4A (Expenses $ 126501411 including grants of $ 38793) (Revenue $ 191479605)
SEE SCHEDULE OMEDSTAR ST. MARY'S HOSPITAL'S LARGEST PROGRAM IS ACCESS TO AND THE PROVISION OF ACUTE HOSPITAL SERVICES FOR COMMUNITIES OF ST. MARY'S COUNTY, MARYLAND AND THE SURROUNDING AREAS. IN ADDITION TO THE PROGRAM SERVICE EXPENSES LISTED ABOVE, MEDSTAR ST. MARY'S INCURRED $44.7M OF MANAGEMENT AND GENERAL EXPENSES IN PROVIDING SERVICES TO ITS COMMUNITIES. MEDSTAR ST. MARY'S PROVIDES GENERAL, ACUTE CARE SERVICES IN MEDICINE, SURGERY, OBSTETRICS AND GYNECOLOGY, ONCOLOGY, ORTHOPAEDICS, PULMONARY AND CARDIAC REHABILITATION, AND PSYCHIATRY. THE HOSPITAL OFFERS KIDNEY TRANSPLANT SERVICES THROUGH THE MEDSTAR GEORGETOWN TRANSPLANT INSTITUTE AND ORTHOPAEDIC SERVICES THROUGH THE MEDSTAR ORTHOPAEDIC INSTITUTE. IT ALSO PROVIDES HOSPICE CARE AND IS PARTNERED IN A JOINT VENTURE THAT PROVIDES HOME CARE. IN ADDITION TO EMERGENCY ROOM CARE, IT OPERATES AN URGENT CARE FACILITY LOCATED 15 MILES NORTH OF CAMPUS AS WELL AS ON-CAMPUS AND MOBILE COMMUNITY BASED HEALTH SERVICES. AN OUTPATIENT PAVILION INCLUDES CANCER CARE AND INFUSION SERVICES, IMAGING AND WOMEN'S HEALTH SERVICES, AND COMMUNITY OUTREACH AND PHYSICIAN OFFICE SPACE. SERVICES ALSO INCLUDE A CENTER FOR WOUND HEALING. SINCE MARCH 2020, MEDSTAR HEALTH HAS CARED FOR 1 IN 4 COVID-19 PATIENTS IN THE REGION. OPERATING AS ONE MEDSTAR AND ALIGNING WITH GUIDANCE FROM THE CENTERS FOR DISEASE CONTROL AND PREVENTION (CDC) AND LOCAL DEPARTMENTS OF HEALTH, MEDSTAR HEALTH COVID-19 PREPARATIONS AND RESPONSE CONTINUE TO BE GUIDED BY THREE CRITICAL DRIVERS: PROVIDE A SAFE CARE ENVIRONMENT FOR PATIENTS AND ASSOCIATES; MITIGATE COMMUNITY SPREAD OF COVID-19; AND ENSURE OPERATIONAL CONTINUITY TO FULFILL OUR CORE MISSION OF CARING FOR OUR COMMUNITIES.THESE EFFORTS HAVE EVOLVED AND TRANSITIONED IN MULTIPLE WAYS THROUGHOUT THE DURATION OF THE COVID-19 PANDEMIC, LEADING TO A NUMBER OF INTEGRATED CARE APPROACHES IN PLACE TODAY: UTILIZATION OF MEDSTAR HEALTH URGENT CARE, MEDSTAR EVISIT AND OUR DIGITAL CAPABILITIES TO CREATE ACCESS, TESTING SITES, AND TELEHEALTH FOR PRIMARY CARE AND FOLLOW-UP VISITS; EXPANDED MANAGEMENT OF CARE CONTINUUM NEEDS FOR PATIENTS THROUGH MEDSTAR HEALTH HOME CARE; EXECUTION OF INNOVATIVE LABORATORY APPROACHES INTEGRATED WITH OCCUPATIONAL HEALTH TO BETTER SUPPORT ASSOCIATES MANAGING THROUGH COVID-19 EXPOSURES; DEPLOYMENT OF COMMUNITY MOBILE UNITS AND CLINICS FOR COVID-19 VACCINATIONS/BOOSTERS; INCREASED MANAGEMENT OF SUPPLY AND ACQUISITION OF PERSONAL PROTECTIVE EQUIPMENT (PPE), N95 RESPIRATORS, COVID-19 VACCINES AND BOOSTERS; REINFORCEMENT OF A MANDATORY COVID-19 VACCINATION POLICY RESULTING IN COMPLIANCE OF 99% OF ASSOCIATES AND PHYSICIANS; AND ADMINISTRATION OF MORE THAN 36,800 COVID-19 VACCINATIONS/BOOSTERS TO MEDSTAR HEALTH ASSOCIATES AND PHYSICIANS AND MORE THAN 74,500 TO PATIENTS ACROSS THE REGION IN FY 2022.

4B (Expenses $ 15349365 including grants of $ 0) (Revenue $ 5601547)
MEDSTAR ST. MARY'S PROVIDED $15.3M IN SUBSIDIZED (MISSION DRIVEN) HEALTH SERVICES IN FISCAL YEAR 2022. THESE CRITICAL SERVICES, WHICH ARE DRIVEN BY COMMUNITY NEEDS, OPERATE AT A LOSS. THEY ADDRESS PRIORITIES PRIMARILY THROUGH DISEASE PREVENTION AND IMPROVEMENT OF HEALTH STATUS. SERVICES PROVIDED INCLUDE EMERGENCY MEDICINE; WOMEN'S AND CHILDREN'S HEALTH AND BEHAVIORAL HEALTH.

4C (Expenses $ 3410777 including grants of $ 0) (Revenue $ 0)
MEDSTAR ST. MARY'S PROVIDED $3.4M IN CHARITY CARE SERVICES IN FISCAL YEAR 2022. CHARITY CARE IS PROVIDED PURSUANT TO MEDSTAR HEALTH'S FINANCIAL ASSISTANCE POLICY TO MEMBERS OF THE COMMUNITY WHOSE INCOME IS BELOW CERTAIN THRESHOLDS AND FOR WHICH THE HOSPITAL IS NOT COMPENSATED. UNDER MARYLAND'S UNIQUE PAYER SYSTEM, THE AMOUNT REPORTED REPRESENTS MEDSTAR ST. MARY'S CHARITY CARE EXPENSE. OTHER CHARITY CARE EXPENSES ARE INDIRECTLY REIMBURSED VIA THE STATE OF MARYLAND'S PAYMENT SYSTEM.

