-19 WAS JUST ENDING AND RESTRICTIONS WERE STILL IN PLACE THAT LIMITED PUBLIC EVENTS. COVID-19 ALSO LEAD TO STAFF SHORTAGES AND AS A RESULT, COSHOCTON REGIONAL MEDICAL CENTER DID NOT HAVE THE AVAILABLE STAFF TO FULFILL ALL NEEDS. PART V, SECTION B, LINE 5: IN APRIL 2023, SUBURBAN COMMUNITY HOSPITAL BEGAN A COMMUNITY HEALTH NEEDS ASSESSMENT FOR MONTGOMERY COUNTY, PENNSYLVANIA AND SOUGHT INPUT FROM PERSONS WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY. INPUT WAS GATHERED VIA THE FOLLOWING METHODS:- INFORMATION GATHERING, USING SECONDARY PUBLIC HEALTH SOURCES, OCCURRED IN MAY 2023.- COMMUNITY MEMBERS PARTICIPATED IN INTERVIEWS FOR THEIR PERSPECTIVES ON COMMUNITY HEALTH NEEDS AND ISSUES ON JUNE 1, 2023.- A COMMUNITY HEALTH SUMMIT WAS HELD ON JUNE 22, 2023, TO CREATE A COMMON DATABASE OF UNDERSTANDING OF HEALTH NEEDS, PRIORITIZE THE MOST SIGNIFICANT HEALTH NEEDS AND TO BRAINSTORM WAYS TO IMPROVE THE COMMUNITY'S HEALTH. THE AUDIENCE CONSISTED OF HEALTHCARE PROVIDERS, BUSINESS LEADERS, GOVERNMENT REPRESENTATIVES, SCHOOLS, NOT-FOR-PROFIT ORGANIZATIONS, EMPLOYES, AND OTHER COMMUNITY MEMBERS. TWENTY-SIX INDIVIDUALS FROM FOURTEEN COMMUNITY ORGANIZATIONS PARTICIPATED IN THE INTERVIEWS AND THE SUMMIT. TOGETHER, THEY REPRESENTED THE MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THEY COLLABORATED TO IMPLEMENT A COMPREHENSIVE CHNA PROCESS FOCUSED ON IDENTIFYING AND DEFINING SIGNIFICANT HEALTH NEEDS, ISSUES, AND CONCERNS OF MONTGOMERY COUNTY. THE THREE-MONTH PROCESS CENTERED ON GATHERING AND ANALYZING DATA, AS WELL AS RECEIVING INPUT FROM PERSONS WHO REPRESENTED THE BROAD INTERESTS OF THE COMMUNITY, TO PROVIDE DIRECTION FOR THE COMMUNITY AND HOSPITAL TO CREATE A PLAN TO IMPROVE THE HEALTH OF THE COMMUNITIES. PARTICIPANTS REPRESENTED THE FOLLOWING ORGANIZATIONS:ACTION COMMITTEE LATIN AMERICAN MONTGOMERY COUNTYBOARD MEMBER, BUSINESS OWNERBRANDYWINE LIVINGEMERGENCY DEPARTMENTHOSPITAL ASSOCIATION OF PENNSYLVANIAMONTGOMERY COUNTY AGING AND ADULT SERVICESMONTGOMERY COUNTY COMMISSIONERMONTGOMERY COUNTY DEPARTMENT OF HEALTH AND HUMAN SERVICES, OFFICE OF PUBLIC HEALTHNORRISTOWN HOSPITALITY CENTERNORRISTOWN POLICE DEPARTMENTREGIONAL EMS DIRECTOR, DEPARTMENT OF PUBLIC SAFETYSUBURBAN COMMUNITY HOSPITALSUBURBAN COMMUNITY PHYSICIAN ASSOCIATIONTOBACCO DEPENDENCE PROGRAM MANAGER, SCH PART V, SECTION B, LINE 11: THE FY2023 CHNA WAS CONDUCTED TO BETTER UNDERSTAND THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY SUBURBAN COMMUNITY HOSPITAL. AS A RESULT, 11 SIGNIFICANT HEALTH NEEDS WERE IDENTIFIED: 1. SUBSTANCE USE DISORDER2. MENTAL HEALTH3. ACCESS TO CARE4. HEALTHY EATING/ACTIVE LIVING FOR HEALTHY WEIGHT5. CHRONIC DISEASE6. UNHOUSED POPULATION7. SOCIAL DETERMINANTS OF HEALTH8. HEALTH INEQUITIES9. PROPER AND EDUCATED CAREGIVERS FOR THE ELDERLY10. GUN VIOLENCE11. LONG COMMUTE DRIVING ALONETHE FY2023 - FY2025 IMPLEMENTATION STRATEGY FOCUSES ON SUBSTANCE USE DISORDER AND MENTAL HEALTH AS ITS TWO MAIN FOCUSES. SUBSTANCE USE DISORDERTHE GOAL IS TO PREVENT AND TREAT SUBSTANCE MISUSE. SUBURBAN COMMUNITY HOSPITAL HAS OUTLINED THE FOLLOWING OBJECTIVE: 1. INCREASE SUBURBAN'S COMMUNITY KNOWLEDGE CAPACITY TO IDENTIFY SUBSTANCE ABUSE NEEDS AND LINK TO SUBSTANCE ABUSE SERVICES AND RESOURCES.SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. UTILIZE PHARMACISTS, NURSES, DOCTORS TO EDUCATE PATIENTS AND/OR VISITORS ON ADDICTION AND SIGNS OF ADDICTION.2. COORDINATE WITH THE COUNTY TO DISCUSS SUBSTANCE ABUSE INCREASE IN EMERGENCY ROOM.3. IMPLEMENT NARCAN HAND-OUT IN EMERGENCY ROOM.4. PROVIDE FENTANYL AND XYLAZINE TEST STRIPS AND TEST INJECTIONS.5. DISTRIBUTE COUNTY RESOURCE GUIDE.6. AFTER NARCAN IS PROVIDED, THE EMERGENCY ROOM IS TO WORK WITH THE COUNTY ON FOLLOW-UPS FOR AN OUTPATIENT TREATMENT FACILITY FOR A WARM HAND-OFF.MENTAL HEALTHTHE GOAL AND OBJECTIVE ARE TO CARE FOR MENTAL HEALTH PATIENTS.SUBURBAN COMMUNITY HOSPITAL WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. ENGAGEMENT HOSPITAL ASSOCIATION OF PENNSYLVANIA AND JOIN THE COUNTY MENTAL HEALTH TASK FORCE.2. COORDINATE WITH MONTGOMERY COUNTY EMERGENCY SERVICES (MCES) FOR CRISIS WALK-INS AND HOTLINE, PSYCHIATRIC EMS, AND SUICIDE PREVENTION.3. WORK WITH ACCESS SERVICES FOR MOBILE CRISIS.4. INSTALL TELE-PSYCH AND PROVIDE CARE IN EMERGENCY ROOM AND MED/SURG FLOORS.5. INCREASE REFERRALS TO NEW RESOURCES (I.E. FRIENDS, CARELINK, ETC.).BUILDING UPON THE CURRENT CHNA AND IMPLEMENTATION STRATEGY, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY: HEALTH NEEDS OVERVIEW1. SUBSTANCE USE DISORDER AND MENTAL HEALTH: THE PREVALENCE OF SUBSTANCE USE DISORDERS AND MENTAL HEALTH ISSUES IS A GROWING CONCERN IN MONTGOMERY COUNTY. THE HOSPITAL HAS ENGAGED WITH ORGANIZATIONS LIKE THE NATIONAL ALLIANCE ON MENTAL ILLNESS (NAMI) TO RAISE AWARENESS AND PROVIDE RESOURCES FOR THOSE AFFECTED.2. CHRONIC DISEASES: OBESITY, HEART DISEASE, STROKE, AND DIABETES ARE PREVALENT IN THE COMMUNITY, SIGNIFICANTLY IMPACTING QUALITY OF LIFE AND INCREASING HEALTHCARE COSTS. ADDRESSING THESE CONDITIONS THROUGH EDUCATION, PREVENTION, AND TREATMENT IS CRITICAL.CURRENT IMPLEMENTATION STRATEGYSCPA HAS DEVELOPED A MULTI-FACETED APPROACH TO ADDRESS THESE HEALTH ISSUES, INCLUDING THE FOLLOWING COMPONENTS:- PROGRAMS AND SERVICES:- TOBACCO TREATMENT PROGRAM: FUNDED THROUGH GRANTS, THIS PROGRAM PROVIDES RESOURCES AND SUPPORT FOR INDIVIDUALS SEEKING TO QUIT SMOKING.- DIABETES EDUCATION PROGRAMS: WORKSHOPS AND SEMINARS AIMED AT EDUCATING COMMUNITY MEMBERS ABOUT MANAGING DIABETES.- HEART HEALTH INITIATIVES: OFFERING SCREENINGS AND EDUCATIONAL SESSIONS ON HEART DISEASE PREVENTION.- COMMUNITY PARTNERSHIPS: COLLABORATIONS WITH LOCAL ORGANIZATIONS, SCHOOLS, AND HEALTH PROVIDERS ENHANCE OUTREACH EFFORTS, INCLUDING:- ROXBOROUGH SCHOOL OF NURSING: PARTNERING FOR HEALTH AND WELLNESS EDUCATION.- PHILADELPHIA ELDER CARE NETWORK: ENGAGING WITH POST-ACUTE CARE PROVIDERS TO IMPROVE TRANSITIONAL CARE.COMMUNITY ENGAGEMENT AND OUTREACHSUBURBAN COMMUNITY HOSPITAL HAS ACTIVELY PARTICIPATED IN VARIOUS COMMUNITY EVENTS TO RAISE AWARENESS AND PROVIDE EDUCATION ABOUT HEALTH SERVICES:- EAST NORRITON TOWNSHIP COMMUNITY EVENTS: HOSTING INFORMATIONAL TABLES TO PROMOTE HEART HEALTH AND MENTAL HEALTH SERVICES.- PLYMOUTH WHITEMARSH AND PLYMOUTH TOWNSHIP DAYS: ENGAGING WITH RESIDENTS TO PROVIDE INFORMATION ABOUT DIABETES AND HEART HEALTH SERVICES.- ELMWOOD PARK ZOO: EDUCATING ATTENDEES ON HEART HEALTH WHILE SHOWCASING HOSPITAL SERVICES.- ANNUAL ST. PATRICK'S CHURCH COMMUNITY HOLIDAY PARTY: OFFERING FREE HEALTH SCREENINGS AND SUPPORT TO UNDERSERVED COMMUNITY MEMBERS.IMPACT ASSESSMENTTHE IMPACT OF SCPA'S INITIATIVES CAN BE MEASURED THROUGH COMMUNITY FEEDBACK, PARTICIPATION RATES IN HEALTH SCREENINGS, AND THE NUMBER OF INDIVIDUALS ACCESSING PREVENTIVE SERVICES. EARLY INDICATORS SUGGEST INCREASED AWARENESS OF HEALTH ISSUES, GREATER PARTICIPATION IN HEALTH PROGRAMS, AND IMPROVED HEALTH OUTCOMES IN CHRONIC DISEASE MANAGEMENT.CONCLUSIONTHE ONGOING EFFORTS BY SUBURBAN COMMUNITY HOSPITAL TO ADDRESS SUBSTANCE USE DISORDERS, MENTAL HEALTH, AND CHRONIC DISEASES ARE CRUCIAL FOR IMPROVING THE HEALTH OF MONTGOMERY COUNTY RESIDENTS. THROUGH COMMUNITY PARTNERSHIPS, EDUCATIONAL OUTREACH, AND TARGETED PROGRAMS, SCPA IS COMMITTED TO FOSTERING A HEALTHIER COMMUNITY. THE NEED FOR CONTINUOUS EVALUATION AND ADAPTATION OF SERVICES IS ESSENTIAL AS THE HEALTH LANDSCAPE EVOLVES.RATIONALE FOR FOCUS AREASTHE EMPHASIS ON OBESITY, HEART DISEASE, STROKE, AND DIABETES STEMS FROM THEIR HIGH PREVALENCE IN THE NORRISTOWN AREA, COMPOUNDED BY SOCIO-ECONOMIC FACTORS THAT CONTRIBUTE TO HEALTH DISPARITIES. BY PRIORITIZING THESE HEALTH ISSUES, SCPA AIMS TO MITIGATE THEIR IMPACT AND PROMOTE A HEALTHIER POPULATION THROUGH EDUCATION, PREVENTION, AND COMPREHENSIVE CARE.IN CONCLUSION, SUBURBAN COMMUNITY HOSPITAL REMAINS DEDICATED TO ENHANCING THE HEALTH AND WELL-BEING OF THE COMMUNITY THROUGH INNOVATIVE STRATEGIES, COLLABORATIVE PARTNERSHIPS, AND A FOCUS ON HOLISTIC