Community Health Needs Assessment. Implementation Strategy

Transcription

1 Community Health Needs Assessment Implementation Strategy

2 Mercy Medical Center Community Health Needs Assessment Implementation Strategy Introduction Mercy Medical Center conducted a community health needs assessment (CHNA) for the determined geographic areas served by the hospital as outlined in the requirements of Section 501(r) of the Internal Revenue Code. The CHNA is published on the Mercy website at and is available for hard copy through the Mercy Community Benefits Department. Also included in this process is the Community Health Improvement Plan (CHIP) and is available both on our website and in hard copy. Mercy is a member of the Coalition of Western Massachusetts Hospitals which includes Baystate Medical Center, Baystate Franklin Medical Center, Baystate Mary Lane Hospital, Cooley Dickinson Hospital, Holyoke Medical Center, and Wing Memorial Hospital. The Coalition hospitals collaborated in preparing their CHNAs. 1

3 The CHIP identifies the means through which Mercy Medical Center intends to address a number of stated needs in the community that are consistent with the community needs assessment and the mission imperative of the healthcare system for the FY years. Additionally, programs not specifically addressed as part of the CHIP but are part of the mission focus of Sisters of Providence Health System (SPHS) are included in this report. The assessment process is ongoing and the healthcare system will be flexible in evaluating and assessing the CHIP as well as other community benefit programs in the system. It is anticipated that we will continue our work with the partners addressed in this report and embrace new relationships as our community evaluation evolves. This Strategy for the fiscal years includes: 1. Hospital/SPHS Mission Statement; 2. Community Serviced by the Hospital; 3. Priority Community Health Needs; 4. Implementation Strategies; 5. Needs beyond the CHIP; 6. Implementation Strategy Development Collaborators 1) Hospital Mission Statement The Sisters of Providence Health System, a member of Catholic Health East Trinity Health, is a community of persons committed to being a transforming, healing presence within the communities we serve. We believe in the sacredness of human life, in the innate dignity of each person, and that it is in relationship with one another that all persons realize their fullest potential. In our service we are sustained by an unwavering trust in God s Providence. 2) Community Served by the Hospital The Primary Service area served by the hospital includes all 51 ZIP codes in Hampden County area. This includes the 21 cities and towns of: Agawam, Blandford, Brimfield, Chester, Chicopee, East Longmeadow, Granville, Hampden, Holland, Holyoke, Longmeadow, Ludlow, Monson, Palmer, Russell, Southwick, Springfield, Wales, West Springfield, Westfield, and Wilbraham. The 51 ZIP codes collectively are equivalent to Hampden County and the hospital is located in Springfield, the largest urban area in the community. The hospital s primary service area consists of 464,416 people with 88% of Mercy s inpatient discharges coming from the Primary Service area and Springfield accounting to 40% of those discharges. The map below indicates the 51 ZIP code service area of Mercy Medical Center. 2

4 Additional observations of the 2013 CHNA: Population (2012): 464,416 Projected population change ( ) Growth of about 1% overall; 11% increase in the 65+ population 10% of Mercy s discharges for ambulatory care sensitive conditions (ACSC). Discharges for ACSC most frequent among Medicare patients High poverty rates in 6 Springfield ZIP codes Higher crime rates than the Commonwealth of Massachusetts Disparities for Black and Hispanic (or Latino) residents More likely to be living in poverty Higher stroke, heart disease, diabetes, and cancer mortality rates Growing diversity: Growing Asian, Black, and Hispanic (or Latino) populations; 14% non-white in 2012; 16% non-white by