ST MARYS HOSPITAL OF ST MARYS COUNTY
PART V, SECTION B, LINE 5: CHNA INPUTHOSPITAL LEADROLE DESCRIPTIONTHE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) HOSPITAL LEAD SERVES AS THE COORDINATOR OF ALL ASPECTS OF THE COMMUNITY HEALTH ASSESSMENT PROCESS. HE/SHE HELPS ESTABLISH AND COORDINATE THE ACTIVITIES OF THE ADVISORY TASK FORCE. THE LEAD ALSO HELPS PRODUCE THE HOSPITAL'S COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY. HE/SHE WORKS COLLABORATIVELY WITH REPRESENTATIVES FROM THE CORPORATE COMMUNITY HEALTH DEPARTMENT AND GEORGETOWN UNIVERSITY. THE LEAD ALSO WORKS CLOSELY WITH THE WRITER. HE/SHE REVIEWS ALL NARRATIVES PRIOR TO PUBLICATION.NAME OF HOSPITAL LEAD: LORI WERRELLEXECUTIVE SPONSORROLE DESCRIPTIONTHE EXECUTIVE SPONSOR SERVES AS THE CONDUIT BETWEEN THE ADVISORY TASK FORCE AND THE SENIOR MANAGEMENT TEAM. THE SPONSOR IS AN ACTIVE PARTICIPANT OF THE ADVISORY TASK FORCE AND HE/SHE COMMUNICATES THE HOSPITAL'S CLINICAL STRENGTHS AND PROGRAM PRIORITIES TO DIVERSE AUDIENCES.NAME OF EXECUTIVE SPONSOR: MIMI NOVELLO, MDADVISORY TASK FORCEROLE DESCRIPTIONTHE ADVISORY TASK FORCE (ATF) REVIEWS PRIMARY/SECONDARY DATA AND LOCAL/STATE/FEDERAL COMMUNITY HEALTH GOALS. BASED ON FINDINGS, THE ATF PROVIDES INPUT INTO THE HOSPITAL'S THREE-YEAR IMPLEMENTATION STRATEGY. AS AMBASSADORS FOR THE CHNA PROCESS, THE ATF MEMBERS SUPPORT EFFORTS TO OPTIMIZE COMMUNITY PARTICIPATION. NOTE: THE ATF SHOULD BE A COMBINATION OF COMMUNITY REPRESENTATIVES AND STAFF. COMMUNITY REPRESENTATIVES SHOULD MAKEUP AT LEAST 50% OF TOTAL PARTICIPANTS. NAME : ALEXIS ZOSSTITLE : DIRECTORNAME OF ORGANIZATION : ST. MARY'S COUNTY DEPT. OF SOCIAL SERVICESNAME : ANNA COTTONTITLE : BOARD CO-CHAIR- LOCAL MANAGEMENT BOARDNAME OF ORGANIZATION : ST. MARY'S COUNTY GOVT./COMMUNITY MEMBERNAME : ASHLEY MILCETICTITLE : MATERNAL AND CHILD HEALTHNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : BRENDA WOLCOTTTITLE : DIRECTOR, POPULATION & COMMUNITY HEALTHNAME OF ORGANIZATION : MSMHNAME : BRIAN ABELLTITLE : CO-CHAIR CHRONIC DISEASE TEAMNAME OF ORGANIZATION : HEALTHY ST. MARY'S PARTNERSHIPNAME : CHRISIE MULCAHEYTITLE : DIRECTORNAME OF ORGANIZATION : HEALTH PARTNERS, INC.NAME : CYNTHIA BROWNTITLE : HUMAN SERVICES DIV. MANAGERNAME OF ORGANIZATION : ST. MARY'S COUNTY GOVERNMENTNAME : DANA WESTTITLE : REGIONAL MANAGERNAME OF ORGANIZATION : MEDSTAR MEDICAL GROUPNAME : GERARD MCGLOINTITLE : CEONAME OF ORGANIZATION : PATHWAYSNAME : GREGORY REUSSTITLE : COMMUNITY REPRESENTATIVENAME OF ORGANIZATION : AMERICAN FOUNDATION FOR SUICIDE PREVENTIONNAME : SASHA SEENTAHTITLE : CEONAME OF ORGANIZATION : THREE OAKS SHELTERNAME : IVANICE TORRESTITLE : PROGRAM COORDINATORNAME OF ORGANIZATION : SEEDCONAME : JACQUELINE HEANEYTITLE : LOCAL HEALTH IMPROVEMENT COORDINATORNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : JENNA GUZMANTITLE : DIRECTOR OF THE OFFICE OF COMMUNITY ENGAGEMENT & POLICYNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : JUANITA BUTLERTITLE : FOOD PANTRY COORDINATORNAME OF ORGANIZATION : GOSPEL TABERNACLE OF PRAYERNAME : JOHN HARTLINETITLE : EXECUTIVE DIRECTORNAME OF ORGANIZATION : TRI-COUNTY COUNCIL OF SOUTHERN MARYLANDNAME : LAURA STEWART-WEBBTITLE : DIRECTOR OF ENGAGEMENT AND SPECIAL PROJECTSNAME OF ORGANIZATION : WALDEN-A PYRAMID HEALTHCARE COMPANYNAME : LORI JENNINGS-HARRISTITLE : DIRECTOR OF AGING AND HUMAN SERVICESNAME OF ORGANIZATION : ST. MARY'S COUNTY GOVERNMENTNAME : LORI WERRELLTITLE : ASST. VICE PRESIDENT OF CARE TRANSFORMATIONNAME OF ORGANIZATION : MSMH & MSMHCNAME : LT. KRYSTLE ROSSIGNOLTITLE : BARRACK COMMANDERNAME OF ORGANIZATION : MARYLAND STATE POLICENAME : MARYELLEN KRAESETITLE : PREVENTION & OUTREACH SUPERVISORNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : MEENAKSHI BREWSTER, MDTITLE : HEALTH OFFICERNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : MIKE BROWNTITLE : COMMUNITY MEMBERNAME OF ORGANIZATION : COMMUNITY RESIDENTNAME : MIMI NOVELLO, MDTITLE : EXECUTIVE SPONSOR CHIEF OPERATING/ MEDICAL OFFICERNAME OF ORGANIZATION : MSMHNAME : NATHANIEL SCROGGINSTITLE : PRESIDENTNAME OF ORGANIZATION : MINORITY OUTREACH COALITION MEMBERNAME : RACHEL SOLOMONTITLE : DIVERSITY AND INCLUSION COORDINATORNAME OF ORGANIZATION : PATHWAYS, INC.NAME : DR. SCOTT SMITHTITLE : SUPERINTENDENTNAME OF ORGANIZATION : ST. MARY'S COUNTY PUBLIC SCHOOLSNAME : SHANNON HEANEYTITLE : DIRECTOR, CHRONIC DISEASE PREVENTION & CONTROLNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : SONYA POLLACKTITLE : BOARD CHAIRNAME OF ORGANIZATION : MSMHNAME : TAMMY LOEWETITLE : DIRECTOR, BEHAVIORAL HEALTHNAME OF ORGANIZATION : ST. MARY'S COUNTY HEALTH DEPT.NAME : TIMOTHY CAMERONTITLE : SHERIFFNAME OF ORGANIZATION : ST. MARY'S COUNTY SHERIFF'S DEPARTMENT

