4A (Expenses $ 3100034775 including grants of $ 171839) (Revenue $ 3101859328)
THE ALLEGHENY HEALTH NETWORK (AHN) STRIVES TO PROVIDE HIGH QUALITY, AFFORDABLE HEALTHCARE TO THE COMMUNITIES WE SERVE. TO ACCOMPLISH THESE PROGRAM SERVICE OBJECTIVES, THE WEST PENN ALLEGHENY HEALTH SYSTEM EXISTS TO PROMOTE HEALTH AND WELLNESS FOR OUR PATIENTS AND OUR COMMUNITIES. SEE SCHEDULE O FOR ADDITIONAL DETAILS.

4B (Expenses $ 445773604 including grants of $ 0) (Revenue $ 479211527)
THE ALLEGHENY HEALTH NETWORK (AHN) STRIVES TO PROVIDE HIGH QUALITY, AFFORDABLE HEALTHCARE TO THE COMMUNITIES WE SERVE. TO ACCOMPLISH THESE PROGRAM SERVICE OBJECTIVES, THE SAINT VINCENT HEALTH CENTER EXISTS TO PROMOTE HEALTH AND WELLNESS FOR OUR PATIENTS AND OUR COMMUNITIES. SEE SCHEDULE O FOR ADDITIONAL DETAILS.

4C (Expenses $ 294623481 including grants of $ 1494) (Revenue $ 348862818)
THE ALLEGHENY HEALTH NETWORK (AHN) STRIVES TO PROVIDE HIGH QUALITY, AFFORDABLE HEALTHCARE TO THE COMMUNITIES WE SERVE. TO ACCOMPLISH THESE PROGRAM SERVICE OBJECTIVES, JEFFERSON REGIONAL MEDICAL CENTER EXISTS TO PROMOTE HEALTH AND WELLNESS FOR OUR PATIENTS AND OUR COMMUNITIES. SEE SCHEDULE O FOR ADDITIONAL DETAILS.

4D (Expenses $ 322396694 including grants of $ 473981) (Revenue $ 588980808)
OTHER PROGRAM SERVICES

Schedule H, Part V, Section B, Line 5 Facility A, 1
Facility A, 1 - THIS REPORTING GROUP INCLUDES THE FACILITIES LISTED ON LINES 1, 2, 4, 5, 6, 7 AND 8 OF PART V, SECTION A.. Allegheny Health Network (AHN) executed a CHNA process that included collecting primary and secondary data. A formation of a working group consisting of members from AHN's Community Affairs oversaw the CHNA along with the project consultant, Tripp Umbach. Representatives from each AHN hospital facility and representatives from departments within AHN formed a steering committee that provided high-level feedback and input on primary and secondary data collected. Organizations and community stakeholders within the primary service area were engaged in identifying the needs of the community. Community organizations, government agencies, educational systems, and health and human services entities were engaged throughout the CHNA. The comprehensive primary data collection phase resulted in contributions from a multitude of regional community stakeholders from organizations. Input from the community was sought through a customized multi-language community survey, stakeholder interviews, and a provider survey. The community survey was employed to collect input from populations within Allegheny Health Network's service area to identify health risk factors and health needs in the community. Working with leadership from Community Affairs, the community survey was promoted on social media platforms, hospital websites, relationships with community-based organizations and clinics. Collecting surveys from community residents whose primary language was not English was an essential driver of the initiative. The community survey was available in English, Spanish, Nepalese, Chinese, and Arabic. The telephone interviews completed with community stakeholders as part of the CHNA phase helped to understand the changing community health environment. The interviews offered stakeholders an opportunity to provide feedback on the needs of the region they serve and other information relevant to the study. Community stakeholders targeted for interviews encompassed a wide variety of professional backgrounds, including: 1. Businesses 2. County and state government representatives 3. Economic development 4. Education 5. Faith-based communities 6. Foundations/philanthropic 7. Health care representatives 8. Law enforcement 9. Non-profits 10. Representatives of underserved populations 11. Social service representatives Within the interview and discussion process, overall health needs, themes, and concerns were presented. The qualitative data collected are the perceptions and opinions from community stakeholders as part of the CHNA process. The information provides insight and adds great depth to the qualitative data. Community stakeholders interviewed represented the following organizations: * AARP Work Search * AHN Cancer Institute * AHN Center for Inclusion Health * AHN Jefferson Front Door Initiative * AHN Westfield Board * Allegheny Center Alliance Church * Allegheny County Health Department (two community stakeholders interviewed) * Allegheny Township * Allen Place Community Services Inc. * Alliance for Nonprofit Resources Inc. * AWARE Domestic Violence Agency (Sexual Assault) * Bhutanese Community Association of Pittsburgh (BCAP) * Bloomfield Development Corporation * Buhl Regional Health Foundation of Mercer County * Butler County Tourism and Convention Bureau * Center for Community Resources * Erie County Executive * Erie County Health Department * Grove City Area United Way * Grove City Chamber of Commerce * Grove City School District * Grove Manor Corporation * Harvest Bible Chapel Pittsburgh North * Hefren-Tillotson Inc. * Heritage Community Initiatives * Jefferson Regional Foundation * Lawrenceville United Inc. * Light of Life Rescue Mission * Martin Luther King Center * Mayor of Erie * Mercer County Agency on Aging * Mercy Center for Women * Mon Valley Initiative * Monroeville Foundation * Mt. Olive Baptist Church * Municipality of Monroeville * Neighborhood Learning Alliance * Neighborhood Resilience Project * North Hills Community Outreach * North Way Christian Community Church * Northside Leadership Conference * Penn State University * Perry Hilltop Citizens Council * Pittsburgh North Regional Chamber of Commerce * Primary Health Network * Project Destiny Inc. * Saint Mary's Home of Erie * Salvation Army * Second Harvest Food Bank of Northwest PA * Slippery Rock University * South Hills Interfaith Movement (SHIM) * Temple David * The Building Block of Natrona * The Lord's Church of Pittsburgh * United Way of Southwestern Pennsylvania * Walnut Grill Restaurant * Westfield Area Central School Board * Westfield Memorial Hospital Foundation * YMCA of Franklin and Grove City In addition, a provider survey was implemented to collect data from providers from the hospital's service areas and region to identify the community's needs and vulnerable populations and those partners/organizations that will be instrumental in addressing prioritized needs. Providers internal and external to Allegheny Health Network received a survey link. Community input was aligned with secondary data and presented to the CHNA Steering Committee as a framework for assessing current community needs, identifying new/emerging health issues, and advancing health improvement efforts to address identified needs.

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - ALLEGHENY GENERAL HOSPITAL. The following health needs are identified as priorities in 2021 for the Allegheny Health Network hospital facilities (not all needs apply to each hospital, please see the individual reports posted to the website): Transportation, Workforce Development, Cost of Care, Access to Care, Food Insecurity, Diet & Nutrition, Substance Use Disorder, Mental Health Services, Postpartum Depression, Diabetes, Heart Disease, Cancer, COPD, Obesity and Diversity, Equity & Inclusion. In 2021, Allegheny Health Network continued its Covid-19 response to provide critical emergency relief to the most vulnerable communities. AHN hospitals pivoted to offering tele-medicine appointments and virtual programming. AHN hospitals and facilities hosted PPE distribution events, vaccination clinics, and food distribution at AHN Healthy Food Center locations. The enterprise also responded to communities' drastic increase in food insecurity and financial strain through funding food banks, United Way agencies, and local emergency funds. Partnerships with Federally Qualified Health Centers (FQHCs) and other community-based clinics were essential for these facilities to build capacity and meet the increasing need for affordable primary health care during the pandemic. The hospitals of AHN developed an implementation strategy to guide community benefit and population health improvement activities across their respective service areas. The following illustrates how each hospital is addressing the significant health needs identified in its most recently conducted CHNA as well as any needs that are not currently being addressed and why: Health Priority: Social Determinants of Health - Community Need: Transportation - Goal: To transform transportation services for AHN AGH patients and families. - Strategies: Improve access to transportation services for patients and families. - Action steps: Assess current transportation services; Collaborate with Prehospital Care Services (PCS) to utilize a centralized coordination center; Educate primary care physicians on transportation services; Educate patients on transportation services; Conduct screening for SDOH to determine transportation needs. - Measure: Percentage of reduced missed appointments due to inability to access transportation services; Percentage of reduced ED admissions due to inability to access transportation services for medical appointments. - Impact: (1) Increased transportation services for patients; and (2) increased awareness of transportation services. - 2021 Progress: Lyft program increased from 150 rides (2019) to over 700 rides in 2021. Health Priority: Social Determinants of Health Community Need: Workforce Development Goal: Increase number of people that receive information on job opportunities and pre-employment career readiness. Strategies: Increase the number of people that receive information on relevant jobs and pre-employment career readiness. Action Steps: Partner with local public schools and community partners; Provide educational events, hospital tours and open houses to students and residents in our region; Identify high-turnover jobs and develop employment pipelines specific to job openings. Measure: Number of community events provided; Number of individuals screened for employment; Increased number of positions filled. Impact: (1) Increased number of employment screening and education events; and (2) increased number of prepared health professionals entering the health care workforce. 2021 Progress: In 2021, there were over 50+ job placements of North Side residents at AHN facilities in partnership with Auberle/Buhl, and a growing partnership with the Pittsburgh Technology Council for hosting virtual career fairs (more than 50 school districts attended in 2021). Health Priority: Social Determinants of Health Community Need: Food Insecurity, Diet, and Nutrition Goal: Improve access to healthy foods. Strategies: Improve access to healthy foods through the Health Food Center. Action Steps: Community events with nutrition and information on Healthy Food Center (Northside Farmers' Market program with Northside Leadership) - up to 1,000 market attendees on Fridays (May-November). Measure: Number of people served. Impact: (1) Increased underserved populations to gain better access to healthy foods; and (2) increased knowledge on healthy diets. 2021 Progress: Allegheny General Hospital's Healthy Food Center pivoted to providing support during the pandemic due to a five-fold increase in food insecurity amongst residents in AGH's footprint. The hospital also established a food box pickup and delivery program for residents in need. There were 1,037 visits to the Healthy Food Center in 2021, serving a total of 1,779 patients and family members. Health Priority: Behavioral Health Community Need: Substance Use Disorder Goal: Increase knowledge and access to substance use disorder programs and services. Strategies: Increase access to services in the Emergency Department (ED) for post overdose management. Action Steps: Develop ED pathway for initiation of Medication-Assisted Treatment; (MAT) and warm hand-off program; Educate ED providers on substance use disorder and MAT as an effective treatment for post overdose management; Provide warm hand-off to MAT treatment services. Measure: Number of trainings for hospital staff; Number of patients screened for eligibility for MAT. Impact: (1) Increased awareness of treatment for overdose complications; and (2) increased services for overdose cases. 2021 Progress: Approximately 1,400 substance use disorder consultations were conducted in 2021. Health Priority: Chronic Diseases Community Need: Cancer Strategies: Increase the number of adults who receive timely age-appropriate cancer screenings based on the most recent guidelines. Goal: Increase the number of adults who receive age-appropriate cancer screenings. Action Steps: Partner with AHN Cancer Institute to provide cancer screenings for breast, colon/rectal, prostate and lung cancer. Measure: Number of screenings performed; Number of individuals screened for at least one cancer. Impact: (1) Increased number of cancer screenings; and (2) increased number of patients diagnosed early for better outcome. 2021 Progress: Five cancer screening events that were put on hold in 2020 due to Covid-19 were rescheduled and held in 2021. Health Priority: Chronic Diseases Community Need: Diabetes Strategies: Develop chronic disease specialty centers in AHN hospitals. Goal: To improve quality outcomes associated with diabetes. Action Steps: Embed RN Navigators at all AHN hospitals; Develop diabetes transition of care models; Develop inpatient care pathways; Educate PCPs and patients on diabetes management; Educate patients Measure: Number of Registered Nurses (RN) Navigators at AHN hospitals; A1C levels for target population Impact: (1) Increased number of RN Navigators; (2) decreased A1c levels in the managed population; (3) improved outcomes for diabetes measures. 2021 Progress: More than 200 patients were educated on diabetes management at AGH in 2021. Health Priority: Chronic Diseases Community Need: Heart Disease Strategies: Develop chronic disease specialty center at AHN AGH. Goal: To improve quality outcomes associated with heart disease. Action Steps: Embed RN Navigators at all AHN hospitals; Develop heart disease transition of care models; Develop inpatient care pathways; Educate PCPs and patients on heart disease management; Educate patients Measure: Number of RN Navigators at AHN hospitals; Development of Chronic Disease model Impact: (1) Increased number of RN navigators; and (2) increased utilization of a chronic disease care model. 2021 Progress: In 2021, there was a notable decrease in heart failure re-admissions to less than 13%, with patient follow-up every 5 days for 30 days. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Strategies: Increase patient understanding preventative measures and how to access services (PCP, vaccines, safety training etc.) Goal: Increase knowledge and access to health providers and services. Action Steps: Continue trainings and expand on programs: (Stop the Bleed/Bike Helmets/Safety Training, Narcan/OD Education training, etc.) Health Literacy - identify PCP. Measure: Number of trainings; Number of participants Impact: (1) increased awareness of providers; (2) increased number of patients with a PCP; and (3) increased education on life saving skills. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility A, 2
"Facility A, 2 - ALLEGHENY VALLEY HOSPITAL. Health Priority: Social Determinants of Health Community Need: Transportation Strategies: Improve access to transportation services for patients and families. Goal: To develop an improved transportation system for AVH patients and families. Action steps: Assess current transportation services; Collaborate with Prehospital Care Services to utilize a centralized coordination center; Educate primary care physicians (PCPs) and patients on transportation services; Implement transportation protocol with community partners; Continue to work to improve connectivity with One Call System; Collaborate with discharge planning team. Measure: Amount of current known transportation services; Percentage of increased community-based transportation provided; Number of patients that utilize transportation resources; Number of patients that have identified they need transportation during 2x daily discharge huddle. Impact: (1) Increased awareness of available patient transportation resources; (2) increased patient transportation services; and (3) improved discharge process. 2021 Progress: Over 350 Lyft rides were provided to patients in 2021. Health Priority: Behavioral Health Community Need: Substance Use Disorders Strategies: To increase access to services in the ED for post overdose management. Goal: Increase knowledge and access to substance use disorder programs and services. Action Steps: Consult with needs assessment counselors to discuss treatment options for ED patients; Use ED pathway for initiation of MAT and warm hand off program; Educate ED providers on substance use disorder and medication assisted therapy (MAT) as an effective treatment for post overdose management; Provide warm hand-off to MAT treatment services. Measure: Number of trainings for hospital staff; Number of patients screened for eligibility for MAT. Impact: (1) Increased awareness of treatment for overdose complications; and (2) increased services for overdose cases. 2021 Progress: There were over 500 patient substance use disorder encounters, including 20+ drug and alcohol consultations in 2021. Health Priority: Behavioral Health Community Need: Mental Health Strategies: Improve quality outcomes for mental health domain; Collaborate with AHN Behavioral Health Consultants (BHC) in the primary care practices. Goal: Transform the treatment and care continuum for mental health services at AHN AVH. Action Steps: Utilize needs assessment counselors/social services to monitor patient encounters in emergency department (ED); Identify patients who may be in need of behavioral health support; Utilize the BHC to provide support for patients with mental health issues. Measure: Number of patients referred to inpatient or outpatient facilities; Number of trainings for staff; Number of staff trained; Number of BHC consultations. Impact: (1) Improved quality outcomes for patients with mental health, (2) increased awareness of available resources; and (3) increased number of patients receiving treatment. 2021 Progress: In 2021, processes were developed to improve continuity of care with behavioral health and mental health providers. AHN has strengthened the continuum of care for behavioral health patients through the following: Opened North Hills adult clinic enhancing access and follow up care post discharge from Inpatient or the ED, in person or remotely. Established a BH Triage Team to connect hospital patients and provide access for post discharge patients. Created BH Care at Home team in partnership with AHN Medical Care to provide ""at home"" care for post-acute levels of care. Health Priority: Chronic Diseases Community Need: Diabetes Strategies: Educate community members on the prevention, diagnosis, and treatment (management) of diabetes; Offer blood sugar screenings to participants at local health fairs and community events; Provide education and resources information on healthy eating as a tool to manage diabetes. Goal: To improve quality outcomes associated with diabetes. Action Steps: Provide education program(s) at hospital and in community; Collaborate with AHN service line to promote awareness of and participation in diabetes education classes (virtual and in-person); Identify opportunities to participate in community events and focus on diabetes awareness; Participate in local state rep's community health day; Link participants with appropriate care resources (PCP, etc.).; Coordinate education opportunities with AVH's diabetes support group, the local Center for Endocrinology & Diabetes and the Diabetes Navigator assigned to AVH. Measure: Number of participants; Number of community events; Number of community programs; Performance on diabetes measures; Results of screenings for food insecurities. Impact: (1) Improved awareness of diabetes and its management; (2) Increased community programs; (3) Improved outcomes for diabetes measures; (4) Improved quality of life for diabetic patients; (5) Improved quality measures. 2021 Progress: In 2021, as in previous years, AVH has successfully increased the number of diabetic patients seen year over year. Health Priority: Chronic Diseases Community Need: Heart Disease Strategies: Improve quality outcomes associated with heart disease. Goal: To improve quality outcomes associated with heart disease. Action Steps: Collaborate with Stroke Team to provide stroke awareness community events; Extend provision of current CHF at home scale for Community Care Network (CCN) patients; Partner with Congestive Heart Failure (CHF) Navigation Team's 30 post-discharge follow-up program. Measure: Number of community events; Number of participants; Number of CCN CHF patients that utilize a scale; Readmissions for CHF patients; Number of patients served via the navigation team 30-day follow-up. Impact: (1) Improved quality outcomes for congestive heart failure and stroke patients; (2) increased community education; (3) reduced hospital readmissions for Community Care Network (CCN) Congestive Heart Failure (CHF) patients; and (4) increased routine exercise for cardiac rehabilitation patients (5) Increased (CCN) (CHF) patients with a scale. Due to the ongoing focus on Covid-19-related community needs, vaccinations, distribution of PPE, outreach to the community for this priority was handled through remote interactions. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Strategies: Incorporate into each priority need actions. Goal: Improve access to care towards underserved at-risk populations. Action Steps: Evaluate each priority need for focus on reaching at-risk and underserved populations. Measure: Number of at-risk or underserved populations included. Impact: At-risk populations improve health conditions and access to care. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing."