5 3) Prioritized List of Community Health Needs This assessment begins by identifying the communities served by Mercy Medical Center. Findings are based on various quantitative analyses regarding health-related needs in those areas, a review of health assessments conducted by other organizations in recent years, information obtained from interviews, and findings from a community survey. Preliminary assessment findings were discussed with community stakeholders during a series of listening sessions and feedback from participants helped validate findings. Finally, an applied ranking methodology was developed to help prioritize the community health needs identified by the assessment. Including multiple data sources and stakeholder views is important when assessing the level of consensus that exists regarding priority community health needs. If alternative data sources including interviews support similar conclusions, then confidenceis increased regarding the most problematic health needs in a community. Further information about the analytic methods and prioritization process and criteria can be found in the CHNA report. The table that follows describes the health needs identified throughout the assessment as priorities in the community served by Mercy Medical Center. These needs are presented in alphabetical order, by category. The prioritized list identifies the 15 most problematic community health needs found by this assessment. Alphabetical Prioritized List of Community Health Needs Health Care Need Category Identified Unmet Health Care Needs of the residents of the MFH Service Area Population Address Need Yes/No Yes If no, reason why Access to Care Lack of Affordable and Accessible Medical Care Adults; low income & immigrants Need for Care Coordination and Culturally Sensitive Care Adults; homeless; low income & immigrants Yes Dental Health Lack of Access to Dental Care Adults/Children No Do not have expertise to address effectively Health Behaviors High Rates of Alcohol, Tobacco, and Drug Use Adults/Children Yes High Rates of Unsafe Sex, Teen Pregnancy, and Chlamydia Adults/Teens Yes Maternal & Child Health Prevalent Infant Health Risk Factors (e.g., smoking during pregnancy, lack of prenatal care) Adults/Teen Mothers Yes Pediatric Disability Children Yes 4

6 Mental Health Lack of Access to Mental Health Services and Poor Mental Health Status Adults/Children Yes High Rates of Diet and Exercise-Related Diseases & Morbidity (e.g., obesity, diabetes, heart disease) Adults Yes Morbidity & Mortality High Rates of Asthma Adults/Children No The hospital has the expertise to work with acute treatments in the Emergency Dept. but does not have a specific program addressing asthma. Other health care partners are addressing this need Racial & Ethnic Disparities in Disease Morbidity & Mortality (e.g., breast and prostate cancer, chronic liver disease, stroke) Adults Yes Physical Environment Poor Community Safety (e.g., homicide and other violent crimes) Poor Built Environment and Environmental Quality (e.g., air quality, presence of food deserts) Low Income No Do not have the expertise to address effectively Low Income Yes Social & Economic Factors Basic Needs Insecurity: Financial Hardship, Housing, and Food Access Adults Yes Low Educational Achievement Children No Do not have the expertise to address effectively 5

7 Access to Care 4) Implementation Strategies 2013 through 2015 This document describes how Mercy Medical Center plans to address community health needs identified in the Community Health Needs Assessment (CHNA) performed by the Hospital and published on its website, (the "2013 CHNA"). See the 2013 CHNA at The implementation strategy describes the hospital s planned initiatives from 2013 through 2015 to meet certain identified needs. The CHNA was undertaken by the Hospital to understand community health needs in its service areas and to comply with regulations promulgated by the Internal Revenue Service pursuant to the Patient Protection and Affordable Care Act, 2010, specifically Section 501(r). The 2013 CHNA and this implementation strategy are intended to fulfill this requirement. This implementation strategy specifies community health needs that the Hospital has determined it is able to meet in whole or in part and that are consistent with its mission. Below are the four goals establish by the SPHS/Mercy Community Health Implementation Group, the Mercy Delivery System Transformation Initiatives and additional, though not inclusive, initiatives sponsored by the SPHS. The Hospital reserves the right to amend this implementation strategy as circumstances warrant. For example, certain needs may become more pronounced and require enhancements to the described strategic initiatives. During the years 2013 through 2015, other organizations in the community may decide to address certain needs, indicating that the Hospital s strategies then should refocus on alternative, identified health problems or assume a different focus on the identified need. A) Strategic Initiatives Mercy Medical Center Goal Community Health Improvement Plan: Goals 1-4 Priority: Problem: Improve access to cervical cancer screenings & mammograms for homeless women Cervical cancer is the third leading cause of death in women. Early detection can increase survival rates. 6

8 Strategy/ Program Increase the number of homeless women who participate in women s health screenings to include; cervical cancer screenings; verification of cervical screening records and mammograms performed outside of SPHS system. Additionally increase educational programs for health risks as it pertains to women s health. Long Term Goal 2015 a. Increase the number of homeless women who obtain cervical cancer screenings b. Increase the number of verified records of homeless women reporting cervical cancer screening within last year c. Increase the number of homeless women receiving mammogra ms between the ages of Population Homeless Women Homeless Women Homeless Women Key Performance Indicator (2013) Provide 80 screenings Acquire 130 records for women reporting a test within one year Provide 25 mammograms a year 2013 The total screenings of 80 represents a 30% increase in screenings The total of 130 records acquired represents a 30% increase in records received The total of 25 mammograms will represent a 30% increase of screenings. Responsible Person Health Care for the Homeless Health Care for the Homeless Health Care for the Homeless Actual YTD Achieved 2013 Status YTD