CARE. PART V, SECTION B, LINE 5: THE FY2024 CHNA FOR PAMPA REGIONAL MEDICAL CENTER USED A COMPREHENSIVE APPROACH TO ASSESS THE HEALTH NEEDS OF THE COMMUNITY. PAMPA REGIONAL MEDICAL CENTER RELIED ON SECONDARY SOURCE DATA TO DEFINE AND ASSESS THE COMMUNITY. THIS DATA WAS SOURCED AT THE COUNTY LEVEL FROM AVAILABLE PUBLIC SOURCES, INCLUDING WWW.COUNTYHEALTHRANKINGS.ORG AND ESRI.ADDITIONALLY, A COMMUNITY SURVEY WAS DEPLOYED TO GAIN INPUT ON LOCAL HEALTH NEEDS, INCLUDING THOSE OF PRIORITY POPULATIONS SUCH AS THE MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. THE SURVEY WAS DISTRIBUTED DIGITALLY IN OCTOBER 2024 AND RECEIVED FEEDBACK FROM 140 COMMUNITY MEMBERS. LASTLY, A COMMUNITY SUMMIT WAS HELP IN NOVEMBER WITH 29 PARTICIPANTS TO REVIEW THE INPUTS WITH COMMUNITY STAKEHOLDERS TO PRIORITIZE THE HEALTH NEEDS OF THE COMMUNITY AND CREATE ACTION PLANS. SURVEY RESPONDENTS AND SUMMIT PARTICIPANTS REPRESENTED COMMUNITY RESIDENTS, HEALTHCARE PROFESSIONALS, UNDERSERVED POPULATIONS EDUCATORS, GOVERNMENT EMPLOYEES OR REPRESENTATIVES, RACIAL, ETHNIC, OR CULTURAL MINORITIES, REPRESENTATIVE OF A CHRONIC DISEASE GROUP OR ADVOCACY ORGANIZATION, AND PUBLIC HEALTH OFFICIAL, AMONGST OTHERS. PART V, SECTION B, LINE 11: THE FY2024 CHNA WAS CONDUCTED TO BETTER UNDERSTAND AND ADDRESS THE PRIORITY HEALTH NEEDS OF THE COMMUNITY SERVED BY PAMPA REGIONAL MEDICAL CENTER. AS A RESULT, THE FOLLOWING SIX PRIORITY HEALTH NEEDS WERE IDENTIFIED: 1. HEART DISEASE2. DIABETES3. CHILDREN'S HEALTH - WELLNESS4. ACCESS TO CARE5. CANCER - EDUCATION & SCREENINGS6. MENTAL HEALTH - OUTPATIENTHEART DISEASETHE GOAL IS TO IMPLEMENT SEMI-ANNUAL HEALTH SCREENINGS TO INCREASE EDUCATION AND AWARENESS ON A HEALTHY HEART.PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES: 1. IMPLEMENT BLOOD PRESSURE SCREENINGS2. PROVIDE EDUCATION REGARDING HEART HEALTH VIA DIGITAL AND PRINT MEDIADIABETESTHE GOAL IS TO IMPLEMENT SEMI-ANNUAL HEALTH SCREENINGS TO INCREASE EDUCATION AND AWARENESS ON DIABETES PREVENTION AND MANAGEMENT.PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. IMPLEMENT A1C SCREENINGS2. PROVIDE EDUCATION REGARDING DIABETES VIA DIGITAL AND PRINT MEDIA.CHILDREN'S HEALTH - WELLNESSTHE GOAL IS TO PROVIDE RESOURCES FOR CHILDREN'S WELLNESS SERVICES.PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. RECRUIT FAMILY PRACTICE PROVIDERS.2. PROVIDE ANNUAL FREE SCHOOL PHYSICALS.ACCESS TO CARETHE GOAL IS TO EDUCATE THE COMMUNITY ON CURRENT AVAILABLE RESOURCES. PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. PROMOTE AVAILABLE SERVICES VIA DIGITAL AND PRINT MEDIA.CANCER - EDUCATION & SCREENINGSTHE GOAL IS TO EDUCATE THE COMMUNITY ON AVAILABLE RESOURCES. PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. PROVIDE AWARENESS OF AVAILABLE SCREENING SERVICES.MENTAL HEALTH - OUTPATIENTTHE GOAL IS TO PROVIDE OUTPATIENT MENTAL HEALTH SERVICES.PAMPA REGIONAL MEDICAL CENTER WILL IMPLEMENT THE FOLLOWING STRATEGIES:1. OPEN GENERAL MENTAL HEALTH CLINIC.2. PROVIDE EDUCATION OF MENTAL HEALTH RESOURCES.NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR RELATED TO THE MOST RECENT CHNA BECAUSE THE CHNA WAS ADOPTED AT THE END OF THE TAX YEAR. HOWEVER, THE HOSPITAL DID THE FOLLOWING DURING FY'24 TO ADDRESS THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY RELATED TO THE PRIOR CHNA. - PHYSICAL THERAPY AND SWING BED EDUCATION AT THE DONLEY COUNTY HEALTH FAIR- SAIL FALL PREVENTION TAUGHT FREE TO COMMUNITY IN THE PT THERAPY GYM- BLOOD DRIVE WITH COFFEE MEMORIAL BLOOD CENTER- WEST TEXAS PANHANDLE EMERGENCY NURSES ASSOCIATION DISASTER MANAGEMENT TRAINING- ADDED INTERVENTIONAL CARDIOLOGIST, DR. KADE CARTHEL, MD, AND RAMIE MALONE, FNP-C, TO ADDRESS COMMUNITY HEALTHCARE NEEDS- REHABILITATION AND FALL PREVENTION TRAINING AT THE PAMPA SENIOR CITIZENS CENTER- SPONSORED FREE COMMUNITY CAR SEAT SAFETY CHECK-UP- PARTICIPATED IN GRAY COUNTY HAZARD MITIGATION PLANNING WITH COUNTY- COMMUNITY OUTREACH AND EDUCATION AT PAMPA LABOR DAY CELEBRATION- ADDED ORTHOPEDIC SURGEON DR. DAVID HAMPTON, MD, AND NATASHA STONE, FNP-C, TO ADDRESS COMMUNITY HEALTHCARE NEEDS- PROVIDED COMMUNITY EDUCATION, VACCINES AND SCHOOL SUPPLIES AT PISD BACK TO SCHOOL BASH- HOSTED MEETING WITH PANTEX AND GRAY COUNTY TO DISCUSS MEMORANDUM OF UNDERSTANDING (MOU) AND RADIATION SAFETY STAFF TRAINING- HOSTED FBI BOMB THREAT, SWATTING AND HOAXES WEBINAR TRAINING FOR STAFF- HOSTED DECONTAMINATION TRAINING WITH PAMPA FIRE DEPT. AND STAFF- HOSTED OPERATIONAL STRESS FIRST AID TRAINING FOR STAFF- MERITT TRAINING FOR EMERGENCY MANAGEMENT AND RADIOLOGY STAFF- PARTICIPATED IN MRSE STATEWIDE TABLETOP REPRESENTING PRMC- HOSTED STOP THE BLEED TRAINING FOR HOSPITAL PERSONNEL AND FIRST RESPONDERS- HOSTED VIRTUAL EVACUATION TRIAGE TRAINING FOR STAFF- PAMPA COMMUNITY HEALTH FAIR FOCUSED ON INFANT AND CHILD SAFETY WITH TEXAS TECH, FIRST CARE, TEXAS HEALTH AND HUMAN SERVICES, MARCH OF DIMES, OTHERS- PROFESSIONAL EDUCATION FOR EMPLOYEES "CRISIS INTERVENTION AND CARE RESPONSE" LED BY INTERNATIONAL CRITICAL INCIDENT STRESS FOUNDATION- FREE SCHOOL PHYSICALS FOR PISD STUDENTS- PARTICIPATED IN REGIONAL TX PANHANDLE SEVERE WEATHER EXERCISE- PAMPA PD PROVIDED CRASE ACTIVE SHOOTER TRAINING FOR STAFF- WRAP COURSE LED BY ER DIRECTOR FOR CLINICAL STAFF- PARTICIPATED IN MULTI-STATE PEDIATRIC SURGE VIRTUAL TABLETOP- PAMPA PD PROVIDED CRASE ACTIVE SHOOTER TRAINING FOR STAFF- HOSTED DSHS CHEM PACK TRAINING FOR STAFF, CITY AND COUNTY OFFICIALS AND LOCAL FIRST RESPONDERS- BLOOD DRIVE TO ASSIST WITH CRITICAL SHORTAGE- PARTICIPATED WITH PAMPA ISD, PAMPA LAW ENFORCEMENT AND EMERGENCY RESPONDERS IN A MASS CASUALTY ACTIVE SHOOTER EXERCISE- EOC COMMITTEE MEMBERS ATTENDED ACHC CONFERENCE IN ORLANDO FL- HOSTED MRI FIRE RESPONSE TRAINING FOR PAMPA FD PART V, SECTION B, LINE 5: LOWER BUCKS HOSPITAL HAS ENGAGED WITH A COMPANY TO INITIATE THE COMMUNITY HEALTH NEEDS ASSESSMENT FOR SOUTHERN PHILADELPHIA AREA, PENNSYLVANIA AND HAS INVOLVED MULTIPLE PERSONS (COMMUNITY AND COMMUNITY ORGANIZATIONS) WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY. THE PROCESS IS EXPECTED TO BE COMPLETED EARLY FALL 2025. IT IS THE INTENTION OF ROXBOROUGH MEMORIAL HOSPITAL TO PURSUE THE TOP THREE PRIORITIES IDENTIFIED IN THE CHNA. PART V, SECTION B, LINE 11: NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR. CHNA WORK INITIATED IN 2025 AND IS EXPECTED TO BE COMPLETED BY FALL OF 2025. PART V, SECTION B, LINE 5: ROXBOROUGH MEMORIAL HOSPITAL HAS ENGAGED WITH A COMPANY TO INITIATE THE COMMUNITY HEALTH NEEDS ASSESSMENT FOR SOUTHERN PHILADELPHIA AREA, PENNSYLVANIA AND HAS INVOLVED MULTIPLE PERSONS (COMMUNITY AND COMMUNITY ORGANIZATIONS) WHO REPRESENT THE BROAD INTERESTS OF THE COMMUNITY. THE PROCESS IS EXPECTED TO BE COMPLETED EARLY FALL 2025. IT IS IN INTENTION OF ROXBOROUGH MEMORIAL HOSPITAL TO PURSUE THE TOP THREE PRIORITIES IDENTIFIED IN THE CHNA. PART V, SECTION B, LINE 11: NO ACTIONS WERE TAKEN DURING THE FISCAL YEAR. CHNA WORK INITIATED IN 2025 AND IS EXPECTED TO BE COMPLETED BY FALL OF 2025. 