Schedule H, Part V, Section B, Line 11 Facility A, 3
Facility A, 3 - CANONSBURG GENERAL HOSPITAL. Health Priority: Social Determinants of Health Community Need: Access to Care Strategies: Enhance PCP availability. Goal: Improve access to primary care physicians (PCPs). Action Steps: Expand PCP office hours to include weekends; Move hospital-based PCPs back to office base only; Utilize CRNPs Measure: Number of office visits with PCP; Number of Certified Registered Nurse Practitioner (CRNP) visits. Impact: Increased number of patients that have a PCP. 2021 Progress: Canonsburg General Hospital has expanded access to care 5 days/week with the addition of six (6) PCP's in 2021 which translates to 30 extra days of office access. Health Priority: Social Determinants of Health Community Need: Transportation Strategies: To demonstrate the importance of our transportation services for community members to and from the hospital (Medi-Van). Goal: Improve transportation services for the community. Action steps: Partner with the Medi-Van team for data collection. Measure: Number of patients using the Medi-Van per month; Types of patients using the Medi-Van per month. Impact: Increased access to transportation resources/access to care. 2021 Progress: Similar to other hospitals in the network, Canonsburg made a significant shift to telemedicine during the pandemic to assist patients with transportation barriers. Health Priority: Behavioral Health Community Need: Substance Use Disorders Strategies: Strengthen access to drug and alcohol to ED patients. Goal: Strengthen ED patient access to drug and alcohol resources. Action Steps: Provide access from ED to appropriate inpatient or outpatient treatment programs; Collaborate with Washington Drug & Alcohol Center (WDAC) to have drug and alcohol counselor available to the ED or offsite. Measure: Number of patients seen on site; Number of patients referred off site; Number of Narcan kits issued; Number of return overdose patients in the ED; Number of return patients showing symptoms of drug use in the ED; Number referred to WDAC. Impact: (1) Improved access of drug/alcohol resources; (2) patients more educated on drug/alcohol resources. 2021 Progress: Due to the ongoing focus on Covid-19-related community needs, vaccinations, distribution of PPE, outreach to the community for this priority was handled through remote interactions. Health Priority: Chronic Diseases Community Need: Diabetes Strategies: Provide education on site and in the community on the health risks of diabetes; Reduce the number of hypoglycemic episodes due to the use of older diabetes medications. Goal: Increase access to diabetes education and resources. Action Steps: Partner with the community to provide diabetes education classes; Conduct health fairs; Screen home medications list to identify patients for use of first generation (older) anti-diabetic medications; Conduct interviews with eligible patients regarding hypoglycemic episodes; When appropriate, convert diabetic patients to newer diabetic medications that have lower potential for hypoglycemia. Measure: Number of education classes provided; Number of health fairs; Number of communities and patients reached; Number of diabetes patients screened and interviewed; Number of patients interviewed regarding hypoglycemic episodes; Number of patients educated on medication. Impact: (1) Increased awareness and knowledge of diabetic care/resources. 2021 Progress: The increase in number of patients educated on diabetes health year over year continued in 2021. Diabetes education was provided to 21 patients via dietician. Health Priority: Chronic Diseases Community Need: Heart Disease Strategies: Provide education on site and in the community on the health risks of heart disease. Goal: Increase access to heart disease education and resources. Action Steps: Partner with the community to provide heart disease education classes; Conduct health fairs. Measure: Number of education classes provided; Number of attendees; Number of health fairs. Impact: 1) Increased knowledge of heart disease resources. 2021 Progress: The increase in number of patients educated on heart disease year over year continued in 2021. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion (DEI) Strategies: In support of the AHN DEI initiative, want to determine the health needs of our local minority community members Goal: To increase health needs/services/resources to minority community members. Action Steps: Work closely with a local community church to help determine the health needs; Conduct assessments to identify social determinants of health (SDOH) needs; Prioritize health needs; Connect with community resources to address needs. Measure: Number of needs/types of needs identified; Number of people to connect with resources; Number of community partners; Number of referrals and connections to community agencies and resources. Impact: (1) increased access to health care to the minority community. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility A, 4
Facility A, 4 - FORBES REGIONAL HOSPITAL. Health Priority: Social Determinants of Health Community Need: Transportation Strategies: Improve access to transportation services for patients and families. Goal: To transform transportation services for Forbes Hospital patients and families. Action steps: Assess current transportation services; Educate primary care physicians (PCPs) and patients on transportation services; Conduct screening for Social Determinants of Health (SDOH) to determine transportation needs; Market transportation resources on social media outlets: Assess opportunity to work with local transportation provider for wheelchair discharges along with discharges to skilled nursing facilities; Collaborate with prehospital care services to utilize a centralized coordination center. Measure: Reduced missed appointments due to inability to access transportation services; Reduced ED admissions due to inability to access transportation services for medical appointments; Number of riders on Heritage and Port Authority Transit bus lines; Number of participants in gas card program through Pressing On; EPIC - SDOH Impact: Increased transportation services and education on services, Improved transportation access to the Forbes campus, Reduction in delay of discharges. 2021 Progress: Forbes Hospital established bus services to Forbes Outpatient Centers and PAT bus route to Forbes Hospital. Health Priority: Behavioral Health Community Need: Mental Health Strategies: Provide education to public about mental health issues and treatment options; Collaborate with Behavioral Health Consultants into primary care practices; Develop and implement outpatient child and adolescent mental health services; Development of intensive outpatient center for behavioral health; Development of enclosed BH Unit within the ED operated by behavioral health staff. Goal: Improve awareness of mental health conditions and treatment options. Action Steps: Sponsor Mental Health First Aid train-the-trainer and community MHFA trainings to the public; Identify patients who may be in need of behavioral health support; Administer the PHQ-2 at every primary care visit and PHQ-9 for patients who screen positive; Offer consultation and treatment with the practice's BHC; Monitor PHQ-9 scores over time for improvement; Collaborate with Psychiatric and Behavioral Health Institute to develop strategies and funding to implement outpatient facility; Assess current mental health and behavioral health needs within the ED. Measure: Number of events, participants, patients referred to inpatient or outpatient facilities; Reduction in crisis response events. Impact: Increased number of patients that attend education sessions, Increased awareness of available resources to support recovery, Increased number of Behavioral Health Consultants in practices, and Improved PHQ9 score and increased access to adolescent mental health services. 2021 Progress: Zoom education and 1,738 tele-medicine visits were held to accommodate for Covid-19. Health Priority: Behavioral Health Community Need: Substance Use Disorders Strategies: To increase access to services in the ED for post overdose management; Strengthen partnership with Monroeville Recovery Center of America; Continue collaboration with AHN Addiction Services; Development of an enclosed BH Unit within the ED that is operated by behavioral health staff. Goal: Increase knowledge and access to substance use disorder programs and services. Action Steps: Re-assess ED pathway for initiation of Medication Assisted Therapy (MAT) and warm hand off programs; Educate ED providers on substance use disorder MAT as an effective treatment for post overdose management; Re-assess warm hand-off to MAT treatment services; Identify patients needing support; Assess current Behavioral Health needs within the ED. Measure: Number of trainings for hospital staff; Number of patients screened for eligibility for MAT; Number of referrals; Warm hand-offs; Reduction in crisis response events; Number of individuals served Impact: Increased awareness of treatment for overdose complications; increased services for overdose cases. 2021 Progress: Forbes Hospital established protocol to treat eligible overdose patients with MAT. Conducted successful Dept. of Health survey. Health Priority: Chronic Diseases Community Need: Diabetes Strategies: Strengthen chronic disease specialty center in AHN Forbes; Strengthen partnership with Primary Care Redesign. Goal: To improve quality outcomes associated with diabetes. Action Steps: Embed RN Navigators AHN Forbes; Assess the development diabetes transition of care models; Assess the development of inpatient care pathways; Educate PCPs and patients on diabetes management; Promote lifestyle change interventions and intensive case management to reduce risk of diabetes and cardiovascular disease in high-risk individuals; Provide workflow redesign support for diabetes quality improvement (QI) efforts initiative. Measure: Number of RN Navigators; A1C levels for target population; Number of individuals served by RN Navigators; Performance on diabetes measures. Impact: Increased number of registered nurses (RN) Navigators; decreased A1c levels in the managed population; improved outcomes for diabetes measures; and improved quality of life for diabetic patients. 2021 Progress: Recognition by the American Heart Association and American Stroke Association with the Type 2 Diabetes Honor Roll Award. The Healthy Food Pantry opened in June 2021. Seven nurse navigators hired. Health Priority: Chronic Diseases Community Need: Heart Disease Strategies: Strengthen chronic disease specialty center at Forbes; Provide access to Healthy Foods Center at Forbes. Goal: Improve quality outcomes associated with heart disease. Action Steps: Embed RN Navigators at AHN Forbes Hospital; Assess transition of care models and inpatient care pathways; Educate PCPs and patients on heart disease management; Educate patients; Access to nutritional food based on individual's needs; Educate food center recipients on healthy eating and living lifestyles Measure: Number of RN navigators embedded throughout the hospital; Development of chronic disease care model; Number of individuals served by RN Navigator; Number of individuals served at Healthy Food Center. Impact: 1) Increased knowledge of heart disease resources. 2021 Progress: Integrated a Cardiovascular Care Program and implementation of the Hybrid Room; hired one congenital heart failure nurse navigator. Health Priority: Chronic Diseases Community Need: Chronic Obstructive Pulmonary Diseases (COPD) Strategies: Strengthen chronic disease specialty center at Forbes; Provide access to Healthy Foods Center at Forbes. Goal: To improve quality outcomes associated with heart disease. Action Steps: Embed RN Navigators at Forbes; Assess transition of care models; Assess inpatient care pathways; Educate PCPs and patients on COPD and Centers for care; Educate patients; Access to nutritional food based on individual's needs; Educate food center recipients on healthy eating and living lifestyles Measure: Number of RN navigators; Development of chronic disease care model; Number of individuals RN Navigator served; Number of individuals served at Healthy Food Center. Impact: Increased number of RN navigators; and increased utilization of a chronic disease care model. 2021 Progress: Completed the construction of the COPD specialty center and implemented its education program on COPD. One lung/esophageal nurse navigator was hired. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Strategies: Train staff on basic cultural competency module; Modify care delivery model to be more affirming and welcoming to LGBTQ+ patients. Goal: Increase the number of providers that can effectively, competently, and compassionately care for transgender, non-binary, and LGBTQ+ patients. Action Steps: Establish guidelines for implementation, using the Healthcare Equality Index as a metric; Share model with other AHN hospitals; Collaborate with Forbes (DEI) committee; Evaluate and modify policies and procedures, using established best practices and patient advocacy. Measure: Pre and post-training assessments; Use Healthcare Equality Index; Training provided to staff; Number of staff participants in DEI projects/events; EPIC-SDOH Impact: Increased knowledge on cultural competence; improved care delivery for LGBTQ population. 2021 Progress: Continued cultural competency trainings and implementation for best practices regarding transgender health, Sexual Orientation and Gender Identification, and immigrant health. Approved policies and procedures to deliver welcoming care to LGBTQ+ patients.

