4A (Expenses $ 918184150 including grants of $ 69262) (Revenue $ 1399447347)
CAMC is one of West Virginia's largest medical centers with over 9,500 employees and 770 medical staff. CAMC is licensed for 956 beds at four campuses and our health care services delivery focuses on providing a full range of inpatient and outpatient services as a tertiary regional referral center, teaching and safety net hospital. As a regional referral center, CAMC has one of only two state Level 1 Trauma Centers, a Level III Neonatal ICU, a Pediatric ICU, a DNV-Certified Primary Stroke Center, and a Bariatric Center of Excellence. CAMC is the primary medical safety net provider of women and children's and trauma services in central and southern West Virginia and provides 20% of the charity care in the state. There were inpatient days of 189,062 outpatient visits of 312,398, clinic visits of 369,929, emergency department visits of 89,506 and deliveries of 2,796 in 2021. CAMC gives back to the community because we understand the impact that high quality medical care, charity care, education, corporate contributions and community partnerships have on the lives of real people.

4B (Expenses $ 35161555 including grants of $ 2521718) (Revenue $ 0)
CAMC has established medical and allied health education excellence as a core competency. Provision and support for education include training for interns and residents, nurses, anesthetists and other personnel. 176 WVU/WVSOM medical students trained at CAMC hospitals and 195 medical residents were employed by CAMC. CAMC provided faculty support to the University of Charleston helping educate pharmacy students, nursing students and physician assistants. CAMC assisted 6 employees through student loan forgiveness, and provided educational assistance to 335 individuals who intend to pursue a career in healthcare.

4C (Expenses $ 109145215 including grants of $ 180034) (Revenue $ 230652)
CAMC does much more than just provide health care, being involved in nearly every aspect of the health and well being of the community. CAMC offered 37 outreach programs which served an estimated 38,289 people. CAMC provided acute inpatient and outpatient hospital services including unreimbursed charity care at cost of $13,716,440. Creative, state-of-the-art programs and services are provided to our community to serve our community - particularly the needs of the low income, elderly and other vulnerable persons. Community benefits are programs or activities that provide treatment or promote health and healing as a response to identified community needs and meet at least one of the following community benefit criteria: 1) Improves access to health care services; 2) Enhances health of the community; 3) Advances medical or health care knowledge; 4) Relieves or reduces the burden of government or other community efforts.

Part V, Section B
Facility Reporting Group A

Facility Reporting Group A consists of:
- Facility 1: CAMC Memorial Hospital, - Facility 2: CAMC General Hospital, - Facility 3: CAMC Women and Children's Hospital