9 Goal 2 Priority: Improve access to outpatient medication-assisted treatment to opiate-dependent patients. Problem: Western Massachusetts consistently has a higher percentage of illicit substance abuse and admissions to substance abuse treatment programs (heroin as primary substance) compared to the overall state according to studies by the MA Executive Office of Health and Human Services and Bureau of Substance Abuse Services. The rate of opioid fatal overdose overall in Western Mass is slightly lower compared to the rest of the state; however it is significantly higher in greater Chicopee and Springfield, MA. Medication-Assisted treatment for opiate dependence has been shown to decrease fatal overdoses and improve overall personal and community health and safety. Strategy/ Program Long Term Goal 2015 Population Key Performance Indicator (2013) 2013 Responsible Person Actual YTD Achieved 2013 Status YTD 2013 Increase The number of opiatedependent patients who receive buprenorphine (Suboxone) as medicationassisted treatment; Increase the number of opiatedependent patients who participate in an Intensive Outpatient Program (IOP) Increase the number of new opiatedependent patients receiving Suboxone treatment; Increase the number of new opiatedependent patients participating in IOP. Opiatedependent or opiate and other drugdependent patients who are at least 18-years of age. Admit at least 60 new patients to Suboxone; Enroll at least 50% of new Suboxone patients into IOP. 60 new patients admitted to Suboxone; At least 50% of those patients will participate in IOP. Outpatient Services and Advanced Practice Medical Services 8

10 Goal 3 Priority: Room. Improve health care services and outcomes to individuals who are frequent utilizers of the Emergency Problem: Western Massachusetts hospitals have high rates of individuals who frequent the emergency rooms more than four times in a two year period, (Medicaid definition of a high end utilizer). Patients report that access to the emergency room assists in their medical care and consistent primary care access is sometimes unattainable due to the following reasons: lack of primary care physicians, lack of practices that accept Medicaid patients, inconvenient clinic hours, lack of transportation, lack of financial resources (co-pays), long waiting lists for services at health clinics, etc. Patients who could be treated in the traditional primary care system and are using Emergency Room services are consuming resources from more acute issues in the ED 9

11 Strategy/ Program Provide services to high end utilizers of the Emergency Department to include enrollment in health insurance, solid connections to primary care, transportation resources, case management, mental health resources and healthcare education Enlist services of community outreach worker and social worker to provide intensive case management services to include at least a weekly contact with the HEU participant to access health issues and behaviors to encourage healthy outcomes. Long Term Goal 2015 d. Provide services to 40 High End Utilizers a year who present in the Mercy ED e. Provide intensive case management services to HEU of the Emergency Room to reduce utilization of ED. Population Frequent utilizers of the Emergency Room as defined by Medicaid, (four times within a two year period) Frequent utilizers of the Emergency Room as defined by Medicaid. Key Perform anc e Indicator (2013) 90% of the patient HEU base will be connected to primary care and have at least one appointment within six months of their ED visit 75% of the participants in the program will show a 30% reduction in utilization of the Emergency Department Services Same as written under key performance Same as key performance. Responsi ble Person Healthcare for the Homeless Mercy Emergency Room Departmen t Health Care for the Homeless Mercy Emergency Room Departmen t Actual YTD Achiev ed 2013 Status YTD

12 Goal 4 Priority: Improve health care services and provide health education to women who are coming to the Family Life Center at Mercy Medical Center for non-active labor situations. Problem: Women who are in their 34 th -36 th week of pregnancy are often anxious regarding their delivery and come to the Family Life Center for non-active labor issues. This results in the utilization of resources for staff, space, ambulance care and consultation with OB/GYN physicians. This also causes undue stress for the women in the last few weeks of their delivery and can exacerbate stress in their pre-natal condition. Strategy/ Program Provide educational services to women who are in the third trimester of their pregnancy above and beyond that which is delivered in a traditional prenatal care routine. Services will be provided by an RN or an MA and will focus on understanding contractions, what is an emergency situation, kick counts, etc. A brochure in English and Spanish will be Long Term Goal 2015 Provide services to 300 women a year who participate in services at the Holyoke Pre Natal and Mercy Care Forest Park programs. Population Women in their last trimester of pregnancy. Key Performance Indicator (2013) 100% of the women will be given the opportunity to participate in a third trimester educational program and 80% of the women participating will complete the educational session Same as written under key performance. Responsible Person Holyoke Pre Natal Center and Mercy Care Forest Park Actual YTD Achieved 2013 Status YTD