Schedule H, Part V, Section B, Line 11 Facility A, 5
Facility A, 5 - JEFFERSON REGIONAL MEDICAL CENTER (PART I). Health Priority: Social Determinants of Health Community Need: Cost of Care Goal: Reduce cost that may have a direct benefit to reducing patients' out-of-pocket and risk adjusted per member per month insurance healthcare expenses; Increase access to appropriate primary and specialist care. Strategies: Implement at least one project aimed at reducing medical prescription (Rx) expenditures; Reduce incidence of negative side-effects or ineffective antibiotic treatment for infection; Implement a project to address medication needs of discharged patients; Address health care needs of Front Door Initiative patients discharged from ED. Action steps: Introduce Real-Time Prescription Benefit (RTPB) tool; Educate providers on new technology; Demonstrate how to use the platform to providers/staff for optimal outcomes; Involve pharmacists in culture follow-up process for Emergency Department (ED) visits for urinary tract infections (UTIs), wound infections, throat cultures, and sexually transmitted diseases (STDs); Develop an algorithm or a standardized protocol that pharmacists can make recommendations; Review culture alerts received after discharge from ED and when appropriate; Develop Meds to Bed program to improve patient outcomes with medication adherence through upfront education, clarification of questions and resolution of insurance issues; Connect patients without a PCP with a primary care office; Support patients who would like to change their PCP to identify a new provider; Connect patients with additional resources if they have barriers for reaching their PCP; Connect patients with case managers or social workers for their insurance providers for further support. Measure: The cost savings of moving the patients to the lower cost medications; Number of patients benefitting from services; Percent of appropriate antibiotic based on bacteria; Percent of appropriate duration of treatment based on type of infection; Percent of readmissions return visits to ED for same issue of side-effect from treatment; Number of patients utilizing the Meds to Beds program; Number of patients utilizing Meds to Beds with medication related admissions; Number of patients without a PCP who have been connected to a PCP; Number of patients connected with additional resources to overcome barriers that prevent them from accessing health care; Number of patients connected with insurance providers; social worker/case manager. Impact: (1) Eliminated inefficient prescribing process; (2) decreased out-of-pocket costs for patients' medication; (3) reduced readmission rates; and (4) reduced emergency department (ED) visits due to negative side effects or ineffective antibiotic treatment; (5) Patients more connected to PCP and additional resources. 2021 Progress: In 2021, the hospital increased the percentage of appropriate antibiotics prescribed based on bacteria to 89.2% (out of 326 patients) There was also an increase in the percentage of patients screened positive for social determinants of health. The percentage of readmissions return visits to ED for same issue or side effects from treatment drug decreased. Health Priority: Social Determinants of Health Community Need: Food Insecurity, Diet and Nutrition Goal: Identify and address food insecurity for AHN Jefferson patients. Strategies: Connect food insecure patients to Health Food Center and other regional food resources; Increase utilization of food screenings and referral process. Action steps: Identify food insecure patients; Partner with the Healthy Food Center, food distribution sites, and Greater Pittsburgh Area Food Bank; Refer patients who screen positive for food insecurity to Health Food Center or food distribution sites through the Greater Pittsburgh Area Food Bank; Educate providers and CBOs on food insecurity screening and referral process; Identify food insecure patients and community members through SDOH screening tool; Screen patients for food insecurity; Refer patients to Health Food Center who screen positive; Assess needs of population served (food access, transportation, utensils, education, recipes, other SDOH needs); Provide healthy foods based on individual needs (chronic disease/preference/cultural, education, community resources, SNAP, WIC). Measure: Number of patients referred to the Healthy Food Center through the Front Door Initiative; Number of patients referred to food distribution sites; Number of patients who receive food bags through the ED; Number of patients referred to Health Food Center; Number of patients who complete referral process and visits new vs. follow up; Number of people served; Number of meals provided. Impact: (1) Number of patients referred to food distribution sites; (2) patient consultations at AHN Jefferson Healthy food center; (3) patients receive food bags through inpatient or Emergency Department (ED). 2021 Progress: Addressing food insecurity was identified in 2021 as a prioritized need for AHN Jefferson Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Social Determinants of Health Community Need: Transportation Goal: Increase patient access to available transportation resources in region. Strategies: Increase access to MATP and ACCESS services; Increase transportation for already established AHN Jefferson patients unable to utilize any other forms of transportation (i.e., public transportation, ACCESS, MATP, family, friends). Action steps: Provide transportation for rides home from ED d by Allegheny County MATP contract holder Traveler's Aid; Track every patient who receives a ride home from the ED to receive and MATP application and enroll all eligible patients; Refer patients with transportation needs to Front Door Initiative (FDI) for further MATP; Enrollment and ACCESS referrals; Gain approval through application and review process; Provide rides for AHN Jefferson Hospital service at the hospital, Medical Office Building (MOB), Jefferson Medical Arts Building (JMA), Behavioral Health or Aquatics Center. Measure: Number of patients receiving Z-trip or bus pass vouchers in the ED due to lack of transportation; Number of FDI patients referred to MATP and ACCESS; Number of patients enrolled in ACCESS or MATP; Number of free round- trip rides provided. Impact: (1) Number of Emergency Department (ED) patients connected with Medical Assistance Transportation Program (through Allegheny County) (MATP); (2) Number of patients connected with MATP and ACCESS; and (3) Number of patients supported by Outpatient Transportation Program. 2021 Progress: Increasing patient access to available transportation resources was identified in 2021 as a prioritized need for AHN Jefferson Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Social Determinants of Health Community Need: Workforce Development Goal: Provide support and career opportunities to prospective and current Jefferson Hospital employees. Strategies: Increase internal outreach efforts to increase allied health career paths; Partner with Literacy Pittsburgh to implement ESL courses for the Environmental Services Department. Action Steps: Conduct internal meetings for AHN Jefferson Hospital employees; Implement community events; Determine level of English for current employees who are non-English speakers; Establish curriculum and class cadence; Establish class start date and timing. Measure: Number of community events; Number of internal meetings; Number of participants; Number of EVS employees enrolled in courses; Number of supervisors participating in ESL cultural competency trainings; Number of classes held throughout the year. Impact: (1) Number of environmental services (EVS) employees and supervisors participating in English as a Second Language (ESL) classes; (2) results of pre-evaluation and post-evaluation for ESL classes; (3) Engaged current and potential talent. 2021 Progress: Workforce Development was identified in 2021 as a prioritized need for AHN Jefferson Hospital. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility A, 6
Facility A, 6 - WEST PENN HOSPITAL. Health Priority: Social Determinants of Health Community Need: Food Insecurity, Diet, and Nutrition Goal: Strengthen access to specialty provider services and increase utilization of services. Strategies: Increase access to The Healthy Food Center (HFC). Action Steps: Utilize The Healthy Food Center to educate on chronic diseases; Partner with The Healthy Food Center to provide education on healthy choices; Partner with PCP offices to utilize the Social Determinants of Health screening tool for food insecurities; Refer patients to HFC. Measure: Number of referrals from PCP offices; Number of referrals that utilize The Healthy Food Center. Impact: (1) Increased utilization of The Healthy Food Center; and (2) increased education and awareness. 2021 Progress: In 2021, West Penn Hospital directed clients to food distribution sites across Pittsburgh through the Community Food Bank. A Healthy Spice Drive was conducted at the hospital, at the school of nursing, and on-site practices. A hospital garden was established on-site. Health Priority: Social Determinants of Health Community Need: Workforce Development Goals: (1) Establish a system with local groups to recruit for open positions; and (2) Develop opportunities/programs for high school students to career paths in health care. Strategies: Partner with local community groups to develop ongoing recruitment and hiring at WPH; Develop programs for high school students for a career path in health care. Action Steps: Identify/continue to advance relationships with community partners/schools; Perform monthly and/or quarterly meetings to establish process flow with all local community groups. Measure: Communication of open positions; Number of formal meetings; Number of hires; Number of students in programs; Number of students shadowing; Number of educational events. Impact: Hired individuals from the community and establish career paths. Addressing workforce development was identified in 2021 as a prioritized need for West Penn Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Postpartum Depression Goal: Increase utilization of outpatient behavioral health services for women. Strategies: Identify women at risk for perinatal or post- partum depression and anxiety disorders. Action Steps: Conduct early screenings for perinatal and post- partum depression; Conduct behavioral health assessment prior to discharge; Provide access to appropriate level care; Destigmatize post-partum depression and anxiety disorders; Conduct behavioral health assessment at follow up visits. Measure: Number of women screened; Number of women referred to Alexis Joy D'Achille Center for Perinatal Mental Health; Number of behavioral health assessments. Impact: (1) Increased awareness of signs of perinatal and post-partum depressions; and (2) increased use of appropriate behavioral health services for women. 2021 Progress: In 2021, 2,834 patients were referred to the Alexis Joy D'Achille Center, and 9,340 patients in total were seen at the Center. Health Priority: Chronic Diseases Community Need: Cancer Goal: Reduce the number of cancer related deaths. Strategies: Increase the number of adults who receive timely age-appropriate cancer screenings based on the most recent guidelines; Educate adults on the importance of early detection. Action Steps: Plan free cancer screenings for prostate, breast, skin, cervical, colon/rectal, and lung cancer; Distribute booklet on Age-Appropriate Cancer Screenings; Collaborate with community partners to enhance community outreach and education; Collaborate with Breath PA American Lung Association and Consumer Health coalition on smoking cessation; Work with PCPs on smoking cessation education and counseling; Educate PCPs on recommending home colon/rectal screenings kits. Measure: Number of screenings performed; Number of abnormal screenings identified and referred for additional testing; Number of individuals screened for at least one cancer; Number of educational events; Number of participants; Number of collaborations; number of programs; Number of education and counseling. Impact: (1) Increased number of cancer screenings; (2) increased number of early cancer diagnoses; (3) increased PCP education; (4) increased number of community education events; and (5) increased use of home cancer screening kits. 2021 Progress: In 2021, West Penn Hospital conducted various education, awareness, and screening events to increase cancer diagnoses and treatment. 143 various cancer screenings; 15% abnormal findings with follow up/referrals and additional testing. Six (6) cancer educational events. Health Priority: Chronic Diseases Community Need: Diabetes Goal: Improve quality outcomes associated with diabetes. Strategies: Develop chronic disease specialty center at West Penn Hospital. Action Steps: Educate PCPs and patients on diabetes management; Promote lifestyle change interventions and intensive case management to target population. Measure: A1C levels for target population; Number of education programs for providers; Number of education programs for patients; Number of attendees to education programs. Impact: (1) Increased number of RN Navigators; (2) decreased A1c levels in the managed population; (3) improved outcomes for diabetes measures; and (4) improved quality of life for diabetic patients. 2021 Progress: In 2021, West Penn Hospital held various diabetes management classes and over four hundred diabetic patients were screened by social services for SDOHs. Eight (8) diabetes classes included additional and individualized instructions given at the Healthy Food Center. Approximately 885 screenings for SDOH were performed by social workers. Health Priority: Chronic Diseases Community Need: Obesity Goal: Reduce rate of obesity in the service area. Strategies: Implement programs to reduce obesity in adults. Action Steps: Offer meal planning and nutrition counseling; Offer medical weight loss programs; Provide a comprehensive multidisciplinary approach to surgical intervention; Provide education sessions on surgical interventions. Provide support groups; Provide web-based education and cooking classes. Measure: Number of community-based education events; Number of participants medical weight loss; Number of patients with surgical interventions; Number of support group meetings; Number of attendees. Impact: (1) Increased awareness of healthy behaviors among children; (2) increased number of community events; and (3) increased awareness of options for weight management. 2021 Progress: In 2021, West Penn Hospital Partnered with Common Threads to provide afterschool programs for healthy cooking and nutrition. A Medical Weight Loss Program to reduce adult obesity was conducted. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Goal: Increase access to care for women. Strategies: Working with women's institute on access to care evaluate barriers; Opportunities to decrease barriers to care. Action Steps: Partner with Mobile Moms-Part of Travelers Aid Medical Assistance Transportation Program; Provide support to patients one day per week from a social worker at OB/GYN residency program; Train staff quarterly on transgender sensitivity. Measure: Number of patients requiring interpreter services; Number of interpreter services provided; Number of patients benefitting documents being translated; Number of documents translated. Impact: (1) Accessed to care; (2) educated on resources available; (3) increased in diversity awareness. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility A, 7
Facility A, 7 - GROVE CITY MEDICAL CENTER. Health Priority: Social Determinants of Health Community Need: Access to Care Strategies: Collaborate with YMCA & Grove City Area School District to establish Pediatric Health Care Center at Highland Elementary. Goal: Remove barriers to achieving access to pediatric health care Action Steps: Acquire funding and open AHN facility at Highland Elementary Measure: Completion of the Pediatric Heath Center; Number of services and events provided; Number of children, youth served. Impact: Increase percentage of children entering Pre-K with access to Primary Care. Access to care was identified in 2021 as a prioritized need for Grove City. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Mental Health Services Strategies: Collaborate with YMCA & Grove City Area School District to establish Behavioral Health Care Center at Highland Elementary. Goal: Improve access to Behavioral Health Services in Grove City Area School District. Action Steps: Acquire funding and open AHN facility at Highland Elementary; Develop and implement Behavioral Health services and group therapy programs for elementary students. Measure: Opening of Behavioral Health Center; Number of behavioral services and group therapy programs provided; Number of school aged children and families served. Impact: Increase percentage of children in Grove City Area School District with access to Behavioral Health Services. Mental Health Services was identified in 2021 as a prioritized need for Grove City. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Chronic Diseases Community Need: Diabetes Strategies: Support community members in improving access to diabetes education. Goal: Support community members in achieving a healthy weight and improving lifestyle choices. Action Steps: Partner with Primary Care Institute to add additional services and educational opportunities; Promote Onduo Program. Measure: Number of community residents served; Number of diabetes education events; Number of Onduo Program participants. Impact: Improve diabetes education opportunities and diabetes patients able to better manage their health. 2021 Progress: Diabetes, Heart Disease, and Obesity programs were not provided due to Covid-19 through 2020 and into 2021. Health Priority: Chronic Diseases Community Need: Heart Disease Strategies: Increase awareness of risks of cardiovascular diseases with healthy lifestyle changes. Goal: Increase awareness and education on cardiovascular diseases. Action Steps: Partner with AHN Grove City Cardiovascular Institute and Primary Care Institute to create community educational events. Measure: Number of education events provided; Number of attendees. Impact: Create additional local awareness of cardiovascular services offered and healthier lifestyle choices. 2021 Progress: Diabetes, Heart Disease, and Obesity programs were not provided due to Covid-19 through 2020 and into 2021. Health Priority: Chronic Diseases Community Need: Obesity Strategies: Encourage healthy lifestyles among community members of all ages. Goal: Improve healthy lifestyle across the community. Action Steps: Implement community fitness programs partnering with YMCA and other community partners. Measure: Fitness program implemented; Number of fitness programs provided; Number of community members participating in fitness programs. Impact: Increased awareness and participation of community in physical activity and impact on overall health. 2021 Progress: Diabetes, Heart Disease, and Obesity programs were not provided due to Covid-19 through 2020 and into 2021. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Strategies: Improve access to health care services for low-income households. Goal: Facilitate access and connect community to health care services. Action Steps: Partner with community organizations to promote established programs; Increase marketing of current AHN initiatives in underserved communities in Mercer County. Measure: Number of community partners; Number of low-income families connected to available services and resources; Number of underserved communities reached. Impact: Increase health and improve preventive care choices for low-income families. 2021 Progress: The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility A, 8
Facility A, 8 - JEFFERSON REGIONAL MEDICAL CENTER (PART II). Health Priority: Behavioral Health Community Need: Substance Use Disorder Goal: Improve awareness of substance use disorder and treatment options. Strategies: Improve patient connections to behavioral health resources. Action Steps: Determine pathways for treatment for patients including referrals to the Center for Excellence; Continue MAT program at SHHC; Connect patients with primary care when possible; Identify patients with substance use disorder who come to the ED; Connect patients who have behavioral health concerns and Highmark insurance to primary care providers with a Behavioral Health Center (BHC); Identify other community resources such as Steel Smiling or Auberle Behavioral Health where patients can receive behavioral health services. Measure: Number of patients referred to Squirrel Hill Health Center for MAT; Number of patients referred to primary care practices with a BHC; Number of patients referred to other behavioral health resources in the community. Impact: (1) Number of patients referred to MAT at Squirrel Hill Health Center (SHHC); (2) Number of patients referred to a PCP with a BHC; and (3) Number of patients referred to other behavioral health resources in the community. 2021 Progress: In 2021 behavioral health consultants were integrated into physician and ambulatory practices. AHN Jefferson started using Patient Health Questionnaires PHQ-9 scores to monitor reductions in behavioral health and psychosocial issues. Health Priority: Chronic Diseases Community Need: Cancer Strategies: Provide resources to help individuals stop the use of tobacco products; Increase the number of adults who receive timely age-appropriate cancer screenings based on the most recent guidelines; Increase the volume of patients participating in programs that help people dealing with a cancer diagnosis and the challenges related to treatment. Goal: Reduce the number of cancer related deaths; Improve the life of those diagnosed with Cancer. Action Steps: Collaborate with Adagio Health to provide pathways for patients to access tobacco cessation workshop; Train hospital employees on motivational interviewing for tobacco cessation; Offer workshops at Jefferson Hospital; Plan free cancer screenings for prostate, breast, skin, cervical, colon/rectal, and lung cancer; Distribute booklet on Age-Appropriate Cancer Screenings; Promote Cancer Bridges Cancer Support Group; Promote Cancer Bridges Living Life Post Cancer Treatment Program; Promote the AHN Care and Cosmetics Program; Promote AHN Cancer Institute pre-chemo treatment visits for all patients undergoing chemotherapy at AHN Jefferson; Partner with EBeauty to provide a Free Wig Salon; Provide Satchels of Caring for cancer patients; Provide free nutrition consultation to oncology patients; Engage an oncology social worker to offer free assistance to oncology patients with their SDOH need; Utilize a nurse navigator to provide coordination of their care as patients go through their cancer journey. Measure: Number of educational events; Number of participants in tobacco cessation programs; Number of participants in tobacco cessation programs with Adagio (inside and outside the hospital); Number of screenings performed; Number of abnormal screenings identified and referred for additional testing; Number of individuals screened for at least one cancer; Number of programs; Number of participants. Impact: (1) increased number of education events at AHN hospitals; (2) increased number of hospital employees trained on tobacco cessation counseling; (3) increased number of trained community partners; (4) increased number of cancer screenings; and (5) increased number of early cancer diagnoses. 2021 Progress: Various programs (care & cosmetics, support groups, wigs, Our Clubhouse, nutrition counseling, screenings, educational events, SDOH consults) were initiated in 2021. Health Priority: Chronic Diseases Community Need: Obesity Strategies: Offer nutrition education seminars to metabolic institute patients; Offer support to individuals working on weight management. Goal: Reduce rate of obesity in the service area Action Steps: Nutritionist will have a one-on-one session (in person, phone or virtual) with each patient at first visit; Offer a monthly support group for people to share personal experiences, feelings, and coping strategies on weight management. Measure: Number of medical weight loss patients educated; Number of surgical weight loss patients educated; Number of programs provided; Number of participants. Impact: (1) ) Increased number of children educated on physical activity; (2) increased number of people enrolled in physical activity programs; (3) increased number of community events; and (4) increased opportunities for physical activity and nutrition. 2021 Progress: Various educational programs were held in 2021 and included: Healthy Eating class; Health Literacy on Obesity class; and two online seminars. AHN Jefferson hosted a Bariatric Surgery Support Group. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Strategies: Increase cultural competency training for ED staff; Implement Talent Attraction Program at AHN Jefferson. Goal: Increase cultural competency for a more equitable and inclusive workplace at AHN Jefferson. Action Steps: Require cultural competency myLearning module for all incoming ED staff; Include SDOH and cultural competency training segment in annual Training Days for ED staff; Provide guidance for appropriate greetings for different immigrant and refugee groups; Identify barriers in education and hiring practices; Collaborate with allied health training partners and community organizations to provide educational opportunities; Seek candidates for the program; Identify continued career advancement pathways for diverse students, and current employees of color; Implement regular diversity and inclusion trainings. Measure: Number of ED staff trained in cultural competency course on myLearning; Number of staff included in SDOH trainings during annual training days; Number of signs and informational flyers that are provided to staff for different greeting customs in the inpatient and ED settings; Number of program participants; Amount of increase in minority workforce; Rate of increase in minority retention. Impact: (1) Patients will feel more relaxed, understood, and represented; (2) Viable career pathways; (3) Higher employee retention rates. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 13 Facility A, 1
Facility A, 1 - ALL HOSPITALS LISTED IN PART V, SECTION A. ELIGIBILITY CRITERIA FOR FINANCIAL ASSISTANCE ALL THE HOSPITALS LISTED IN PART V, SECTION A OF THIS SCHEDULE H ARE PART OF THE INTEGRATED DELIVERY SYSTEM AHN. ALL AHN HOSPITALS USE THE UNIFORM AHN FINANCIAL ASSISTANCE POLICY, THE LAST TO ADOPT BEING WESTFIELD MEMORIAL HOSPITAL WHICH MADE THE ADOPTION ON 1/1/2018. AHN'S FINANCIAL ASSISTANCE POLICY USES A PRESUMPTIVE ELIGIBILITY PROGRAM THAT ENABLES AHN TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. THE HEALTH SYSTEM UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED MODEL THAT INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIO-ECONOMIC AND FINANCIAL CAPACITY SCORE. THE ELECTRONIC TECHNOLOGY IS DESIGNED TO ASSESS EACH PATIENT TO THE SAME STANDARDS AND I T IS CALIBRATED AGAINST HISTORICAL APPROVALS FOR AHN FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. THE ELECTRONIC TECHNOLOGY IS DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS AHN TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS ELECTRONIC ELIGIBILITY REVIEW CONSTITUTES ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THE AHN POLICY. WHEN ELECTRONIC ENROLLMENT IS USED AS THE BASIS FOR PRESUMPTIVE ELIGIBILITY, THE PATIENT IS NOTIFIED OF THE DETERMINATION AND THE HIGHEST DISCOUNT OF FULL FREE CARE IS GRANTED FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY.

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - SAINT VINCENT HEALTH CENTER. Allegheny Health Network (AHN) executed a CHNA process that included collecting primary and secondary data. A formation of a working group consisting of members from AHN's Community Affairs oversaw the CHNA along with the project consultant, Tripp Umbach. Representatives from each AHN hospital facility and representatives from departments within AHN formed a steering committee that provided high-level feedback and input on primary and secondary data collected. Organizations and community stakeholders within the primary service area were engaged in identifying the needs of the community. Community organizations, government agencies, educational systems, and health and human services entities were engaged throughout the CHNA. The comprehensive primary data collection phase resulted in contributions from a multitude of regional community stakeholders from organizations. Input from the community was sought through a customized multi-language community survey, stakeholder interviews, and a provider survey. The community survey was employed to collect input from populations within Allegheny Health Network's service area to identify health risk factors and health needs in the community. Working with leadership from Community Affairs, the community survey was promoted on social media platforms, hospital websites, relationships with community-based organizations, and clinics. Collecting surveys from community residents whose primary language was not English was an essential driver of the initiative. The community survey was available in English, Spanish, Nepalese, Chinese, and Arabic. The telephone interviews completed with community stakeholders as part of the CHNA phase helped to understand the changing community health environment. The interviews offered stakeholders an opportunity to provide feedback on the needs of the region they serve and other information relevant to the study. Overall, 59 community stakeholder interviews were conducted for AHN in July-October 2021. Community stakeholders targeted for interviews encompassed a wide variety of professional backgrounds, including: 1. Businesses 2. County and state government representatives 3. Economic development 4. Education 5. Faith-based communities 6. Foundations/philanthropic 7. Health care representatives 8. Law enforcement 9. Non-profits 10. Representatives of underserved populations 11. Social service representatives Within the interview and discussion process, overall health needs, themes, and concerns were presented. The qualitative data collected are the perceptions and opinions from community stakeholders as part of the CHNA process. The information provides insight and adds great depth to the qualitative data. Community stakeholders interviewed represented the following organizations: * AARP Work Search * AHN Cancer Institute * AHN Center for Inclusion Health * AHN Jefferson Front Door Initiative * AHN Westfield Board * Allegheny Center Alliance Church * Allegheny County Health Department (two community stakeholders interviewed) * Allegheny Township * Allen Place Community Services Inc. * Alliance for Nonprofit Resources Inc. * AWARE Domestic Violence Agency (Sexual Assault) * Bhutanese Community Association of Pittsburgh (BCAP) * Bloomfield Development Corporation * Buhl Regional Health Foundation of Mercer County * Butler County Tourism and Convention Bureau * Center for Community Resources * Erie County Executive * Erie County Health Department * Grove City Area United Way * Grove City Chamber of Commerce * Grove City School District * Grove Manor Corporation * Harvest Bible Chapel Pittsburgh North * Hefren-Tillotson Inc. * Heritage Community Initiatives * Jefferson Regional Foundation * Lawrenceville United Inc. * Light of Life Rescue Mission * Martin Luther King Center * Mayor of Erie * Mercer County Agency on Aging * Mercy Center for Women * Mon Valley Initiative * Monroeville Foundation * Mt. Olive Baptist Church * Municipality of Monroeville * Neighborhood Learning Alliance * Neighborhood Resilience Project * North Hills Community Outreach * North Way Christian Community Church * Northside Leadership Conference * Penn State University * Perry Hilltop Citizens Council * Pittsburgh North Regional Chamber of Commerce * Primary Health Network * Project Destiny Inc. * Saint Mary's Home of Erie * Salvation Army * Second Harvest Food Bank of Northwest PA * Slippery Rock University * South Hills Interfaith Movement (SHIM) * Temple David * The Building Block of Natrona * The Lord's Church of Pittsburgh * United Way of Southwestern Pennsylvania * Walnut Grill Restaurant * Westfield Area Central School Board * Westfield Memorial Hospital Foundation * YMCA of Franklin and Grove City In addition, a provider survey was implemented to collect data from providers from the hospital's service areas and region to identify the community's needs and vulnerable populations and those partners/organizations that will be instrumental in addressing prioritized needs. Providers internal and external to Allegheny Health Network received a survey link. Community input was aligned with secondary data and presented to the CHNA Steering Committee as a framework for assessing current community needs, identifying new/emerging health issues, and advancing health improvement efforts to address identified needs.

Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - SAINT VINCENT HEALTH CENTER (PART I). The following health needs are identified as priorities in 2021 for the Allegheny Health Network hospital facilities (not all needs apply to each hospital, please see the individual reports posted to the website): Transportation, Workforce Development, Cost of Care, Access to Care, Food Insecurity, Diet & Nutrition, Substance Use Disorder, Mental Health Services, Postpartum Depression, Diabetes, Heart Disease, Cancer, COPD, Obesity and Diversity, Equity & Inclusion. In 2021, Allegheny Health Network continued its Covid-19 response to provide critical emergency relief to the most vulnerable communities. AHN hospitals pivoted to offering tele-medicine appointments and virtual programming. AHN hospitals and facilities hosted PPE distribution events, vaccination clinics, and food distribution at AHN Healthy Food Center locations. The enterprise also responded to communities' drastic increase in food insecurity and financial strain through funding food banks, United Way agencies, and local emergency funds. Partnerships with Federally Qualified Health Centers (FQHCs) and other community-based clinics were essential for these facilities to build capacity and meet the increasing need for affordable primary health care during the pandemic. The hospitals of AHN developed an implementation strategy to guide community benefit and population health improvement activities across their respective service areas. The following illustrates how each hospital is addressing the significant health needs identified in its most recently conducted CHNA as well as any needs that are not currently being addressed and why: Health Priority: Social Determinants of Health Community Need: Access to Care Goal: Connect patients with Primary Care Providers (PCP). Strategies: Increase the number of new PCP visits; Develop partnership with Mercy Center for Women to setup a PCP clinic in their facility. Action steps: Identify unattributed patients through scheduling tool; Identify unattributed patients through biometric screening; Partner with Clinical Access Team; Implement centralized scheduling; Utilize Meet Dr. Right events; Tour facility under renovation to identify clinic space; Meet with Mercy Center leadership to set operational goals and benchmarks; Identify hospital resources to support clinic. Measure: Number of new patient visits; Number of online scheduled calls; Number of same day appointments; Number of patients who access PCP clinic. Impact: Increased number of new patient visits in PCP offices. 2021 Progress: In 2021, more than 2,000 biometric screenings were performed, and more than 1,500 flu shots were administered. AHN Saint Vincent recorded a sharp increase in telemedicine and same-day primary care visits. Health Priority: Social Determinants of Health Community Need: Food Insecurity, Diet, and Nutrition Goal: Identify and address food insecurity for AHN Hospitals/Community. Strategies: Educate providers and community- based organizations (CBOs) on food insecurity screening and referral process; Identify food insecure patients and community members through SDOH screening tool. Action Steps: Patients who screen positive for food insecurity will receive referral to the Healthy Food Center; Assess needs of population served (i.e., food access, transportation, utensils, education, recipes, other SDOH needs); Provide healthy foods based on individual needs- chronic disease/preference/cultural, provide tailored education, connections to community resources, wrap around services (i.e., SNAP, WIC). Measure: Number of patients referred to the Healthy Food Center; Number of patients who complete referrals and visits (new vs. follow-up); Total number of people served; Total number of meals provided. Impact: (1) Number of patients referred to Healthy Food Center; (2) Number of visits new vs follow up and total served; and (3) total meals provided. Addressing food insecurity was identified in 2021 as a prioritized need for the AHN Saint Vincent Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Substance Use Disorder Goal: Increase knowledge and access to substance use disorder programs and services. Strategies: Increase access to community-based education sessions; Increase number of patients eligible for the warm hand off program. Action Steps: Provide community-based seminars and programs on substance use disorder; Provide community events that increase awareness of available services to support recovery; Screen overdose patients coming to the ED for criteria meeting medication assisted treatment (MAT); Begin medicating patients that meet criteria and transition to Gaudenzia for detox; Education to EMS and Public of Detox Services. Measure: Number of events; Number of participants; Number of patients in MAT; Number of patients in warm hand off program. Impact: (1) increased number of patients that attend education sessions; (2) increased awareness of available resources to support recover; (3) increased number of patients that receive medication assisted therapy; and (4) increased number of patients in the warm hand off program. 2021 Progress: In 2021, Patient assessments were provided by a team of community liaisons assigned to various neighborhoods and in partnership with community-based organizations. Health Priority: Behavioral Health Community Need: Mental Health Services Goal: Increase knowledge and access to Mental Health programs and services. Strategies: Increase access to BH programs and services through community- based seminars and programming; Increase awareness and engagement of BH services through various, media, TV, radio, and social media initiatives. Action Steps: Provide BH programming and education in the community; Develop list of BH program and services offered in community; Develop list of community BH programs and services to market; Develop marketing strategy for these services; Develop content to be distributed through various media platforms. Measure: Number of outreach events and programming that occurs in community; Number of people addressed; Number of new marketing initiatives; Attendance at community outreach events. Impact: (1) Increased access to BH programs; (2) increased awareness of behavioral health (BH) services. 2021 Progress: AHN Saint Vincent hired behavioral health specialist in 2021 to provide counseling to cancer patients. Health Priority: Behavioral Health Community Need: Postpartum Depression Goal: Increase awareness, education, and screening for perinatal mood disorders. Strategies: Increase education and awareness of perinatal mood disorders; Increase behavioral health screenings for women utilizing evidenced based screening tools. Action Steps: Develop Perinatal Intensive Outpatient Program (Started 2/21); Educate providers on program and how to make referrals; Attend community mental health events (Out of Darkness Walk); Community education for providers and organizations; Clinical education for Med Students and Staff in Mental Health; Identify screening tools: (EPDS, PASS, MDQ); Develop screening process for patients. Measure: Number of referrals to Perinatal IOP; Number of patients receiving services; Number of educational events (Community & Clinical); Number of patients screened. Impact: Increased in the amount of screening and services provided to women with perinatal mood disorders. 2021 Progress: Addressing postpartum depression was identified in 2021 as a prioritized need for the AHN Saint Vincent. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 11 Facility , 2
Facility , 2 - SAINT VINCENT HEALTH CENTER (PART II). Health Priority: Chronic Diseases Community Need: Cancer Goal: Increase the number of adults who receive age-appropriate screenings. Strategies: Provide community- based cancer screening events; Increase CT lung cancer screening utilization. Action Steps: Provide community cancer screening and education events; Implement Lung Cancer Screening Navigation; Expand CT Lung Screening access/locations. Measure: Number of screening events; Number of participants; Number of studies performed. Impact: (1) increased number of screenings in high-risk communities; (2) increased number of lung cancer studies performed. 2021 Progress: AHN Saint Vincent conducted 781 CT lung screenings and automated breast ultrasound studies during 2021. Health Priority: Chronic Diseases Community Need: Diabetes Goal: Improve management and outcomes for patients diagnosed with diabetes. Strategies: Connect patients with community- based diabetes prevention programs; Improve self-management skills and outcomes for patients with diabetes. Action Steps: Identify patients in office (Medical Nutrition TX, RD/Diabetes Educators) who could benefit from diabetes prevention programs; Refer patients with to community partners for diabetes prevention programs (Sight Center of NWPA, YMCA); Identify patients with diabetes who would benefit from self-management and training programs; Define metrics to measure impact of education and training programs. Measure: Number of patients identified for referral to diabetes prevention program; Number of referrals made; Number of patients receiving diabetes self-management training; Impact on health of patients who have completed the program (Define Metrics). Impact: (1) Increased awareness of risk factors of diabetes; (2) decreased hospital admissions for diabetes related illness. 2021 Progress: There were several hundred patient visits for nutritional services in 2021. AHN Saint Vincent opened a telemedicine endocrinology clinic in Warren, PA, and developed a diabetes education platform. Health Priority: Chronic Diseases Community Need: Obesity Goal: Improve management and outcomes for patients with obesity risk factors. Strategies: Increase community- based education programs; Educate community on correlation between weight and health. Action Steps: Work with local school districts on childhood obesity education; Coordinate programming and BMI screenings for health fairs; Provide nutrition focused lectures; Identify participants through the biometric screening process; Partner with community organizations to provide education on obesity; Increase events that encourage health and wellness activities that include physical exercise, nutritional counseling, stress management and prediabetes education. Measure: Number of patients counseled on risk factors; Number of BMI screenings; Number of community-based education events; Number of participants. Impact: (1) Increased number of patients counseled on obesity risk factors; (2) increased number of obesity education events; (3) increased number of Meet Dr. Right events; and (4) increased number of health and wellness events. 2021 Progress: AHN Saint Vincent recorded several hundred visits to its bariatric clinic. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Goal: Increase access to care for patients in need of interpreter and translation services. Strategies: Develop system for patients calling the hospital who require interpreter services; Provide patients with translated documents. Action Steps: Work with telephone operators and interpreters to set-up process when patients call the hospital with interpretation needs; Review the current program for translation of hospital menus; Expand program to identify and include additional documents for translation. Measure: Number of patients requiring interpreter services; Number of interpreter services provided; Number of patients benefitting documents being translated; Number of documents translated. Impact: Give patients with interpretation and translation needs access to more immediate and higher quality of care. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 13 Facility , 1
Facility , 1 - SAINT VINCENT HEALTH CENTER. ELIGIBILITY CRITERIA FOR FINANCIAL ASSISTANCE ALL THE HOSPITALS LISTED IN PART V, SECTION A OF THIS SCHEDULE H ARE PART OF THE INTEGRATED DELIVERY SYSTEM AHN. ALL AHN HOSPITALS USE THE UNIFORM AHN FINANCIAL ASSISTANCE POLICY, THE LAST TO ADOPT BEING WESTFIELD MEMORIAL HOSPITAL WHICH MADE THE ADOPTION ON 1/1/2018. AHN'S FINANCIAL ASSISTANCE POLICY USES A PRESUMPTIVE ELIGIBILITY PROGRAM THAT ENABLES AHN TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. THE HEALTH SYSTEM UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED MODEL THAT INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIO-ECONOMIC AND FINANCIAL CAPACITY SCORE. THE ELECTRONIC TECHNOLOGY IS DESIGNED TO ASSESS EACH PATIENT TO THE SAME STANDARDS AND I T IS CALIBRATED AGAINST HISTORICAL APPROVALS FOR AHN FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. THE ELECTRONIC TECHNOLOGY IS DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS AHN TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS ELECTRONIC ELIGIBILITY REVIEW CONSTITUTES ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THE AHN POLICY. WHEN ELECTRONIC ENROLLMENT IS USED AS THE BASIS FOR PRESUMPTIVE ELIGIBILITY, THE PATIENT IS NOTIFIED OF THE DETERMINATION AND THE HIGHEST DISCOUNT OF FULL FREE CARE IS GRANTED FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY.

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - AHN EMERUS WESTMORELAND LLC. Allegheny Health Network (AHN) executed a CHNA process that included collecting primary and secondary data. A formation of a working group consisting of members from AHN's Community Affairs oversaw the CHNA along with the project consultant, Tripp Umbach. Representatives from each AHN hospital facility and representatives from departments within AHN formed a steering committee that provided high-level feedback and input on primary and secondary data collected. Organizations and community stakeholders within the primary service area were engaged in identifying the needs of the community. Community organizations, government agencies, educational systems, and health and human services entities were engaged throughout the CHNA. The comprehensive primary data collection phase resulted in contributions from a multitude of regional community stakeholders from organizations. Input from the community was sought through a customized multi-language community survey, stakeholder interviews, and a provider survey. The community survey was employed to collect input from populations within Allegheny Health Network's service area to identify health risk factors and health needs in the community. Working with leadership from Community Affairs, the community survey was promoted on social media platforms, hospital websites, relationships with community-based organizations, and clinics. Collecting surveys from community residents whose primary language was not English was an essential driver of the initiative. The community survey was available in English, Spanish, Nepalese, Chinese, and Arabic. The telephone interviews completed with community stakeholders as part of the CHNA phase helped to understand the changing community health environment. The interviews offered stakeholders an opportunity to provide feedback on the needs of the region they serve and other information relevant to the study. Overall, 59 community stakeholder interviews were conducted for AHN in July-October 2021. Community stakeholders targeted for interviews encompassed a wide variety of professional backgrounds, including: 1. Businesses 2. County and state government representatives 3. Economic development 4. Education 5. Faith-based communities 6. Foundations/philanthropic 7. Health care representatives 8. Law enforcement 9. Non-profits 10. Representatives of underserved populations 11. Social service representatives Within the interview and discussion process, overall health needs, themes, and concerns were presented. The qualitative data collected are the perceptions and opinions from community stakeholders as part of the CHNA process. The information provides insight and adds great depth to the qualitative data. Community stakeholders interviewed represented the following organizations: * AARP Work Search * AHN Cancer Institute * AHN Center for Inclusion Health * AHN Jefferson Front Door Initiative * AHN Westfield Board * Allegheny Center Alliance Church * Allegheny County Health Department (two community stakeholders interviewed) * Allegheny Township * Allen Place Community Services Inc. * Alliance for Nonprofit Resources Inc. * AWARE Domestic Violence Agency (Sexual Assault) * Bhutanese Community Association of Pittsburgh (BCAP) * Bloomfield Development Corporation * Buhl Regional Health Foundation of Mercer County * Butler County Tourism and Convention Bureau * Center for Community Resources * Erie County Executive * Erie County Health Department * Grove City Area United Way * Grove City Chamber of Commerce * Grove City School District * Grove Manor Corporation * Harvest Bible Chapel Pittsburgh North * Hefren-Tillotson Inc. * Heritage Community Initiatives * Jefferson Regional Foundation * Lawrenceville United Inc. * Light of Life Rescue Mission * Martin Luther King Center * Mayor of Erie * Mercer County Agency on Aging * Mercy Center for Women * Mon Valley Initiative * Monroeville Foundation * Mt. Olive Baptist Church * Municipality of Monroeville * Neighborhood Learning Alliance * Neighborhood Resilience Project * North Hills Community Outreach * North Way Christian Community Church * Northside Leadership Conference * Penn State University * Perry Hilltop Citizens Council * Pittsburgh North Regional Chamber of Commerce * Primary Health Network * Project Destiny Inc. * Saint Mary's Home of Erie * Salvation Army * Second Harvest Food Bank of Northwest PA * Slippery Rock University * South Hills Interfaith Movement (SHIM) * Temple David * The Building Block of Natrona * The Lord's Church of Pittsburgh * United Way of Southwestern Pennsylvania * Walnut Grill Restaurant * Westfield Area Central School Board * Westfield Memorial Hospital Foundation * YMCA of Franklin and Grove City In addition, a provider survey was implemented to collect data from providers from the hospital's service areas and region to identify the community's needs and vulnerable populations and those partners/organizations that will be instrumental in addressing prioritized needs. Providers internal and external to Allegheny Health Network received a survey link. Community input was aligned with secondary data and presented to the CHNA Steering Committee as a framework for assessing current community needs, identifying new/emerging health issues, and advancing health improvement efforts to address identified needs.

Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - AHN EMERUS WESTMORELAND LLC. The following health needs are identified as priorities in 2021 for the Allegheny Health Network hospital facilities (not all needs apply to each hospital, please see the individual reports posted to the website): Transportation, Workforce Development, Cost of Care, Access to Care, Food Insecurity, Diet & Nutrition, Substance Use Disorder, Mental Health Services, Postpartum Depression, Diabetes, Heart Disease, Cancer, COPD, Obesity and Diversity, Equity & Inclusion. In 2021, Allegheny Health Network continued its Covid-19 response to provide critical emergency relief to the most vulnerable communities. AHN hospitals pivoted to offering tele-medicine appointments and virtual programming. AHN hospitals and facilities hosted PPE distribution events, vaccination clinics, and food distribution at AHN Healthy Food Center locations. The enterprise also responded to communities' drastic increase in food insecurity and financial strain through funding food banks, United Way agencies, and local emergency funds. Partnerships with Federally Qualified Health Centers (FQHCs) and other community-based clinics were essential for these facilities to build capacity and meet the increasing need for affordable primary health care during the pandemic. The hospitals of AHN developed an implementation strategy to guide community benefit and population health improvement activities across their respective service areas. The following illustrates how each hospital is addressing the significant health needs identified in its most recently conducted CHNA as well as any needs that are not currently being addressed and why: Health Priority: Social Determinants of Health Community Need: Cost of Care Goal: Increase community and patient awareness of available resources. Strategies: Providing community education and promoting the AHN Neighborhood Hospitals brand to build a positive local reputation and provide community/patient awareness. Action steps: Implement Clinical education Initiatives- Webinar series; Partner physician alignment (Upstream & downstream referrals); Conduct community engagement outreach events & local sponsorships; Provide NH private tours and meet and greet events; Build patient consumer awareness engagements; Create an aligned joint strategic marketing plans & education with AHN/Highmark; Clinical education Initiatives; SNF, assisted living, senior living, hospice, Home Health Engagement. Measure: Identify 1x/monthly participation in community events, NH presentations, NH onsite tours-Tracked in Salesforce; Host 1-3/monthly NH tours & onsite meetings-Tracked in Salesforce. Impact: Provide more community awareness around the AHN Neighborhood Hospitals services, capabilities, and overall clinical access points into the AHN health system. 2021 Progress: Cost of Care was identified in 2021 as a prioritized need for the Neighborhood Hospitals. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Social Determinants of Health Community Need: Access to Care Goal: Increase community and patient awareness of available resources. Strategies: Continue to build collaborative relationships with AHN partners to drive partnership and produce outstanding patient quality of care while attracting (new patients) & retaining (current patients)- Upstream & downstream. Action steps: Utilize Highmark member market data & analytics; AHN partner liaison team integration with: Prehospital Care (EMS), Physician Relations, Marketing, Community Affairs, social media, Foundation etc.; Engagement with AHN service-line strategy; Implement Patient concierge service program; NH staff patient specific metrics- Accountability. Measure: 15-20 clinical & outreach visits weekly - tracked in Salesforce 3-5 EMS weekly visits and meetings - tracked in Salesforce; Quarterly reporting of the patient online registration usage; Quarterly reporting from BI dashboards on KPI's-Press Ganey & NH staff metrics. Impact: Continue to provide top patient experience & quality of care within the AHN Neighborhood Hospitals. 2021 Progress: Access to Care was identified in 2021 as a prioritized need for the Neighborhood Hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part V, Section B, Line 13 Facility , 1
Facility , 1 - AHN EMERUS WESTMORELAND. ELIGIBILITY CRITERIA FOR FINANCIAL ASSISTANCE ALL THE HOSPITALS LISTED IN PART V, SECTION A OF THIS SCHEDULE H ARE PART OF THE INTEGRATED DELIVERY SYSTEM AHN. ALL AHN HOSPITALS USE THE UNIFORM AHN FINANCIAL ASSISTANCE POLICY, THE LAST TO ADOPT BEING WESTFIELD MEMORIAL HOSPITAL WHICH MADE THE ADOPTION ON 1/1/2018. AHN'S FINANCIAL ASSISTANCE POLICY USES A PRESUMPTIVE ELIGIBILITY PROGRAM THAT ENABLES AHN TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. THE HEALTH SYSTEM UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED MODEL THAT INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIO-ECONOMIC AND FINANCIAL CAPACITY SCORE. THE ELECTRONIC TECHNOLOGY IS DESIGNED TO ASSESS EACH PATIENT TO THE SAME STANDARDS AND I T IS CALIBRATED AGAINST HISTORICAL APPROVALS FOR AHN FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. THE ELECTRONIC TECHNOLOGY IS DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS AHN TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS ELECTRONIC ELIGIBILITY REVIEW CONSTITUTES ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THE AHN POLICY. WHEN ELECTRONIC ENROLLMENT IS USED AS THE BASIS FOR PRESUMPTIVE ELIGIBILITY, THE PATIENT IS NOTIFIED OF THE DETERMINATION AND THE HIGHEST DISCOUNT OF FULL FREE CARE IS GRANTED FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY.

Schedule H, Part V, Section B, Line 2
AHN Wexford Hospital in Wexford, Pennsylvania is the newest full-service, clinician-led hospital in the Allegheny Health Network. The new AHN hospital provides world-class health care closer to home for residents in the North Hills communities of Pittsburgh. The all-private 160-bed hospital opened in 2021. It has a 24-bed emergency department and offers high-quality, innovative health care services.

