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Banner Health
2901 N Central Ave 160
Phoenix, AZ 85012
EIN: 450233470
The hospital that you have selected is part of a multi-facility organization that reports community benefit expenditures in the aggregate and not by individual hospital. The data shown below are for the multi-facility organization. We encourage you to contact the individual hospital directly if you would like community benefit information on the hospital.Learn more
Individual Facility Details: Washakie Medical Center400 South 15th Street
Worland, WY 82401
Worland, WY 82401
30 hospitals in organization:
(click a facility name to update Individual Facility Details panel)
(click a facility name to update Individual Facility Details panel)
| Bed count | 25 | Medicare provider number | 531306 | Member of the Council of Teaching Hospitals | NO | Children's hospital | NO |
Banner HealthDisplay data for year:
Community Benefit Spending- 2021
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)
(as % of functional expenses, which all tax-exempt organizations report on Form 990 Schedule H)
9.77%
Spending by Community Benefit Category- 2021
(as % of total functional expenses)
(as % of total functional expenses)
Community Benefit Spending Compared to Functional Expenses, 2010-2021
Additional data
Community Benefit Expenditures: 2021
All tax-exempt organizations file a Form 990 with the IRS for every tax year. If the tax-exempt organization operates one or more hospital facilities during the tax year, the organization must attach a Schedule H to Form 990. On Part I of Schedule H, the organization records the expenditures it made during the tax year for various types of community benefits; 9 types are shown on this web tool. By default, this web tool presents community benefit expenditures as a percentage of the organization’s functional expenses, which it reports on Form 990, Part IX, Line 25, Column A. (The more commonly heard term, ‘total operating expenses’, which organizations report to CMS, is generally about 90% of the ‘functional expenses’). The user may change the default to see the dollar expenditures.
Operating expenses $ 8,082,987,870 Total amount spent on community benefits as % of operating expenses$ 790,019,168 9.77 %- Amount spent in the following IRS community benefit categories:
Financial Assistance at cost as % of operating expenses$ 140,879,311 1.74 %Medicaid as % of operating expenses$ 485,628,894 6.01 %Costs of other means-tested government programs as % of operating expenses$ 0 0 %Health professions education as % of operating expenses$ 97,966,267 1.21 %Subsidized health services as % of operating expenses$ 35,886,320 0.44 %Research as % of operating expenses$ 16,670,135 0.21 %Community health improvement services and community benefit operations*
as % of operating expensesNote: these two community benefit categories are reported together on the Schedule H, part I, line 7e.$ 10,009,218 0.12 %Cash and in-kind contributions for community benefit* as % of operating expenses$ 2,979,023 0.04 %Community building*
as % of operating expenses$ 211,357 0.00 %- * = CBI denoted preventative categories
- Community building activities details:
Did tax-exempt hospital report community building activities? YES Number of activities or programs (optional) 0 Physical improvements and housing 0 Economic development 0 Community support 0 Environmental improvements 0 Leadership development and training for community members 0 Coalition building 0 Community health improvement advocacy 0 Workforce development 0 Other 0 Persons served (optional) 0 Physical improvements and housing 0 Economic development 0 Community support 0 Environmental improvements 0 Leadership development and training for community members 0 Coalition building 0 Community health improvement advocacy 0 Workforce development 0 Other 0 Community building expense
as % of operating expenses$ 211,357 0.00 %Physical improvements and housing as % of community building expenses$ 0 0 %Economic development as % of community building expenses$ 38,723 18.32 %Community support as % of community building expenses$ 40,076 18.96 %Environmental improvements as % of community building expenses$ 0 0 %Leadership development and training for community members as % of community building expenses$ 500 0.24 %Coalition building as % of community building expenses$ 99,118 46.90 %Community health improvement advocacy as % of community building expenses$ 6,801 3.22 %Workforce development as % of community building expenses$ 26,139 12.37 %Other as % of community building expenses$ 0 0 %Direct offsetting revenue $ 0 Physical improvements and housing $ 0 Economic development $ 0 Community support $ 0 Environmental improvements $ 0 Leadership development and training for community members $ 0 Coalition building $ 0 Community health improvement advocacy $ 0 Workforce development $ 0 Other $ 0
Other Useful Tax-exempt Hospital Information: 2021
In addition to community benefit and community building expenditures, the Schedule H worksheet includes sections on what percentage of bad debt can be attributable to patients eligible for financial assistance, and questions on the tax-exempt hospital's debt collection policy. When searching a specific tax-exempt hospital in this web tool, Section II provides information about bad debt and the financial assistance policy, and whether the state in which the tax-exempt hospital resides has expanded Medicaid coverage under the federal ACA.