13 available for the mothers. It is expected that approximately 300 women will be available for services. Conduct meetings with Clinic Staff and FLC staff to discuss the most at risk clients who are in the 3 rd trimester. To educate community physicians regarding Mercy s efforts to educate 3 rd trimester patients within the monthly OB/GYN Division meetings. This will provide outreach to private physicians that provide services at the FLC. Conduct 12 meetings within a calendar year over the 3 year period. Conduct two meetings a year to discuss non-active labor visits to the FLC. Women in their last trimester of pregnancy Women in their last trimester of pregnancy and participants of the OB/GYN Division meeting. Conduct 12 meetings in the Fiscal Year to discuss patients who fit the description of the target population Present educational program to private physicians within the calendar year and also provide a follow-up of the program s success within the fiscal year resulting in two Divisional meetings addressing the issues of nonemergent visits at FLC. Same as key performance. Same as key performance. Holyoke Pre Natal Center and Mercy Care Forest Park Holyoke Pre Natal Center and Mercy Care Forest Park. 12

14 B) Delivery System Transformation Initiatives (DSTI): Expand Primary Access and Capacity Mercy Medical Center s multi-pronged strategy to enhance primary care access and capacity on the hospital s main campus includes the construction of a new 75,000 square foot clinical services building, the formation of a Primary Care Committee for PCP recruitment and a new affiliation with UMASS Medical School for 4 th Year Clerkship students. When the new facility is completed in 2014, it will house two hospital-affiliated physician practices and the hospital s outpatient rehabilitation program to enhance primary care access. Integrate Physical and Behavioral Health Care in Mercy Medical Center ED The focal point for project activities is to develop and implement an operational plan to integrate physical and behavioral health care in Mercy Medical Center s ED, especially for patients that present with significant mental health and/or substance abuse (MH/SA) issues. Baseline quantitative and qualitative data have been collected to measure the project s effectiveness to reduce the ED length of stay and per capita costs for MA/SA patients in the ED, while improving the quality and safety of their care. The clinical team from Mercy s behavioral health campus and a community-based crisis intervention/community mental health agency are collaborating with the hospital s ED team to implement new clinical assessment and care coordination procedures for MH/SA patients. A clinical team from the Mercy ED and its behavioral health campus (Providence Behavioral Health Hospital) is developing a new patient registry for MH/SA patients and devising a plan to expand the Clinical Assessment Center at Providence Behavioral Health Hospital to 24/7. Align New Organizational Structures, Human Systems and IT infrastructure to Improve Health Outcomes and Quality Mercy Medical Center is making great strides to implement the Care Logistics care coordination and care management model, completely reconfiguring eleven (11) major departmental units into a cohesive hub to deliver superior patientcentered care. This transformational change in operations aims to foster greater team work, improved patient flow, enhanced quality and an optimal patient experience. The Care Logistics model is a proven methodology to reduce hospital LOS, leveraging significant cost savings, capacity increases and quality health improvements. Hospital staff in all departments will be able to follow each patient on a visual display, by patient s name, DRG, risk status and real-time tracking of all scheduled tests and procedures. The clinical focus shifts to include, not just acute care, but also continuity of care. 13

15 Develop Patient-Centered Care Transitions for Patients at the Highest Risk of Readmission Led by a the health system s Care Cross Continuum Team, this project involves the design of a patient-centered care management model intervention for high-risk patients with the highest rates of 30-day hospital readmissions, using the STAAR Chart Review Tool. Re-engineering the hospital discharge process for all admitted patients was the first major activity. The deployment of a home-based disease management program for high-risk patients was the second stage of project interventions. A third stage of project intervention was to boost capacity for Advanced Practice Nursing resources for discharged high-risk patients to access prior to follow-up physician visits. Develop Governance, Administrative and Operational capacities to Accept Global Payments/Alternate Payments Project activities succeeded in bringing into existence a new Accountable Care Organization. Accountable Care Organization of New England (ACO-NE). ACO-NE is now recognized by CMS, for meeting all federal ACO requirements and capacities. Steady progress is now being made to connect area physician group offices with Health Information Exchange (HIE) platform components and to build new reporting applications for flagging future ACO-NE beneficiaries in Mercy s ED. Future project activities will expand HIT care management and care coordination capacities and implement quality and cost benchmarking reporting that conforms to CMS-approved MSSP Quality Performance Standards. Develop Administrative, Organizational and Clinical Capacities to Manage the Care of Complex Patient Populations Project activities have proceeded on three tracks: 1) renovation of facilities to house a variety of health care and supportive services and yield greater energy efficiencies; 2) identifying the optimum mix of health care and supportive services to match the requirements of the patient population; 3) developing a comprehensive training and orientation program for employees on the complex patient program philosophy and clinical model. Provider agencies are now signing contracts to deliver services and/or rent space. New clinical and administrative staffs are being hired. 14