10 1 - RIVER VALLEY PHYSICIANS LLC 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 MEDICAL GROUP 2 - SOUTHERN REGIONAL PHYSICIANS MGMT 11 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 MEDICAL GROUP 3 - SUBURBAN MEDICAL GROUP LLC 2701 DEKALB PIKE EAST NORRITON PA 19401 MEDICAL GROUP 4 - LAKE SPRIVEY AMBULATORY SURGERY CARE 7813 SPIVEY STATION BLVD SUITE 100 JONESBORO GA 30274 AMBULATORY SURGERY CENTER 5 - PHF - LAKE HURON 3111 ELECTRIC AVENUE PORT HURON MI 48060 CLINIC 6 - LANDMARK PHYSICIAN OFFICE SERVICES 115 CASS AVENUE WOONSOCKET RI 02895 MEDICAL GROUP 7 - BMC SPECIALTY PHYSICIANS LLC 501 BATH ROAD BRISTOL PA 19007 MEDICAL GROUP 8 - BMC PRIMARY CARE PHYSICIANS LLC 501 BATH ROAD BRISTOL PA 19007 MEDICAL GROUP 9 - ROXBOROUGH MEDICAL OF ANDORRA LLC 5800 RIDGE AVENUE PHILADELPHIA PA 19128 URGENT CARE 10 - SUBURBAN MEDICAL GROUP LLC 5800 RIDGE AVENUE PHILADELPHIA PA 19128 MEDICAL GROUP PART III, LINE 2: THE AMOUNT REPORTED ON LINE 2 IS BASED ON BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS. PART III, LINE 3: LANDMARK:THE ESTIMATED AMOUNT OF BAD DEBT ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT AS EACH HAVE A SEPARATE ACCOUNT.ENCINO & SHERMAN OAKS:THE COST TO CHARGE RATIO WAS USED TO DETERMINE THE ESTIMATED AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS UNDER THE FINANCIAL ASSISTANCE POLICY.MONTCLAIR:PATIENTS WHO QUALIFY, AND ARE GIVEN FINANCIAL ASSISTANCE, ARE GROUPED AND CLASSIFIED WITHIN THE PATIENT ACCOUNTING SYSTEMS. THESE ACTUAL AMOUNTS, FROM THE ACTUAL PATIENTS, WERE USED TO DETERMINE THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO THE FINANCIAL ASSISTANCE POLICY.SUBURBAN, SOUTHERN REGIONAL & COSHOCTON:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE.PAMPA:CHARITY CARE POLICY IS GENEROUS ENOUGH TO ENCOMPASS THE MAJORITY OF OUR ININSURED AND UNDERINSURED RESIDENTS. HAD PATIENTS WITH BAD DEBT HAVE APPLIED, THEY WOULD MOST GENERALLY QUALIFY FOR ASSISTANCE.HUNTINGTON BEACH & LA PALMA:THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT. PART III, LINE 4: THE BAD DEBT EXPENSE FOOTNOTE IS INCLUDED ON PAGE 8 OF THE AUDITED FINANCIAL STATEMENTS. PART III, LINE 8: THE FOLLOWING HOSPITALS USED THE COST TO CHARGE RATIO TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLCPRIME HEALTHCARE SERVICES - MONTCLAIR, LLCPRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLCPRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLCPRIME HEALTHCARE SERVICES - LANDMARK MEDICAL CENTERPRIME HEALTHCARE FOUNDATION - COSHOCTON, LLCTHE FOLLOWING HOSPITALS USED OTHER COSTING METHODOLOGIES TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6:PRIME HEALTHCARE HUNTINGTON BEACH LLCPRIME HEALTHCARE SERVICES - PAMPA, LLCPRIME HEALTHCARE SERVICES - SUBURBAN HOSPITAL, LLCPRIME HEALTHCARE LA PALMA, LLCPAMPATHE COSTING METHODOLOGY WAS BASED ON A CONTRACTUAL MODEL WHERE ALLOWABLE COSTS ARE CALCULATED USING COSTS ACCOUNTING METHODS.HUNTINGTON BEACH & LA PALMATHE COSTING METHODOLOGY WAS BASED ON THE CENTERS FOR MEDICARE AND MEDICAID SERVICES (CMS) COST REPORT COMPONENTS.SUBURBANTHE COSTING METHODOLOGY WAS BASED ON THE PERCENTAGE OF TOTAL MEDICARE REVENUES OF TOTAL REVENUES. PART III, LINE 9B: PRIME HEALTHCARE NONPROFIT FACILITIES MAY USE THE SERVICES OF AN EXTERNAL COLLECTION AGENCY FOR THE COLLECTION OF PATIENT DEBT. NO DEBT SHALL BE ADVANCED FOR COLLECTION UNTIL THE DIRECTOR OF THE HOSPITAL PFS OR HIS/HER DESIGNEE HAS REVIEWED THE ACCOUNT AND APPROVED THE ADVANCEMENT OF THE DEBT TO COLLECTION. PRIME HEALTHCARE NONPROFIT FACILITIES SHALL OBTAIN AN AGREEMENT FROM EACH COLLECTION AGENCY THAT IT UTILIZES TO COLLECT PATIENT DEBT THAT THE AGENCY WILL COMPLY WITH THE REQUIREMENTS OF THE FINANCIAL ASSISTANCE POLICY AND APPLICABLE STATE LAW.IF A PATIENT DOES NOT APPLY FOR FINANCIAL ASSISTANCE OR IS DENIED FINANCIAL ASSISTANCE AND FAILS TO PAY THEIR BILL, THE PATIENT MAY BE SUBJECT TO VARIOUS COLLECTION ACTIONS, INCLUDING EXTRAORDINARY COLLECTION ACTIONS, SUBJECT TO APPLICABLE STATE LAW. NOTWITHSTANDING THE FOREGOING, NEITHER THE HOSPITAL NOR ANY COLLECTION AGENCY WITH WHICH IT CONTRACTS SHALL ENGAGE IN ANY EXTRAORDINARY COLLECTION ACTIONS (I) AT ANY TIME PRIOR TO ONE HUNDRED FIFTY (150) DAYS FOLLOWING THE FIRST POST-DISCHARGE STATEMENT SENT TO A PATIENT OR (II) WITHOUT FIRST MAKING REASONABLE EFFORTS TO DETERMINE WHETHER A PATIENT IS ELIGIBLE FOR FINANCIAL ASSISTANCE UNDER THIS POLICY. IN ADDITION, AND EVEN IF THE ABOVE TWO CONDITIONS ARE SATISFIED, HOSPITAL OR ITS CONTRACTED COLLECTION AGENCIES MUST SEND A NOTICE TO THE PATIENT AT LEAST THIRTY (30) DAYS BEFORE COMMENCING ANY EXTRAORDINARY COLLECTION ACTIONS, WHICH SPECIFIES THE FOLLOWING: (I) COLLECTION ACTIVITIES THE HOSPITAL OR CONTRACTED COLLECTION AGENCY MAY TAKE, (II) THE DATE AFTER WHICH SUCH ACTIONS MAY BE TAKEN (WHICH DATE SHALL BE NO EARLIER THAN THIRTY (30) DAYS OF THE NOTICE DATE, (III) THAT FINANCIAL ASSISTANCE IS AVAILABLE FOR ELIGIBLE PATIENTS. A COPY OF THE PLAIN LANGUAGE SUMMARY WILL BE INCLUDED WITH SUCH NOTICE. REASONABLE EFFORTS MUST BE MADE (AND DOCUMENTED) TO ORALLY NOTIFY PATIENTS OF THIS POLICY. IF THE PATIENT APPLIES FOR FINANCIAL ASSISTANCE, ANY EXTRAORDINARY COLLECTION ACTIONS THAT MAY BE IN PROCESS WILL BE SUSPENDED IMMEDIATELY PENDING THE DECISION ON THE PATIENT'S APPLICATION.IN ADDITION, IF A PATIENT IS ATTEMPTING TO QUALIFY FOR ELIGIBILITY UNDER THIS FINANCIAL ASSISTANCE AND IS ATTEMPTING IN GOOD FAITH TO SETTLE AN OUTSTANDING BILL WITH THE HOSPITAL BY NEGOTIATING A REASONABLE PAYMENT PLAN OR MAKING REGULAR PARTIAL PAYMENTS OF A REASONABLE AMOUNT, THE HOSPITAL SHALL NOT SEND THE UNPAID BILL TO ANY COLLECTION AGENCY.THE HOSPITAL SHALL NOT, IN DEALING WITH PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY, USE WAGE GARNISHMENTS OR LIENS ON PRIMARY RESIDENCES AS A MEANS OF COLLECTING UNPAID HOSPITAL BILLS. PART VI, LINE 3: IN ORDER TO ENSURE THAT PATIENTS ARE AWARE OF THE EXISTENCE OF THE FINANCIAL ASSISTANCE POLICY, THE HOSPITAL SHALL WIDELY DISSEMINATE THE EXISTENCE AND TERMS OF THIS POLICY THROUGHOUT ITS SERVICE AREA. IN ADDITION TO OTHER APPROPRIATE EFFORTS TO INFORM THE COMMUNITY ABOUT THE POLICY IN A WAY TARGETED TO REACH COMMUNITY MEMBERS MOST LIKELY TO NEED FINANCIAL ASSISTANCE, THE FOLLOWING ACTIONS SHALL BE TAKEN: A. WRITTEN NOTICE TO ALL PATIENTS EACH PATIENT WHO IS SEEN AT A PRIME HEALTHCARE FOUNDATION FACILITY, WHETHER ADMITTED OR NOT, SHALL RECEIVE THE PLAIN LANGUAGE SUMMARY. THE NOTICE SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.B. POSTING OF NOTICESTHE NOTICE OF HOSPITAL FINANCIAL AID" SHALL BE CLEARLY AND CONSPICUOUSLY POSTED IN LOCATIONS THAT ARE VISIBLE TO THE PATIENTS IN THE FOLLOWING AREAS: (1) EMERGENCY DEPARTMENT; (2) BILLING OFFICE; (3) ADMISSIONS OFFICE; (4) OTHER OUTPATIENT SETTINGS; AND (5) THE HOSPITAL'S WEBSITE. THE NOTICES SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.C. NOTICES TO ACCOMPANY BILLING STATEMENTSEVERY POST-DISCHARGE STATEMENT SHALL INCLUDE A COPY OF THE NOTICE REGARDING THE CHARITY CARE & DISCOUNTED PAYMENT PROGRAM PROVIDED BY PRIME HEALTHCARE FOUNDATION. EACH BILL THAT IS SENT TO A PATIENT WHO HAS NOT PROVIDED PROOF OF COVERAGE BY A THIRD PARTY AT THE TIME CARE IS PROVIDED OR UPON DISCHARGE MUST INCLUDE A STATEMENT OF CHARGES FOR SERVICES RENDERED BY THE HOSPITAL.D. AVAILABILITY OF FINANCIAL ASSISTANCE DOCUMENTSTHE HOSPITAL SHALL POST A COPY OF ITS FINANCIAL ASSISTANCE POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION ON ITS WEBSITE AND MAKE ALL SUCH DOCUMENTS AVAILABLE FOR FREE DOWNLOAD. SUCH DOCUMENTS SHALL BE AVAILABLE IN THE EMERGENCY ROOM AND ADMISSIONS OFFICE AND BY MAIL UPON REQUEST. THE DOCUMENTS SHALL BE PROVIDED IN NON-ENGLISH LANGUAGES SPOKEN BY A SUBSTANTIAL NUMBER OF THE PATIENTS SERVED BY THE HOSPITAL.E. ACCESSIBILITY TO LIMITED ENGLISH PROFICIENT INDIVIDUALSTHE HOSPITAL SHALL MAKE TRANSLATIONS OF THIS POLICY, THE PLAIN LANGUAGE SUMMARY, AND THE FINANCIAL ASSISTANCE APPLICATION AVAILABLE IN ANY LANGUAGE THAT IS THE PRIMARY LANGUAGE OF THE LESSER OF ONE THOUSAND (1,000) INDIVIDUALS OR FIVE PERCENT (5%) OF THE POPULATION OF THE COMMUNITIES SERVED BY THE HOSPITAL. PART VI, LINE 5: ALL OF THE HOSPITALS CONDUCT OUTREACH PROGRAMS AS FURTHER DISCUSSED IN ITS CHNA REPORTS. PART VI, LINE 7, REPORTS FILED WITH STATES CA SOUTHERN REGIONAL NEEDS ASSESSMENT (PART VI, LINE 2): HEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICES AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND HEALTH CHALLENGES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO PHYSICIAN SPECIALTIES, FOR EXAMPLE THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND DETERMINE APPROPRIATE OUTREACH FOR PHYSICIAN RECRUITMENT. HEALTH NEEDS ARE INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS. SCHEDULE H, PART VI, LINE 4: DEMOGRAPHIC INFORMATION IS PROVIDED BY ZIP CODE WITH SOUTHERN REGIONAL MEDICAL CENTER'S PRIMARY SERVICE AREA (PSA) ENCOMPASSING