Of the tax-exempt hospital’s overall operating expenses, amount reported as bad debt
as % of operating expenses$ 46,162,153 0.57 %Is the tax-exempt hospital considered a "sole community hospital" under the Medicare program? NO - Information about the tax-exempt hospital's Financial Assistance Policy and Debt Collection Policy
The Financial Assistance Policy section of Schedule H has changed over the years. The questions listed below reflect the questions on the 2009-2011 Schedule H forms and the answers tax-exempt hospitals provided for those years. The Financial Assistance Policy requirements were changed under the ACA. In the future, as the Community Benefit Insight web site is populated with 2022 data and subsequent years, the web tool will also be updated to reflect the new wording and requirements. In the meantime, if you have any questions about this section, we encourage you to contact your tax-exempt hospital directly.
Does the organization have a written financial assistance (charity care) policy? YES Did the tax-exempt hospital rely upon Federal Poverty Guidelines (FPG) to determine when to provide free or discounted care for patients? YES Amount of the tax-exempt hospital’s bad debt (at cost) attributed to patients eligible under the organization’s financial assistance (charity care) policy
as % of operating expenses$ 6,924,323 15.00 %- Did the tax-exempt hospital, or an authorized third party, take any of the following collection activities before determining whether the patient was eligible for financial assistance:
Reported to credit agency Not available Under the ACA, states have the choice to expand Medicaid eligibility for their residents up to 138% of the federal poverty guidelines. The Medicaid expansion provision of the ACA did not go into effect until January 2014, so data in this web tool will not reflect each state's current Medicaid eligibility threshold. For up to date information, please visit the Terms and Glossary under the Resources tab.
After enactment of the ACA, has the state in which this tax-exempt hospital is located expanded Medicaid? NO The federal poverty guidelines (FPG) are set by the government and used to determine eligibility for many federal financial assistance programs. Tax-exempt hospitals often use FPG guidelines in their Financial Assistance policies to determine which patients will qualify for free or discounted care.
If not, is the state's Medicaid threshold for working parents at or below 76% of the federal poverty guidelines? YES In addition to the federal requirements, some states have laws stipulating community benefit requirements as a result of tax-exemption. The laws vary from state to state and may require the tax-exempt hospitals to submit community benefit reports. Data on this web tool captures whether or not a state had a mandatory community benefit reporting law as of 2011. For more information, please see Community Benefit State Law Profiles Comparison at The Hilltop Institute.
Does the state in which the tax-exempt hospital is located have a mandatory community benefit reporting statute? NO
Community Health Needs Assessment Activities: 2021
The ACA requires all 501(c)(3) tax-exempt hospitals to conduct a Community Health Needs Assessment (CHNA) every three years, starting with the hospital's tax year beginning after March 23, 2012. The 2011 Schedule H included an optional section of questions on the CHNA process. This web tool includes responses for those hospitals voluntary reporting this information. The web tool will be updated to reflect changes in these questions on the 2012 and subsequent Schedule H forms.
Did the tax-exempt hospital report that they had conducted a CHNA? YES Did the CHNA define the community served by the tax-exempt hospital? YES Did the CHNA consider input from individuals that represent the broad interests of the community served by the tax-exempt hospital? YES Did the tax-exempt hospital make the CHNA widely available (i.e. post online)? YES Did the tax-exempt hospital adopt an implementation strategy to address the community needs identified by the CHNA? YES
Supplemental Information: 2021
This section presents qualitative information submitted by the hospital, verbatim from the 990H record.
- Statement of Program Service Accomplishments
Description of the organization's program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.
4A (Expenses $ 7370264333 including grants of $ 24429369) (Revenue $ 8175020841) SEE SCHEDULE O
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Facility Information
Schedule H (Form 990) Section C. Supplemental Information for Part V, Section B.
Schedule H, Part V, Section B, Line 3E THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY IDENTIFIED IN EACH HOSPITAL FACILITY'S CHNA ARE PRESENTED AS A PRIORITIZED DESCRIPTION.