16 Mercy Community Health Outreach to ED High-End Users: A New Case Management, Care Coordination and Care Management Model Led by Mercy Medical Center s Department of Community Health, this project would be a specialized community health outreach program to redirect, from the ED, High-End Utilizers who habitually seek non-emergent care at Mercy Medical Center, and provide intensive case management services, primary care, social work, mental health counseling, substance abuse services and housing, in an integrated model of care. The goals: 1) To resolve, for this patient population, a widerange of underlying, chronic conditions, such as asthma or diabetes, and untreated mental health and substance abuse issues; 2) To reduce per capita costs. The program design is modeled on the recent evidence and best practice of working with patients that frequently access a hospital ED in Camden, New Jersey, through the efforts of Dr. Jeffery Brenner and the Camden Coalition of Healthcare Providers, featured in the January 24 th issue of last year s (2011) The New Yorker, entitled, The Hotspotters. (Goal three of CHIP report). C) Other Needs Addressed by Hospital Programs Lack of Affordable and Accessible Care: The Hospital offers financial counseling to those who need assistance. Additional support is provided through counselors and case managers who assist patients with accessing health insurance through the State. Lack of Affordable and Accessible Prescription Medications: The Hospital provides patient counseling and education regarding prescription assistance and also provides direct co-pay assistance through the Health Care for the Homeless program. The Hospital is also registered in the federal 340-B Pharmaceutical Drug Access Program which provides discounts to qualifying hospitals on covered outpatient medication and are then provided to patients at a reduced cost. Lack of Health Education: The Hospital provides extensive health education to meet community needs, including but not limited to: smoking cessation, diabetes education, cardiovascular, cancer prevention, nutrition, pre-natal care, stroke awareness substance abuse services, sexually transmitted diseases and other health education topics. Poor Mental Health and Behavioral Health Status and Lack of Service: Providence Behavioral Health Hospital is a 126-bed hospital located in Holyoke, Massachusetts provides both inpatient and outpatient psychiatric services for people of all ages, short-term acute residential treatment (ART) for people experiencing acute psychiatric and/or substance abuse problems, and intensive outpatient chemical dependency programs. 15

17 Comprehensive Care for Those Experiencing Disabilities: Weldon Rehabilitation Hospital, located at Mercy Medical Center campus in Springfield, is the only hospital-based rehabilitation center in Western Massachusetts. Weldon is a comprehensive, fully-integrated facility dedicated to improving the quality of life for people combating all types of disabilities. A full complement of therapists and certified rehabilitation nurses working with advanced technologies provide inpatient, outpatient, day and pediatric rehabilitation services to achieve the optimal level of physical, psychological, social and vocational functioning for each patient. Lack of Access to Mental Health Services in the Community: Brightside for Families and Children is a social service organization located in Holyoke, Massachusetts. Brightside is recognized for its leadership in meeting the needs of children and families by offering residential treatment, counseling, family support programs and special education services. In Home Therapy and the Family Stabilization Program address mental health services to the community both on site at the campus and in patient s homes. Need for Care Coordination and Culturally Sensitive Care: Mercy Continuing Care Network comprises five nursing care facilities and an adult day health program covering a wide geographic area in Western Massachusetts with locations in Springfield, Westfield, Turners Falls and Holyoke. Each facility is staffed with experienced, caring individuals who are dedicated to providing quality, respectful care to each and every client. Mercy Home Care provides quality care to clients in their own homes. Home Care enables our clients to continue their lifestyle while we provide them with the essential care and assistance they need to maintain their independence. Mercy s Hospice Program understands how stressful, confusing and frustrating it can be to deal with a terminal illness. We can assist by providing comforting care and support to help our patients and their families accommodate the many changes they are experiencing. A hospice nurse is always on call 24 hours a day, seven days a week to answer your questions and address your concerns. Comprehensive Geriatric Evaluation Center - providing comprehensive evaluations, recommendations and referrals for elders and their primary care physicians and the Palliative Care Program - offering inpatient consultative services for management of symptoms in patients with complex life threatening illness. MercyLife: In 2013, Mercy Medical Center will open its doors to MercyLIFE, a Program for All-inclusive Care for the Elderly (PACE), which will provide a full range of care designed to keep individuals eligible for nursing home placement healthy, active and residing in the community. This innovative program will incorporate comprehensive care management and population health management to meet the key design elements of health care reform. Mercy s Department of Community Health provides care to the community homeless population through primary care services, health education, case management, mental health services to over 2,300 homeless persons a year. The Vietnamese Health Project provides case management and interpretation services to the refugee and immigrant Vietnamese population in the Greater Springfield area. 16