ST MARYS HOSPITAL OF ST MARYS COUNTY
PART V, SECTION B, LINE 11: IMPLEMENTATION STRATEGIESTHE IMPLEMENTATION STRATEGIES SERVE AS A ROADMAP FOR HOW COMMUNITY BENEFIT RESOURCES WILL BE ALLOCATED AND DEPLOYED. MEDSTAR'S HOSPITALS WILL BE ABLE TO MEASURE OUR CONTRIBUTION TO IMPROVING THE HEALTH OF UNDERSERVED AND VULNERABLE POPULATIONS IN THE REGIONS WE SERVE.THREE-YEAR IMPLEMENTATION STRATEGIES WITH MEASURABLE OBJECTIVES WERE DEVELOPED FOR EACH HOSPITAL'S COMMUNITY BENEFIT SERVICE AREA - A SPECIFIC COMMUNITY OR TARGET POPULATION OF FOCUS. PRIORITIES WERE BASED ON COMMUNITY NEED AS DETERMINED BY QUANTITATIVE DATA AND COMMUNITY INPUT, AS WELL AS ON HOSPITAL EXPERTISE, RESOURCES, STRENGTHS OF EXISTING PROGRAMMING AND PARTNERSHIPS, AND ALIGNMENT WITH NATIONAL, STATE, AND LOCAL HEALTH GOALS. THE MEDSTAR HEALTH CORPORATE COMMUNITY HEALTH DEPARTMENT WILL PROVIDE SYSTEM-WIDE COORDINATION AND OVERSIGHT OF COMMUNITY BENEFIT PROGRAMMING.HOSPITAL ADVISORY TASK FORCES CONVENE AT LEAST ANNUALLY TO MONITOR PROGRESS OF STRATEGY EXECUTION AND TO PROVIDE ONGOING RECOMMENDATIONS RELATED TO OUTCOMES ACHIEVEMENT, PROGRAM DEVELOPMENT, PARTNERSHIP APPROACHES, AND OVERALL IMPLEMENTATION IMPROVEMENT.FOR SIGNIFICANT NEEDS IDENTIFIED IN THE CHNA THAT THE HOSPITAL HAS NOT PRIORITIZED AS FOCUS AREAS THROUGH ITS IMPLEMENTATION STRATEGY, THESE NEEDS WILL BE ADDRESSED BY COLLABORATING WITH OTHER LEADING ORGANIZATIONS, AND BY TAKING A SUPPORTER ROLE ON IDENTIFIED NEEDS THAT ARE BEYOND THE SCOPE OF THE HOSPITAL'S STRENGTHS.

CHARITY CARE AT COST
PART I, LINE 7AMARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC), DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE.

UNREIMBURSED MEDICAID
PART I, LINE 7BMARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC), DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. COMMUNITY BENEFIT EXPENSES ARE EQUAL TO MEDICAID REVENUES IN MARYLAND, AS SUCH, THE NET EFFECT IS ZERO. THE EXCEPTION TO THIS IS THE IMPACT ON THE HOSPITAL OF ITS SHARE OF THE MEDICAID ASSESSMENT. IN RECENT YEARS, THE STATE OF MARYLAND HAS CLOSED FISCAL GAPS IN THE STATE MEDICAID BUDGET BY ASSESSING HOSPITALS THROUGH THE RATE-SETTING SYSTEM.

BAD DEBT
PART III, LINES 2 & 4MEDSTAR HEALTH AND ITS AFFILIATED ORGANIZATIONS REPORT BAD DEBT EXPENSE IN ACCORDANCE WITH ASU 2011-07, WHICH REQUIRES CERTAIN HEALTHCARE ENTITIES TO CHANGE THE PRESENTATION OF THEIR STATEMENT OF OPERATIONS BY RECLASSIFYING THE PROVISION FOR BAD DEBTS ASSOCIATED WITH PATIENT SERVICE REVENUE FROM AN OPERATING EXPENSE TO A DEDUCTION FROM PATIENT SERVICE REVENUE (NET OF CONTRACTUAL ALLOWANCES AND DISCOUNTS). HOWEVER, MEDSTAR AND ITS AFFILIATED ENTITIES DO NOT MAKE A DETERMINATION AS TO WHETHER SELF PAY AMOUNTS ARE COLLECTIBLE IN DETERMINING REVENUE RECOGNITION. RESERVE MODELS, WHICH HAVE BEEN DEVELOPED BASED ON HISTORICAL COLLECTION RESULTS AND WHICH ARE ADJUSTED PERIODICALLY BASED ON ACTUAL COLLECTIONS EXPERIENCE, ARE USED TO ESTIMATE UNCOLLECTIBLE AMOUNTS ACROSS ALL PAYORS INCLUDING SELF PAY. BAD DEBT DETERMINATIONS ARE MADE ONLY AFTER SUFFICIENT EVIDENCE IS OBTAINED TO SUPPORT THAT AN AMOUNT IS NOT COLLECTIBLE.

MEDICARE
PART III, LINE 8MARYLAND'S REGULATORY SYSTEM CREATES A UNIQUE PROCESS FOR HOSPITAL PAYMENT THAT DIFFERS FROM THE REST OF THE NATION. THE HEALTH SERVICES COST REVIEW COMMISSION (HSCRC) DETERMINES PAYMENT THROUGH A RATE-SETTING PROCESS AND ALL PAYORS, INCLUDING GOVERNMENTAL PAYORS, PAY THE SAME AMOUNT FOR THE SAME SERVICES DELIVERED AT THE SAME HOSPITAL. MARYLAND'S UNIQUE ALL-PAYOR SYSTEM INCLUDES A METHOD FOR REFERENCING UNCOMPENSATED CARE IN EACH PAYORS' RATES, WHICH DOES NOT ENABLE MARYLAND HOSPITALS TO BREAKOUT ANY OFFSETTING REVENUE RELATED TO UNCOMPENSATED CARE. AS SUCH, THE NET EFFECT FOR MEDICARE EXPENSES AND REVENUES IN MARYLAND IS ZERO.