Facility Reporting Group - A Part V, Section B, line 5:
"Steering Committee:Steering Committee Members are from the CAMC, Thomas Health System, Charleston Area Alliance, Kanawha County Schools, WV Bureau for Public Health, Partnership of African American Churches and the Kanawha Coalition for Community Health Improvement and they serve in an advisory capacity for the Coalition. The Steering Committee follows a set of Guiding Principles as it promotes and safeguards the integrity of the collaborative process as each assumes the role of an equal partner in the process. They make tangible commitments of resources to the Coalition and believe that the process is the product and serves as the vehicle to put people together to explore and address challenges and opportunities to improve the health of the people of Kanawha County. The Steering Committee is committed to including all members of the community in the community health needs assessment process as it cultivates a community-wide sense of ownership, not organizational ownership. It provides encouragement and support to keep Coalition volunteers engaged and motivated while remaining flexible in its approach to meeting community needs. It believes in continuous quality improvement and supports an ongoing process to evaluate and improve outcomes and it celebrates successes along the way. Members of the Kanawha Coalition Steering Committee actively participate in the survey planning process to provide public health insight and ensure data integrity. Additionally, epidemiologists from the West Virginia Department of Health and Human Services work with the Coalition for question design for consistency with other surveys to allow benchmarks andcomparisons. In addition, Expert Interviews provide in-depth information on the community across all areas of social determinants of health. The Steering Committee also provides contact information for subject experts (key informants) in the community.Expert (key informant) Surveying Process:The Kanawha Coalition for Community Health Improvement's leadership team identified 283 individual subject experts across the social determinants of heath and invited them to participate in an Expert Opinion Survey process. Two hundred and eighteen experts participated in this process. This process included three-steps. Seventy experts participated in step one by taking an online survey that asked their opinions across a broad list of topics that affect health. These topics were categorized under LIVE: Health and Social; LIVE: Safety and Infrastructure; LEARN; WORK; and PLAY. Twenty-five experts attended a convening to further discuss and decide which top challenges under each category should move forward to the final ranking. During this convening experts were provided the results of the first online expert survey, held round table discussions and ranked the top 5 challenges under LIVE: Health and Social; LIVE: Safety and Infrastructure; LEARN; WORK; and PLAY. In step-three, experts were invited to participate in the final ranking of the top challenges from the challenges defined in step-two. The final ranking criteria considered whether challenges appeared to be: A. Greater in certain parts of the county or specific populations; B. Had baseline data that would help us measure our impact C. Other communities had been able to overcome this challenge D. Could be resolved in 3-5 years or less E. Had no one currently working to address them F. Would create a major improvement in the quality of lifeG. Reduce long-term cost to the community. Experts ranked the following as top priorities:LIVE: Health and SocialAccess to Health Promotion and Chronic Disease Prevention EducationLIVE: Safety and InfrastructureSafe roads LEARN: Access to childcare (early childhood education)WORK: Barriers to employmentPLAY: Lack of safe and adequate recreational space in neighborhoods Community Survey Process (Residents and Employees in Kanawha County)The top priority areas ranked by experts were shared with people who live and/or work in Kanawha County. The feedback collected through this survey validated the priorities ranked through the Expert Survey. This feedback resulted in ""safe roads"" being expanded to include ""access to transportation"", and ""access to childcare"" being expanded to ""access to early childhood development"". Employees at 18 worksites participated in our community-based survey. KCCHI conducted 15 listening sessions that drew a low attendance. Therefore, KCCHI expanded its outreach to include paper and online surveying. Below is the breakdown for number of participants in the community survey process.15 Listening sessions (30 attendees) 91 clip board surveys 165 paper surveys (642 responses) 1235 online survey responses: o LIVE Health & Social = 330 o LIVE Safety & Infrastructure = 242 o LEARN = 207 o WORK = 234 o PLAY = 222Inclusion of Vulnerable Populations: o Homeless o People with Substance Use Disorder o Low Income o Single parents o Domestic violence survivors o Senior citizens Employee Surveys: o Cabin Creek Health Center o Charleston Area Alliance o Charleston Area Medical Center o Covenant House o DOW Chemical o FamilyCare o First Choice/ 211 o Highland Hospital o Kanawha County Commission o Kanawha County Schools o Kanawha County Sheriff's Department o Manna Meal o Region 3 Workforce Investment Board o Thomas Memorial Hospital o University of Charleston o WV Attorney General's Office o WV Health Right o YWCA"

Facility Reporting Group - A Part V, Section B, line 6a:
Thomas Health System (Thomas Memorial Hospital and St. Francis Hospital)

Facility Reporting Group - A Part V, Section B, line 6b:
Charleston Area Alliance, Kanawha County Schools, WV Bureau for Public Health, Partnership of African American Churches and the Kanawha Coalition for Community Health Improvement.