18 Addressing High Cancer Rates: Sister Caritas Cancer Center: Providing high quality care to cancer patients in a convenient, comfortable setting: Breast Care Center - our multidisciplinary treatment center provides women with the most complete, accurate and prompt diagnosis and treatment possible. The new service offers patients state-of-the-art diagnostic technology and advanced treatment options in one centralized location: Center for Mammography - providing digital mammography and stereotactic breast biopsies in a comfortable, supportive environment. Need for Maternal Child Health Services: Our maternity facility, Family Life Center, meets the needs of today s families by combining comfort with modern medical care. Our caring staff provides high-quality, personalized care in a beautiful, homelike environment. The Family Life Center is a freestanding state-of-the-art obstetrical unit. The facility offers women the convenience and privacy of a birthing center, with the security of a hospital-based facility. With its own private entrance, the Family Life Center is specifically designed for the comfort and convenience of expectant mothers and their families. The Family Life Center offers a wide array of comprehensive programs and services to help families prepare for childbirth, including: a board-certified pediatrician with over 15 years of experience, who leads a team of pediatricians that are available 24 hours a day to answer questions and assist new parents along with our highly skilled nursing staff. Family Life Educational programs include: Hypnobirthing Class, Expectant Mother's Breastfeeding Class, Baby Café, The Breastfeeding Center - Free Lactation Consultations and Information Line, Purchase and Rental of Breast Pumps, Babies and Breastfeeding Support Group, Prenatal and Postnatal Exercise Classes, Infant CPR, Sibling Class, Infant Massage Class, New Mothers and Baby Group and Boot Camp for New Dads. The women s health services at Mercy Care-Forest Park and Holyoke Pre-Natal Center include: Midwifery deliveries, Annual exams, Pap smears, Menopausal treatment, Treatment of sexually transmitted diseases, Mammography referrals, Childbirth and early pregnancy classes, On-site ultrasounds and lab work, High risk pregnancy case management and Prenatal and postnatal obstetrical care. (CHIP Goal # 4) Additionally, we will assist patients with applications for insurance whenever necessary. All services are available in English, Spanish, Russian and Vietnamese and interpreters for other languages can be provided free of charge. 17

19 D) Planned Collaborations with Other Organizations: City of Springfield Health Department Regional Employment Board (REB) UMass Medical School REB Healthcare Task Force Federally Qualified Health Centers CHE Homeless Affinity Group State Department of Health Springfield School Department McKinney Vento Group Blue Cross/Blue Shield Foundation of Massachusetts United Way of Pioneer Valley Maternal Child Health Commission American Red Cross National Health Care for the Homeless Council Community Emergency Preparedness Committee Western Mass Interagency Task Force on Homelessness Massachusetts Association for Community Health Workers Western Mass Network to End Homelessness Enlacedefamila of Holyoke Community Health Network Area #4 Springfield Family Support Program Western Mass Refugee and Immigrant Group Mass Society for the Prevention of Cruelty to Children Sheriff s Department Re-Entry Task Force Square One 18