Schedule H, Part V, Section B, Line 3 Facility A, 1 Facility A, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP A:. The CHNA report defines and describes the community, identifies community resources, reports on analytics and data-gathering methodologies, assessment, process and methods, prioritization process, implementation strategies, tactics and anticipated outcomes as well as needs not being addressed.
Schedule H, Part V, Section B, Line 5 Facility A, 1 Facility A, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP A:. EMPHASISING AN ONGOING FOCUS ON ENSURING THAT THE MEMBERS OF BANNER COMMUNITEES HAVE GREATER ACCESS TO NEEDED HEALTHCARE RESOURCES AND A VOICE, BANNER HEALTH'S COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE IN COLLABORATION WITH THE FACILITY LEADERSHIP TEAMS, AND THE STATEGIC PLANNING AND ALIGNEMNT DEPARTMENT, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED HIGH NEED POPULATIONS - THIS INCLUDES MINORITY GROUPS, LOW-INCOME INDIVIDUALS, MEDICALLY UNDERSERVED AND THOSE WITH CHRONIC CONDITIONS. PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITIES AND EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED UNDERSERVED, UNINSURED, AND/OR MINORITY. TO FURTHER ENSURE REPRESENTATION AND CONTINUATION OF BANNER'S COMMITMENT TO PROVIDING SERVICES THAT MEET COMMUNITY HEALTH NEEDS VARIOUS GROUPS IN ADDITION TO THE CHNA STEERING COMMITTEE AND CAC WERE ENGAGED INCLUDING: - COMMUNITY FOCUS GROUPS: FOCUS GROUPS WITH MEDICALLY UNDERSERVED POPULATIONS WERE CONDUCTED TO HELP IDENTIFY PRIORITY HEALTH ISSUES, RESOURCES, AND BARRIERS TO CARE). MEMBERS OF THE COMMUNITY REPRESENTED A VARIED CROSS-SECTION WITH UNIQUE ATTRIBUTES (RACE AND ETHNICITY, AGE, SEX, CULTURE, LIFESTYLE, OR RESIDENTS OF A PARTICULAR AREA. GROUPS WERE COMPRISED OF COMMUNITY MEMBERS FROM GROUPS SUCH AS (1) OLDER ADULTS (50-64, 65-74, 75+ YEARS OF AGE); (2) ADULTS WITHOUT CHILDREN; (3) ADULTS WITH CHILDREN; (4) AMERICAN INDIAN ADULTS; (5) LESBIAN, GAY, BISEXUAL, TRANSGENDER, AND QUESTIONING (LGBTQ) ADULTS; (6) AFRICAN AMERICAN ADULTS; (7) HISPANIC/LATINO ADULTS (ENGLISH); (8) ADULTS WITH CHILDREN (SPANISH); (9) LOW SOCIO-ECONOMIC STATUS ADULTS (SPANISH), AND (10) YOUNG ADULTS (18-30 YEARS OF AGE), (11) ADULT MALES (SPANISH), (12) ADULT FEMALES (SPANISH), (13) CAREGIVERS, AND (14) ASIAN AMERICAN ADULTS. INDIVIDUALS REPRESENTING THESE POPULATIONS WERE INVITED TO REVIEW AND VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED. - EXTERNAL STAKEHOLDERS: A TEAM OF EXTERNAL STAKEHOLDERS MADE UP OF INDIVIDUALS AND ORGANIZATIONS EXTERNAL TO BANNER HEALTH, AND REPRESENTING THE UNDERSERVED, UNINSURED, AND MINORITY POPULATIONS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. THESE STAKEHOLDERS ARE INDIVIDUALS/ ORGANIZATIONS WITH WHOM BANNER COLLABORATES OR HOPES TO, AROUND IMPROVING OUR COMMUNITIES. EACH STAKEHOLDER IS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF EXECUTIVE DIRECTORS, CEO'S, PROGRAM MANAGERS, COORDINATORS, NURSES, PATIENT NAVIGATORS, AND OTHER COMMUNITY STAKEHOLDERS. COMMUNITY AND HEALTHCARE LEADERS WHO HAVE PROVIDED SOLID INSIGHT INTO THE SPECIFIC AND UNIQUE NEEDS OF THE COMMUNITY SINCE THE PREVIOUS CYCLE. - THERE WAS ADDITIONAL DIALOGUE (VIA EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS) WITH LEADERS FROM THE RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS (MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH, NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. - FACILITY BASED CHAMPIONS: INDIVIDUALS FROM EACH OF BANNER HEALTH'S 28 HOSPITALS MET ON A MONTHLY BASIS TO REVIEW THE ONGOING PROGRESS ON COMMUNITY STAKEHOLDER MEETINGS, REPORT CREATION, AND ACTION PLAN IMPLEMENTATION. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF CEOS, CNOS, COOS, FACILITY DIRECTORS, QUALITY MANAGEMENT PERSONNEL, AND OTHER CLINICAL STAKEHOLDERS. PARTICIPANTS IN THE CHNA PROCESS INCLUDED MEMBERS OF BANNER HEALTH'S LEADERSHIP TEAMS AND STRATEGIC ALIGNMENT TEAM, PUBLIC HEALTH EXPERTS, COMMUNITY REPRESENTATIVES AND CONSULTANTS. THE CHNA PROCESS UTILIZED A MULTI-FACETED APPROACH TO DATA GATHERING WHICH INCLUDED: 1. DATA ANALYTICS - A COLLECTION OF SECONDARY OR QUANTITATIVE DATA FROM EXISTING DATA SOURCES AND COMMUNITY INPUT OR QUALITATIVE DATA FROM FOCUS GROUPS, HEALTH PROVIDERS, POLICYMAKERS, AND MEETINGS WITH INTERNAL LEADERSHIP WERE ANALYZED. THE PROCESS WAS REITERATIVE AS BOTH THE SECONDARY AND PRIMARY DATA WERE USED TO HELP INFORM EACH OTHER. THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH THREE MEANS. FIRST, DATA WAS COLLECTED THROUGH FOCUS GROUPS ENGAGING MEMBERS OF UNDERSERVED POPULATIONS AND COMMUNITIES. SECOND, SURVEYS WERE CONDUCTED WITH KEY INFORMANTS WHO SERVE THE PRIMARY SERVICE AREA. FINALLY, A SERIES OF MEETINGS WERE HELD WITH KEY STAKEHOLDERS. THE ADVANTAGE OF USING THIS APPROACH WAS VALIDATION OF DATA VIA CROSS-VERIFICATION FROM A MULTITUDE OF SOURCES. THIS DATA ALONG WITH PRIOR COLLABORATIVE EFFORTS WAS USED TO INITIATE DISCUSSIONS AMONG THE VARIOUS PARTIES. 2. COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE - THIS COMMITTEE, WHICH WAS COMMISSIONED TO GUIDE THE CHNA PROCESS, WAS COMPRISED OF PROFESSIONALS FROM A VARIETY OF DISCIPLINES ACROSS THE ORGANIZATION. THIS STEERING COMMITTEE PROVIDED GUIDANCE IN ALL ASPECTS OF THE CHNA PROCESS, INCLUDING DEVELOPMENT OF THE PROCESS, PRIORITIZATION OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED AND DEVELOPMENT OF THE IMPLEMENTATION STRATEGIES, ANTICIPATED OUTCOMES AND RELATED MEASURES. THE CHNA RESULTS WERE PRESENTED TO THE LEADERSHIP TEAM AND BOARD MEMBERS TO ENSURE ALIGNMENT WITH THE SYSTEM-WIDE PRIORITIES AND LONG-TERM STRATEGIC PLAN AND THE PROCESS FACILITATES AN ONGOING FOCUS ON COLLABORATION WITH GOVERNMENTAL, NONPROFIT AND OTHER HEALTH-RELATED ORGANIZATIONS TO ENSURE THAT MEMBERS OF THE COMMUNITY WILL HAVE GREATER ACCESS TO NEEDED HEALTH CARE RESOURCE. 3. COMMUNITY ADVISORY COUNCIL - FACILITY LEADERSHIP TEAMS IN COLLABORATION WITH MEMBERS OF BANNER HEALTH'S CHNA STEERING COMMITTEE, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED THE UNDERSERVED, UNINSURED AND MINORITY POPULATIONS. CAC PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED MINORITY AND/OR UNDERSERVED. DATA ANALYTICS WERE ALSO USED TO ANALYZE ACCESS GAPS AND DRIVE CAC PARTICIPATION. ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. INDIVIDUALS THAT REPRESENTED THESE POPULATIONS, INCLUDING THE UNINSURED, UNDERSERVED AND MINORITY POPULATIONS WERE INVITED TO PARTICIPATE IN A FOCUS GROUP TO REVIEW AND VALIDATE THE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING. EACH CAC PARTICIPANT WAS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THE CAC PROVIDED BANNER HEALTH WITH THE OPPORTUNITY TO GATHER VALUABLE INPUT DIRECTLY FROM THE COMMUNITY. 4. COMMUNITY INTERESTS - THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH A SERIES OF FOCUS GROUPS HELD WITH MEMBERS OF MINORITY AND UNDERSERVED POPULATIONS. ALL PRIMARY DATA COLLECTION EFFORTS WERE INTENDED TO OBTAIN AND UNDERSTAND INFORMATION ON THE MOST PRESSING COMMUNITY CONCERNS, IDENTIFICATION OF COMMUNITY STRENGTHS AND ASSETS AND AREAS OF OPPORTUNITY FOR HEALTH IMPROVEMENT STRATEGIES. FOCUS GROUP PARTICIPANTS WERE INVITED TO VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. ADDITIONAL DIALOGUE OPPORTUNITIES (EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS WERE PROVIDED FOR THOSE PERSONS WHO DESIRED TO PARTICIPATE BUT WERE UNABLE TO PERSONALLY ATTEND A FOCUS GROUP SESSION. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED.