Facility Reporting Group - A Part V, Section B, line 11:
Under LIVE: Health and Social CAMC identified the following as community priorities and funded as part of operational planning by the CAMC Board of Trustees: Diabetes, Obesity, Limited Access to Food, Heart Disease, COPD, Cancer, Substance Use Disorder, HIV/AIDS, Hepatitis A/B/C, Mental Health and Wellness Promotion.Diabetes was addressed via the Keys 4 HealthyKids Reduce Childhood Obesity, Prevent Diabetes program and Gestational diabetes classes at the Family Resource Center.Obesity was addressed via Keys for HealthyKids- Improve Access and Consumption of Local Produce, the CAMC Get Physical program, CAMC Mall Walkers, Healthy Wage Challenges (Weight Loss/Healthy Steps), and Play Patch at the Charleston Town Center Mall.Limited Access to Food was addressed with our Build the Base of Local Growers and Artisans program.Heart Disease was address via our Advanced Life Support Training provided to local health care providers. CAMC addresses the problem through its Heart Failure Readmission reduction efforts and CMS Indicator compliance. We sponsor the American Heart Association and provide information at their events. Our Women Heart Support Group and Charleston WV Heart Walk event also expands heart disease education in the community.COPD is addressed through CMS Indicator Compliance and the reduction in COPD readmission rates. We also participate in the Tobacco Free day and have smoke free campuses.Cancer is addressed via opportunities to educate at events such as the Relay for Life, Run for Your Life, Bike Trek, the Great American Smokeout. Our many Cancer Center support groups, the healthy steps program, the provision of mental health services for children with Cancer are all resources the community relies on. We also provide free mammograms to uninsured/underinsured women.Substance Use Disorder, HIV AIDS, Hepatitis A/B/C are addressed through our Ryan White Program, WECARE, Baby First Program Addiction Services Peer Recovery Support Specialists, and donations to REA of Hope Fellowship Home through Civic Affairs.Mental Health is addressed via outpatient mental health services for uninsured and underinsured residents, treatment of dementia, and mental health services for children with cancer.Wellness Promotion is provided through the Health Information Center, Discounted Lab Work, Flu Vaccines and COVID19 Vaccines with the Health Department. Under LIVE: Safety and Infrastructure Safe Roads and Transportation CAMC targeted Homelessness, Safe/Distracted Driving, and Access to Transportation.Homelessness was addressed via our support and the provision of pharmacy services at WV HealthRight and cash donations to Covenant House through Civic Affairs.Safe/Distracted Driving was addressed via donations to Project Graduation however the normal distracted driving outreach program could not be performed due to COVID19.Access to Transportation was addressed via Transportation resources for adults with cancer, CAMC Uber and donations to Faith in Action via Civic Affairs.Under LEARN: Access to Affordable and Adequate Early Childhood Education CAMC provides donations to the Grandfamilies Program, the Childhood Language Center, and the Children's Therapy Clinic via Civic Affairs. The Improve Access and Consumption of Local Produce Program also targeted this group.Under WORK: Barriers to Work CAMC addressed Low Wages with its Medical Explorers Program, the Healthcare Career Showcase, CAMC Career Road Map, and participates on the Workforce Innovation and Opportunities Act board. For Lack of Job Opportunities CAMC provides Imagine U, Junior Nurse Academy and the Build the Base Local Growers and Artisans program. Some of these were limited in 2020 due to COVID19.Under PLAY: Access to safe and adequate recreation, exercise, and play opportunities CAMC provides the Play Patch at the Charleston Town Center Mall, works on various projects during the United Way Day of Caring, and the Think First for Kids program.

Facility Reporting Group - A Part V, Section B, line 13h:
Other criteria considered for financial assistance eligibility: A financial assistance estimation tool that utilizes public records; and whether or not a patient receives assistance from certain state agencies.