FIFTEEN (15) ZIP CODES IN CLAYTON, SOUTH FULTON, AND HENRY COUNTIES. DURING CALENDAR YEAR 2024, SOUTHERN REGIONAL MEDICAL CENTER HAD 51,022 INPATIENT DISCHARGES AND EMERGENCY DEPARTMENT VISITS. FIFTEEN ZIP CODES ACCOUNT FOR NEARLY 74% OF SOUTHERN REGIONAL MEDICAL CENTER'S VOLUME AND, THEREFORE, DEFINE THE HOSPITAL'S PSA. WHILE THE GREATEST PERCENTAGE OF THE SOUTHERN REGIONAL MEDICAL CENTER SERVICE AREA POPULATION COMES FROM CLAYTON COUNTY (30228, 30236, 30238, 30260, 30274, 30296, 30297), THE SERVICE AREA ALSO ENCOMPASSES 5 ZIP CODES FROM FULTON COUNTY (30213, 30291, 30331, 30344, 30349) AND 3 FROM HENRY COUNTY (30253, 30281, 30294). THE POPULATION IN CLAYTON COUNTY AND SURROUNDING ZIP CODES FOR SOUTHERN REGIONAL MEDICAL CENTER'S SERVICE AREA ARE MORE DIVERSE, HAVE SUBSTANTIALLY LOWER INCOME EARNINGS, AND FACE GREATER CHALLENGES IN OBTAINING ACCESS TO CARE THAN THE AVERAGE US POPULATION. GEORGIA'S UNINSURED RATE WAS RANKED AS THE 5TH WORST IN THE COUNTRY AT 13.6% UNINSURED WITH CLAYTON COUNTY DECREASING TO 15.5% (2024 US CENSUS SURVEY) COMPARED TO 2023 AT 15.8%. CLAYTON COUNTY'S UNEMPLOYMENT RATE IS 4.5%. COMPARED TO INDIVIDUALS WHO HAVE HEALTH COVERAGE, THE UNINSURED ARE MORE LIKELY TO SKIP PREVENTIVE SERVICES AND FORGO ROUTINE HEALTHCARE VISITS ALTOGETHER RESULTING IN PATIENTS PRESENTING IN THE HOSPITAL WITH MULTIPLE AND HIGHER MEDICAL ACUITY LEVELS. LANDMARK NEEDS ASSESSMENT (PART VI, LINE 2): LANDMARK MEDICAL CENTER PARTICIPATES IN THE HEALTH EQUITY ZONE STEERING COMMITTEE, A DOH FUNDED COMMUNITY HEALTH EFFORT COMPRISED OF STAKEHOLDERS AND CONSUMERS FROM NORTHERN RHODE ISLAND. THIS MONTHLY INITIATIVE IS HOSTED AT LANDMARK AND PROVIDES A FORUM FOR DISCUSSION ON COMMUNITY NEED AND OPPORTUNITIES FOR COLLABORATION. SCHEDULE H, PART VI, LINE 4: LANDMARK MEDICAL CENTER SERVES THE FOLLOWING ZIP CODES, PRIMARILY IN PROVIDENCE COUNTY, RHODE ISLAND: 02895 WOONSOCKET, 02896 NORTH SMITHFIELD, 02917 SMITHFIELD, 02876 BURRILLVILLE, 02830 HARRISVILLE, 02859 PASCOAG, 02019 BELLINGHAM, MA, 02703 ATTLEBORO, MA, 02760 NORTH ATTLEBORO, MA, 01516 DOUGLAS, MA, 02038 FRANKLIN, MA, 01756 MENDON, MA, 02828 GREENVILLE, 02865 LINCOLN, 02838 MANVILLE, 02864 CUMBERLAND, 02829 GLOUCESTER, 02814 CHEPACHET, 01504 BLACKSTONE, MA, 01529 MILLVILLE, MA, 02671 NORTH ATTLEBORO, MA, 02762 PLAINVILLE, MA, 02035 FOXBORO, MA, 02048 MANSFIELD, MA, 01569 UXBRIDGE, MA, AND 02093 WRENTHAM, MA.THE POPULATION ACROSS LANDMARK MEDICAL CENTER'S SERVICE AREA IS PRIMARILY WHITE WITH LESS THAN 10% OF RESIDENTS IDENTIFYING WITH ANOTHER RACE OR ETHNICITY. THE MEDIAN AGE OF RESIDENTS IS HIGHER THAN THE STATE, AS IS THE MEDIAN HOUSEHOLD INCOME. IN AGGREGATE, BLACK/AFRICAN AMERICAN AND HISPANIC/LATINO RESIDENTS HAVE A LOWER MEDIAN INCOME THAN ASIAN OR WHITE RESIDENTS. SHERMAN OAKS & ENCINO NEEDS ASSESSMENT (PART VI, LINE 2): THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY ENCINO HOSPITAL AND SHERMAN OAKS HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING FOCUS GROUPS, SURVEYS, AND DATA ANALYSIS. TO BETTER UNDERSTAND THE HEALTH NEEDS IN THE HOSPITAL SERVICE AREA, NUMEROUS STATE AND COUNTY SOURCES WERE REVIEWED. SCHEDULE H, PART VI, LINE 4: SHERMAN OAKS HOSPITAL'S (SOH) SERVICE AREA COVERS 8 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 290,000 RESIDENTS. DATA GATHERED FROM THE 2020 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE AREA SPANS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS IN THE SAN FERNANDO VALLEY AND THE LOS ANGELES COUNTY. THE SAN FERNANDO VALLEY IS IN THE SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. WHILE DEFINITIONS CAN VARY REGARDING SERVICE AREAS, OVER HALF OF ALL DISCHARGES FROM SOH ORIGINATED FROM ONLY 8 ZIP CODES. CONCENTRATED ALONG THE SOUTHERN EDGE OF THE SAN FERNANDO VALLEY, THEY INCLUDE NORTH HOLLYWOOD (91606), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), VALLEY VILLAGE (91607), AND VAN NUYS (91401, 91405, 91411). THE SOH PRIMARY SERVICE AREA SHOWS THE GREATEST CONCENTRATION OF RESIDENTS IN THE MIDDLE-AGE GROUP (19-64) AND LOWER PROPORTIONS OF RESIDENTS IN OTHER GROUPS. SOH'S PRIMARY SERVICE AREA (PSA) REMAINS UNCHANGED FROM 2022, CONCENTRATED AROUND THE HOSPITAL'S SITE, EXTENDING MOSTLY EAST AND NORTH FROM THAT LOCATION. FOR 2023, THE PSA ZIP CODES EACH ACCOUNTED FOR MORE THAN 2% OF DISCHARGES FROM THE HOSPITAL FOR A TOTAL OF 60% OF ALL DISCHARGES. A SECONDARY SERVICE AREA (SSA) ACCOUNTS FOR ANOTHER 7% OF DISCHARGES: THESE ZIP CODES RECEIVED MORE THAN 1% BUT LESS THAN 2% OF ALL DISCHARGES. THIS AREA HAS CHANGED, BUT THIS IS TO BE EXPECTED SINCE THE NUMBERS OF DISCHARGES FROM ANY OF THESE ZIP CODES ARE SO SMALL. NO OTHER ZIP CODE ACCOUNTS FOR MORE THAN ONE PERCENT OF ALL DISCHARGES, ALTHOUGH IT SHOULD BE NOTED THAT DISCHARGES WITH NO ZIP CODE LISTED REPRESENTED 2.6% OF TOTAL DISCHARGES.SOH'S PSA HAS A LOWER PERCENTAGE OF 18-AND-UNDER RESIDENTS (19.3%), WITH MORE MIDDLE-AGE GROUPS (68.1%) AND SLIGHTLY FEWER 65+ RESIDENTS (12.6%) THAN ANY OF THE COMPARISON GROUPS.THE ETHNIC COMPOSITION OF THE SHERMAN OAKS HOSPITAL PRIMARY SERVICE AREA IS WHITE (56%) FOLLOWED BY HISPANIC/LATINO (36%), ASIAN (4%), AND AFRICAN AMERICAN (3%). ALL OTHER GROUPS REPRESENT ONE PERCENT OF ALL RESIDENTS. EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE SHERMAN OAKS HOSPITAL PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE, AND THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF COLLEGE GRADUATES THAN ANY OF THE COMPARABLE AREAS. LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. SOH'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER REMARKABLY HIGH (OVER $75,000) INCOME LEVELS. JUST OVER 4.7% OF SHERMAN OAKS HOSPITAL SERVICE AREA EARNS LESS THAN $10,000, 5.2% EARN $10,000 TO $14,999, 9% EARN $15,000 TO $24,999, 8% EARN $25,000 TO $34,999, 11.6% EARN $35,000 TO $49,999, AND 15.3% EARN $50,000 TO $74,999, WHICH RECEIVED THE HIGHEST LEVELS IN THE SOH PSA POPULATION FOR INCOME LEVELS. ADDITIONALLY, 11.8% EARN $75,000 TO $99,999, 14.7% EARN $100,000 TO $149,999, 7.3% EARN $150,000 TO $199,999, AND LASTLY 12.4% EARN $200,000 OR MORE IN INCOME LEVELS.THE THREE MAJOR BEHAVIORAL RISK FACTORS THAT ARE THE MOST COMMON IN THE COMMUNITY ARE: 70% NEED AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS, AND 44% ARE IN THE POVERTY CATEGORY. ONE THIRD OF THE STATE'S POPULATION IS A MEDI-CAL RECIPIENT. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. THERE MORE THAN 50 ORGANIZATIONS OR SECTOR RESOURCES ADDRESSING THE HEALTH NEEDS OF THE SOH PSA. MONTCLAIR NEEDS ASSESSMENT (PART VI, LINE 2): THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY MONTCLAIR HOSPITAL MEDICAL CENTER ARE ASSESSED IN A VARIETY OF WAYS INCLUDING DIRECT INPUT FROM THE COMMUNITY DURING COMMUNITY EVENTS, COMMUNITY PHYSICIANS DURING OUTREACH OPPORTUNITIES, LOCAL POLICE AND FIRE DEPARTMENT AND CITY COUNCIL REPRESENTATION ON OUR BOARD OF DIRECTORS AND TELEPHONE SURVEYS OF PATIENTS AND FAMILIES. SCHEDULE H, PART VI, LINE 4: THE DEMOGRAPHIC DATA FOR THIS CHNA, WHICH WERE COMPILED BY SPEEDTRACK, LOOK AT POPULATION PROJECTIONS BY DEMOGRAPHIC COHORT (GENDER, RACE, ETHNICITY AND AGE). THE INLAND EMPIRE THE INLAND EMPIRE ENCOMPASSES ALL OF RIVERSIDE AND SAN BERNARDINO COUNTIES. IT COVERS MORE THAN 27,000 SQUARE MILES AND IS LARGER THAN 10 U.S. STATES, ACCORDING TO THE U.S. CENSUS BUREAU. ITS 2024 POPULATION IS 4.743 MILLION. DEMOGRAPHIC DATA FOR THE INLAND EMPIRE PROJECT AN OVERALL POPULATION GROWTH OF 3.4% BY 2027. THE FASTEST GROWING ETHNIC GROUP IS MULTIRACIAL; THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS WILL CONTINUE TO GROW AT A SLIGHTLY HIGHER RATE THAN THE WHITE POPULATION. THE 65+ POPULATION WILL GROW BY 13%, WHILE THE NUMBER OF CHILDREN AGES 1-17 IS PROJECTED TO DECLINE BY 0.7%. RIVERSIDE COUNTY RIVERSIDE COUNTY IS HOME TO 2.529 MILLION PEOPLE (2024) AND COVERS 7,209 SQUARE MILES. IT IS THE FOURTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE TENTH MOST-POPULOUS