20 E) Anticipated Impacts on Health Needs Positive Impact on increasing access to Primary Care Providers Positive Impact on the reduction of infant mortality and improved infant and mother health Reduced inappropriate use of the Emergency Room Positive impact with increased mental health services to adults and the older adult population Positive impact on usage of mental health services in the emergency room Reduce unnecessary costs and redundancy of care for patients Greater efficiencies gained across the healthcare system F) Needs Beyond the Hospital s Mission of Service Program No hospital facility can address all of the health needs present in its community. The Hospital is committed to adhering to its Mission and remaining financially healthy so that it can continue to enhance its clinical activities and to provide a wide range of community benefits. The Strategy does not address the following community health needs identified in the 2013 CHNA. Lack of Access to Dental care The hospital does not offer adult dental services and, therefore, will not address this specific need. The Hospital collaborates closely with the City of Springfield s Health Services for the Homeless Dental Clinic and the two county FQHCs, Caring Health Center and Holyoke Health Center. High Rate of Asthma The Hospital has the expertise to work with acute treatments in the Emergency Department but does not have a specific program addressing asthma. Our community partners and hospitals are addressing this issue. Low Educational Acheivement The Hospital does not have a specific educational program for low educational achievement, however, strong relationships and collaborations exist within the community with the Regional Employment Board 19

21 G) Implementation Strategy Development Collaborators Western Mass Coalition Steering Committee Name Title Hospital Amy Swisher Regional Director, Public Affairs & Baystate Franklin Medical Center Communications Baystate Health Northern & Eastern Regions Steven Bradley Vice President, Government & Community Baystate Health Relations Annamarie Golden Project Manager (Office of Government & Baystate Health Community Relations) Peter Lyons Vice President, Finance Baystate Health Frank Robinson, PhD Director, Community Health Planning Baystate Health Kathleen Szegda Interim Project Manager Baystate Health Michelle Holmgren Public Affairs & Community Relations Specialist Baystate Mary Lane Hospital Clark Fenn Vice President, Quality Improvement & Risk Holyoke Medical Center Management Caron Lanouette Community Benefits Consultant Holyoke Medical Center Yvonne Boudreau Senior Vice President, Mission Sisters of Providence Health System Doreen Fadus Executive Director, Community Health Sisters of Providence Health System Daniel Keenan Vice President, Government Relations Sisters of Providence Health System Theresa Grove Development Wing Memorial Hospital & Medical Centers Jeff Harness Director, Integrated Care & Population Health Cooley Dickinson Hospital 20

22 Western Mass Coalition Design Team Sector Name Title Community Affiliation Hospital Amy Swisher Regional Director, Public Affairs & Communications Baystate Franklin Medical Center Baystate Health Northern & Eastern Regions Hospital Annamarie Golden Project Manager (Office of Government & Baystate Health Community Relations Hospital Frank Robinson, PhD Director, Community Health Planning Baystate Health Hospital Kathleen Szegda Interim Project Manager Baystate Health Hospital Marna Mucha Quality Baystate Mary Lane Hospital Hospital Michelle Holmgren Public Affairs & Community Relations Specialist Baystate Mary Lane Hospital Hospital Clark Fenn VP, Quality Improvement & Risk Management Holyoke Medical Center Hospital Kathy Buckley VP, Support Services Holyoke Medical Center Hospital Yvonne Boudreau Senior Vice President, Mission Sisters of Providence Health System Hospital Doreen Fadus Executive Director, Community Health Sisters of Providence Health System Hospital Teresa Grove Development Wing Memorial Hospital & Medical Centers Hospital Jeff Harness Integrated Care & Population Health Cooley Dickinson Hospital Community Sylvia de Haas Senior Vice President of Community Impact United Way Pioneer Valley Community Bettye Anderson Frederic Deputy Director Springfield Health & Human Services Community Anissa Newman PA, Providence Behavioral Health Mercy Medical Center Community Cathy O Connor Director, Office of Healthy Communities Massachusetts Dept. of Public Health Community James Lavelle Member Holyoke Chamber of Commerce President, Holyoke Gas & Electric Community Kim Ladue Director Collaborative for Community Health Community Phoebe Walker Community Services Franklin Regional Council of Government Community Ben Wood Healthy Community Design Coordinator Massachusetts Dept. of Public Health 21

23 Sisters of Providence Community Benefits Workgroup Name Title Yvonne Boudreau Mark Fulco Dan Keenan Doreen Fadus Danielle Champagne Lewis Rudolph Kathy Rodd Harold Yagoda Anissa Newman Maritza Smidy Anita Mitchell Sr. VP, Mission Sr. VP, Strategy & Marketing Sr. VP, Government Relations & Compliance Officer Executive Director, Community Health Office Coordinator, Community Health Director, Grants/Community Benefits Sr. Reimbursement Analyst Director, Reimbursement PA - Providence Behavioral Health SPHS Community Person Nurse Educator/Staff Development, Sheriff's Dept. 22