Part V, Section B
Facility Reporting Group B

Facility Reporting Group B consists of:
- Facility 4: CAMC Teays Valley Hospital

Facility Reporting Group - B Part V, Section B, line 5:
CAMC Teays Valley Hospital conducted its fourth community health needs assessment process utilizing data from the United Way of Central West Virginia (2019 Community Needs Assessment), the Putnam County Health Department (Putnam County Community Health Assessment 2018-2019 and Putnam County Community Health Assessment Prioritization and Development of Health Improvement Priorities 2020) , the West Virginia Department of Health and Human Services (Region 5 Needs Assessment) and the Putnam County Health Indicator Report (March 2021). The assessment process encompassed the following: Putnam County Survey results; United Way of Central WV Community Needs Assessment; Putnam County Health Department Community Needs Assessment; WV Department of Health and Human Resources Region 5 Needs Assessment; Department of Health and Human Services enPOWER Emergency Planning de-identified data set; Objective Data-Secondary County Health Data and Social Service Agency utilization. Survey Data-The United Way of Central WV completed an assessment of health and social services needs in Boone, Clay, Kanawha, Logan and Putnam counties. The assessment utilized a variety of data collection techniques in order to obtain reliable and unbiased data on the demographic, social and economic conditions of the area. The quantitative survey was developed that garnered results from more than 600 respondents across the region. The web-based and hard copy surveys sought the perceptions of United Way of Central WV donors, local service providers (i.e. social service providers, counselors, daycare teachers, nurses) and service consumers/recipients on the most critical needs of our central WV community. Survey data collection occurred over a three-month timeframe from November 2018 through January 2019. Survey respondents included 297 donors, 189 Service Providers, and 131 Service Consumers/Recipients. The primary focus areas for the survey were: Health-improving people's health by ensuring individuals have access to medical, dental, mental and other health care; Education-ensuring every child gets a strong start in life, teenagers have the tools to learn and grown and adults receive education to better their lives; Financial Stability- helping people use their resources effectively, providing job training, improving financials literacy and strengthening self-sufficiency; Safety Net (Basic Needs)- helping people meet their basic needs such as shelter, emergency services and food. The most important issue for each category in the five county service area is as follows: Affordable access to quality daycare/children (Education); Substance use/abuse/addiction (Health); Vocational training/employment skills (Financial Stability); Shelter/emergency beds/transitional housing (Safety Net).

Facility Reporting Group - B Part V, Section B, line 6b:
Key leaders from the following organizations, in Putnam County identified and prioritized community health needs. The United Way of Central WV, Putnam County Wellness Coalition, Putnam County Health Department, Medical Director for Putnam County Health Department, Putnam County Office of Emergency Services, Putnam County Homeland Security, and Putnam County Law Enforcement.

Facility Reporting Group - B Part V, Section B, line 11:
The following community needs are identified as community priorities and being addressed by CAMC Teays: 1) Healthy Living to include Chronic Disease Prevention, Fitness and Healthy Lifestyle Habits which is being addressed by Putnam Wellness Coalition; Camp Kno Koma; Sports physicals to students; free orthopedic coverage for area school and college sports events; donations for sporting equipment, transportation and sponsorships for area schools; place and maintain AED units for all schools in Putnam County and contiguous counties; support Charleston and Huntington Heart walks; Putnam County Homecoming Health Fair; education materials for Backpack Buddy program; Level III Cardiac Services; STOP the Bleed Program; support YMCA; Infant simulators for high school students; Bicycle rodeo and free student helmets and Family fun times with Teays Valley Church of God. 2) Substance Use/Abuse/Addiction which is being addressed by the following: Putnam County Homecoming Fair; Putnam County Health Department Advisory Committee; Putnam County Juvenile Drug Court Board of Trustees; 911 Advisory Committee; Medical Explorers; Opioid treatment navigation team available; Smoke free campus for employees; Smoking cessation to patients and employees; Putnam Wellness Coalition and CAMC Wellness Center. 3) Access to Affordable Health Care to include Mental Health, Trauma Care and Prescripion Medication which is being addressed by Reduced cost lab work; sports physicals; Putnam County Homecoming Fair; Charity Care; Enrollment assistance for patients and families for health coverage; providing Surgery, Neurology, Urology, Orthopedics, Oncology, Vascular, Level III Cardiac Rehab and Pain Management. 4) Access to Healthy Food, Nutrition, and/or Healthy meals which is being addressed by Backpack Buddy program which provides food to students both during the school year and the summer. 5) Shelter/Emergency Beds and Services including Transitional Housing Assistance which is being addressed by Bamboo Bridge which provides housing for homeless young adults between the ages of eighteen and twenty one years old in a safe, stable and structured environment. These young adults will be provided necessary life skills and assistance to transition to living a productive adult life in the community. 6) Education and Skills Preparation to include Low Income Adults, Higher Education Tuition Assistance, Vocational/Trade School, Reducing Truancy and Graduating on Time which is being addressed by Woman Up Conference; Putnam County Schools Health Services Cluster Career Conference; Volunteer at WV Health Right; HOSA-Health Occupations Students Association; Enrollment assistance for patients and families for health coverage; Charity Care; 24 Emergency Department; Backpack Buddy Program; Putnam Wellness Coalition; Staff on the LPN & Nursing Assistant Advisory Committee; Provide clinical site and vocational trade school LPN & Nursing Assistants Programs; Provide Clinical Training for Nursing, Radiology, Respiratory and Dietitian students and Bamboo Bridge. 7) Domestic Violence and Child Abuse Services which are being addressed by Putnam Wellness Coalition; Officer Phil Program-Putnam County Sherriff's Department; Mandatory reports to Department of Health and Human Services for child abuse; Provide trained nurse for the Sexual Assault Nurse Examiner (SANE) program.The following community needs are not addressed by CAMC Teays. 1) Affordable Access to Quality Daycare for Children & Adults to include after School and Extracurricular Activities for Youth and Grandparent/Kinship Care. CAMC Teays does not have the capability or funding to address this issue. 2) Access to Transportation. CAMC Teays does not have the capability or funding to address this issue. 3) Services for Individuals with Disabilities and Senior Assistance to include Home Modifications for Disabled/Elderly. CAMC Teays does not have the capability or funding to address this issue. 4) Personal Financial Management. This issue is being addressed by other organizations in our community. 5) Mortgage/Rent and Utility Payment Assistance. This issue is being addressed by other organizations in our community.