IN THE UNITED STATES. RIVERSIDE COUNTY IS GROWING FASTER THAN THE INLAND EMPIRE AS A WHOLE. THE GREATEST ETHNIC GROWTH BY 2027 WILL BE IN THE MULTIRACIAL POPULATION, FOLLOWED BY THE HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN POPULATIONS. THERE WILL ALSO BE SIGNIFICANT GROWTH IN THE ASIAN AND WHITE POPULATIONS. AGAIN, THERE IS A LARGE INCREASE IN THE OVER-65 POPULATION AND A DECLINE IN THE 1-17-YEAR-OLD POPULATION GROUP. SAN BERNARDINO COUNTY SAN BERNARDINO COUNTY HAS 2.214 MILLION RESIDENTS IN 2024. IT IS THE FIFTH MOST-POPULOUS COUNTY IN CALIFORNIA AND THE 14TH MOST-POPULOUS IN THE UNITED STATES. IT COVERS 20,068 SQUARE MILES. SAN BERNARDINO COUNTY IS GROWING AT A SLIGHTLY SLOWER RATE THAN RIVERSIDE COUNTY AND THE INLAND EMPIRE AS A WHOLE. BY FAR, THE FASTEST-GROWING ETHNIC GROUP IS MULTIRACIAL, FOLLOWED BY HISPANIC/LATINO AND BLACK/AFRICAN AMERICAN PEOPLE. THERE WILL BE A SIGNIFICANT INCREASE IN PEOPLE 65 AND OLDER AND A DECREASE IN CHILDREN AGES 1-17. SCHEDULE H, PART VI, LINE 4: ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF HUNTINGTON BEACH HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 82% OF JANUARY 1, 2024 THROUGH DECEMBER 31, 2024 INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH HUNTINGTON BEACH HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER HUNTINGTON BEACH HOSPITAL'S FINANCIAL ASSISTANCE POLICY. LA PALMA INTERCOMMUNITY HOSPITAL NEEDS ASSESSMENT (PART VI, LINE 2): HEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PRIME HEALTHCARE FOUNDATION, INC. 20-8065139 PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICES AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND HEALTH CHALLENGES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO PHYSICIAN SPECIALTIES, FOR EXAMPLE THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND DETERMINE APPROPRIATE OUTREACH FOR PHYSICIAN RECRUITMENT. HEALTH NEEDS ARE INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS. SCHEDULE H, PART VI, LINE 4: ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF LA PALMA INTERCOMMUNITY HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 38% OF JANUARY 1, 2024 THROUGH DECEMBER 31, 2024 INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH LA PALMA INTERCOMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER LA PALMA INTERCOMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. SCHEDULE H, PART VI, LINE 4: ENCINO HOSPITAL MEDICAL CENTER'S PRIMARY SERVICE AREA COVERS 14 ZIP CODES IN THE SAN FERNANDO VALLEY AREA OF NORTHERN LOS ANGELES COUNTY AND IS HOME TO MORE THAN 582,000 RESIDENTS. DATA GATHERED FROM THE 2020 U.S. CENSUS AMERICAN COMMUNITY SURVEY ESTIMATES SHOW THAT MALE AND FEMALE POPULATIONS ARE SPLIT EQUALLY.OTHER BASIC DEMOGRAPHIC ISSUES INCLUDE AGE DISTRIBUTION, ETHNIC GROUP DISTRIBUTION, EDUCATIONAL ACHIEVEMENT, AND HOUSEHOLD INCOME DISTRIBUTION.THE HOSPITAL'S SERVICE REGION ENCOMPASSES VARIOUS CITIES, COMMUNITIES, AND UNINCORPORATED AREAS WITHIN THE SAN FERNANDO VALLEY AND LOS ANGELES COUNTY. SPECIFICALLY, THE SAN FERNANDO VALLEY FALLS UNDER SERVICE PLANNING AREA 2 (SPA 2) OF LOS ANGELES COUNTY. ALTHOUGH THE CONCEPT OF SERVICE AREAS CAN DIFFER, MORE THAN HALF OF THE DISCHARGES FROM EHMC COME FROM JUST 14 ZIP CODES. THESE ZIP CODES, WHICH ARE CONCENTRATED ALONG THE SOUTHERN FRINGE OF THE SAN FERNANDO VALLEY, INCLUDE ENCINO (91316, 91436), RESEDA (91335), TARZANA (91356), VAN NUYS (91401, 91405, 91406, 91411), PANORAMA CITY (91402), SHERMAN OAKS (91403, 91423), STUDIO CITY (91604), NORTH HOLLYWOOD (91606), AND VALLEY VILLAGE (91607). EHMC'S PRIMARY SERVICE AREA (PSA) HAS EVOLVED SLIGHTLY FROM THE LAST YEAR, WITH WIDER DISTRIBUTION OF CONTRIBUTING ZIP CODES TO THE HOSPITAL'S PATIENT CENSUS. IN 2023, ONLY 8 ZIP CODES IN THE PSA CONTRIBUTED 52% OF ALL DISCHARGES, AND EACH PROVIDED AT LEAST 3% OF THE PATIENT COUNTS. TO REACH THIS PERCENTAGE IN 2024, IT WAS NECESSARY TO EXPAND THE THRESHOLD TO ZIP CODES PROVIDING MORE THAN 2% OF DISCHARGES, SO ALTHOUGH THE DISCHARGE PATTERN FOR THE PSA REMAINS CONCENTRATED AROUND THE HOSPITAL'S SITE, THE 2024 SECONDARY SERVICE AREA (SSA) EXTENDS MUCH FURTHER, AND MORE DISJOINTEDLY, MOSTLY WEST AND NORTH FROM THAT LOCATION. FOR 2024, 11 ZIP CODES INCLUDED IN THE PSA WHICH PROVIDED 2% OR MORE OF TOTAL DISCHARGES ACCOUNTED FOR JUST UNDER 54% OF ALL 1,952 REPORTED DISCHARGES FROM THE HOSPITAL. THE SSA ACCOUNTS FOR ANOTHER 11% OF DISCHARGES, WITH EACH OF THE 9 ZIP CODES PROVIDING 1 TO 2 PERCENT OF TOTAL DISCHARGES. NO OTHER ZIP CODE ACCOUNTS FOR MORE THAN ONE PERCENT OF ALL DISCHARGES. THE EHMC PSA EXHIBITS A HIGHER CONCENTRATION OF MIDDLE-AGED RESIDENTS (19-64) THAN SPA 2 OR LOS ANGELES COUNTY, WITH PROPORTIONALLY FEWER RESIDENTS IN OTHER AGE GROUPS.WITHIN THE ENCINO HOSPITAL MEDICAL CENTER PSA, WHICH ENCOMPASSES A POPULATION OF 582,000, 21% ARE RESIDENTS AGED 18 AND UNDER, 65.8% BELONG TO THE MIDDLE-AGED GROUP, AND 13.3% ARE 65 YEARS OLD AND ABOVE.EDUCATION PLAYS A SIGNIFICANT ROLE IN ALL ASPECTS OF LIFE, INCLUDING MAINTAINING A HEALTHY LIFESTYLE. IN THE EHMC PSA, THE HIGHEST PERCENTAGE OF ADULTS 25 YEARS OR OLDER ARE THOSE WITH A BACHELOR'S DEGREE. THE PSA SHOWS A SLIGHTLY HIGHER PROPORTION OF GRADUATE DEGREE HOLDERS THAN THE COUNTY AS A WHOLE, BUT LESS THAN CALIFORNIA OR THE US.LOW-INCOME LEVELS CREATE OBSTACLES TO GAINING ACCESS TO MEDICAL SERVICES, PURCHASING HEALTHY FOODS, AND OTHER NECESSITIES. EHMC'S DISTRIBUTION OF HOUSEHOLD INCOME TENDS TO GROUP IN LOWER MIDDLE-INCOME STRATA, WITH FEWER VERY LOW-INCOME RESIDENTS, AND FEWER REMARKABLY HIGH (OVER $75,000) INCOME LEVELS, ALTHOUGH THE $200,000 PLUS CATEGORY EXCEEDS THE LOS ANGELES COUNTY DISTRIBUTION. WITHIN THE EHMC PSA POPULATION, 4.3% HAVE AN INCOME LEVEL BELOW $10,000, 5.2% EARN BETWEEN $10,000 AND $14,999, 8.2% EARN BETWEEN $15,000 AND $24,999, 7% EARN BETWEEN $25,000 AND $34,999, AND 12.3% EARN BETWEEN $35,000 AND $49,999. THE HIGHEST PROPORTION, 16.7%, FALLS WITHIN THE $50,000 TO $74,999 INCOME BRACKET. ADDITIONALLY, 11.5% EARN BETWEEN $75,000 AND $99,999, 15.3% EARN BETWEEN $100,000 AND $149,999, 7.2% EARN BETWEEN $150,000 AND $199,999, AND 12.3% EARN $200,000 OR MORE.THE COMMUNITY PREDOMINANTLY FACES THREE SIGNIFICANT BEHAVIORAL RISK FACTORS: 70% REQUIRE AFFORDABLE ACCESS TO HEALTH CARE, 58% ARE UNINSURED RESIDENTS, AND 44% FALL INTO THE POVERTY CATEGORY. ADDITIONALLY, ONE-THIRD OF THE STATE'S POPULATION RECEIVES MEDI-CAL BENEFITS. THE MOST COMMON COMPLAINT CONSIDERED A RISK FACTOR NOW FOCUSES ON THE COST OF CARE. THE AFFORDABLE CARE ACT AND CALIFORNIA'S COVERED CALIFORNIA PROGRAM HAVE BEEN SUCCESSFUL IN GETTING RESIDENTS INTO INSURANCE COVERAGE (A THIRD OF ALL CALIFORNIANS ARE NOW MEDI-CAL CLIENTS), BUT PROBLEMS REMAIN IN ASSISTING INSUREDS WITH COPAYS AND FINDING PHYSICIANS WILLING TO ACCEPT MEDI-CAL PAYMENTS AND PATIENTS.LOS ANGELES COUNTY MAINTAINS A HEALTH INFORMATION WEBSITE WHICH ALLOWS SEARCHES FOR SPECIFIC SERVICES NEAR A GIVEN ZIP CODE. OVER 50 ORGANIZATIONS AND SECTOR RESOURCES ARE DEDICATED TO ADDRESSING THE HEALTH NEEDS WITHIN THE EHMC PSA. COSHOCTON NEEDS ASSESSMENT (PART VI, LINE 2): THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY COSHOCTON REGIONAL MEDICAL CENTER (CRMC) WERE ASSESSED BY CONDUCTING SURVEYS WITH MEMBERS OF THE COMMUNITY WHO HAVE A UNIQUE AND SPECIALIZED UNDERSTANDING OF THE NEEDS OF THE POPULATION. CRMC TARGETED THOSE WITH EXPERIENCE IN PUBLIC HEALTH, THE UNINSURED POPULATION, LOW-INCOME POPULATIONS, MINORITY POPULATIONS AND THOSE WHO ARE STRUGGLING WITH CHRONIC DISEASES. CRMC ALSO COLLABORATES WITH LOCAL HEALTH AND SOCIAL SERVICES GROUPS WHOSE REPRESENTATIVES PROVIDE CRITICAL INSIGHT INTO THE FACTORS THAT AFFECT THE HEALTH OF THE VARIOUS POPULATION SEGMENTS. SCHEDULE H, PART VI, LINE 4: THE PRIMARY SERVICE AREA OF COSHOCTON REGIONAL MEDICAL CENTER IS DEFINED AS THE COUNTY OF COSHOCTON, ENCOMPASSING A POPULATION OF 37,003 PEOPLE IN THE EASTERN CENTRAL SECTION OF OHIO; 66.56% OF THE HOSPITAL'S