PART III, LINE 9B
IF IT IS DETERMINED THAT A PATIENT MAY POTENTIALLY QUALIFY FOR A CHARITABLE/FINANCIAL PROGRAM, A HOLD IS PLACED ON THE ACCOUNT TO PREVENT IT FROM BEING REPORTED AS BAD DEBT UNTIL PROGRAM APPROVALS HAVE BEEN OBTAINED. IF IT IS APPROVED, THE ACCOUNT IS DOCUMENTED AND THE NECESSARY ADJUSTMENTS ARE MADE TO CLOSE THE ACCOUNT.

NEEDS ASSESSMENT
PART VI, LINE 2IN FY21, MEDSTAR ST. MARY'S HOSPITAL (MSMH) CONDUCTED A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IN ACCORDANCE WITH THE GUIDELINES ESTABLISHED BY THE PATIENT PROTECTION AND AFFORDABLE CARE ACT AND THE INTERNAL REVENUE SERVICE. THE HOSPITAL'S CHNA AND THREE-YEAR IMPLEMENTATION STRATEGIES WERE ENDORSED BY MSMH'S BOARD OF DIRECTORS AND APPROVED BY THE MEDSTAR HEALTH BOARD OF DIRECTORS. THE DOCUMENT BECAME AVAILABLE ON THE HOSPITAL'S WEBSITE ON JUNE 30, 2021 AND WILL GUIDE PROGRAMMING PRIORITIES IN FISCAL YEARS 2022-2024.THE CATEGORIES HEALTH AND WELLNESS, ACCESS TO CARE AND SOCIAL DETERMINANTS OF HEALTH WERE USED TO DETERMINE WHAT PROGRAMMING TO PRIORITIZE FOR THE CHNA. TWO TO THREE STRATEGIES IN EACH CATEGORY WERE SELECTED AS PRIORITIES DUE TO THE SIZE AND SCALE OF IMPACT AND MEASURABLE OUTCOMES. ALL OTHER PROGRAMMING WAS INTEGRATED AS PART OF THE HOSPITAL'S OVERALL COMMUNITY HEALTH PORTFOLIO. THESE ADDITIONAL PROGRAMS WERE CAPTURED IN THE INVENTORY FOR THE WHOLE PICTURE OF CONTRIBUTING TO THE HEALTH OF THE COMMUNITIES SERVED AS WELL AS SORTED FOR WHAT COUNTS AS COMMUNITY BENEFIT FOR REGULATORY REPORTING.THE HOSPITAL'S COMMUNITY BENEFIT SERVICE AREA (CBSA) IS BASED ON THE ADVISORY TASK FORCE (ATF) RECOMMENDATION. THE HOSPITAL IDENTIFIED LEXINGTON PARK AS ITS CBSA, WHICH INCLUDES ALL RESIDENTS LIVING IN ZIP CODE 20653. THE HOSPITAL SELECTED THIS GEOGRAPHIC AREA BASED ON HOSPITAL UTILIZATION DATA AND SECONDARY PUBLIC HEALTH DATA AS WELL AS ITS PROXIMITY TO THE HOSPITAL. THE ATF INCLUDED A DIVERSE GROUP OF INDIVIDUALS, INCLUDING HOSPITAL LEADERS, GRASSROOTS ACTIVISTS, COMMUNITY RESIDENTS, FAITH-BASED LEADERS, HOSPITAL REPRESENTATIVES, PUBLIC HEALTH LEADERS AND OTHER STAKEHOLDER ORGANIZATIONS, SUCH AS REPRESENTATIVES FROM LOCAL HEALTH DEPARTMENTS.HEALTH PRIORITIES FOR THE CBSA INCLUDE HEALTH AND WELLNESS (CHRONIC DISEASE PREVENTION AND MANAGEMENT AND BEHAVIORAL HEALTH), ACCESS TO HEALTH CARE AND SERVICES (TRANSPORTATION AND ACCESS TO AFFORDABLE HEALTH CARE AND INSURANCE) AND SOCIAL DETERMINANTS OF HEALTH (HOUSING AND EMPLOYMENT). AS A PROUD MEMBER OF MEDSTAR HEALTH, REPRESENTATIVES FROM THE HOSPITAL ROUTINELY PARTICIPATE IN THE MEDSTAR HEALTH COMMUNITY HEALTH WORKGROUP. THE WORKGROUP IS COMPRISED OF COMMUNITY HEALTH PROFESSIONALS WHO REPRESENT ALL TEN MEDSTAR HOSPITALS. THE TEAM ANALYZES LOCAL AND REGIONAL COMMUNITY HEALTH DATA, ESTABLISHES SYSTEM-WIDE COMMUNITY HEALTH PROGRAMMING PERFORMANCE AND EVALUATION MEASURES AND SHARES BEST PRACTICES.

DISASTER READINESS
THE HOSPITAL CONTINUES TO MAINTAIN RESILIENCE AND STRONG RESPONSE TO THE PANDEMIC BY IMPROVING THE ABILITY OF THE COMMUNITY TO WITHSTAND AND RECOVER FROM CORONAVIRUS. STAFF CONTINUED TO PROVIDE VACCINATION OPPORTUNITIES FOR THE GENERAL PUBLIC AND HOME-BOUND PATIENTS. EVENTS AND OUTREACH OCCURRED AT HOSPITAL CAMPUSES AND AT TARGETED COMMUNITY LOCATIONS SUCH AS SENIOR HOUSING, CHURCHES AND LONG-TERM CARE FACILITIES TO BEST REACH UNDERSERVED AND AT-RISK POPULATIONS.