Facility Reporting Group - B Part V, Section B, line 13h:
Other criteria considered for financial assistance eligibility: A financial assistance estimation tool that utilizes public records; and whether or not a patient receives assistance from certain state agencies.

Part I, Line 3c:
CAMC may screen private pay balances for pre-qualified eligibility by using financial assistance estimation tools that access public records. Using a proprietary algorithm (looking at tax records, bankruptcies, etc), the tool returns whether the patient is likely to qualify for the Financial Assistance Policy. In cases where pre-qualified eligibility does not qualify a patient for financial assistance, the patient may complete a financial assistance application where application material is evaluated to determine if the patient can qualify based on income and assets. If the patient meets income criteria for eligibility an inventory of available assets is evaluated. If the patients available assets fall below $50,000 excluding the patients primary residence and primary vehicle, the patient will qualify for financial assistance.If a patient is found to be receiving certain State agency assistance (i.e. WIC, SNAP, etc.), such patient will be presumed eligible for CAMC financial assistance, and they will be asked to submit an abbreviated application containing only the information regarding their state agency assistance.

Part I, Line 7:
Utilized worksheet 2 to determine cost-to-charge ratio.

Part I, Ln 7 Col(f):
The bad debt expense included on Form 990, Part IX, Line 25(A), but subtracted for purposes of calculating the percentage in this column is $53,016,605