DISCHARGED PATIENTS ARE RESIDENTS OF COSHOCTON COUNTY. COSHOCTON COUNTY IS A RURAL COMMUNITY WHOSE POPULATION OF 37,003 (U.S. CENSUS BUREAU, 2024) IS DISTRIBUTED WITHIN A LAND MASS OF 564.1 SQUARE MILES. MEDIAN INCOME IS THE ACCEPTED MEASUREMENT OF HOUSEHOLD WEALTH USED TO MAKE COMPARISONS BETWEEN GEOGRAPHIC REGIONS. THE MEDIAN IS DETERMINED BY PLACING ALL EARNINGS IN VALUE ORDER AND FINDING THE EXACT MIDDLE NUMBER. THIS DIVIDES THE HOUSEHOLDS INTO TWO DISTINCT SECTIONS, WITH EXACTLY HALF FALLING BELOW THE MEDIAN AND EXACTLY HALF FALLING ABOVE. THIS IS CONSIDERED A MORE ACCURATE MEASUREMENT THAN AN AVERAGE, SINCE THE MEDIAN IS NOT STATISTICALLY AFFECTED BY DRAMATICALLY HIGH- OR LOW-INCOME LEVELS. COSHOCTON COUNTY CONTINUES TO LAG BEHIND BOTH OHIO AND THE UNITED STATES IN TERMS OF ITS MEDIAN INCOME LEVEL. ACCORDING TO THE MOST RECENT AVAILABLE DATA, COSHOCTON COUNTY'S $54,687 FELL SHORT OF OHIO'S MEDIAN INCOME OF $69,680 AND THE NATIONAL MEDIAN INCOME OF $78,171. SUBURBAN NEEDS ASSESSMENT (PART VI, LINE 2): THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY SUBURBAN COMMUNITY HOSPITAL WERE ASSESSED BY CONDUCTING SURVEYS, FOCUS GROUP AND INTERVIEWS WITH COMMUNITY LEADERS WITH SPECIAL KNOWLEDGE OF MEDICALLY UNDERSERVED POPULATIONS IN THE HOSPITAL SERVICE AREA.PRIMARY METHODS INCLUDED:- INDIVIDUAL INTERVIEWS WITH COMMUNITY MEMBERS- COMMUNITY HEALTH SUMMITSECONDARY METHODS INCLUDED:- PUBLIC HEALTH DATA - DEATH STATISTICS, COUNTY HEALTH RANKINGS, CANCER INCIDENCE- DEMOGRAPHICS AND SOCIOECONOMICS POPULATION, POVERTY, UNINSURED, UNEMPLOYMENT- PSYCHOGRAPHICS - BEHAVIOR MEASURED BY SPENDING AND MEDIA PREFERENCES SCHEDULE H, PART VI, LINE 4: MONTGOMERY COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF SUBURBAN COMMUNITY HOSPITAL. USED AS THE STUDY AREA, MONTGOMERY COUNTY PROVIDED 88.3% OF JANUARY 1, 2023, THROUGH DECEMBER 31, 2023, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH SUBURBAN COMMUNITY HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER SUBURBAN COMMUNITY HOSPITAL'S FINANCIAL ASSISTANCE POLICY. PAMPA NEEDS ASSESSMENT (PART VI, LINE 2): THE HEALTH CARE NEEDS TO THE COMMUNITIES SERVED BY PRIME HEALTHCARE SERVICES - PAMPA LLC ARE ASSESSED IN A VARIETY OF WAYS INCLUDING QUESTIONNAIRES THAT ARE MAILED OUT TO THE ENTIRE COMMUNITY AND HANDED OUT AT THE FACILITY. SCHEDULE H, PART VI, LINE 4: PAMPA IS CONSIDERED A RURAL SERVICE AREA SERVICING ALL SURROUNDING COUNTIES FOR 60+ MILES. PAMPA IS THE SECOND LARGEST CITY IN THE TEXAS PANHANDLE WITH PAMPA, ALONE, HAVING A POPULATION OF OVER 16,000 PEOPLE AS OF THE 2023 CENSUS, AND A MEDIAN AGE OF 36.6. PAMPA AND ITS SURROUNDING AREAS HAVE A WIDE ARRAY OF CULTURAL DIVERSITY WITH MANY HOMES HAVING 4+ HOUSEHOLD MEMBERS. A MAJORITY OF COMMUNITY MEMBERS ARE MIDDLE TO LOW INCOME AND EVEN BELOW POVERTY LEVEL. THE CHNA WAS CONDUCTED BY THE HOSPITAL DURING 2024 ON BEHALF OF THE APPROXIMATELY 65,000 (2020 US CENSUS) RESIDENTS OF OCHILTREE, LIPSCOMB, HUTCHINSON, ROBERTS, HEMPHILL, CARSON, GRAY, WHEELER, ARMSTRONG, DONLEY, AND COLLINGSWORTH COUNTIES LOCATED IN THE PANHANDLE AREA OF TEXAS.THE HOSPITAL'S SERVICE AREA INCLUDES A RURAL AREA WHICH COVERS ROUGHLY 10,115 SQUARE MILES, WITH THE LOCAL ECONOMY AND SURROUNDING AREAS FOCUSED ON HEALTHCARE, AGRICULTURE, OIL AND GAS, TOURISM, AND RETAIL ACTIVITIES. GRAY COUNTY AND ITS POPULATION OF 20,697 REPRESENTS APPROXIMATELY 31% OF THE TOTAL SERVICE AREA POPULATION. MEDIAN AGE IN THE SERVICE AREA IS 39.4 YEARS. THE MEDIAN AGE FOR THE STATE OF TEXAS IS 35.2 YEARS. PERSONS UNDER 18 REPRESENT 22.4% OF THE COUNTY'S POPULATION. FROM AGE 18 TO 64 REPRESENT THE LARGEST POPULATION GROUP (58.9%) FOR THE SERVICE AREA, ACCORDING TO THE 2023 CENSUS, AND 65-PLUS MADE UP 18.6%. HUNTINGTON BEACH HOSPITAL NEEDS ASSESSMENT (PART VI, LINE 2): HEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PRIME HEALTHCARE FOUNDATION, INC. 20-8065139 PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICES AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND HEALTH CHALLENGES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO PHYSICIAN SPECIALTIES, FOR EXAMPLE THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND DETERMINE APPROPRIATE OUTREACH FOR PHYSICIAN RECRUITMENT. HEALTH NEEDS ARE INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS. SCHEDULE H, PART VI, LINE 4: ORANGE COUNTY WAS THE PRIMARY FOCUS OF THE CHNA DUE TO THE SERVICE AREA OF HUNTINGTON BEACH HOSPITAL. USED AS THE STUDY AREA, ORANGE COUNTY PROVIDED 82% OF JANUARY 1, 2024 THROUGH DECEMBER 31, 2024, INPATIENT DISCHARGES. THE COMMUNITY INCLUDES MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS WHO LIVE IN THE GEOGRAPHIC AREAS FROM WHICH HUNTINGTON BEACH HOSPITAL DRAWS THEIR PATIENTS. ALL PATIENTS WERE USED TO DETERMINE THE SERVICE AREA WITHOUT REGARD TO INSURANCE COVERAGE OR ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER HUNTINGTON BEACH HOSPITAL'S FINANCIAL ASSISTANCE POLICY. 1 ABIM FOUNDATION 510 WALNUT ST STE 1700 PHILADELPHIA PA 19106 232585181 501(C)(3) 10000 0 IMPROVING HEALTHCARE ACCESS AMONG ADULTS UNDER AGE 65 WITH UNDIAGNOSED AND/OR UNCONTROLLED HYPERTENSION AND DIABETES. BABY2BABY 5830 W JEFFERSON BLVD LOS ANGELES CA 90016 464503539 501(C)(3) 25000 0 2024 BAB2BABY GALA INV#GALA-11/9/24 GA GOVERNOR OFFICE 206 WASHINGTON STREET SUITE 203 ATLANTA GA 30334 GOVERNMENT 553095 0 TO PREVENT, MITIGATE, OR TREAT COVID-19. LEUKEMIA & LYMPHONA SOCIETY PO BOX 12488 PASADENA CA 911892488 135644916 501(C)(3) 40000 0 LLS CAMPAIGN INV# SVOYLA UNICEF USA 125 MAIDEN LANE NEW YORK NY 10038 131760110 501(C)(3) 20000 0 UNICEF USA EVERY CHILD FUND UNICEF USA 125 MAIDEN LANE NEW YORK NY 10038 131760110 501(C)(3) 20000 0 LION FUND - CHILD PROTECTION THEMATICE FUND IN INDIA 5 0 PART I, LINE 2: ALL GRANTS MADE BY THE ORGANIZATION ARE TO 501(C)(3) OR GOVERNMENT ORGANIZATIONS AS DETERMINED BY THE INTERNAL REVENUE SERVICE AND PUBLISHED IN PUBLICATION 78. RECIPIENTS ARE ALL PUBLIC CHARITIES THAT THE ORGANIZATION HAS DONE A CONSIDERABLE AMOUNT OF DUE DILIGENCE REVIEW OF IN ADVANCE OF MAKING THE GRANT. THE ORGANIZATION'S BOARD HAS DETERMINED THAT NO ADDITIONAL POST-GRANT FOLLOW-UP IS NECESSARY AS THEY ARE RELYING ON THE INTERNAL REVENUE SERVICE AND ATTORNEY GENERAL TO OVERSEE THESE GRANTEE ORGANIZATIONS. 0 0 0 0 0 0 0 1 0 RAHIM KHAN PHYSICIAN - RVP 669479 0 0 0 0 0 23000 0 5507 0 697986 0 0 0 AHMED NADEEM PHYSICIAN - LMC 607269 0 27800 0 8907 0 30500 0 21743 0 696219 0 0 0 JAMES SHAER PHYSICIAN - RVP 620640 0 0 0 7955 0 23000 0 306 0 651901 0 0 0 BETHANY WORTMAN PHYSICIAN - LMC 569234 0 0 0 5975 0 23000 0 21943 0 620152 0 0 0 WAJAHAT FAHEEM PHYSICIAN - LMC 554124 0 5450 0 4421 0 27300 0 27543 0 618838 0 0 0 GARRON LAMP CMO - LMC 339261 0 132000 0 6295 0 23000 0 9832 0 510388 0 0 0 GAIL F AVIADO CEO - MHMC 339983 0 122000 0 16729 0 23000 0 4036 0 505748 0 0 0 MICHAEL R SOUZA CEO - LMC 384835 0 50000 0 12352 0 23000 0 27543 0 497730 0 0 0 MICHAEL MOTTE CEO - LOWER BUCKS HOSPITAL 375282 0 40000 0 15470 0 23000 0 21152 0 474904 0 0 0 CLAUDIA FOTZEU TOUKAM GME PROGRAM DIRECTOR - SRMC 391380 0 0 0 3412 0 23000 0 15164 0 432956 0 0 0 HAROLD WAY CFO - MHMC 318169 0 25000 0 30852 0 30500 0 27401 0 431922 0 0 0 EM V GARCIA VICE CHAIR & CEO - EHMC 310246 0 50000 0 37015 0 23000 0 11427 0 431688 0 0 0 ELA C LENA CEO - SRMC 317659 0 35000 0 13646 0 19811 0 13754 0 399870 0 0 0 STEPHANIE D CONN CEO - CRMC (END 6/24) 123407 134680 12000 36000 6063 6057 11418 11582 15275 14229 168163 202548 0 0 ROLAND SANTOS CNO - SOH 237048 0 30000 0 27623 0 30500 0 21092 0 346263 0 0 0 DAVID LIM CFO - LOWER BUCKS HOSPITAL 270096 0 20000 0 9525 0 30500 0 12709 0 342830 0 0 0 JONATHAN S GILL CEO - PRMC 239558 0 18000 0 15783 0 15018 0 24055 0 312414 0 0 0 SCOTT BROWN CFO - LMC 218147 0 15000 0 8907 0 30500 0 28843 0 301397 0 0 0 GLENN FORT GME PROGRAM DIRECTOR - LMC 258412 0 3150 0 2999 0 22165 0 8832 0 295558 0 0 0 MARGARET M MACEK CNO - LMC 231214 0 20000 0 9122 0 23000 