Schedule H, Part V, Section B, Line 5 Facility A, 2 Facility A, 2 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP A:. 5. PUBLIC HEALTH AGENCIES - COORDINATION WITH AND INVOLVEMENT FROM RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS AND AGENCIES (MARICOPA COUNTY COORDINATED HEALTH NEEDS ASSESSMENT (CCHNA) COLLABORATIVE, THE MARICOPA COUNTY HEALTH IMPROVEMENT PARTNERSHIP (HIPMC), MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH (MCDPH), NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. BANNER ALSO PARTICIPATED IN THE PIMA COUNTY COMMUNITY HEALTH NEEDS ASSESSMENT ADVISORY COMMITTEE WHICH REPRESENTS A COUNTY-WIDE PARTNERSHIP BETWEEN THE PIMA COUNTY HEALTH DEPARTMENT, BANNER, OTHER PIMA COUNTY HEALTHCARE SYSTEMS, THE PASCUA YAQUI TRIBE AND HEALTHY PIMA.
Schedule H, Part V, Section B, Line 11 Facility A, 1 Facility A, 1 - THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 11 APPLIES TO ALL HOSPITAL FACILITIES. BANNER'S MISSION IS TO MAKE HEALTH CARE EASIER SO THAT LIFE CAN BE BETTER. WHILE WE ARE GUIDED BY OUR PURPOSE WHICH INCLUDES ANSWERING AMERICA'S HEALTH CARE CHALLENGES TODAY AND IN THE FUTURE, CHANGING THE HEALTH CARE LANDSCAPE IN OUR COMMUNITIES - BIG AND SMALL, TAKING ACCESS AND DELIVERY FROM COMPLEX TO EASY, FROM COSTLY TO AFFORDABLE AND FROM UNPREDICTABLE TO RELIABLE, RESOURCES UNFORTUNATELY AND IN SOME CASES EXPERTISE TO PURSUE ALL OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA ARE LIMITED. THE PROCESS FOR PRIORITIZATION INCLUDED WITH BOTH INTERNAL STAKEHOLDERS AND CAC PARTNERS. A REVIEW OF CURRENT AND PAST DATA, PREVIOUS ACTIONS TAKEN TO IMPROVE THE COMMUNITY AND PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING THE ISSUES WAS CONDUCTED AND ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. THE CHNA STEERING COMMITTEE IN CONCERT WITH BANNER HEALTH LEADERSHIP AND VARIOUS LOCAL AGENCIES DEVELOPED A PRIORITIZATION PROCESS AND CRITERIA FOR EVALUATING THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA. THIS GROUP WORKED DILIGENTLY TO ENSURE THAT THOSE STRATEGIES AND TACTICS ADDRESSED WOULD BE IMPACTFUL, SERVE AS A FOUNDATION FOR FUTURE EFFORTS, AND BE IN ALIGNMENT WITH THE ORGANIZATION'S STRENGTHS, MISSION, VISION AND STRATEGIC PLAN. THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA WERE PRIORITIZED BASED ON THE BELOW CRITERIA, WHICH TOOK INTO ACCOUNT THE QUANTITATIVE DATA, FOCUS GROUP DISCUSSION WITH THE CAC AND BANNER'S MISSION, VISION AND STRATEGIC PLAN. EACH SIGNIFICANT HEALTH NEED WAS EVALUATED BASED ON THE CRITERIA, USING A RANKING OF LOW (1), MEDIUM (3), OR HIGH (5) FOR EACH CRITERION; ALL CRITERIA WERE EQUALLY WEIGHTED. THE CRITERION SCORES FOR EACH HEALTH NEED WERE COMPILED TO DETERMINE THE OVERALL PRIORITIZATION. To be considered a health need the following criteria was taken into consideration: -The PSA had a health outcome or factor rate worse than the average county / state rate -The PSA demonstrated a worsening trend when compared to county / state data in recent years -The PSA indicated an apparent health disparity -The health outcome or factor was mentioned in the focus group -The health need aligned with Banner Health's mission and strategic priorities Building on Banner Health's past two CHNAs, the steering committee and facility champions worked with Banner Health corporate planners to prioritize health needs for Cycle 3 of the CHNA. Facility stakeholders, community members, and public health professionals were among major external entities involved in identifying health needs, which were then brought to the steering committee. Both Banner Health internal members, and external entities were strategically selected for their respective understanding of community perspectives, community-based health engagement, and health care expertise. Using the previous CHNAs as a tool, the steering