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - AHN WEXFORD HOSPITAL. Allegheny Health Network (AHN) executed a CHNA process that included collecting primary and secondary data. A formation of a working group consisting of members from AHN's Community Affairs oversaw the CHNA along with the project consultant, Tripp Umbach. Representatives from each AHN hospital facility and representatives from departments within AHN formed a steering committee that provided high-level feedback and input on primary and secondary data collected. Organizations and community stakeholders within the primary service area were engaged in identifying the needs of the community. Community organizations, government agencies, educational systems, and health and human services entities were engaged throughout the CHNA. The comprehensive primary data collection phase resulted in contributions from a multitude of regional community stakeholders from organizations. Input from the community was sought through a customized multi-language community survey, stakeholder interviews, and a provider survey. The community survey was employed to collect input from populations within Allegheny Health Network's service area to identify health risk factors and health needs in the community. Working with leadership from Community Affairs, the community survey was promoted on social media platforms, hospital websites, relationships with community-based organizations, and clinics. Collecting surveys from community residents whose primary language was not English was an essential driver of the initiative. The community survey was available in English, Spanish, Nepalese, Chinese, and Arabic. The telephone interviews completed with community stakeholders as part of the CHNA phase helped to understand the changing community health environment. The interviews offered stakeholders an opportunity to provide feedback on the needs of the region they serve and other information relevant to the study. Overall, 59 community stakeholder interviews were conducted for AHN in July-October 2021. Community stakeholders targeted for interviews encompassed a wide variety of professional backgrounds, including: 1. Businesses 2. County and state government representatives 3. Economic development 4. Education 5. Faith-based communities 6. Foundations/philanthropic 7. Health care representatives 8. Law enforcement 9. Non-profits 10. Representatives of underserved populations 11. Social service representatives Within the interview and discussion process, overall health needs, themes, and concerns were presented. The qualitative data collected are the perceptions and opinions from community stakeholders as part of the CHNA process. The information provides insight and adds great depth to the qualitative data. Community stakeholders interviewed represented the following organizations: * AARP Work Search * AHN Cancer Institute * AHN Center for Inclusion Health * AHN Jefferson Front Door Initiative * AHN Westfield Board * Allegheny Center Alliance Church * Allegheny County Health Department (two community stakeholders interviewed) * Allegheny Township * Allen Place Community Services Inc. * Alliance for Nonprofit Resources Inc. * AWARE Domestic Violence Agency (Sexual Assault) * Bhutanese Community Association of Pittsburgh (BCAP) * Bloomfield Development Corporation * Buhl Regional Health Foundation of Mercer County * Butler County Tourism and Convention Bureau * Center for Community Resources * Erie County Executive * Erie County Health Department * Grove City Area United Way * Grove City Chamber of Commerce * Grove City School District * Grove Manor Corporation * Harvest Bible Chapel Pittsburgh North * Hefren-Tillotson Inc. * Heritage Community Initiatives * Jefferson Regional Foundation * Lawrenceville United Inc. * Light of Life Rescue Mission * Martin Luther King Center * Mayor of Erie * Mercer County Agency on Aging * Mercy Center for Women * Mon Valley Initiative * Monroeville Foundation * Mt. Olive Baptist Church * Municipality of Monroeville * Neighborhood Learning Alliance * Neighborhood Resilience Project * North Hills Community Outreach * North Way Christian Community Church * Northside Leadership Conference * Penn State University * Perry Hilltop Citizens Council * Pittsburgh North Regional Chamber of Commerce * Primary Health Network * Project Destiny Inc. * Saint Mary's Home of Erie * Salvation Army * Second Harvest Food Bank of Northwest PA * Slippery Rock University * South Hills Interfaith Movement (SHIM) * Temple David * The Building Block of Natrona * The Lord's Church of Pittsburgh * United Way of Southwestern Pennsylvania * Walnut Grill Restaurant * Westfield Area Central School Board * Westfield Memorial Hospital Foundation * YMCA of Franklin and Grove City In addition, a provider survey was implemented to collect data from providers from the hospital's service areas and region to identify the community's needs and vulnerable populations and those partners/organizations that will be instrumental in addressing prioritized needs. Providers internal and external to Allegheny Health Network received a survey link. Community input was aligned with secondary data and presented to the CHNA Steering Committee as a framework for assessing current community needs, identifying new/emerging health issues, and advancing health improvement efforts to address identified needs.

Schedule H, Part V, Section B, Line 11 Facility , 1
"Facility , 1 - AHN WEXFORD HOSPITAL. Health Priority: Social Determinants of Health Community Need: Food Insecurity, Diet, and Nutrition Goal: Improve access to food for underserved individuals and families. Strategies: Improve nutrition and provide healthy food to families who are food insecure; Offer healthy options that they can afford; Coach new mothers regarding the benefits of breastfeeding along with strategies to improve success; Offer lactation consultations to new mothers to achieve successful breast feeding; Counsel outpatients regarding options and benefits. Action Steps: Conduct assessments of food and overages by Dietary staff in the Wexford Hospital Cafeteria; Collaborate with 412 Food Rescue, a non-profit that helps identify food insecurities within our community; Package food make ready for pickup and delivery to those in need based on data from their program; Offer discharge meal for patients who are discharged prior to 11 am to ensure they have a healthy 1st meal at home; Discharge all moms with a meal to ensure a healthy 1st meal at home; Encourage breastfeeding to new moms; Assess all patients on admission for food insecurity and appropriate diet at home in line with their medical needs; Initiate prenatal breastfeeding classes for the community; Develop a virtual ""Breastfeeding Cafe"" - transition to in-person sessions post discharge; Lactation Consultants to conduct daily rounds on breastfeeding; Begin follow-up phone calls with breastfeeding mothers; Begin submission for Keystone 10 Initiative. Measure: Amount of food and meals provided to 412 Rescue monthly; Number of meals distributed to patients who are discharged; Number of assessments completed on nutritional compliance at admission; Metrics will be tracked by consultations and visit with a lactation consultant; Number of consultations; Number of new mothers served; Number of lactation consultations; Number of follow-up calls conducted. Impact: Continue to provide 2,200 meals to 412 Food Rescue in 2022. 2021 Progress: Food insecurity, diet, and nutrition was identified in 2021 as a prioritized need for Wexford Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Substance Use Disorder Goal: Improve access to substance abuse programs and services. Strategies: Improve access for patients with substance use disorders to available community resources. Action Steps: Screen patients in the ED for substance use disorder and provide warm handoff to AHN resources; Screen obstetrical patients in the OP offices for SUD and refer to Perinatal Hope center for multi-disciplinary medical home model of care. Measure: Number of screenings and assessments conducted; Number of patients referred to Perinatal Hope Center. Impact: (1) Improved obstetrical and neonatal outcomes 2) Improved access to community resources. 2021 Progress: Substance Use Disorder was identified in 2021 as a prioritized need for Wexford Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Mental Health Services Goal: Improve triage of BH patients and connect to appropriate resources. Strategies: Prioritize screening process in the Wexford Hospital ED and implement early detection plan. Action Steps: Screen all patients presenting to the Wexford ED for BH and suicide risk; Support overall management of behavioral health needs; ED Needs Assessment Coordinators (NAC) work with BH physicians to assess and coordinate BH care; Conduct basic intake process on general population of ED patients; Conduct formal MH assessments for early detection and develop early detection plans. Measure: Number of BH screenings conducted in ED; Number of NAC visits per month; Number of BH care plans developed. Impact: More efficient triage of patients and connectivity to appropriate resources. 2021 Progress: Mental health services was identified in 2021 as a prioritized need for Wexford Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Behavioral Health Community Need: Postpartum Depression Goal: Improve management of perinatal BH care. Strategies: Conduct early screenings for depression or anxiety disorders; Provide access to appropriate levels of care. Action Steps: Conduct BH risk assessments during the antepartum period in physicians' offices; Provide appropriate assessments by NAC or on-call BH physicians for immediate management and follow-up; Conduct assessment prior to discharge; Use assessment to determine appropriate levels of care; De-stigmatize post- partum depression and anxiety disorders; Conduct assessments at follow-up visits. Measure: Number of screenings on admission and postpartum; Number of referrals to BH / Alexis Joy Center; Date of opening (EDC) of the Cranberry Institute; Date of completion of Epic build for March 2022; Number of assessments and referrals for care; Number of patients served; Number of follow-up assessments. Impact: (1) Suicide risk reduction as well as improved identification and management of perinatal BH disorders (2) Improved access to care in the community for perinatal patients. 2021 Progress: Postpartum depression was identified in 2021 as a prioritized need for Wexford Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Chronic Diseases Community Need: Heart Disease Goal: Enhance management of chronic diseases. Strategies: Enhance Chronic Disease Management services at Wexford Hospital; Build comprehensive Cardiovascular Institute (CV) services at Wexford; Launch Meds to Beds program. Action Steps: Embed RN care navigators for diabetes, chronic obstructive pulmonary disease (COPD) and Heart Failure into the hospital; Partner with physician advisor and navigators to efficiently coordinate and manage care of this subset of patients; Develop diabetes care models; Develop inpatient care pathways for chronic disease patients; Launch outpatient diagnostic treatment center in WHWP. Measure: Number of Care Navigators; Number of patients served; Number of outpatient (OP) screenings conducted; Number of follow ups in congestive heart failure (CHF) clinic within 7 days follow up. Impact: (1) Initiated presence of Navigator team in new hospital 2) improved compliance with CHF follow-up visits 3) Readmission index <1.0 4. PG Discharge core > 60th percentile. 2021 Progress: Heart disease was identified in 2021 as a prioritized need for Wexford Hospital. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Goal: Enhanced cultural and ethnic understanding of those we serve. Strategies: Create a patient family advisory council to provide insight on community needs and gaps implement educational strategies for all employees. Action Steps: Recruit/purposeful selection of diverse members for the PFAC council; Host bi-monthly meetings to gather feedback, share milestones and initiatives with community members; Provide education to PFAC on challenges facing health care and partner on solutions; Implement Hospital and Unit engagement councils; Complete HM Equity survey; Create Unit Engagement Councils; Create Hospital Engagement Council. Measure: Number of diverse members recruited to PFAC; Number of issues identified and addressed by PFAC; Track performance of Hospital and Unit Engagement councils. Impact: (1) Track attendance and participation of committees (2) Track recorded number of initiatives discussed, and input gathered. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing."

Schedule H, Part V, Section B, Line 13 Facility , 1
Facility , 1 - AHN WEXFORD HOSPITAL. ELIGIBILITY CRITERIA FOR FINANCIAL ASSISTANCE ALL THE HOSPITALS LISTED IN PART V, SECTION A OF THIS SCHEDULE H ARE PART OF THE INTEGRATED DELIVERY SYSTEM AHN. ALL AHN HOSPITALS USE THE UNIFORM AHN FINANCIAL ASSISTANCE POLICY, THE LAST TO ADOPT BEING WESTFIELD MEMORIAL HOSPITAL WHICH MADE THE ADOPTION ON 1/1/2018. AHN'S FINANCIAL ASSISTANCE POLICY USES A PRESUMPTIVE ELIGIBILITY PROGRAM THAT ENABLES AHN TO MAKE AN INFORMED DECISION ON THE FINANCIAL NEED OF PATIENTS UTILIZING THE BEST ESTIMATES AVAILABLE IN THE ABSENCE OF INFORMATION PROVIDED DIRECTLY BY THE PATIENT. THE HEALTH SYSTEM UTILIZES A HEALTHCARE INDUSTRY-RECOGNIZED MODEL THAT INCORPORATES PUBLIC RECORD DATA TO CALCULATE A SOCIO-ECONOMIC AND FINANCIAL CAPACITY SCORE. THE ELECTRONIC TECHNOLOGY IS DESIGNED TO ASSESS EACH PATIENT TO THE SAME STANDARDS AND I T IS CALIBRATED AGAINST HISTORICAL APPROVALS FOR AHN FINANCIAL ASSISTANCE UNDER THE TRADITIONAL APPLICATION PROCESS. THE ELECTRONIC TECHNOLOGY IS DEPLOYED PRIOR TO BAD DEBT ASSIGNMENT AFTER ALL OTHER ELIGIBILITY AND PAYMENT SOURCES HAVE BEEN EXHAUSTED. THIS ALLOWS AHN TO SCREEN ALL PATIENTS FOR FINANCIAL ASSISTANCE PRIOR TO PURSUING ANY EXTRAORDINARY COLLECTION ACTIONS. THE DATA RETURNED FROM THIS ELECTRONIC ELIGIBILITY REVIEW CONSTITUTES ADEQUATE DOCUMENTATION OF FINANCIAL NEED UNDER THE AHN POLICY. WHEN ELECTRONIC ENROLLMENT IS USED AS THE BASIS FOR PRESUMPTIVE ELIGIBILITY, THE PATIENT IS NOTIFIED OF THE DETERMINATION AND THE HIGHEST DISCOUNT OF FULL FREE CARE IS GRANTED FOR ELIGIBLE SERVICES FOR RETROSPECTIVE DATES OF SERVICE ONLY.

Schedule H, Part V, Section B, Line 5 Facility , 1
Facility , 1 - WESTFIELD MEMORIAL HOSPITAL, INC.. Allegheny Health Network (AHN) executed a CHNA process that included collecting primary and secondary data. A formation of a working group consisting of members from AHN's Community Affairs oversaw the CHNA along with the project consultant, Tripp Umbach. Representatives from each AHN hospital facility and representatives from departments within AHN formed a steering committee that provided high-level feedback and input on primary and secondary data collected. Organizations and community stakeholders within the primary service area were engaged in identifying the needs of the community. Community organizations, government agencies, educational systems, and health and human services entities were engaged throughout the CHNA. The comprehensive primary data collection phase resulted in contributions from a multitude of regional community stakeholders from organizations. Input from the community was sought through a customized multi-language community survey, stakeholder interviews, and a provider survey. The community survey was employed to collect input from populations within Allegheny Health Network's service area to identify health risk factors and health needs in the community. Working with leadership from Community Affairs, the community survey was promoted on social media platforms, hospital websites, relationships with community-based organizations, and clinics. Collecting surveys from community residents whose primary language was not English was an essential driver of the initiative. The community survey was available in English, Spanish, Nepalese, Chinese, and Arabic. The telephone interviews completed with community stakeholders as part of the CHNA phase helped to understand the changing community health environment. The interviews offered stakeholders an opportunity to provide feedback on the needs of the region they serve and other information relevant to the study. Overall, 59 community stakeholder interviews were conducted for AHN in July-October 2021. Community stakeholders targeted for interviews encompassed a wide variety of professional backgrounds, including: 1. Businesses 2. County and state government representatives 3. Economic development 4. Education 5. Faith-based communities 6. Foundations/philanthropic 7. Health care representatives 8. Law enforcement 9. Non-profits 10. Representatives of underserved populations 11. Social service representatives Within the interview and discussion process, overall health needs, themes, and concerns were presented. The qualitative data collected are the perceptions and opinions from community stakeholders as part of the CHNA process. The information provides insight and adds great depth to the qualitative data. Community stakeholders interviewed represented the following organizations: * AARP Work Search * AHN Cancer Institute * AHN Center for Inclusion Health * AHN Jefferson Front Door Initiative * AHN Westfield Board * Allegheny Center Alliance Church * Allegheny County Health Department (two community stakeholders interviewed) * Allegheny Township * Allen Place Community Services Inc. * Alliance for Nonprofit Resources Inc. * AWARE Domestic Violence Agency (Sexual Assault) * Bhutanese Community Association of Pittsburgh (BCAP) * Bloomfield Development Corporation * Buhl Regional Health Foundation of Mercer County * Butler County Tourism and Convention Bureau * Center for Community Resources * Erie County Executive * Erie County Health Department * Grove City Area United Way * Grove City Chamber of Commerce * Grove City School District * Grove Manor Corporation * Harvest Bible Chapel Pittsburgh North * Hefren-Tillotson Inc. * Heritage Community Initiatives * Jefferson Regional Foundation * Lawrenceville United Inc. * Light of Life Rescue Mission * Martin Luther King Center * Mayor of Erie * Mercer County Agency on Aging * Mercy Center for Women * Mon Valley Initiative * Monroeville Foundation * Mt. Olive Baptist Church * Municipality of Monroeville * Neighborhood Learning Alliance * Neighborhood Resilience Project * North Hills Community Outreach * North Way Christian Community Church * Northside Leadership Conference * Penn State University * Perry Hilltop Citizens Council * Pittsburgh North Regional Chamber of Commerce * Primary Health Network * Project Destiny Inc. * Saint Mary's Home of Erie * Salvation Army * Second Harvest Food Bank of Northwest PA * Slippery Rock University * South Hills Interfaith Movement (SHIM) * Temple David * The Building Block of Natrona * The Lord's Church of Pittsburgh * United Way of Southwestern Pennsylvania * Walnut Grill Restaurant * Westfield Area Central School Board * Westfield Memorial Hospital Foundation * YMCA of Franklin and Grove City In addition, a provider survey was implemented to collect data from providers from the hospital's service areas and region to identify the community's needs and vulnerable populations and those partners/organizations that will be instrumental in addressing prioritized needs. Providers internal and external to Allegheny Health Network received a survey link. Community input was aligned with secondary data and presented to the CHNA Steering Committee as a framework for assessing current community needs, identifying new/emerging health issues, and advancing health improvement efforts to address identified needs.