Part II, Community Building Activities:
"CAMC Memorial, General and Women and Children's Hospitals community building activities improve the community's health and safety by addressing the root causes of health problems. CAMC is a member of the Partner's in Health Network, Inc. (""Partners""), which is comprised of a network of mostly small and rural hospitals, clinics and health departments who work together to address quality and educational needs for improving the care management, assistance with NCQA accreditation for patient centered medical homes and improved quality through addressing sepsis and other health issues. Access to health care for 5,000 working uninsured individuals in central and southern West Virginia is provided through Partner's Community Access Program. Additionally, CAMC provides students enrolled in post-secondary education with related on-the-job training that is required for their graduation. Health Fairs for the community focusing on adults and children provide screening and health information to identify and address health issues. CAMC also partners with the Greater Kanawha Valley Foundation to create a value chain food system to support wealth creation for local growers.Kanawha Coalition for Community Health Improvement (KCCHI) Drugs:o Secured additional funding for the purchase of updated Too Good For Drugs curriculum for all grades K-8.o Provided Too Good For Drugs instructor training for elementary and middle school personnel.o Too Good For Drugs implemented in grades K-8, School Year 2018-2019 (Pre/Post Survey completed and submitted by schools)o Partnered with Kanawha County Schools on Generation Rx program delivered by University of Charleston School of Pharmacy students for all third grade class rooms in Kanawha County, funded by Cardinal Health.o KCCHI facilitated a Substainability Retreat for the Kanawha Communities That Care Board of Directors.o KCCHI and the Kanawha Communities That Care Board partnered with United Way of Central West Virginia to transfer Kanawha Communities That Care as a new program of the United Way as a means of sustaining it's work (October 2019). Diabetes:o Established first ever Kanawha Diabetes Coalition (KDC). It has met monthly since May 2017.o KDC has 140 individual members, representing 60 organizations.o Completed inventory of Kanawha County diabetes and pre-diabetes programs.o The Kanawha Diabetes Coalition continually works with WVU School of Public Health on Health Connect to regularly update.o Kanawha County resources for WV Health Connect website. https://www..healthconnection.com/kanwha-diabetes-coalitionresource.o Surveyed Kanawha County clinics regarding their usage of the CDC Prediabetes Screening Test.o Convened major payer to discuss return on investment for Prediabetes programs.o Conducted community assessment, including an environmental scan, of pre-diabetes resources, access to healthy foods, and physical activity opportunities for residents in of the flood ravaged Clendenin, WV area. Presented findings and recommendations to Mayor of Clendenin and members of Clendenin City Council.o Developed Internship opportunities for KCCHI KCD work.o Developed written goals and objectives for KDC 2019-2020.o Developed Committee and Leadership structure for the KDC.o Partnered with Quality Insights to develop a Toolkit on How to Start a Diabetes Coalition.o Presented on the Diabetes Coalition Toolkit at the 2019 Try This WV Conference.Obesity:o Included Kanawha County physical activity opportunities in the Health Connection database.o Recruited community-based (non-profit and for profit) physical activity services to the Kanawha Diabetes Coalition. Fitness instructors at local businesses have become certified in the National Pre-Diabetes Prevention Program. o KCCHI continues to serve as a member of the KEYS 4 Healthy Kids Steering Committee to address childhood obesity.Communities of Excellence Update:o The Kanawha Coalition is a Cohort One Community for the Communities of Excellence Program, made possible through support of CAMC. This cohort of communities from throughout the nation is working to apply the Baldrige principles for Performance Excellence at the community level.o As a result of our Communities of Excellence work, KCCHI has changed its community assessment model to include Community Health and Social Factors, Community Safety and Infrastructure, Education, Employment, and Local Attractions (arts, entertainment, sports, recreation).CAMC Teays Valley Hospital's community building activities improve the community's health and safety by addressing the root causes of health problems. CAMC Teays Valley supports Medical Explorers, a program designed to introduce youth in Putnam County who have designated health care as their health cluster to the health care environment. This helps to address a lack of parental oversight. Teays also supports the Putnam County Career Fair, Health Services Career Conference, and Portfolio Expositions where area high school students and adults are provided information on the educational requirement for health care careers."

Part III, Line 2:
This is the bad debt expense from the audited financial statements. Bad Debt is the net of discounts, payments and recoveries.

Part III, Line 3:
The estimated amount of bad debt expense attributable to patients eligible under the organization's financial assistance policy would be 22,569,169 for 2021.

Part III, Line 4:
The footnote for Allowance for Uncollectible Accounts is on page 13 of CAMC Health System's audited financial statements. In summary, private pay accounts and amounts for deductibles and co-insurance that are deemed uncollectible that do not appear to meet the charity care guidelines are written off as bad debt expense and appear as a deduction from patient service revenue in the audited financial statements.