AFFILIATED HEALTH CARE SYSTEM
PART VI, LINE 6AS A PROUD MEMBER OF MEDSTAR HEALTH, MSMH IS ABLE TO EXPAND ITS CAPACITY TO MEET THE NEEDS OF THE COMMUNITY BY PARTNERING WITH OTHER MEDSTAR HOSPITALS AND ASSOCIATED ENTITIES. MEDSTAR HEALTH RESOURCES ASSIST THE HOSPITAL IN COMMUNITY HEALTH PLANNING TO MEET THE NEEDS OF THE UNINSURED AND OTHER VULNERABLE POPULATIONS. THROUGH ITS COMMUNITY HEALTH FUNCTION, MEDSTAR HEALTH PROVIDES MSMH WITH TECHNICAL SUPPORT TO ENHANCE COMMUNITY HEALTH PROGRAMMING AND EVALUATION. MEDSTAR'S CORPORATE PHILANTHROPY DEPARTMENT IDENTIFIES AND SEEKS PUBLIC AND PRIVATE FUNDING SOURCES TO ENSURE THE AVAILABILITY OF HIGH-QUALITY HEALTH SERVICES, REGARDLESS OF ABILITY TO PAY.

STATE FILING OF COMMUNITY BENEFIT REPORT
PART VI, LINE 7THE COMMUNITY BENEFIT REPORT FOR MSMH IS FILED IN THE STATE OF MARYLAND.

PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE
PART VI, LINE 3AS ONE OF THE REGION'S LEADING NOT-FOR-PROFIT HEALTHCARE SYSTEMS, MEDSTAR HEALTH IS COMMITTED TO ENSURING THAT UNINSURED AND UNDERINSURED PATIENTS MEETING ELIGIBILITY CRITERIA, AND PATIENTS DETERMINED ELIGIBLE FOR PRESUMPTIVE ELIGIBILITY WITHIN THE COMMUNITIES WE SERVE WHO LACK FINANCIAL RESOURCES HAVE ACCESS TO MEDICALLY NECESSARY HOSPITAL SERVICES. MEDSTAR HEALTH HOSPITALS AND HOSPITAL BASED-PHYSICIAN PRACTICES WILL:. TREAT ALL PATIENTS EQUITABLY, WITH DIGNITY, RESPECT, AND COMPASSION.. SERVE THE EMERGENCY HEALTH CARE NEEDS OF EVERYONE WHO PRESENTS TO OUR MEDSTAR HEALTH HOSPITALS AND HOSPITAL-BASED PHYSICIAN PRACTICES REGARDLESS OF A PATIENT'S ABILITY TO PAY FOR CARE.. ASSIST THOSE PATIENTS WHO ARE ADMITTED THROUGH OUR ADMISSION PROCESS FOR NON-URGENT, MEDICALLY NECESSARY CARE WHO CANNOT PAY FOR THE CARE THEY RECEIVE.. BALANCE NEEDED FINANCIAL ASSISTANCE FOR SOME PATIENTS WITH BROADER FISCAL RESPONSIBILITIES IN ORDER TO KEEP ITS HOSPITALS' DOORS OPEN FOR ALL WHO MAY NEED CARE IN THE COMMUNITY.IN MEETING ITS COMMITMENTS, MEDSTAR HEALTH HOSPITALS AND HOSPITAL-BASED PHYSICIAN PRACTICES WILL WORK WITH THEIR PATIENTS SEEKING EMERGENCY AND MEDICALLY NECESSARY CARE TO GAIN AN UNDERSTANDING OF EACH PATIENT'S FINANCIAL RESOURCES. BASED ON THIS INFORMATION, MEDSTAR HEALTH HOSPITALS AND HOSPITAL-BASED PHYSICIAN PRACTICES WILL MAKE ELIGIBILITY DETERMINATIONS FOR FINANCIAL ASSISTANCE FOR PATIENTS WHO RESIDE WITHIN THE COMMUNITIES THAT WE SERVE. IN DETERMINING ELIGIBILITY FOR FINANCIAL ASSISTANCE, MEDSTAR HEALTH HOSPITALS AND HOSPITAL-BASED PHYSICIAN PRACTICES WILL:- DETERMINE WHETHER THE PATIENT HAS HEALTH INSURANCE. - DETERMINE WHETHER THE PATIENT IS PRESUMPTIVELY ELIGIBLE FOR FREE OR REDUCED-COST CARE. - DETERMINE WHETHER UNINSURED PATIENTS ARE ELIGIBLE FOR PUBLIC OR PRIVATE HEALTH INSURANCE. - TO THE EXTENT POSSIBLE, OFFER ASSISTANCE TO UNINSURED PATIENTS IF THE PATIENT CHOOSES TO APPLY FOR PUBLIC OR PRIVATE HEALTH INSURANCE. - TO THE EXTENT PRACTICABLE, DETERMINE WHETHER THE PATIENT IS ELIGIBLE FOR OTHER PUBLIC PROGRAMS THAT MAY ASSIST WITH HEALTH CARE COSTS. - USE INFORMATION IN THE POSSESSION OF THE HOSPITAL, IF AVAILABLE, TO DETERMINE WHETHER THE PATIENT IS QUALIFIED FOR FREE OR REDUCED-COST CARE UNDER THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY.MEDSTAR HEALTH WILL WIDELY PUBLICIZE THE MEDSTAR FINANCIAL ASSISTANCE POLICY BY:. PROVIDING ACCESS TO THE MEDSTAR FINANCIAL ASSISTANCE POLICY, FINANCIAL ASSISTANCE APPLICATIONS, AND MEDSTAR PATIENT INFORMATION SHEET ON ALL HOSPITAL WEBSITES AND PATIENT PORTALS.. PROVIDING HARD COPIES OF THE MEDSTAR FINANCIAL ASSISTANCE POLICY, MEDSTAR UNIFORM FINANCIAL ASSISTANCE APPLICATION, AND MEDSTAR PATIENT INFORMATION SHEET TO PATIENTS UPON REQUEST.. PROVIDING HARD COPIES OF THE MEDSTAR FINANCIAL ASSISTANCE POLICY, MEDSTAR UNIFORM FINANCIAL ASSISTANCE APPLICATION, AND MEDSTAR PATIENT INFORMATION SHEET TO PATIENTS UPON REQUEST BY MAIL AND WITHOUT CHARGE.. PROVIDING NOTIFICATION AND INFORMATION ABOUT THE MEDSTAR FINANCIAL ASSISTANCE POLICY BY: . OFFERING COPIES AS PART OF ALL REGISTRATION OR DISCHARGES PROCESSES, AND ANSWERING QUESTIONS ON HOW TO APPLY FOR ASSISTANCE. . PROVIDING WRITTEN NOTICES ON BILLING STATEMENTS. . DISPLAYING MEDSTAR FINANCIAL ASSISTANCE POLICY INFORMATION AT ALL HOSPITAL REGISTRATION POINTS, INCLUDING THE BUSINESS OFFICE, INFORMING PATIENTS OF THEIR RIGHTS TO APPLY FOR FINANCIAL ASSISTANCE AND WHO TO CONTACT AT THE HOSPITAL FOR ADDITIONAL INFORMATION. . TRANSLATING THE MEDSTAR FINANCIAL ASSISTANCE POLICY, MEDSTAR UNIFORM FINANCIAL ASSISTANCE APPLICATION, AND THE MEDSTAR PATIENT INFORMATION SHEET INTO PRIMARY LANGUAGES THAT CONSTITUTE THE LESSER OF 1000 INDIVIDUALS OR 5% OF THE OVERALL POPULATION WITHIN THE CITY OR COUNTY IN WHICH THE HOSPITAL IS LOCATED AS MEASURED BY THE MOST RECENT CENSUS.. MEDSTAR HEALTH WILL PROVIDE PUBLIC NOTICES YEARLY IN LOCAL NEWSPAPERS SERVING ALL HOSPITAL TARGET POPULATIONS.THE MEDSTAR HEALTH PATIENT INFORMATION SHEET SHALL BE PROVIDED TO THE PATIENT, THE PATIENT'S FAMILY, OR THE PATIENT'S AUTHORIZED REPRESENTATIVE: . BEFORE DISCHARGE;. WITH THE HOSPITAL BILL; . ON REQUEST; AND . IN EACH WRITTEN COMMUNICATION TO THE PATIENT REGARDING COLLECTION OF THE HOSPITAL BILL.MEDSTAR HEALTH WILL PROVIDE A FINANCIAL ASSISTANCE PROBABLE AND LIKELY ELIGIBILITY DETERMINATION TO THE PATIENT WITHIN TWO BUSINESS DAYS FROM RECEIPT OF THE INITIAL MEDSTAR HEALTH UNIFORM FINANCIAL ASSISTANCE APPLICATION. FINAL ELIGIBILITY DETERMINATIONS ARE MADE AND COMMUNICATED TO THE PATIENT BASED ON RECEIPT AND REVIEW OF A COMPLETED APPLICATION. MEDSTAR HEALTH BELIEVES THAT ITS PATIENTS HAVE PERSONAL RESPONSIBILITIES RELATED TO THE FINANCIAL ASPECTS OF THEIR HEALTHCARE NEEDS. FINANCIAL ASSISTANCE AND PERIODIC PAYMENT PLANS AVAILABLE UNDER THIS POLICY WILL NOT BE AVAILABLE TO THOSE PATIENTS WHO FAIL TO FULFILL THEIR RESPONSIBILITIES. FOR PURPOSES OF THIS POLICY, PATIENT RESPONSIBILITIES INCLUDE: . COMPLY WITH PROVIDING THE NECESSARY FINANCIAL DISCLOSURE FORMS TO EVALUATE THEIR ELIGIBILITY FOR PUBLICLY-FUNDED HEALTHCARE PROGRAMS, CHARITY CARE PROGRAMS, AND OTHER FORMS OF FINANCIAL ASSISTANCE. THESE DISCLOSURE FORMS MUST BE COMPLETED ACCURATELY, TRUTHFULLY, AND TIMELY TO ALLOW MEDSTAR HEALTH'S FACILITIES TO PROPERLY COUNSEL PATIENTS CONCERNING THE AVAILABILITY OF FINANCIAL ASSISTANCE. . WORKING WITH MEDSTAR HOSPITAL PATIENT ADVOCATES AND PATIENT FINANCIAL SERVICES STAFF TO ENSURE THERE IS A COMPLETE UNDERSTANDING OF THE PATIENT'S FINANCIAL SITUATION AND CONSTRAINTS. . MAKING APPLICABLE PAYMENTS FOR SERVICES IN A TIMELY FASHION, INCLUDING ANY PAYMENTS MADE PURSUANT TO DEFERRED AND PERIODIC PAYMENT SCHEDULES. . PROVIDING UPDATED FINANCIAL INFORMATION TO MEDSTAR HOSPITAL PATIENT ADVOCATES OR CUSTOMER SERVICE REPRESENTATIVES ON A TIMELY BASIS AS THE PATIENT'S FINANCIAL CIRCUMSTANCES MAY CHANGE. . IT IS A PATIENT'S RESPONSIBILITY, DURING THEIR 12-MONTH ELIGIBILITY PERIOD, TO NOTIFY MEDSTAR HEALTH OF THEIR EXISTING HOUSEHOLD ELIGIBILITY FOR FREE CARE, REDUCED COST-CARE, AND/OR ELIGIBILITY UNDER FINANCIAL HARDSHIP PROVISIONS FOR MEDICAL NECESSARY CARE RECEIVED DURING THE 12-MONTH ELIGIBILITY PERIOD.. IN THE EVENT A PATIENT FAILS TO MEET THESE RESPONSIBILITIES, MEDSTAR RESERVES THE RIGHT TO PURSUE ADDITIONAL BILLING AND COLLECTION EFFORTS. IN THE EVENT OF NON-PAYMENT BILLING, AND COLLECTION EFFORTS ARE DEFINED IN THE MEDSTAR BILLING AND COLLECTION POLICY. A FREE COPY IS AVAILABLE ON ALL HOSPITAL WEBSITES AND PATIENT PORTALS VIA THE FOLLOWING URL: WWW.MEDSTARHEALTH.ORG/FINANCIALASSISTANCE, OR BY CALLING CUSTOMER SERVICE AT 1-800-280-9006.PATIENTS OF MEDSTAR HEALTH'S HOSPITALS AND HOSPITAL-BASED PHYSICIAN PRACTICES MAY BE ELIGIBLE FOR FULL FINANCIAL ASSISTANCE OR PARTIAL SLIDING-SCALE FINANCIAL ASSISTANCE AS SET FORTH UNDER THIS POLICY. THE PATIENT ADVOCATE AND PATIENT FINANCIAL SERVICES STAFF WILL DETERMINE ELIGIBILITY FOR FULL FINANCIAL ASSISTANCE AND PARTIAL SLIDING-SCALE FINANCIAL ASSISTANCE BASED ON REVIEW OF INCOME FOR THE PATIENT AND THEIR FAMILY (HOUSEHOLD), OTHER FINANCIAL RESOURCES AVAILABLE TO THE PATIENT'S FAMILY, FAMILY SIZE, AND THE EXTENT OF THE MEDICAL COSTS TO BE INCURRED BY THE PATIENT.