Schedule H, Part V, Section B, Line 11 Facility , 1
Facility , 1 - WESTFIELD MEMORIAL HOSPITAL, INC.. Health Priority: Behavioral Health Community Need: Substance Use Disorder Goal: Establish protocol to treat eligible overdose patients with Medication Assisted Therapy (MAT); Increase knowledge and access to substance use disorder programs and services. Strategies: Begin medicating patients that meet criteria with first dose of Buprenorphine and transition to Medication Assisted Treatment (MAT) for detox; Increase community knowledge and access to substance use disorder resources. Action Steps: Screen overdose patients in the emergency department for MAT criteria; Collaborate Chautauqua County Mobile Crisis Services; Partner with community- based providers. Measure: Number of patients screened for eligibility for MAT; Number of patients that participate in MAT program; Number of community events. Impact: (1) increased awareness of treatment for overdose complications; (2) increased services for overdose cases; and (3) increased awareness of treatment resources for substance use disorder. 2021 Progress: In 2021, AHN Westfield improved the efficiency of its referral process for patients. Health Priority: Behavioral Health Community Need: Mental Health Services Goal: Increase referrals from emergency department (ED) to outpatient treatment options. Strategies: Provide patients presenting to the ED with local options for follow-up care. Action Steps: Develop partnerships with area behavioral health providers; Develop a referral pathway for post- ED follow-up care of addiction and other mental health issues. Measure: Number of patients referred to mobile crisis services; Number of local services identified. Impact: (1) Increased number of patients receiving treatment; and (2) increased awareness of available resources. 2021 Progress: In 2021, AHN Westfield partnered with regional Federally Qualified Health Centers to improve the behavioral health referral process for emergency department patients and explore tele-psychiatric services. Health Priority: Behavioral Health Community Need: Postpartum Depression Goal: Increase knowledge and access to post-partum depression resources. Strategies: Increase community knowledge of Postpartum depression program. Action Steps: Partner with OB group to establish a referral pattern for postpartum depression services. Measure: Number of patients referred to postpartum depression program; Number of patients that attend a postpartum depression program; Number of postpartum depression programs. Impact: Increased awareness of treatment resources for post-partum depression. Addressing postpartum depression was identified in 2021 as a prioritized need for the AHN Westfield. An evaluation of the progress made will be provided starting with the 2022 filing. Health Priority: Chronic Diseases Community Need: Cancer Goal: Increase the number of adults who receive age-appropriate screenings. Strategies: Continue CT lung cancer screening program. Action Steps: Continue Lung Cancer Screening protocols; Educate referring providers of service; Begin community lung cancer screening. Measure: Number of patient screening at community events; Number of studies performed. Impact: (1) increased number of screenings; (2) increased number of early lung cancer detections. 2021 Progress: In 2021, AHN Westfield actively participated in the cancer screening program by providing breast health screenings and imaging to uninsured patients with reimbursement provided by the state. Health Priority: Chronic Diseases Community Need: Diabetes Goal: Improve quality outcomes associated with diabetes. Strategies: Promote diabetes prevention in the community; Partner with local children's diabetic camp. Action Steps Host screening and education events; Identify at risk patients through biometric screenings; Present at schools and community group on healthy living; Provide subject matter support to children at the camp; Educate campers on diabetes management strategies. Measure: Number of community events; Number of at-risk patients identified through biometric screenings; Staff hours for planning and presenting at the camp; Number of campers educated. Impact: (1) Increased participation in children's camp; and (2) increase education for campers. 2021 Progress: In 2021, AHN Westfield increased clinic hours to complement existing nutrition and wound care programs and expanded the number of available nutrition appointments to meet demand generated by the Tele-endocrine service. Health Priority: Chronic Diseases Community Need: Heart Disease Goal: Improve quality outcomes associated with heart disease. Strategies: Begin offering consistent cardiac ECHO services at WMH. Action Steps: Use inpatient care pathways established by the network; Educate PCPs and patients on heart disease management. Measure: Number of inpatient order sets used to require an ECHO; Number PCP referrals for outpatient ECHO. Impact: (1) Increased number of ECHO studies; and (2) increased utilization of a chronic disease care model. 2021 Progress: In 2021, AHN Westfield implemented tele-cardiology to further expand service offerings. The hospital identified advanced practice providers to work at Westfield location to improve access. Health Priority: Health Equity Community Need: Diversity, Equity, and Inclusion Goal: Identify community leaders to improve preventative care for the Amish population. Strategies: Identify community leaders. Action Steps: Provide opportunity for preventative health screenings. Measure: Number of population health screenings. Impact: Improved preventative health maintenance. The promotion of Diversity, Equity and Inclusion (DEI) in healthcare was identified in 2021 as a prioritized need for the AHN hospitals. An evaluation of the progress made will be provided starting with the 2022 filing.

Schedule H, Part VI, Line 5 PROMOTION OF COMMUNITY HEALTH
"- SCHOOL PARTNERSHIPS: AHN IS INVOLVED IN NUMEROUS CAREER AND EDUCATIONAL DEVELOPMENT PARTNERSHIPS, INCLUDING THE FUTURE IS MINE (STUDENTS TOUR VARIOUS AHN HOSPITAL DEPARTMENTS AND LEARN ABOUT CAREERS, EDUCATION, AND WORKING IN THE MEDICAL FIELD); DISABILITY MENTORING DAY (STUDENTS ARE ABLE TO TOUR PART HOSPITAL DEPARTMENTS AND LEARN ABOUT VARIOUS TASKS AND DUTIES ONE PERFORMS IN THEIR FIELD); WORKREADY (A SIX-WEEK MENTORING FOR WESTERN PENNSYLVANIA HIGH SCHOOL STUDENTS THAT GIVE STUDENTS REAL-WORK EXPERIENCE); CITY CONNECTIONS (A PROGRAM THAT HELPS HIGH SCHOOL STUDENTS WITH SEVERE DISABILITIES GAIN REAL WORK EXPERIENCE AND KNOWLEDGE FROM THEIR SELECTED DEPARTMENT MENTOR); PROJECT MOVE (AN EIGHT-WEEK MENTORING PROGRAM AT AGH); START ON SUCCESS (A COMMUNITY WORK PROGRAM THAT ASSIGNS STUDENTS TO WORK ALONGSIDE REGULAR STAFF AND COMPLETE ASSIGNED TASKS AND RESPONSIBILITIES; STUDENTS RECEIVE AN HOURLY WAGE AND ARE AT THE HOSPITAL M-F FOR TWO HOURS A DAY); STRANGER AWARENESS (AGH AND TWO HIGH SCHOOL STUDENTS CREATED THE STRANGER AWARENESS PROGRAM TO HELP YOUNGER STUDENTS PRACTICE WHAT TO DO WHEN A STRANGER APPROACHES THEM AND RECOGNIZE ""SAFE"" STRANGERS); IN SCHOOL YOUTH (A PROGRAM FOCUSED ON PITTSBURGH HIGH SCHOOL STUDENTS INTERESTED IN PURSUING A CAREER IN HEALTHCARE); OUT OF SCHOOL YOUTH (A PROGRAM FOR PITTSBURGH HIGH SCHOOL STUDENTS WHO HAVE NOT DECIDED A CAREER PATH); SCIENCE, TECHNOLOGY, ENGINEERING, MATH, MEDICINE (A ONE-DAY STEMM SEMINAR IS DESIGNED FOR HIGH SCHOOL JUNIORS AND SENIORS); GATEWAY MEDICAL SOCIETY-JOURNEY INTO MEDICINE (AN EDUCATIONAL PROGRAM OFFERED TO STUDENTS WHO ARE INTERESTED PURSUING A CAREER IN THE ALLIED HEALTH FIELD FOR SIXTH AND SEVENTH GRADER; AND SEVERAL OTHER PARTNERSHIP. - CENTER FOR INCLUSION HEALTH: AHN'S CENTER FOR INCLUSION HEALTH SEEKS TO ADDRESS THE OBSTACLES THAT MAKE IT HARD FOR TRADITIONALLY UNDERSERVED PATIENTS AND POPULATIONS ACCESS CARE, HELPING TO IMPROVE PEOPLE'S HEALTH WHILE REDUCING COSTS. THE CENTER HOUSES PROGRAMS FOR ADDICTION MEDICINE; HOMELESS HEALTH CARE; POSITIVE (HIV) HEALTH CLINIC; FOOD INSECURITY; IMMIGRANT AND REFUGEE HEALTH; AND TRANSGENDER HEALTH CARE, AMONG OTHER PROGRAMS. - AHN EQUITABLE HEALTH INSTITUTE: THE EQUITABLE HEALTH INSTITUTE, WHICH WAS FORMED IN 2020, AIMS TO ADDRESS AND MITIGATE MANY OF THE HEALTH OUTCOMES DISPARITIES AFFECTING PEOPLE OF COLOR AND OTHER MARGINALIZED COMMUNITIES. ITS FIRST PROGRAMS WILL ADDRESS THE ISSUE OF INFANT MORTALITY AMONG AFRICAN AMERICANS. PITTSBURGH'S RATE OF INFANT MORTALITY FOR BLACK BABIES IS MORE THAN SIX TIMES HIGHER THAN IT IS FOR WHITE BABIES - 13 DEATHS PER 1,000 BIRTHS, COMPARED TO TWO DEATHS FOR WHITE BABIES. THE INSTITUTE IS LED BY CHIEF CLINICAL DIVERSITY, EQUITY, AND INCLUSION OFFICER DR. MARGARET LARKINS-PETTIGREW. - DIVERSITY IN EMPLOYMENT AND CONTRACTING: AHN IS COMMITTED TO DIVERSITY AND THE CREATION OF AN INCLUSIVE WORK ENVIRONMENT FOR NOT ONLY ITS EMPLOYEES, BUT ALSO VENDORS AND CONTRACTORS WHO SUPPORT THE NETWORK. AS AN EQUAL OPPORTUNITY EMPLOYER, AHN RECOGNIZES AND EMBRACES THE MANY DIVERSE PERSPECTIVES AND LIFE EXPERIENCES THAT EACH INDIVIDUAL BRINGS TO THE WORKPLACE; CREATING A DIVERSE WORKFORCE AND PROVIDING OPPORTUNITIES FOR WOMEN-OWNED AND MINORITY-OWNED VENDORS, IS PART OF AHN'S EMPLOYMENT AND BUSINESS SUPPLY CHAIN STRATEGY. IN 2020, AHN CREATED A NEW DIVERSITY OFFICE, LED BY CHIEF CLINICAL DIVERSITY, EQUITY AND INCLUSION OFFICER DR. MARGARET LARKINS-PETTIGREW; THE GOAL OF THE OFFICE IS TO ADVANCE DIVERSITY AND INCLUSION AMONG THE CLINICAL AND CAREGIVING STAFF AT AHN, AND TO ADVOCATE FOR EQUITABLE HEALTH OUTCOMES AMONG ALL PATIENT POPULATIONS BY DEVELOPING PROGRAMS THAT TARGET DISPARITIES IN MEDICAL CARE, ACROSS AHN AND HH. - LIFEFLIGHT: LIFEFLIGHT, THE FIRST AIR MEDICAL TRANSPORT SERVICE IN THE NORTHEASTERN UNITED STATES, IS PART OF AHN AND HAS COMPLETED MORE THAN 70,000 MISSIONS IN MORE THAN 40 YEARS OF FLYING. HOSPITAL-BASED AIR-MEDICAL TRANSPORT PROGRAMS THAT FIRST TOOK FLIGHT IN THE LATE 1970S ARE CREDITED WITH SIGNIFICANTLY IMPROVING A CRITICALLY INJURED PATIENT'S CHANCE OF SURVIVAL. THEY PROVIDE TIMELY ACCESS TO SPECIALTY LIFE-SAVING INTERVENTIONS FOR PEOPLE SUFFERING FROM TRAUMA, HEART ATTACKS, STROKES, AND OTHER CRITICAL ILLNESSES. AHN'S LIFEFLIGHT HAS FIVE BASES THROUGHOUT THE REGION. - PERINATAL HEALTH: IN 2018, AHN OPENED THE ALEXIS JOY D'ACHILLE CENTER FOR PERINATAL MENTAL HEALTH AT WEST PENN HOSPITAL, AN INNOVATIVE NEW FACILITY THAT OFFERS WOMEN WITH PREGNANCY-RELATED DEPRESSION ACCESS TO A SPECTRUM OF FAMILY-FOCUSED CARE OPTIONS UNDER ONE ROOF. THE 7,300-SQUARE-FOOT, $2.5 MILLION CENTER IS DESIGNED SO THAT MOTHERS CAN STAY WITH THEIR BABIES WHILE UNDERGOING TREATMENT. THE FACILITY HOUSES ROOMS FOR INDIVIDUAL THERAPY AS WELL AS SPACE FOR INTENSIVE OUTPATIENT CARE - A THREE-HOURS-DAILY, THREE-DAYS-A-WEEK PROGRAM THAT FOCUSES ON GROUP THERAPY, MOTHER-CHILD BONDING AND COMPLEMENTARY MODALITIES FOR STRESS RELIEF, SUCH AS YOGA AND MEDIATION. THE CENTER WILL ALSO OFFER CHILD CARE SERVICES FOR OLDER CHILDREN, ADDRESSING A MAJOR BARRIER TO CARE FOR WOMEN. - VETERANS: AHN IS A PARTNER IN THE ""WE HONOR VETERANS PROGRAM,"" A PROGRAM DEVELOPED BY THE NATIONAL HOSPICE AND PALLIATIVE CARE ORGANIZATION (NHPCO) IN COLLABORATION WITH THE DEPARTMENT OF VETERANS AFFAIRS (VA) TO SPECIFICALLY RECOGNIZE THE UNIQUE NEEDS OF AMERICA'S VETERANS AND THEIR FAMILIES. AHN'S HEALTHCARE@HOME UNIT RECOGNIZES THAT VETERANS AND THEIR FAMILIES MAY FACE UNIQUE AND SPECIAL NEEDS AND CHALLENGES BECAUSE OF THEIR ILLNESS, ISOLATION OR TRAUMATIC LIFE EXPERIENCES. THE GOALS OF THE WE HONOR VETERANS PROGRAM FOCUS ON RESPECTFUL INQUIRY, COMPASSIONATE LISTENING AND GRATEFUL ACKNOWLEDGMENT. ADDITIONALLY, AHN SUPPORTS THE HEALTH OF WESTERN PENNSYLVANIA'S SUBSTANTIAL VETERANS' COMMUNITY THROUGH THE INTEGRATION OF THE AHN AND VA ELECTRONIC MEDICAL RECORDS (EMR) PLATFORMS. THE TWO ORGANIZATIONS CAN NOW EXCHANGE VETERANS' HEALTH RECORDS SECURELY AND SEAMLESSLY FOR A MORE CONNECTED PATIENT-PROVIDER EXPERIENCE. - RESEARCH: AT THE ALLEGHENY HEALTH NETWORK RESEARCH INSTITUTE, THE PATH TO ADVANCING THE SCIENCE OF MEDICINE STARTS WITH DISCOVERY. AHN RESEARCH SCIENTISTS AND PHYSICIAN INVESTIGATORS ARE FORGING NEW MEDICAL FRONTIERS LOOKING FOR CURES TO SOME OF THE MOST COMPLEX CAUSES OF DISEASE. AHN OFFERS COMMUNITY ACCESS TO NEW DRUG THERAPIES, HONES REVOLUTIONARY SURGICAL PROCEDURES, AND HAS ADVANCED EXPERTISE WITH INNOVATIVE DEVICES AND WEARABLE TECHNOLOGIES THAT HELP REDUCE THE IMPACT OF CHRONIC DISEASE. AHN PARTNERS WITH LOCAL INDUSTRY, GOVERNMENT, ACADEMIA, AND HEALTH SYSTEMS ACROSS THE REGION TO WORK TOWARD A COMMON GOAL: DISCOVERING CURES AND DEVELOPING THE NEXT ""BEST PRACTICES"" IN MEDICINE. BY REDEFINING THE WAY AHN TREATS DISEASE, THE NETWORK IS IMPROVING THE HEALTH OF ITS COMMUNITY, AND ITS PATIENTS, WHILE ADVANCING THE SCIENCE OF MEDICINE. ADDITIONALLY, AHN PARTICIPATES IN HIGHMARK HEALTH'S ""VITAL"" (VERIFICATION OF INNOVATION BY TESTING, ANALYSIS AND LEARNING) PROGRAM, A CLINICAL INNOVATION PROGRAM THAT LEVERAGES HIGHMARK HEALTH'S SIZE AND MARKET POSITION, AND AHN'S PATIENTS AND CLINICIANS, TO ACCELERATE THE PACE AT WHICH NOVEL THERAPIES AND SERVICES ARE MADE AVAILABLE TO THE COMMUNITY CUSTOMERS. THE VITAL INNOVATION PROGRAM IS A TEST BED DESIGNED TO FACILITATE EARLY USE OF TECHNOLOGIES THAT HAVE RECEIVED REGULATORY APPROVAL BUT ARE NOT YET COVERED BY MOST COMMERCIAL INSURERS. VITAL AND AHN CLINICIANS TEST THOSE TECHNOLOGIES AND THERAPIES, SEE HOW WELL THEY WORK ON AHN PATIENTS THROUGH CLINICAL TRIALS, AND DETERMINE WHETHER THEY ARE COST EFFECTIVE IN HOPES OF SPEEDING THOSE TECHNOLOGIES TO THE FULL WESTERN PENNSYLVANIA POPULATION."

Schedule H, Part VI, Line 7 STATE FILING OF COMMUNITY BENEFIT REPORT
WESTFIELD MEMORIAL HOSPITAL FILES THE COMMUNITY BENEFIT REPORT WITH THE STATE OF NEW YORK AS PART OF ITS OBLIGATION TO FURNISH THE STATE OF NEW YORK WITH A COPY OF THE IRS FORM 990 AND RELATED SCHEDULES.

Schedule H, Part I, Line 7f BAD DEBT
BAD DEBT WAS REMOVED FROM TOTAL FUNCTIONAL EXPENSES AS REPORTED IN PART IX OF FORM 990 IN ORDER TO COMPUTE THE PERCENTAGES FOR COLUMN F OF LINE 7.

Schedule H, Part V, Section B, Line 16 Disclosure in accordance with Rev. Proc. 2015-21 Section 7
During 2021, AHN's financial assistance policy was not properly updated to reflect all hospital facilities covered by the policy. Grove City Medical Center (GCMC) began following the AHN financial assistance policy effective February 6, 2021. It was discovered in September 2021 that the AHN financial assistance policy was not updated to list GCMC as a covered facility. The AHN financial assistance policy was updated on November 12, 2021 to include GCMC and the updated financial assistance policy was made available on the website effective February 9, 2022. AHN has implemented procedures to ensure compliance with this requirement going forward.

Schedule H, Part V, Section B, Line 16 Disclosure in accordance with Rev. Proc. 2015-21 Section 7
During the tax year, AHN did not have the financial assistance policy, plain language summary and financial assistance application translated into each of the languages spoken by limited English proficiency (LEP) populations. AHN is not aware of any individuals who were adversely impacted by this minor oversight. AHN will have the translations complete and available on the website on or before December 31, 2022. AHN has also implemented procedures to ensure compliance with this requirement in the future by annually reviewing the LEP populations and adding additional translations as needed or updating the translations should there be any changes to the documents.

Schedule H, Part I, Line 7 Bad Debt Expense excluded from financial assistance calculation
73468010

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
THE AUDITED FINANCIAL STATEMENTS ARE ISSUED ON A CONSOLIDATED BASIS AND INCLUDE ENTITIES OTHER THAN THOSE INCLUDED IN THIS FILING. THEREFORE, THE FOOTNOTE REGARDING BAD DEBT IS NOT RELEVANT TO THIS RETURN. THE FIGURE REFLECTED ON LINE 2 IS THE SUMMATION OF ALL BAD DEBT EXPENSE FOR THE HOSPITALS INCLUDED IN SCHEDULE H. BAD DEBT EXPENSE IS ACCOUNTED FOR ON A CHARGE BASIS IN OUR INTERNAL FINANCIAL STATEMENTS.

Schedule H, Part III, Line 3 Bad Debt Expense Methodology
THE AUDITED FINANCIAL STATEMENTS ARE ISSUED ON A CONSOLIDATED BASIS AND INCLUDE ENTITIES OTHER THAN THOSE INCLUDED IN THIS FILING. THEREFORE, THE FOOTNOTE REGARDING BAD DEBT IS NOT RELEVANT TO THIS RETURN. THE FIGURE REFLECTED ON LINE 2 IS THE SUMMATION OF ALL BAD DEBT EXPENSE FOR THE HOSPITALS INCLUDED IN SCHEDULE H. BAD DEBT EXPENSE IS ACCOUNTED FOR ON A CHARGE BASIS IN OUR INTERNAL FINANCIAL STATEMENTS.

Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
THE AUDITED FINANCIAL STATEMENTS ARE ISSUED ON A CONSOLIDATED BASIS AND INCLUDE ENTITIES OTHER THAN THOSE INCLUDED IN THIS FILING. THEREFORE, THE FOOTNOTE REGARDING BAD DEBT IS NOT RELEVANT TO THIS RETURN. THE FIGURE REFLECTED ON LINE 2 IS THE SUMMATION OF ALL BAD DEBT EXPENSE FOR THE HOSPITALS INCLUDED IN SCHEDULE H. BAD DEBT EXPENSE IS ACCOUNTED FOR ON A CHARGE BASIS IN OUR INTERNAL FINANCIAL STATEMENTS.

Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
AHN RECEIVES OVERALL REIMBURSEMENT FROM MEDICARE LESS THAN THE COST OF THE SERVICES PROVIDED. AS SUCH, WE CONSIDER THE SHORTFALL A COMMUNITY BENEFIT. THE SOURCE USED TO DETERMINE THE AMOUNT REPORTED ON LINE 6 IS THE COST ACCOUNTING SYSTEM.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
WRITTEN DEBT COLLECTION POLICY PATIENTS THAT QUALIFY FOR CHARITY CARE OR FINANCIAL ASSISTANCE ARE PROVIDED WITH AN APPROVAL LETTER WITH THE EFFECTIVE DATES FOR THE ASSISTANCE. AT ANY TIMETIME, THE INDIVIDUAL PRESENTS FOR SERVICES WITHIN 240 DAYS FROM THE FIRST POST-DISCHARGE PATIENT BILLING STATEMENT PRECEDING AND 6 MONTHS FOLLOWING APPROVAL, THEY SHOW THE LETTER AND WILL BE REGISTERED AS A CHARITY CARE CASE. CHARITY CARE CASES ARE DESIGNATED IN THE INTERNAL COMPUTERIZED SYSTEMS WITH UNIQUE BILLING INDICATORS THAT PREVENT BILLING TO THE PATIENT. REPORTS ARE RUN TO CAPTURE THE PATIENT ACCOUNTS REGISTERED WITH THE CHARITY CARE BILLING INDICATOR SO THEY CAN BE WRITTEN OFF TO CHARITY CARE.

Schedule H, Part V, Section B, Line 16a FAP website
A - ALLEGHENY GENERAL HOSPITAL: Line 16a URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - SAINT VINCENT HEALTH CENTER: Line 16a URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN EMERUS WESTMORELAND LLC: Line 16a URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN WEXFORD HOSPITAL: Line 16a URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - WESTFIELD MEMORIAL HOSPITAL, INC.: Line 16a URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - ALLEGHENY GENERAL HOSPITAL: Line 16b URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - SAINT VINCENT HEALTH CENTER: Line 16b URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN EMERUS WESTMORELAND LLC: Line 16b URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN WEXFORD HOSPITAL: Line 16b URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - WESTFIELD MEMORIAL HOSPITAL, INC.: Line 16b URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
A - ALLEGHENY GENERAL HOSPITAL: Line 16c URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - SAINT VINCENT HEALTH CENTER: Line 16c URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN EMERUS WESTMORELAND LLC: Line 16c URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - AHN WEXFORD HOSPITAL: Line 16c URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE; - WESTFIELD MEMORIAL HOSPITAL, INC.: Line 16c URL: HTTPS://WWW.AHN.ORG/ABOUT/UNINSURED-FINANCIAL-ASSISTANCE;

Schedule H, Part VI, Line 6 Affiliated health care system
SEE SCHEDULE O.

Schedule H, Part VI, Line 7 State filing of community benefit report
NY

Schedule H, Part I, Line 3c Eligibility criteria for free or discounted care
AHN'S FINANCIAL ASSISTANCE POLICY STATES THE CRITERIA FOR DETERMINING PATIENT'S ELIGIBILITY FOR FREE OR DISCOUNTED CARE. PATIENTS WHO MEET THE CRITERIA AS ESTABLISHED IN THE POLICY WILL BE ELIGIBLE FOR FINANCIAL ASSISTANCE INCLUDING FREE OR DISCOUNTED CARE. A PATIENT MUST BE A CITIZEN OF THE UNITED STATES OF AMERICA OR A LAWFUL PERMANENT RESIDENT OF THE UNITED STATES OF AMERICA, AND A RESIDENT OF THE COMMONWEALTH OF PENNSYLVANIA, OR NEW YORK STATE FOR WESTFIELD MEMORIAL HOSPITAL. INTERNATIONAL PATIENTS OR UNAUTHORIZED IMMIGRANTS MAY QUALIFY FOR FINANCIAL ASSISTANCE IF THEY ARE ELIGIBLE FOR MEDICAID. THERE MAY BE SPECIAL CIRCUMSTANCES FOR OUT-OF-STATE AND INTERNATIONAL PATIENTS (E.G., AUTO ACCIDENT, EMERGENT ILLNESS) UNDER WHICH, AT AHN'S SOLE DISCRETION, SUCH INDIVIDUALS COULD BE CONSIDERED FOR QUALIFICATION FOR FINANCIAL ASSISTANCE UNDER THE POLICY. THE PATIENT/GUARANTOR MUST BE ABLE TO DEMONSTRATE A GOOD FAITH EFFORT IN HAVING APPLIED FOR AND COMPLIED WITH AVAILABLE AFFORDABLE HEALTHCARE BENEFIT ALTERNATIVES (E.G., MEDICAID ELIGIBILITY AND OTHER ACA SUBSIDIZED HEALTHCARE BENEFIT PROGRAMS), OR PROVIDE EVIDENCE THAT COVERAGE FOR MEDICAID OR OTHER PROGRAMS WOULD NOT BE GRANTED BEFORE BECOMING ELIGIBLE FOR CHARITY CARE. THE PATIENT MUST SUBMIT A COMPLETED APPLICATION FOR CHARITY CARE WITHIN THE APPLICATION PERIOD. AHN WILL MAKE REASONABLE EFFORTS TO DETERMINE WHETHER AN INDIVIDUAL IS ELIGIBLE FOR OUTSIDE ASSISTANCE BEFORE ENGAGING AN EXTRAORDINARY COLLECTION ACTION (ECAS) AGAINST THE INDIVIDUAL. REASONABLE EFFORTS FOR PURPOSES OF MEETING THESE REQUIREMENTS INCLUDE, A NOTIFICATION PERIOD AND AN APPLICATION PERIOD. THE NOTIFICATION PERIOD IS THE PERIOD IN WHICH AHN MUST NOTIFY AN INDIVIDUAL ABOUT THIS POLICY AND BEGINS ON THE DATE CARE IS PROVIDED TO THE INDIVIDUAL AND ENDS ON THE 120TH DAY AFTER AHN PROVIDES THE PATIENT WITH THE FIRST BILLING STATEMENT FOR THE CARE. IF THE INDIVIDUAL HAS FAILED TO SUBMIT AN APPLICATION BY THE END OF THE NOTIFICATION PERIOD, AHN MAY ENGAGE IN EXTRAORDINARY COLLECTION ACTIONS AGAINST THE INDIVIDUAL. HOWEVER, AHN WILL ACCEPT AND PROCESS APPLICATIONS SUBMITTED BY AN INDIVIDUAL DURING THE LONGER APPLICATION PERIOD THAT ENDS ON THE 240TH DAY AFTER AHN PROVIDES THE INDIVIDUAL WITH THE FIRST BILLING STATEMENT FOR THE CARE. PATIENTS WHO FAIL TO SUBMIT A COMPLETE APPLICATION OR FAIL TO RETURN THE APPLICATION INCLUDING SUPPORTING DOCUMENTATION AFTER 240 DAYS MAY BE DENIED DUE TO FAILURE TO COMPLY. COVERAGE BY CHARITY CARE IS LIMITED TO BASIC MEDICAL CARE AND WILL ONLY APPLY TO EMERGENCY AND OTHER MEDICALLY NECESSARY SERVICES. CHARITY CARE WILL NOT BE AVAILABLE TO A PATIENT THAT REFUSES DISCHARGE AND INCURS ADDITIONAL CHARGES THAT ARE CONSIDERED MEDICALLY UNNECESSARY. CHARITY CARE DISCOUNTS APPLY ONLY TO DRUGS THAT ARE ADMINISTERED DURING AN INPATIENT STAY OR OUTPATIENT SERVICE. THESE DISCOUNTS DO NOT APPLY TO ANY OTHER DRUGS OR MAIL ORDER PRESCRIPTIONS. CHARITY CARE WILL NOT APPLY TO SERVICES THAT ARE COVERED BY AN INSURANCE CARRIER THAT HAS DENIED SERVICES DUE TO LITIGATION, LACK OF COOPERATION FROM THE PATIENT OR ERRONEOUS INFORMATION FROM THE PATIENT. PENSION ACCOUNTS ARE EXCLUDED. ONCE A PATIENT IS APPROVED, CHARITY CARE IS GRANTED FOR A PERIOD OF SIX MONTHS BEGINNING ON THE DATE OF APPROVAL. AHN WILL APPLY CHARITY CARE ADJUSTMENTS TO PRIOR ACCOUNTS THAT ARE WITHIN 240 DAYS FROM THE FIRST POST-DISCHARGE PATIENT BILLING STATEMENT THAT TRIGGERED THE FINANCIAL ASSISTANCE APPLICATION. HOWEVER, AHN RESERVES THE RIGHT TO LIMIT RETROACTIVE APPLICATION OF CHARITY CARE FOR TIME FRAMES IN EXCESS OF WHAT IS GENERALLY REQUIRED UNDER 501(R). GENERALLY, THIS LIMITATION WOULD ONLY APPLY WHEN EXTRAORDINARY DIFFERENCES EXIST BETWEEN THE PATIENT'S CURRENT FINANCIAL CONDITION AND THEIR FINANCIAL CONDITION IN THE SIX-MONTH PERIOD PRIOR TO APPROVAL AND WHEN SUCH DIFFERENCES ARE ALSO ACCOMPANIED BY A CLEAR INDICATION THAT SUFFICIENT FUNDS OR INCOME WERE AVAILABLE IN THE PRIOR PERIOD TO PAY OUTSTANDING MEDICAL BILLS. CHARITY CARE DISCOUNTS APPLY TO PATIENT LIABILITY AMOUNTS ONLY, AND NO INSURANCE AMOUNTS WILL BE CONSIDERED. APPROVED AMOUNTS MAY BE A RESULT OF THE FOLLOWING: (1) PATIENT DOES NOT HAVE MEDICAL ASSISTANCE OR ADEQUATE INSURANCE COVERAGE; (2) PATIENT HAS EXHAUSTED HIS/HER INSURANCE BENEFITS (E.G., EXCEEDED MAXIMUM COVERED DAYS/AMOUNT, EXCEEDED MEDICARE'S LIFETIME RESERVE DAYS); (3) PATIENT HAS A PRIMARY INSURANCE CARRIER WHO HAS RENDERED PAYMENT BUT A SECONDARY LIABILITY EXISTS FOR WHICH HE/SHE DOES NOT HAVE COVERAGE; (4) PATIENT IS CONSIDERED INDIGENT DUE TO THE AMOUNT OF MEDICAL DEBT INCURRED IN COMPARISON TO THE PATIENT'S FINANCIAL CIRCUMSTANCES; (5) DECEASED PATIENT'S ESTATE WILL EXHAUST PRIOR TO PAYMENT OF THE FULL PATIENT BALANCE; (6) PATIENT HAS PROVIDED A FORMAL BANKRUPTCY JUDGMENT THAT IMPACTS THE DATE ON WHICH SERVICES WERE PROVIDED ALONG WITH UNDATED INCOME/ASSET INFORMATION; (7) PATIENT IS HOMELESS OR HAS PROVEN TO BE A RESIDENT OF A HOMELESS SHELTER; (8) PATIENT HAS PROVIDED A FORMAL AFFIDAVIT OR DOCUMENTATION REGARDING INCOME/ASSET INFORMATION AND/OR HOMELESS STATUS THAT QUALIFIES THE PATIENT FOR CHARITY CARE; OR (9) THE PATIENT HAS MEDICAID PART PAY BALANCES AND QUALIFIES FOR CHARITY CARE. THERE ARE THREE PRINCIPAL FINANCIAL CRITERIA THAT ARE APPLIED AS FOLLOWS IN ORDER TO DETERMINE WHETHER A PATIENT HAS ECONOMIC MEANS TO PAY AND WHETHER THAT PATIENT MEETS ELIGIBILITY FOR FINANCIAL ASSISTANCE UNDER THIS POLICY, ASSUMING OTHER CRITERIA IN THE POLICY (SUCH AS RESIDENCY) ARE ALSO MET. (1) FIRST, A PATIENT'S LIQUID ASSETS ARE DETERMINED (SEE EARLIER DEFINITION OF LIQUID ASSETS). IF LIQUID ASSETS EXCEED THE CALCULATED THRESHOLD LEVEL INDICATED IN APPENDIX F, THEN ALL LIQUID ASSETS ABOVE THE THRESHOLD LEVEL MUST FIRST BE USED TO SATISFY ANY OUTSTANDING BALANCE OWED TO AHN BY A PATIENT. (2) ONCE STEP ONE HAS BEEN COMPLETED, IF THE PATIENT STILL OWES A BALANCE, THEN THE PATIENT WILL BE EVALUATED ON AN INCOME BASIS. IF THE PATIENT AND/OR GUARANTOR'S HOUSEHOLD INCOME IS AT OR BELOW 200% OF THE FEDERAL POVERTY LEVEL (FPL) GUIDELINES, THEN 100% OF THE BALANCE FOR WHICH THE PATIENT IS STILL RESPONSIBLE AND FOR WHICH FINANCIAL ASSISTANCE IS AVAILABLE UNDER THIS POLICY, WILL BE FORGIVEN BY AHN. NO FINANCIAL ASSISTANCE IS AVAILABLE FOR A PATIENT OR A GUARANTOR WHOSE ANNUAL INCOME IS GREATER THAN 200% OF THE FPL UNLESS THEY QUALIFY UNDER MEDICAL HARDSHIP. (3) AS AN ALTERNATIVE TO STEP 2, A PATIENT MAY DEMONSTRATE MEDICAL HARDSHIP. PATIENTS THAT MEET MEDICAL HARDSHIP CRITERIA QUALIFY FOR THE SAME FINANCIAL ASSISTANCE BENEFIT AS INDIVIDUALS WHOSE INCOME IS AT OR BELOW 200% OF THE FPL GUIDELINES. GENERALLY, AHN DOES NOT PROVIDE FINANCIAL ASSISTANCE TO PATIENTS WHOSE INCOME EXCEEDS 200% OF THE FPL UNLESS THEY MEET THE CRITERIA FOR MEDICAL HARDSHIP. AHN DOES NOT USE ANY PREVIOUS FINANCIAL ASSISTANCE ELIGIBILITY DETERMINATIONS TO PRESUMPTIVELY APPROVE A PATIENT FOR FINANCIAL ASSISTANCE. WHEN A PATIENT'S FINANCIAL ASSISTANCE HAS TERMINATED, THE PATIENT MUST REAPPLY FOR FINANCIAL ASSISTANCE. GENERALLY, ONCE QUALIFIED, AN INDIVIDUAL QUALIFIES AND REMAINS ELIGIBLE FOR FINANCIAL ASSISTANCE FOR A SIX-MONTH PERIOD BEFORE REQUIRING RE-QUALIFICATION FOR FINANCIAL ASSISTANCE UNDER THE POLICY. IN ADDITION, A FINANCIAL ASSISTANCE APPLICATION FILED AND APPROVED AT ANY AHN HOSPITAL SHALL APPLY TO ALL AHN HOSPITALS WITH THE EXCEPTION OF WESTFIELD MEMORIAL HOSPITAL. HARDSHIP DOCUMENTATION MAY BE REQUIRED (I.E., CASES WITH EXCESSIVE MEDICATIONS, TERMINAL ILLNESS OR MULTIPLE HOSPITALIZATIONS). FOR A PATIENT THAT EXCEEDS 200% OF THE FEDERAL POVERTY GUIDELINES AND WHOSE ACCOUNT BALANCE EXCEEDS 25% OF THE ANNUAL HOUSEHOLD INCOME, AHN MAY CLAIM THE EXCESS BALANCE AS A HARDSHIP PROVIDED THAT THE PATIENT PROVIDES DOCUMENTATION OF INCOME, OR INCOME CAN BE DERIVED FROM OUTSIDE DATABASE SOURCES.

Schedule H, Part VI, Line 2 Needs assessment
IN ADDITION TO THE FORMAL CHNA, THE HOSPITALS MANAGEMENT AND STAFF UTILIZE MULTIPLE STRATEGIES TO CONTINUALLY MONITOR AND ASSESS THE HEALTH CARE NEEDS OF THE COMMUNITIES IT SERVES. THIS INCLUDES OUTREACH TO COMMUNITY MEMBERS IN AN EFFORT TO RECEIVE INPUT RELATED TO CURRENT HEALTH NEEDS AND TRENDS. THE HOSPITALS ACT ON SPECIFIC REQUESTS RECEIVED FOR HEALTH-RELATED MATTERS SUCH AS SCREENINGS, PROGRAMS AND RELATED EVENTS. THE HOSPITAL PARTICIPATES IN AREA GROUPS AND PARTNERSHIPS IN AN EFFORT TO UNDERSTAND THE COMMUNITY AND OBTAIN A SENSE OF SPECIFIC ISSUES. THE HOSPITAL ALSO ACTS ON SURVEY RESULTS RECEIVED FROM PATIENTS AND THE PATIENT FAMILIES AS WELL AS BEING CONNECTED TO WORLD-WIDE, NATIONAL AND LOCAL HEALTH TRENDS AND NEEDS AND ACTING ACCORDINGLY TO ENSURE OUR PATIENTS HAVE THE BEST CARE AVAILABLE TO THEM.