Part III, Line 8:
CAMC treats any government reimbursement that is insufficient to cover allocated costs as being a community benefit. CAMC chooses to serve the community by participating in the Medicare program and accepting Medicare reimbursement.Part III, Line 8:Cost to charge ratio from the Medicare costs report is used.

Part III, Line 9b:
CAMC's collection policy makes provisions for patients who qualify for financial assistance. Patients who receive financial assistance must have income at 300% or less of Federal Poverty Guidelines, insufficient assets to pay for the care, and may not be eligible for any public programs. Patients who qualify for financial assistance with income under 200% FPG are given a 100% discount. Patients who qualify for financial assistance with income between 201-300% FPG receive a 56% discount. All patient responsibility debt not approved for financial assistance is reviewed with a financial assistance estimator. This financial assistance estimator process is only used to approve assistance. It is not used to deny assistance. Accounts are only reviewed for Financial Assistance at the 100% discount category. This process is performed before extraordinary collection efforts. Patients without third-party coverage who do not qualify for charity are given a 56% discount from charges (which is greater than any commercial discount). In addition to charity and uninsured discounts, CAMC provides assistance with payment plans, government programs, and an Employee Assistance Program.

Part VI, Line 2:
CAMC supports and strengthens its key communities through a systematic approach that begins with our mission, vision and values. Annually during our strategic planning process we review the community health needs assessment findings and priorities to develop our community strategy. This strategy is based on issues identified through the needs assessment process and supplemented with findings from our internal Environmental Analysis. Communities are identified, strategies are identified and plans are funded, implemented, tracked and measure. Our Board approves the plan and reviews plan progress annually. Because of the size and scope of our services, the approach we use to identify our key communities is based on the strategy, key stakeholders needs, and our capacity. Our community for the KCCHI work groups is Kanawha County as determined by the KCCHI mission. For our CAMC community strategy, community is based on the need identified and population to be addressed. We develop Health Indicator Data Sheets for each of our service area counties and identify key issues to address for all or part of our service area. For example, our Perinatal Telemedicine Project includes 14 rural counties and our Child Advocacy Center and HIV program serve our entire service area. Each strategy is deployed through a planning process that addresses key stakeholder needs and is evaluated based on predetermined criteria for outcomes expected. Cycles of learning have ensured the Civic Affairs Council monetary contributions support community organizations in the service area that are clearly aligned with our community strategy. In addition to addressing community needs and contributing financially, our leadership team serves in key leadership roles for community activities, programs and organizations as well as supports the workforce in participating in many community benefit activities such as Day of Caring and HealthFest. CAMC Teays Valley Hospital supports and strengthens the Putnam County community through its annual planning process where the needs assessmentfindings and priorities are reviewed to develop its community strategy and the community(ies) within Putnam County that are impacted. This strategy is based on issues identified through the needs assessment process and supplemented with findings from review of internal data. Strategies areidentified and plans are funded, implemented, tracked and measured. The CAMC Board Planning and Public Policy Committee and the CAMC Board of Trustees approve the plan and review plan progress annually. In additionto addressing community needs and contributing financially, CAMC Teays' Vice President and Associate Administrator serve in key leadership roles for community activities, programs and organizations as well as supportthe workforce in participating in many community benefit activities. As part of the strategic planning process, CAMC Teays determines if there are additional areas of support that can be provided to address the identified community health needs assessment issues.

Part VI, Line 3:
CAMC informs and educates patients and persons who may be billed for patient care about their eligibility for assistance under federal, state, or local government programs or under CAMC's Financial Assistance Policy during the registration process. Information is available through signage and a plain language summary of the policy is given to each patient. In addition, Financial Assistance applications are available at each registration location. CAMC Financial Counselors are located in each Emergency Department and Admitting area. During registration, if a patient is uninsured, they may be referred to a Financial Counselor who provides education about Charity Care, Medicaid Eligibility and Federal Disability. WV State employees are also on site at each hospital to accept and process Medicaid applications and notify patients if they qualify.