committee reviewed and compared the health needs identified in 2020 to the previous health needs. The group narrowed the community health needs to three. It was determined that Banner Health, as a health system would continue to address the same health needs from Cycle 2, the 2016 CHNA, due to the continued impact these health needs have on the overall health of the community. These needs and the strategies to address the needs align with the short- and long-term goals the health system has, specific strategies can be tailored to the regions Banner Health serves, and the health needs can address many health areas within each of them. Below are the three health needs, and the areas addressed by the strategies and tactics developed. ALSO INCLUDED IN THE PRIORITIZATION PROCESS WAS A REVIEW OF RESOURCES POTENTIALLY AVAILABLE TO ADDRESS IDENTIFIED NEEDS INCLUDING SERVICES AND PROGRAMS AVAILABLE THROUGH OTHER HOSPITALS, GOVERNMENT AGENCIES, AND COMMUNITY BASED ORGANIZATIONS. RESOURCES INCLUDE ACCESS TO HOSPITAL EMERGENCY AND ACUTE CARE SERVICES, FEDERALLY QUALIFIED HEALTH CENTERS (FQHC), FOOD BANKS, HOMELESS SHELTERS, SCHOOL-BASED HEALTH CLINICS, FAITH-BASED ORGANIZATIONS, TRANSPORTATION SERVICES, HEALTH ENROLLMENT NAVIGATORS, FREE OR LOW COST MEDICAL AND DENTAL CARE, AND PREVENTION-BASED COMMUNITY EDUCATION.
Schedule H, Part V, Section B, Line 11 Facility A, 2 Facility A, 2 - 1) BANNER UNIVERSITY MEDICAL CENTER - PHOENIX. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - Improved access to providers with same day or next day availability. - Partner with Mission of Mercy to fund and implement My Direct Healthcare Scheduling Exchange (HSE). - We promote participation in MyBanner, our online patient portal Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have dedicated ED case managers / social workers for the ED discharge process - We have partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Discharge education and follow up is hard wired in Cerner. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7 Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We are promoting Doctors on Demand (now Teladoc) for low cost e-visits and virtual care, including iCare for Chronic Disease care management and in-home and EICU services for acute care. - We have deployed a proactive case management approach and outreach process for our Chronic Disease patients within Banner Health's managed population. - We continue to promote the Chronic Disease webpage on our facility website to increase on-line educational opportunities and resource awareness. - Asthma screenings, education, and medication to the pediatric population is provided through our Banner HealthMobile. - We have implemented the Banner Health Network High Value Networks for specialty care, this includes cardiology, oncology, orthopedics, imaging, ophthalmology, GI and neurology. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We are utilizing outpatient services such as Banner Psychiatric Center to deploy telehealth services to patients presenting in the Emergency Department (ED) with mental health and/or substance abuse issues. - We continue to promote use of Doctors on Demand, now Teladoc, for lost cost e-visits and virtual care. - We offer inpatient and intensive outpatient services. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community. - Support groups for anxiety, depression, and other mental health issues are offered. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. Survey respondents in Maricopa County overwhelmingly identified substance abuse as a health concern in their communities. While Banner has chosen not to have a Significant Health Need focus directly on substance abuse, strategies and tactics within the Behavioral Health significant health need focus on areas that involve substance abuse.