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
AHN DISPLAYS SIGNAGE IN VARIOUS PATIENT ADMISSION, REGISTRATION, AND EMERGENCY DEPARTMENT AREAS THAT ALERT PATIENTS TO THE AVAILABILITY OF A FINANCIAL ASSISTANCE PROGRAM AND CONTACT INFORMATION FOR THE OFFICE RESPONSIBLE FOR THE FINANCIAL ASSISTANCE PROGRAM. DURING THE PRE-SERVICE PROCESS, PATIENTS ARE EVALUATED TO DETERMINE FINANCIAL ASSISTANCE OPTIONS. EACH HOSPITAL OFFERS THE FINANCIAL ASSISTANCE PROGRAM, WHICH CONSISTS OF APPLICATION ASSISTANCE FOR GOVERNMENTAL ELIGIBILITY, CHARITY CARE APPLICATION COMPLETION AND SUBMISSION SUPPORT, AS WELL AS FINANCIAL ASSISTANCE FOR THE UNINSURED. AHN'S FINANCIAL ASSISTANCE POLICY AND APPLICATION FOR FINANCIAL ASSISTANCE ARE AVAILABLE AT EACH HOSPITAL, AND EACH HOSPITAL ALSO PROVIDES ON-SITE SUPPORT THROUGH FINANCIAL COUNSELORS, WHO ARE AVAILABLE TO WORK WITH PATIENTS. FINANCIAL COUNSELORS WORK DIRECTLY WITH THE PATIENTS TO DETERMINE ELIGIBILITY FOR FINANCIAL ASSISTANCE, AS WELL AS TO PROVIDE GUIDANCE TO PATIENTS REGARDING MEDICAL ASSISTANCE ELIGIBILITY. BOTH WEEKDAY AND WEEKEND COVERAGE IS AVAILABLE TO THE PATIENTS, AS WELL AS FIELD SUPPORT NEEDED FOR POST-DISCHARGE FOLLOW UP NEEDED FOR FINANCIAL ASSISTANCE APPLICATION SUBMISSION. THE ABOVE SUPPORT IS AVAILABLE AT NO CHARGE TO THE PATIENT. INFORMATION ABOUT AHN'S FINANCIAL ASSISTANCE PROGRAM IS ALSO COMMUNICATED THROUGH BROCHURES THAT ARE AVAILABLE IN THE REGISTRATION DEPARTMENTS THAT EXPLAIN THE PROGRAMS. THE BROCHURES INCLUDE CONTACT INFORMATION FOR THE OFFICE RESPONSIBLE FOR ASSISTING PATIENTS WITH FINANCIAL ASSISTANCE DETERMINATIONS. THE BACK OF THE PATIENT STATEMENT INCLUDES A SECTION REGARDING THE FINANCIAL ASSISTANCE PROGRAM, AND CONTACT INFORMATION FOR THE OFFICE RESPONSIBLE FOR ADMINISTERING THE FINANCIAL ASSISTANCE PROGRAM IS LISTED THERE AS WELL. WESTFIELD MEMORIAL HOSPITAL: WMH PROVIDES A SUMMARY DESCRIPTION OF THE CHARITY CARE POLICY IN PATIENT REGISTRATION AREAS AND FROM FINANCIAL COUNSELORS WHO ARE PRESENT ON-SITE TO ASSIST PATIENTS IN QUALIFYING FOR GOVERNMENTAL ASSISTANCE PROGRAMS AND CHARITY CARE.

Schedule H, Part VI, Line 4 Community information
THE FOURTEEN HOSPITALS (ALLEGHENY GENERAL, ALLEGHENY VALLEY, CANONSBURG, FORBES, GROVE CITY MEDICAL CENTER, JEFFERSON, SAINT VINCENT, WESTFIELD MEMORIAL, WEST PENN, AHN WEXFORD, AHN HEMPFIELD, AHN HARMAR, AHN MCCANDLESS, AND AHN BRENTWOOD), FIVE HEALTH AND WELLNESS PAVILIONS, AND MORE THAN 300 CLINICAL SITES THAT COMPRISE ALLEGHENY HEALTH NETWORK SERVE ALL OF WESTERN PENNSYLVANIA, AND PARTS OF WEST VIRGINIA, OHIO, AND NEW YORK. ITS PRIMARY SERVICE AREAS INCLUDE THE PITTSBURGH METROPOLITAN STATISTICAL AREA (ALLEGHENY, ARMSTRONG, BEAVER, BUTLER, FAYETTE, WASHINGTON, AND WESTMORELAND COUNTIES), THE ERIE MSA (ERIE COUNTY), AND MERCER COUNTY, PA (PART OF THE YOUNGSTOWN-WARREN-BOARDMAN, OH-PAMAS). TOGETHER, THESE AREAS HAVE A POPULATION OF MORE THAN 2.7 MILLION. THE MSAS ARE SIMILAR DEMOGRAPHICALLY, WITH A WHITE / CAUCASIAN POPULATION OF NEARLY 90 PERCENT, AND A BLACK / AFRICAN-AMERICAN POPULATION OF NEARLY 8 PERCENT. THE PITTSBURGH, ERIE AND YOUNGSTOWN MSAS SKEW OLDER THAN THE NATIONAL AVERAGE, MEANING HOSPITALS IN THOSE MSAS SEE HIGHER-THAN-AVERAGE PROPORTION OF MEDICARE PATIENTS. THE PITTSBURGH MSA'S 65-AND-OVER POPULATION IS MORE THAN 17 PERCENT; ERIE COUNTY'S PROPORTION OF SENIOR CITIZENS IS MORE THAN 16 PERCENT. MERCER COUNTY'S PROPORTION OF SENIOR CITIZENS IS MORE THAN 19 PERCENT. NATIONALLY, ABOUT 15 PERCENT OF AMERICANS ARE AGED 65 OR OLDER. HOUSEHOLDS WITHIN THE PITTSBURGH, ERIE, AND YOUNGSTOWN MSAS HAVE A LOWER-THAN-AVERAGE MEDIAN INCOME. IN THE PITTSBURGH MSA, THE MEDIAN HOUSEHOLD INCOME WAS ABOUT $61,969 IN 2020, THE LATEST YEAR FOR WHICH DATA IS AVAILABLE. IN THE ERIE REGION, MEDIAN HOUSEHOLD INCOME WAS ABOUT $52,863 IN 2020, THE LATEST YEAR FOR WHICH DATA IS AVAILABLE. IN MERCER COUNTY, THE MEDIAN HOUSEHOLD INCOME WAS $50,529 IN 2020. THE LATEST YEAR FOR WHICH DATA IS AVAILABLE. IN 2020, THE U.S. MEDIAN HOUSECHOLD INCOME WAS $64,994, ACCORDING TO U.S. CENSUS ESTIMATES. NEW YORK'S CHAUTAUQUA COUNTY, HOME TO AHN'S WESTFIELD MEMORIAL HOSPITAL, HAS A POPULATION OF ABOUT 127,500, AND A MEDIAN HOUSEHOLD INCOME OF ABOUT $48,315 IN 2020, THE LATEST YEAR FOR WHICH DATA IS AVAILABLE.

Schedule H, Part VI, Line 5 Promotion of community health
"THE HOSPITALS OF AHN PROMOTE THE HEALTH AND WELL-BEING OF THEIR RESPECTIVE COMMUNITIES IN A VARIETY OF WAYS. FIRST AND FOREMOST, THEY DO SO THROUGH THE PROVISION OF EMERGENCY CARE AND TRAUMA CARE, OPERATING EMERGENCY DEPARTMENTS 24 HOURS A DAY, 7 DAYS A WEEK, WITH HIGHLY SKILLED AND TRAINED EMERGENCY MEDICINE PHYSICIANS AND NURSES. THE EMERGENCY DEPARTMENTS ARE OPEN TO ALL INDIVIDUALS REGARDLESS OF THEIR ABILITY TO PAY, AND PROVIDE SPECIALIZED, LIFE-SAVING CARE TO ALL WHO SEEK IT, REGARDLESS OF A PATIENT'S RACE, CREED, GENDER EXPRESSION, SEXUAL ORIENTATION, NATIONAL ORIGIN, PHYSICAL OR MENTAL DISABILITY. ADDITIONALLY, THE HOSPITALS AND CLINICS OF AHN SUPPORT A BROAD ARRAY OF CHARITABLE SERVICES AND PROGRAMS TO THE COMMUNITY BY PROVIDING SUBSIDIZED HEALTH CARE; SPONSORING COMMUNITY EVENTS (HEALTH FAIRS, CANCER SCREENINGS, WALKS, EDUCATIONAL SEMINARS, BENEFITS SEMINARS, SUPPORT GROUPS); AND MAKING CHARITABLE DONATIONS. THE SERVICES BENEFIT CHILDREN AND TEENS, ADULTS AND SENIORS, PATIENTS AND THEIR FAMILIES, AND THE COMMUNITY AT LARGE. SOME OF THOSE SERVICES AND INITIATIVES INCLUDE: THE AHN POSITIVE HEALTH CLINIC; THE BRADDOCK URGENT CARE CENTER; FREE CANCER SCREENINGS; A MEDICAL RESPITE PROGRAM; THE OPEN-HEART SURGERY OBSERVATION PROGRAM; THE PERINATAL HOPE PROGRAM; AND MORE. (FOR ADDITIONAL DETAIL, SEE SCHEDULE O.) IN 2021, IN RESPONSE TO THE GLOBAL COVID-19 (CORONAVIRUS) PANDEMIC, AHN PARTICIAPATED IN AN UNPRECEDENTED PUBLIC HEALTH RESPONSE EFFORT, TO PROTECT AND EDUCATE THE COMMUNITY ABOUT THE THREATS POSED BY COVID-19, AND TO MITIGATE THE SPREAD OF THE VIRUS AND THE ILLNESS ASSOCIATED WITH IT. IN 2021, AHN'S COMMUNITY PANDEMIC RESPONSE FOCUSED LARGELY ON VACCINE DISTRIBUTION. AHN WORKED WITH CORPORATE, EDUCATIONAL PARTNERS, GOVERNMENT ORGANIZATIONS, CHURCHES, AND COMMUNITY PARTNERS TO SUCCESSFULLY PLAN, STAFF, AND CONDUCT ITS VACCINATION CAMPAIGN. (FOR ADDITIONAL DETAIL, SEE SCHEDULE O.) IN 2021, AS REQUIRED BY THE PATIENT PROTECTION AND AFFORDABLE CARE ACT, AHN EMBARKED ON A COMPREHENSIVE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) TO COLLECT HEALTH AND SOCIO-ECONOMIC DATA TO DETERMINE THE COMMUNITY HEALTH NEEDS ACROSS AHN'S WESTERN PENNSYLVANIA SERVICE FOOTPRINT. IN TAKING A SYSTEM-WIDE APPROACH TO COMMUNITY HEALTH IMPROVEMENT, AHN SOUGHT TO IDENTIFY REGIONAL HEALTH TRENDS AND UNIQUE DISPARITIES WITHIN HOSPITAL SERVICE AREAS. (FOR ADDITIONAL DETAIL, SEE SCHEDULE O.) OTHER INITIATIVES THAT IMPROVE THE HEALTH AND WELL-BEING OF THE MANY COMMUNITIES SERVED BY AHN INCLUDE: - HEALTHY FOOD CENTER: A FIRST OF ITS KIND IN THE REGION, AHN'S HEALTHY FOOD CENTER AS A ""FOOD PHARMACY"" WHERE PATIENTS WHO LACK ACCESS TO FOOD CAN RECEIVE NUTRITIOUS FOOD ITEMS, EDUCATION ON DISEASE-SPECIFIC DIETS, AND ADDITIONAL SERVICES FOR OTHER SOCIAL CHALLENGES THEY MIGHT FACE. ACCORDING TO THE GREATER PITTSBURGH COMMUNITY FOOD BANK, A PARTNER OF THE HEALTHY FOOD CENTER, FOOD INSECURITY AFFECTS MORE THAN 350,000 PEOPLE - OR ONE IN SEVEN ADULTS - IN THE PITTSBURGH REGION. FOOD INSECURITY REFERS TO A LACK OF AVAILABLE FINANCIAL RESOURCES FOR NUTRITIONALLY ADEQUATE FOOD SUCH AS FRUITS, VEGETABLES, LEAN PROTEINS AND WHOLE GRAINS. THE HEALTHY FOOD CENTER PRIMARILY SERVES PATIENTS WITH DIABETES WHO ARE SCREENED BY THEIR DOCTOR AS BEING FOOD INSECURE. PATIENTS RECEIVE A REFERRAL TO THE HEALTHY FOOD CENTER WHERE THEY INITIALLY MEET WITH AN ONSITE DIETITIAN TO DISCUSS THEIR DIETARY NEEDS BASED ON THEIR CONDITION. AFTER SHOPPING AT THE CENTER FOR THE RECOMMENDED FOOD ITEMS, PATIENTS GO HOME WITH TWO TO THREE DAYS' WORTH OF FOOD FOR ALL MEMBERS OF THEIR HOUSEHOLD. THE FOOD CENTERS ARE HOUSED AT ALLEGHENY GENERAL, WEST PENN, JEFFERSON AND WEST PENN HOSPITALS. - HEALTHCARE@HOME: AHN MAKES IT EASIER FOR PATIENTS TO ACCESS A FULL RANGE OF CUSTOMIZED HEALTHCARE SERVICES IN THE PRIVACY AND COMFORT OF THEIR OWN HOMES. THROUGH AHN'S HEALTHCARE@HOME PROGRAM, AHN IS HELPING MANY PATIENTS MAINTAIN THEIR INDEPENDENCE AND CONTINUE THE HEALING PROCESS AT HOME AS LONG AS POSSIBLE. THE SERVICE ARRANGES FOR HOME HEALTH, HOSPICE, PALLIATIVE, AND INFUSION THERAPY SERVICES, AS WELL AS THE DELIVERY OF MEDICAL EQUIPMENT AND SUPPLIES, ALLOWING PATIENTS TO REMAIN IN THEIR OWN HOMES, AND IN THEIR OWN COMMUNITIES, AND OUT OF THE HOSPITAL OR A SKILLED NURSING FACILITY. - COMMUNITY-BASED DIABETES CARE: AHN, WITH FINANCIAL SUPPORT FROM THE RICHARD KING MELLON FOUNDATION, IS ADVANCING A TRANSFORMATIONAL, COMMUNITY-BASED DIABETES CARE MODEL IN THE REGION. MORE THAN 29 MILLION PEOPLE IN THE UNITED STATES, OR NEARLY 10% OF THE POPULATION, ARE AFFECTED BY DIABETES. AT THE CURRENT PACE OF THE EPIDEMIC, THE CENTERS FOR DISEASE CONTROL AND PREVENTION (CDC) ESTIMATES THAT AS MANY AS ONE IN THREE PEOPLE COULD HAVE DIABETES BY THE YEAR 2050. THE YEARLY ECONOMIC IMPACT OF THE DISEASE AND ITS COMPLICATIONS EXCEEDS $245 BILLION; TO BETTER ADDRESS THE GROWING INCIDENCE AND IMPACT OF DIABETES IN WESTERN PENNSYLVANIA, AHN HAS ESTABLISHED A PATIENT-CENTERED MODEL OF CARE TO MORE EFFECTIVELY MEET THE COMPREHENSIVE NEEDS OF THOSE LIVING WITH THE DISEASE. THE RICHARD KING MELLON FOUNDATION GRANT PROVIDES PATIENTS IN THE AHN PROGRAM WITH ACCESS TO A RANGE OF MEDICAL AND OTHER SUPPORT SERVICES IN THE COMMUNITY. AT THE CORE OF THE NEW CARE MODEL ARE PHYSICIAN-LED, HOLISTIC ASSESSMENTS TO UNDERSTAND A PATIENT'S INDIVIDUAL NEEDS AND TO UNCOVER POTENTIAL BARRIERS TO SUCCESSFUL DISEASE MANAGEMENT. CRUCIALLY, DIABETES CARE COORDINATORS ARE HELPING TO CONNECT PATIENTS WITH A VARIETY OF SPECIALISTS TO HELP THEM MANAGE THEIR DISEASE MORE EFFECTIVELY, INCLUDING NUTRITIONISTS, BEHAVIORAL HEALTH COUNSELORS AND SOCIAL WORKERS. IN ADDITION, PATIENTS ARE CONNECTED WITH SERVICES AND ORGANIZATIONS WITHIN THEIR COMMUNITIES TO HELP FURTHER IMPROVE AND ENHANCE THEIR OVERALL CARE, SUCH AS LOCAL FOOD BANKS OFFERING HEALTHY DIETARY OPTIONS, THE AMERICAN DIABETES ASSOCIATION AND JDRF. - CHILD SAFETY DAY: CANONSBURG HOSPITAL (PART OF AHN) SPONSORS A SPRING CHILD SAFETY DAY ON ITS HOSPITAL GROUNDS FOR A DAY OF FUN, EDUCATION, AND PRIZES. EACH FAMILY ATTENDING IS GIVEN A FREE FIRST-AID KIT, AND HOSPITAL STAFF WILL DISTRIBUTED MORE THAN 300 BICYCLE HELMETS. WHILE CHILD DEATHS RELATED TO UNINTENTIONAL INJURY OR TRAUMA HAVE DROPPED DRAMATICALLY OVER THE LAST 30 YEARS, UNINTENTIONAL INJURIES (MOTOR VEHICLE/TRAFFIC ACCIDENTS, SUFFOCATION, DROWNING, POISONING, AND FIRE/BURNING) ARE STILL THE LEADING CAUSE OF DEATH FOR CHILDREN, AND MANY TRAUMA-RELATED INJURIES INCREASE IN THE SUMMER AFTER SCHOOL LETS OUT. - OPIOIDS AND ADDICTION MEDICINE: OVER THE LAST SEVERAL YEARS, AHN HAS TAKEN NUMEROUS STEPS TO CURB PAINKILLER MISUSE AND ADDICTION, OPIOID USE DISORDER, AND OVERDOSE DEATHS RELATED TO FENTANYL, CARFENTANIL, AND OTHER SYNTHETIC OPIATES. IN 2019, AHN RECEIVED A $5 MILLION FEDERAL GRANT FROM THE SUBSTANCE ABUSE AND MENTAL HEALTH SERVICES ADMINISTRATION (SAMHSA) TO WILL SUPPORT THE IMPLEMENTATION AND EVALUATION OF ENHANCED SUBSTANCE USE SCREENING AND INTERVENTION SERVICES IN THE PRIMARY CARE SETTING. ADDITIONALLY, AHN AND GATEWAY HEALTH HAVE PARTNERED TO LAUNCH AN ENHANCED PAIN MANAGEMENT PROGRAM WHICH TAKES A NOVEL, HOLISTIC APPROACH TO TREATING A PATIENT'S PAIN WITHOUT OPIOIDS. THE FIRST SUCH CLINIC HAS OPENED AT THE AHN INSTITUTE FOR PAIN MEDICINE NEAR WEST PENN HOSPITAL, WITH MORE LOCATIONS BEING PLANNED. AHN AND PARTNER ORGANIZATIONS OPENED A NEW 45-BED UNIT AT THE KANE COMMUNITY LIVING CENTER IN MCKEESPORT, PA.; IT HAS BEEN OPERATING SINCE 2018 AS A POST-ACUTE UNIT FOR PATIENTS WITH MEDICAL CONDITIONS AND CO-OCCURRING SUBSTANCE USE DISORDERS. AHN MAINTAINS SECURE, PERMANENT DRUG TAKE-BACK BOXES AT SIX AHN HOSPITALS, AS WELL AS AT THE WEXFORD HEALTH + WELLNESS PAVILION; THE BOXES HAVE ALLOWED PATIENTS AND VISITORS TO DISPOSE OF SURPLUS OR EXPIRED MEDICATIONS YEAR-ROUND SINCE 2018."