Part VI, Line 4:
CAMC's community area of focus includes our Primary and Secondary Service area. Our primary service area (PSA) includes: Kanawha, Putnam, Fayette, Boone, and Logan Counties. Our secondary service area (SSA) is Clay, Jackson, Lincoln, Mercer, Nicholas, Raleigh, and Roane Counties. Kanawha County constitutes a population of 180,258 with a median age of 43.3 and a household income of $46,865. The PSA/SSA population is 562,808 with a median age of 43.4 and a household income of $44,594. Teays' community and primary area of focus is Putnam County. Putnam County has a population of 56,610 with a median age of 41.8 and a household income of $32,009. Demographic, health and socioeconomic information is provided in detail in the 2020 Community Benefit Reports found on www.camc.org.

Part VI, Line 7, Reports Filed With States
WV

Part VI, Line 5:
CAMC's governing board is its Board of Trustees, a 16 member volunteer community board that meets WV State law requirements for nonprofit board membership including community representation. Admission to the medical staff is open to all qualified physicians in the area, consistent with the size and nature of the facility. Each CAMC hospital operates a full-time emergency room open to everyone, regardless of ability to pay. CAMC serves a broad cross-section of the community through research and charity care. CAMC applies any surplus funds toward improving facilities, equipment, patient care, medical training, research and education. CAMC's Community Health Improvement Services, Health Professions Education, Financial and In-kind Contributions, Community and Building Activities are detailed in the Community Benefit Report on our website at www.camc.org.In addition to public service messaging on COVID19 CAMC reconfigured the hospital facilities both internally and externally to limit exposure and prevent the spread of the disease within the walls of our facilities. Outpatient drive thru COVID19 testing locations were set up at multiple locations to decompress our four emergency departments. CAMC sought and received permission from the state to set up an outpatient site to provide infusion pharmaceuticals for the treatment of COVID patients who did not require inpatient admission. CAMC also developed an outpatient site to provide follow-up care to COVID19 patients recovering from the disease. The cost of these activities was covered by CARES Act funding but they are worth mentioning as community benefit as a great deal of work was undertaken to minimize the chance that our facilities would be overwhelmed by patients seeking care for the disease. Setting up these off campus care points limited the exposure of the disease to our patients and contained its spread.

Part VI, Line 6:
CAMC Health Education and Research Institute serves as the education and research arm of the CAMC Health System. The Institute promotes the health of the community by sponsoring health professional training programs training the region's health professionals in the community, region and state sponsoring management and leadership development programs, sponsoring community health education and prevention education programs for the community, conducting clinical and health services research targeted to improve health and health services delivery of our patients and community, pursuing special program funding and grants to support education and research programs, promoting economic development through its employment of approximately 80 full-time education, research and support staff and through its extramural and externally funded sponsored programs, promoting telehealth opportunities that link providers for health consultation and that improves access to health services to patients, creating linkages to education affiliates allowing approximately 800 learners to receive clinical training experiences at CAMC, sponsoring simulation training experiences for regional education affiliates, and promoting and sustaining networks and partnerships that improve access to clinical trials and research funding opportunities. The CAMC Foundations' mission is to support and promote CAMC's delivery of excellent and compassionate health services and CAMC's contribution to the quality of life and economic vitality of the region. This is accomplished through support of many services to CAMC patients and employees. Each year, the Foundation supports the Prevention First Program at CAMC Women and Children's Hospital. The Prevention First Program seeks to reduce medical costs, facilitate all aspects of health care, including support of the medical plan established by the primary care physician, while meeting the special needs of low-income children and families in the home environment. Specifically, the Prevention First Program promotes healthy outcomes that will decrease pre-term labor, infant mortality, unplanned C-Section rate, NICU/PICU length of stay and increase infant birth weight while promoting well-child care and immunizations. The Foundation also helps keep physicians and allied health care employees up-to-date by providing funding for many continuing education programs.