0 12037 0 295373 0 0 0 MICHAEL DAVIS CFO - SRMC 208660 0 20000 0 7131 0 22084 0 12409 0 270284 0 0 0 JACQUELINE PESTER-BABCOCK REGIONAL CNO - SCH 220779 0 0 0 8555 0 30500 0 10226 0 270060 0 0 0 ERIC LACHANCE REG. RADIOLOGY/CARDIOLOGY DIR - LMC 169139 0 46164 0 1901 0 21828 0 27460 0 266492 0 0 0 GERARD D BREEN CFO & ADMINISTRATOR - CRMC 175531 0 44000 0 5346 0 26958 0 515 0 252350 0 0 0 EDGAR AREVALO PHARMACY DIRECTOR - MHMC 189439 0 12708 0 10137 0 23000 0 16549 0 251833 0 0 0 JAMES J MELFI REGIONAL DIR PHARMACY SVCS - LMC 198308 0 5500 0 4184 0 20926 0 21528 0 250446 0 0 0 DARRA EDWARDS 340B PROGRAM DIRECTOR - SRMC 185527 0 5500 0 5053 0 23000 0 30087 0 249167 0 0 0 PATRICIA S CODY CNO - HBH 192992 0 20300 0 9677 0 8630 0 8896 0 240495 0 0 0 CHRISTINE M DINAN REGIONAL DIR OF HR - CRMC 176801 0 20000 0 10139 0 13619 0 17071 0 237630 0 0 0 LEE H HOLTER CFO - PRMC 170339 0 15000 0 8145 0 23000 0 10804 0 227288 0 0 0 JANIE HINTON NURSING DIRECTOR - SRMC 165834 0 1168 0 4898 0 17190 0 30003 0 219093 0 0 0 MAUREEN A MC MANUS DIR - HIM - SOH 139198 0 17500 0 22007 0 28650 0 11177 0 218532 0 0 0 LISA J JACKSON CNO - CRMC 155050 0 20000 0 4309 0 18222 0 19338 0 216919 0 0 0 CECELIA PANTANILLA SMITH RADIOLOGY DIRECTOR - SOH 132545 0 11000 0 20959 0 23000 0 27177 0 214681 0 0 0 KRIS VIGIL CNO - PRMC 170175 0 10000 0 3740 0 15385 0 10298 0 209598 0 0 0 JANAYA BEENE-EGGERT CNO - MHMC 167396 0 13500 0 5131 0 23000 0 306 0 209333 0 0 0 MIRIAM HOGAN DEPUTY GENERAL COUNSEL - SCH 188902 0 0 0 1669 0 15271 0 2279 0 208121 0 0 0 VICTORIA REIS SAVARD NURSING DIRECTOR - LMC 145238 0 17900 0 1616 0 11648 0 27933 0 204335 0 0 0 NOEL NUNEZ NURSING DIRECTOR - SOH 130903 0 20000 0 13317 0 23000 0 11718 0 198938 0 0 0 KEVIN CARRION FORMER KEY EMPLOYEE 149665 0 0 0 3628 0 41634 0 0 0 194927 0 0 0 ROBIN M FERGUSON NURSING DIRECTOR - LMC 156833 0 11200 0 2400 0 17110 0 6682 0 194225 0 0 0 SHAILY PATEL REG. DATA QUALITY DIR.-SCH 160148 0 0 0 129 0 33060 0 0 0 193337 0 0 0 RAQUEL ROMERO MEDICAL STAFF DIRECTOR - HBH 125463 0 30717 0 10391 0 5064 0 18143 0 189778 0 0 0 ROTCH DELOS SANTOS NURSING DIRECTOR - LPIH 159666 0 6125 0 311 0 18200 0 529 0 184831 0 0 0 MARY FRANCES STAPLETON CNO-SCH (START 3/24) 147139 0 10500 0 894 0 23000 0 1234 0 182767 0 0 0 REMBRANDT C SORIANO LABORATORY DIRECTOR - SOH 150438 0 7500 0 3771 0 4761 0 12438 0 178908 0 0 0 SHIRLEY SUNN BEHAVIORIAL HEALTH DIRECTOR - SOH 133891 0 8672 0 18811 0 7800 0 9674 0 178848 0 0 0 MICHAEL J RIVERA REGIONAL HR DIR - SOH 136668 0 2450 0 23777 0 7911 0 7055 0 177861 0 0 0 LEAHANNE IRWIN CNO - LPIH (START 4/24) 136919 0 10000 0 1471 0 13665 0 8915 0 170970 0 0 0 PART I, LINE 7 DISCRETIONARY BONUSES ARE DETERMINED PER HOSPITAL AND INDIVIDUAL PERFORMANCE. BONUSES ARE APPROVED IN COLLABORATION BETWEEN REGIONAL CEOS AND CORPORATE EXECUTIVE LEADERSHIP. A PUBLIC FINANCE AUTHORITY 273866124 74442PFU4 2018-01-24 132754226 REFUND BOND DATED 11/16/2016 AND CONSTRUCT/EQUIP HOSPITAL FACILITIES 0 0 0 A 18785000 132754226 9347645 51770396 73303018 520 2021 1 0 1 1 A 0 0 1 1 0 0 0 1 A 0 1 0 0 0 0 0 0 1 A 1 PRIME HEALTHCARE MANAGEMENT II INC SEE PART V 67279104 MANAGEMENT FEES 1 BIO-MED SERVICES INC SEE PART V 15721476 ASSET MANAGEMENT 0 PRIME HEALTHCARE SERVICES - PROVIDENCE LLC SEE PART V 1427226 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES - CENTINELA LLC SEE PART V 3933254 RENTAL INCOME 0 HOSPITAL BUSINESS SERVICES INC SEE PART V 6911780 BUSINESS OFFICE SERVICES 1 PRIME HEALTHCARE SERVICES - GARDEN CITY LLC SEE PART V 973304 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES-ROXBOROUGH LLC SEE PART V 343398 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES - GADSDEN LLC SEE PART V 221340 RENTAL INCOME 0 PRIME HEALTHCARE SERVICES-RENO LLC SEE PART V 203317 RENTAL INCOME 0 PART IV, LINES (1), COLUMN (B): ENTITY IS INDIRECTLY OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO INDIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. PART IV, LINES (2), (3), (4), (5), (6), (7), (8), (9), COLUMN (B): ENTITY IS OWNED BY DR. PREM REDDY, FOUNDER OF PRIME HEALTHCARE FOUNDATION AND A FORMER DIRECTOR AND OFFICER OF PRIME HEALTHCARE FOUNDATION WHO RESIGNED FROM SUCH POSITIONS ON JANUARY 29, 2016, AND LATER RESIGNED FROM A NON-VOTING POSITION (CHAIR-EMERITUS) ON OCTOBER 27, 2016. ENTITY IS ALSO DIRECTLY OWNED BY DR. KAVITHA BHATIA, WHO HAS A FAMILY RELATIONSHIP WITH DR. PREM REDDY, AND SERVES AS PRESIDENT OF THE PRIME HEALTHCARE FOUNDATION SYSTEM AND CHAIR OF THE BOARD OF PRIME HEALTHCARE FOUNDATION. X ROXBOROUGH 1 39310000 FMV X LOWER BUCKS 1 38149188 FMV X LOWER BUCKS MEDICAL GROUP 1 1187812 FMV 0 1 0 FORM 990, PART IV, LINE 20B THE AUDITED FINANCIAL STATEMENTS ATTACHED TO THIS RETURN INCLUDE THE FOLLOWING ENTITIES THAT ARE NOT INCLUDED IN THIS RETURN AS THEY ARE SEPARATE ENTITIES FOR TAX PURPOSES AND FILE THEIR OWN TAX RETURNS: - KNAPP MEDICAL CENTER - KNAPP MEDICAL GROUP - MID-VALLEY PHYSICIANS ASSOCIATION, INC - KNAPP MEDICAL CENTER ASC, LLC - SIGNATURE PAMPA MEDICAL GROUP - CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE - CITY HOSPITAL ASSOCIATION - OHIO VALLEY HOME HEALTH SERVICES, INC. - OHIO VALLEY HOME CARE, LLC - LANDMARK PHYSICIAN ASSOCIATES, P.C. - LANDMARK PHYSICIAN SERVICES - MISSION HOSPITAL, INC. - MISSION HOSPITAL FOUNDATION - MISSION DOCTORS GROUP FORM 990, PART VI, SECTION A, LINE 2 DR. KAVITHA BHATIA, STEVEN ALEMAN, JAMES A. GILMAN, AND ERICA R. SWANHOLT HAVE A BUSINESS RELATIONSHIP. FORM 990, PART VI, SECTION A, LINE 3 THE ORGANIZATION IS BEING MANAGED BY PRIME HEALTHCARE MANAGEMENT, INC., AN AFFILIATE OF PRIME HEALTHCARE FOUNDATION, INC. (PHF). THE COMPANY PROVIDES MANAGEMENT AND ADMINISTRATIVE SERVICES TO THE FILING ORGANIZATION AND EACH OF THE HOSPITAL FACILITIES IN THE ORGANIZATION. SERVICES INCLUDE, MANAGEMENT, LEGAL, INFORMATION TECHNOLOGY AND REVENUE CYCLE MANAGEMENT. THE FOLLOWING OFFICERS LISTED ON PART VII ARE EMPLOYED BY THE MANAGEMENT COMPANY TO PROVIDE SERVICES TO A VARIETY OF HOSPITALS ON AN AS-NEEDED BASIS AND RECEIVED THE FOLLOWING AMOUNT OF COMPENSATION FROM THE MANAGEMENT COMPANY FOR SERVICES PROVIDED TO PRIME HEALTHCARE FOUNDATION AND ITS SUBSIDIARIES: KAVITHA BHATIA - $72,283 STEVE ALEMAN - $84,445 MADAN REDDY - $37,635 JAMES A. GILMAN - $72,118 ERICA R. SWANHOLT - $45,458 FORM 990, PART VI, SECTION A, LINE 6 DR. PREM REDDY IS THE SOLE MEMBER OF PRIME HEALTHCARE FOUNDATION, INC. FORM 990, PART VI, SECTION A, LINE 7A THE SOLE MEMBER MAY APPOINT UP TO 20% OF THE TOTAL NUMBER OF DIRECTORS. THE REMAINDER OF THE DIRECTORS ARE ELECTED BY THE FOUNDATION'S BOARD OF DIRECTORS. FORM 990, PART VI, SECTION A, LINE 7B CERTAIN GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ITS SOLE MEMBER. FORM 990, PART VI, SECTION B, LINE 11B THE FORM 990 IS PREPARED BY AN INDEPENDENT TAX PREPARER, IN CONJUNCTION WITH THE ORGANIZATION'S FINANCE AND ACCOUNTING STAFF. THE FORM 990 IS THEN REVIEWED BY OUTSIDE COUNSEL AND CFO PRIOR TO FILING WITH THE INTERNAL REVENUE SERVICE. THE RETURNS ARE PROVIDED TO THE BOARD FOR THEIR REVIEW CONTEMPORANEOUSLY WITH THEIR FILING. FORM 990, PART VI, SECTION B, LINE 12C THE CONFLICT OF INTEREST POLICY IS MONITORED BY THE REVIEW OF QUESTIONNAIRES THAT ARE COMPLETED ANNUALY. FORM 990, PART VI, SECTION B, LINE 15 THE CEO OF PRIME HEALTHCARE FOUNDATION, INC. ("PHF") IS NOT COMPENSATED BY PHF. THE CORPORATION'S HUMAN RESOURCES DEPARTMENT TAKES INTO ACCOUNT EACH PERSON'S EXPERIENCE, EDUCATION, BACKGROUND, AND OTHER RELEVANT FACTORS, SUCH AS COMPARABLE MARKET SALARIES FOR THE RELEVANT POSITION, IN DETERMINING THAT PERSON'S COMPENSATION. FORM 990, PART VI, SECTION C, LINE 19 GOVERNING DOCUMENTS ARE AVAILABLE UPON REQUEST. FORM 990, PART IX, LINE 11G CONTRACT LABOR OVERHEAD DEPTS: PROGRAM SERVICE EXPENSES 176,000. MANAGEMENT AND GENERAL EXPENSES 1,778. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 177,778. OTH CLINICAL REG/TEMP HELP: PROGRAM SERVICE EXPENSES 960,392. MANAGEMENT AND GENERAL EXPENSES 9,701. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 970,093. PHYSICIAN ON-CALL MED FEES: PROGRAM SERVICE EXPENSES 9,867,093. MANAGEMENT AND GENERAL EXPENSES 99,668. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 9,966,761. MEDICAL DIRECTOR FEES: PROGRAM SERVICE EXPENSES 4,464,791. MANAGEMENT AND GENERAL EXPENSES 45,099. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 4,509,890. UNFUNDED PHYS MED FEES: PROGRAM SERVICE EXPENSES 43,415. MANAGEMENT AND GENERAL EXPENSES 439. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 43,854. CONSULT & MGMT FEES: PROGRAM SERVICE EXPENSES 1,468,047. MANAGEMENT AND GENERAL EXPENSES 322,254. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,790,301. OTHER PROFESSIONAL FEES: PROGRAM SERVICE EXPENSES 28,740,506. MANAGEMENT AND GENERAL EXPENSES 586,541. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 29,327,047. MEDICAL PURCHASED SERVICES: PROGRAM SERVICE EXPENSES 10,829,637. MANAGEMENT AND GENERAL EXPENSES 109,390. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 10,939,027. COLLECTION SVCS: PROGRAM SERVICE EXPENSES 2,758,476. MANAGEMENT AND GENERAL EXPENSES 27,863. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 2,786,339. OTH PURCH SVCS: PROGRAM SERVICE EXPENSES 27,978,089. MANAGEMENT AND GENERAL EXPENSES 282,607. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 28,260,696. OTH PURCH SVCS BIO-MED: PROGRAM SERVICE EXPENSES 11,336,897. MANAGEMENT AND GENERAL EXPENSES 114,514. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 11,451,411. OTHER PURCHASED SERVICES BUSINESS OFFICE: PROGRAM SERVICE EXPENSES 4,139,438. MANAGEMENT AND GENERAL EXPENSES 41,813. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 4,181,251. OTHER PURCH SVCS INFO TECH: PROGRAM SERVICE EXPENSES 714,823. MANAGEMENT AND GENERAL EXPENSES 7,220. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 722,043. OTHER PURCH SVCS IT SECURITY: PROGRAM SERVICE EXPENSES 72,020. MANAGEMENT AND GENERAL EXPENSES 727. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 72,747. OTHER PURCH SVCS TELECOMM: PROGRAM SERVICE EXPENSES 12,986. MANAGEMENT AND GENERAL EXPENSES 131. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 13,117. SOFTWARE SUBSCRIPTIONS INFO TECH: PROGRAM SERVICE EXPENSES 1,790,990. MANAGEMENT AND GENERAL EXPENSES 18,091. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 1,809,081. OTH PURCH SVCS ENGINEERING: PROGRAM SERVICE EXPENSES 401,761. MANAGEMENT AND GENERAL EXPENSES 4,058. FUNDRAISING EXPENSES 0. TOTAL EXPENSES 405,819. FORM 990, PART XI, LINE 9: OTHER CHANGES IN NET ASSETS OR FUND BALANCES -78,646,998. PHS - LANDMARK LLC 115 CASS AVE WOONSOCKET RI 02895 461175423 HOSPITAL DE 162471850 137486674 PHF PHF - SOUTHERN REGIONAL LLC 1 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 300885567 HOSPITAL DE 144892495 108914585 PHF PHS - SHERMAN OAKS LLC 4929 VAN NUYS BLVD SHERMAN OAKS CA 91403 202546649 HOSPITAL DE 113681227 210231622 PHF PHF - EAST LIVERPOOL LLC 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 320480019 HOLDING CO. DE 84530020 156612467 PHF PH - LA PALMA LLC 7901 WALKER ST LA PALMA CA 90623 205253134 HOSPITAL DE 66336794 73641130 PHF PH - HUNTINGTON BEACH LLC 17772 BEACH BLVD HUNTINGTON BEACH CA 92647 205252882 HOSPITAL DE 65185549 89745880 PHF PHS - MONTCLAIR LLC 5000 SAN BERNARDINO ST MONTCLAIR CA 91763 202898771 HOSPITAL DE 63939054 134207982 PHF PHS - ENCINO HOSPITAL LLC 16237 VENTURA BLVD ENCINO CA 91436 262128507 HOSPITAL DE 57661002 47410567 PHF PHF - COSHOCTON LLC 1460 ORANGE ST COSHOCTON OH 43812 320506896 HOSPITAL DE 44810765 100062923 PHF PHS - PAMPA LLC 1 MEDICAL PLAZA PAMPA TX 79065 455125687 HOSPITAL DE 41654746 39841649 PHF BUCKS COUNTY INSURANCE COMPANY LTD PO BOX 69 GRAND CAYMAN CJ KY1-1102 980490086 SELF-INSURANCE CJ 28972054 73566839 PHF PHS - SUBURBAN HOSPITAL LLC 2701 DEKALB PIKE NORRISTOWN PA 19401 472819044 HOSPITAL DE 28450031 28248715 PHF PHF - REAL ESTATE LLC 3480 E GUASTI ROAD ONTARIO CA 91761 611811239 HOLDING CO. DE 9484617 177241519 PHF RIVER VALLEY PHYSICIANS LLC 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 203986815 HEALTHCARE OH 8341782 1453363 PHF - EAST LIVERPOOL SUBURBAN MEDICAL GROUP LLC 2701 DEKALB PIKE NORRISTOWN PA 19401 474575700 HEALTHCARE DE 3970620 582951 PHS - SUBURBAN HOSPITAL SOUTHERN REGIONAL PHYSICIANS MANAGEMENT LLC 11 UPPER RIVERDALE ROAD SW RIVERDALE GA 30274 300891469 SUPPORT DE 3878567 2632760 PHF - SOUTHERN REGIONAL PHF - LAKE HURON CLINICS LLC 2601 ELECTRIC AVE PORT HURON MI 48060 320502841 HEALTHCARE DE 990797 3019834 PHF REHABILITATION HOSPITAL OF RHODE ISLAND LLC 116 EDDIE DOWLING HWY NORTH SMITHFIELD RI 02896 814634109 HOLDING CO. DE 184648 336286 PHF EAST VALLEY GLENDORA HOSPITAL LLC 150 W ROUTE 66 GLENDORA CA 91740 954862310 HOSPITAL CA 114645 348981 PHF SAINT MARY'S RENO FOUNDATION LLC 235 WEST 6TH STREET RENO NV 89503 300961045 HOLDING CO. DE 3756 597152 PHF PHF - OCONEE LLC 3480 E GUASTI ROAD ONTARIO CA 91761 611843519 HOLDING CO. DE 0 0 PHF LAKE SPIVEY AMBULATORY SURGERY CARE LLC 7813 SPIVEY STATION BLVD 100 JONESBORO GA 30236 300890749 AMBULATORY DE 0 0 PHF - SOUTHERN REGIONAL PH CENTINELA - MOB LLC 3480 E GUASTI ROAD ONTARIO CA 91761 461137049 HOLDING CO. CA 0 0 PHF - REAL ESTATE PHF - MISSION LLC 900 S BRYAN RD MISSION TX 78572 364864843 HOLDING CO. DE 0 0 PHF PHF - SALEM LLC 3480 E GUASTI ROAD ONTARIO CA 91761 300893591 HOLDING CO. DE 0 0 PHF KNAPP MEDICAL CENTER (KMC) 1401 E 8TH STREET - PO BOX 1110 WESLACO TX 78596 741393060 HOSPITAL TX 501(C)(3) LINE 3 PHF 1 KNAPP MEDICAL GROUP 1402 E 8TH STREET WESLACO TX 78596 271619835 HEALTHCARE TX 501(C)(3) LINE 3 KMC 1 MID-VALLEY PHYSICIANS ASSOCIATION 1401 E 8TH STREET WESLACO TX 78596 742755150 SUPPORT TX 501(C)(3) LINE 12A, I KMC 1 CALIFORNIA UNIVERSITY OF SCIENCE AND MED 217 E CLUB CENTER DRIVE SUITE A SAN BERNARDINO CA 92408 464141445 EDUCATION CA 501(C)(3) LINE 2 PHF 1 OHIO VALLEY HOME HEALTH SERVICES INC 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 341014198 HEALTHCARE OH 501(C)(3) LINE 10 PHF-EAST LIVERPOOL 1 CITY HOSPITAL ASSOCIATION 425 WEST FIFTH STREET EAST LIVERPOOL OH 43920 340714583 HOSPITAL OH 501(C)(3) LINE 3 PHF-EAST LIVERPOOL 1 MISSION HOSPITAL INC 900 SOUTH BRYAN ROAD MISSION TX 78572 742206635 HOSPITAL TX 501(C)(3) LINE 3 PHF-MISSION 1 MISSION HOSPITAL FOUNDATION 900 SOUTH BRYAN ROAD MISSION TX 78572 542076455 SUPPORT TX 501(C)(3) LINE 12A, I MISSION HOSPITAL 1 MISSION DOCTORS GROUP 906 SOUTH BRYAN ROAD SUITE 209 MISSION TX 78572 742798500 HEALTHCARE TX 501(C)(3) LINE 3 MISSION HOSPITAL 1 MAGNOLIA SURGERY CENTER 14201 DALLAS PARKWAY DALLAS TX 75254 621826301 HOSPITAL TX HBH RELATED 277898 2718415 0 0 0.75130 SIGNATURE PAMPA MEDICAL GROUP ONE MEDICAL PLAZA PAMPA TX 79065 800458752 PHYSICIAN SERVICES TX PHS - PAMPA LLC C 6780267 5038128 1.00000 1 LANDMARK PHYSICIAN SERVICES 115 CASS AVE WOONSOCKET RI 02895 205025078 PHYSICIAN SERVICES DE PHS - LANDMARK LLC C 3048482 13776634 1.00000 1 LANDMARK PHYSICIAN ASSOCIATES PC 115 CASS AVE WOONSOCKET RI 02895 050473637 INACTIVE DE PHS - LANDMARK LLC C 1.00000 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 0 0 KNAPP MEDICAL GROUP P 126062333 INTERCOMPANY CASH TRANSFER KNAPP MEDICAL GROUP Q 160876559 INTERCOMPANY CASH TRANSFER KNAPP MEDICAL GROUP P 82691 INTERCOMPANY CASH TRANSFER THE CITY HOSPITAL ASSOCIATION DBA EAST LIVERPOOL CITY HOSPITAL P 73612528 INTERCOMPANY CASH TRANSFER THE CITY HOSPITAL ASSOCIATION DBA EAST LIVERPOOL CITY HOSPITAL Q 89605987 INTERCOMPANY CASH TRANSFER OHIO VALLEY HOME HEALTH SERVICES INC P 250893 INTERCOMPANY CASH TRANSFER MISSION HOSPITAL INC DBA MISSION REGIONAL MEDICAL CENTER P 176714478 INTERCOMPANY CASH TRANSFER MISSION HOSPITAL INC DBA MISSION REGIONAL MEDICAL CENTER Q 204961559 INTERCOMPANY CASH TRANSFER CALIFORNIA UNIVERISTY OF SCIENCE AND MEDICINE P 177364 INTERCOMPANY CASH TRANSFER CALIFORNIA UNIVERISTY OF SCIENCE AND MEDICINE Q 301867 INTERCOMPANY CASH TRANSFER