COMMUNITY INFORMATION
PART VI, LINE 4THE COMMUNITY THE ORGANIZATION SERVES INCLUDES ZIP CODE 20653. ZIP CODE 20653 IS A RURAL GEOGRAPHIC SERVICE AREA. THERE ARE 13,317 PEOPLE AND THE MEDIAN HOUSEHOLD INCOME IS $72,920. THE COMMUNITIES INCLUDE RESIDENTS WITH INCOMES BELOW THE FEDERAL POVERTY GUIDELINE (12.0%), UNINSURED (7.6%) AND MEDICAID RECIPIENTS (29.3%). THERE IS ONE HOSPITAL SERVING THE COMMUNITY, AND TWO FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS OR POPULATIONS PRESENT IN THE COMMUNITY. ACCESS TO CARE CONTINUES TO BE A COMMUNITY WIDE CHALLENGE WITH PRIMARY CARE PROVIDERS TO PATIENT RATIOS AT 2,682:1, DENTISTS AT 1,880:1, AND MENTAL HEALTH PROVIDERS ARE 830:1 ON A COUNTY LEVEL. BEYOND THE HIGHER VOLUMES THE PROVIDERS SEE, THERE ARE ALSO TRANSPORTATION BARRIERS TO ACCESSING THESE SERVICES. MANY ARE HINDERED BY A DEFINED BUS ROUTE THAT MAY NOT BE ACCESSIBLE AND WITHIN THE PARAMETERS EXPECTED BY THE TRANSPORTATION AUTHORITY. FROM AN ECONOMIC PERSPECTIVE, 34% OF SCHOOL-AGED CHILDREN ARE ELIGIBLE FOR FREE OR REDUCED COST LUNCH AND 30.7% OF CHILDREN ARE FROM SINGLE-PARENT HOMES. HOUSING COSTS ARE ALSO A BURDEN FOR 11% OF THE COMMUNITY POPULATION, SPENDING 50% OR MORE OF THEIR HOUSEHOLD INCOME ON HOUSING COSTS. ADULT OBESITY CONTINUES TO BE AN ONGOING HEALTH CHALLENGE IMPACTING MORE THAN ONE-THIRD OF ADULTS (36%) IN THE COUNTY AND 12% OF ADULT'S SELF-REPORT A DIAGNOSIS OF DIABETES WHEREAS, 10% HAVE BEEN OFFICIALLY DIAGNOSED.

PROMOTION OF COMMUNITY HEALTH
PART VI, LINE 5AS A COMMUNITY PARTNER, MSMH ENGAGES IN SEVERAL COMMUNITY BENEFIT ACTIVITIES TO IMPROVE AND PROMOTE THE HEALTH AND WELLBEING OF THE COMMUNITY. PRIORITY AREAS, AS DETERMINED BY THE CHNA, FALL UNDER THREE AREAS OF FOCUS INCLUDING HEALTH AND WELLNESS, ACCESS TO CARE, AND SOCIAL DETERMINANTS OF HEALTH. PROGRAMS INCLUDE (BUT ARE NOT LIMITED TO):HEALTH AND WELLNESSEDUCATIONAL PROGRAMS ARE OFFERED WITH THE GOAL OF IMPROVING COMMUNITY HEALTH AND WELL-BEING. FOR EXAMPLE, THE NATIONAL DIABETES PREVENTION PROGRAM (NDPP) IS A YEARLONG PROGRAM THAT PROVIDES LIFESTYLE CHANGE EDUCATION FOR PATIENTS WHO HAVE ELEVATED A1C LEVELS, THOUGH ARE NOT OFFICIALLY IDENTIFIED AS A TYPE 2 DIABETIC. OFTEN, AND BEYOND THE BENEFIT OF STAVING OFF A DIAGNOSIS OF TYPE 2 DIABETES, PARTICIPANTS ACHIEVE WEIGHT LOSS THOUGH INCREASED ACTIVITY AND FOOD TRACKING WHICH HELPS TO FURTHER DELAY THE ONSET OF DIABETES AND OTHER CHRONIC DISEASES. OFFERING THE LIVING WELL WITH DIABETES PROGRAM, A FREE SEVEN-WEEK HEALTH EDUCATION AND BEHAVIOR CHANGE PROGRAM, IS FOCUSED ON THE MANAGEMENT OF THEIR DIABETES FOR THOSE ALREADY LIVING WITH THIS CONDITION. BOTH PROGRAMS HAVE BEEN OFFERED THROUGHOUT THE COMMUNITY AND IN PARTNERSHIP WITH THE LEXINGTON PARK LIBRARY AND MINORITY OUTREACH COALITION WHERE THEY PROVIDE THE SERVICES IN THE COMMUNITY BENEFIT SERVICE AREA. SUPPORT GROUPS ARE OFFERED TO COMMUNITY MEMBERS FOR A VARIETY OF TOPICS INCLUDING CANCERS, PARKINSON'S, BARIATRIC AND STROKE. IN RESPONSE TO COVID-19, THESE SUPPORT GROUPS BEGAN IN A TELEHEALTH PLATFORM THOUGH SOME WERE ABLE TO MOVE TO A HYBRID OFFERING WHERE APPROPRIATE AND SAFE. TOWARD THE END OF FY 2022, ASSOCIATES BEGAN TO RE-ENGAGE IN COMMUNITY SPONSORED EVENTS, SUCH AS EDUCATIONAL DAYS, HEALTH EXPOSITIONS WHERE SCREENINGS ARE PERFORMED, AND HEALTH INFORMATION IS SHARED, AND COMMUNITY HEALTH RESOURCE EVENTS FOR DESIGNATED POPULATIONS. OUTREACH IS ALSO PROVIDED IN-PERSON AND VIRTUALLY, HOSPITAL STAFF SHARE THEIR KNOWLEDGE WITH THE COMMUNITY THROUGH ENGAGING INTERVIEWS, SEMINARS, BLOGS AND VIDEOS.

ACCESS TO CARE
EAST RUN MEDICAL CENTER IS HOME TO A PRIMARY CARE, SAFETY-NET DENTAL CLINIC, AND VETERAN'S AFFAIRS CLINIC IN THE CBSA. THESE SERVICES, ALONG WITH TRANSITIONAL CARE OUTPATIENT NURSES AND COMMUNITY HEALTH ADVOCATES ASSIST IN BRIDGING THE GAPS IN SERVICES OUR MOST VULNERABLE COMMUNITY MEMBERS FACE. THE HOSPITAL ALSO SUBSIDIZES HEALTH SERVICES TO ENSURE RESIDENTS HAVE ACCESS TO THE CLINICAL CARE THEY NEED. BEYOND THESE SERVICES, THE DIABETES SELF-MANAGEMENT PROGRAM AND DIABETES PREVENTION PROGRAMS WERE OFFERED IN A TELEHEALTH AND HYBRID CAPACITIES AFFORDING THE SAME LEVEL OF SERVICES PROVIDED AT THE HOSPITAL HAD WE NOT BEEN IN A PANDEMIC. THE SEVEN-WEEK PROGRAM WAS OFFERED TO RESIDENTS WHO HAD A VESTED INTEREST IN MANAGING THEIR DIABETES AND WAS WELL-RECEIVED WHERE ADDITIONAL COHORTS WERE ADDED. TOBACCO CESSATION CONTINUED TO BE OFFERED IN A VIRTUAL CAPACITY TO BETTER SERVE THE ENTIRE COMMUNITY, ESPECIALLY AS WE CONTINUED TO NAVIGATE THE PANDEMIC. FINALLY, THE PARENTS TO BE WORKSHOP, A FULL DAY PROGRAM THAT OFFERS THE BASICS FOR NEW PARENTS INCLUDING, INFANT CPR, CHILDBIRTH, BREASTFEEDING BASICS AND BABY CARE BASICS, WAS OFFERED THROUGH LIMITED IN-PERSON SETTINGS. THE VIRTUAL OPTION CONTINUES TO BE AVAILABLE FOR THOSE WHO PREFER SELF-PACED, ONLINE LEARNING. OUR HOSPITAL PARTNERS WITH A LOCAL ENTITY TO PROMOTE ACCESS TO CARE FOR VULNERABLE POPULATIONS. THROUGH THIS PARTNERSHIP, TRANSPORTATION IS PROVIDED TO RESIDENTS THAT HAVE AN IDENTIFIED FINANCIAL NEED. THIS TRANSPORTATION ASSISTANCE ALLOWS RESIDENTS TO ACCESS HEALTH CARE PROVIDERS AND OTHER COMMUNITY-BASED SERVICES, LIKE FOOD BANKS, IN AN EFFORT TO IMPROVE HEALTH OUTCOMES.

SOCIAL DETERMINANTS OF HEALTH
THE SCREENING, BRIEF INTERVENTION, AND REFERRAL TO TREATMENT (SBIRT) PROGRAM IS PROVIDED TO SUPPORT SUBSTANCE ABUSE RECOVERY IN THE COMMUNITY AND PROMOTE ACCESS TO BEHAVIORAL HEALTH PROGRAMS. THIS PROGRAM INCLUDES THREE MAIN COMPONENTS: SCREENING, BRIEF INTERVENTION, AND REFERRAL TO TREATMENT. THOSE WHO SCREEN POSITIVE FOR HIGH-RISK BEHAVIORS ARE CONNECTED TO PEER RECOVERY COACHES WHO CONDUCT A BRIEF INTERVENTION AND REFER TO TREATMENT IF APPROPRIATE. OPIOID OVERDOSE SURVIVOR OUTREACH COACHES LINK COMMUNITY MEMBERS WITH A HISTORY OF SUBSTANCE ABUSE TREATMENT WITH THE RESOURCES THEY NEED TO PREVENT A FUTURE OVERDOSE. THIS TEAM WORKS IN COORDINATION WITH OUR COMMUNITY HEALTH WORKERS AS WELL AS TRANSITIONAL CARE NURSES AS THEY RE-ENTER THE COMMUNITY SETTING, EQUIPPED WITH THE NEEDED RESOURCES TO MANAGE THEIR ADDICTIONS AND PROMOTE RECOVERY.COMMUNITY HEALTH WORKERS IMPROVE THE HEALTH OF THEIR COMMUNITIES BY CONNECTING VULNERABLE RESIDENTS TO LOCAL RESOURCES INCLUDING PRIMARY CARE PROVIDERS, HEALTH INSURANCE, SOCIAL SERVICES, INCLUDING FOOD ACCESS, TRANSPORTATION, HOUSING, AND UTILITY ASSISTANCE. CHWS REFER INDIVIDUALS TO RESOURCES THROUGH THE FINDHELP.ORG RESOURCE DATABASE THAT WILL HELP BRIDGE THE GAP FOR A VARIETY OF NEEDS INCLUDING, FINANCIAL RESOURCES, HOUSING, UTILITIES, CHILDCARE, AND FOOD PANTRIES. JOB OPPORTUNITIES/WORKFORCE DEVELOPMENT EXPANDED THIS YEAR BEYOND PREVIOUS COVID-19 RESTRICTIONS. THIS PROGRAM PROVIDED ROBUST STUDENT INTERNSHIP EXPERIENCES FOR HIGH SCHOOL LEVEL YOUTH, MANY LOCATED IN OUR CBSA. THIS EIGHT-WEEK SUMMER INTERNSHIP CONNECTS THE COURSE CURRICULUM WITH TANGIBLE ONSITE EXPERIENCE. THIS OFFERED STUDENTS THE ABILITY TO DEVELOP SKILLS WHILE RECEIVING RELEVANT WORK EXPERIENCE IN THE MEDICAL FIELD AND EARNING A WAGE.SOCIAL NEEDS SCREENINGS ARE PROVIDED TO SCREEN FOR FOOD AND HOUSING INSECURITY, AND BARRIERS RELATED TO TRANSPORTATION, EMPLOYMENT, AND UTILITIES. IDENTIFIED NEEDS ARE ADDRESSED BY CONNECTING THE PARTICIPANT TO SOCIAL SERVICES AND OTHER RESOURCES IN THE COMMUNITY AS WELL AS FOLLOWING THEIR CARE THROUGH THE COMMUNITY HEALTH WORKER TEAM, ACCESSHEALTH. UTILIZING THE FINDHELP.ORG ONLINE PLATFORM ALLOWS OUR ASSOCIATES THE ABILITY TO REFER, TRACK AND MANAGE CONNECTIONS WITH LOCAL NONPROFIT GROUPS AND PUBLIC SERVICE AGENCIES THAT MAY BE ABLE TO PROVIDE ASSISTANCE TO THOSE REQUIRING SUPPORT.