Schedule H, Part V, Section B, Line 11 Facility A, 3 Facility A, 3 - 3) BANNER DESERT MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We have expanded our primary care capabilities through Banner Medical Group and aligned physicians - We have partnered with Mission of Mercy to fund and implement My Direct Healthcare scheduling exchange - We promote participation in MyBanner, our online patient portal Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Discharge education and follow up is hard wired in Cerner. - Case managers / Social Workers are available to cover the ED - We have partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7 Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - We have deployed a proactive case management approach and outreach method for chronic disease patients within our Banner Health managed population. - We continue to promote our Chronic Disease webpage to increase on-line educational opportunities and resource awareness. - Asthma screenings, education, and medication to the pediatric population is provided through our Banner HealthMobile. - We have implemented the Banner Health Network High Value Networks for specialty care, this includes cardiology, oncology, orthopedics, imaging, ophthalmology, GI and neurology. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - Services and support are offered to those in crisis through our Banner Psychiatric Center and Behavioral Health Pavilion. - We continue to promote use of Doctors on Demand, now Teladoc for lost cost e-visits and virtual care. - We have partnered with Desert Vista to provide counseling services through the School Based Clinic. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local non-profit behavioral health provider, to help align our patients to available resources in the community. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. An overarching concern in the community was the lack of access to information and community resources in the community. When identifying our overarching health needs, this was not included due to the large scale community work that would need to take place to increase information and community resources, however, Banner works to provide multi-level health communication through social media, in person communication with medical providers, and working with health partners in their communities.
Schedule H, Part V, Section B, Line 11 Facility A, 4 Facility A, 4 - 4) BANNER THUNDERBIRD MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We promote participation on MyBanner, an online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have dedicated ED case managers / social workers for the ED discharge process. - We are partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Provide pediatric services to uninsured and underinsured families through Banner Health Mobile and School-Based clinics. - Discharge education and follow up is hard wired in Cerner. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7 Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We are promoting Doctors on Demand (now Teladoc) for low cost e-visits and virtual care, including iCare for Chronic Disease care management and in-home and EICU services for acute care. - We have deployed a proactive case management approach and outreach process for our Chronic Disease patients within Banner Health's managed population. - We have implemented the Banner Health Network High Value Networks for specialty care, this includes cardiology, oncology, orthopedics, imaging, ophthalmology, GI and neurology. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We are utilizing outpatient services such as Banner Psychiatric Center to deploy telehealth services to patients presenting in the Emergency Department (ED) with mental health and/or substance abuse issues. - We continue to promote use of Doctors on Demand, now Teladoc, for lost cost e-visits and virtual care. - We offer inpatient and intensive outpatient services. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. Injury related deaths were a concern for minority groups throughout Maricopa County, in the Thunderbird PSA they had a higher rate compared to the county. While Banner works to increase access to care via a variety of services, we are not working to directly address the needs of this high leading cause of death in the PSA.
Schedule H, Part V, Section B, Line 11 Facility A, 5 Facility A, 5 - 5) BANNER GATEWAY MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We have expanded our primary care capabilities through Banner Medical Group and aligned physicians. - We promote participation in MyBanner, our online patient portal Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Discharge education and follow up is hard wired in Cerner. - We have deployed use of our case management services in the ambulatory setting to support continuum of care. - Case managers / Social Workers are available to cover the ED. - We have partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7. - We are partnered with East Valley Senior Center to implement and support the Sustainability Program for Seniors. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We are promoting use of Doctors of Demand (now Teladoc) for low cost e-visit and virtual care, which includes iCare for chronic care management and in-home EICU services for acute care. - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - We have deployed a proactive case management approach and outreach method for chronic disease patients within our Banner Health managed population. - Asthma screenings, education, and medication to the pediatric population is provided through our Banner HealthMobile. - We have implemented the Banner Health Network High Value Networks for specialty care, this includes cardiology, oncology, orthopedics, imaging, ophthalmology, GI and neurology. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We continue to promote use of Doctors on Demand, now Teladoc for lost cost e-visits and virtual care. - We offer services and support to those in crisis through the Banner Psychiatric Center and Behavioral Health Pavilion. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local non-profit behavioral health provider, to help align our patients to available resources in the community. - Support groups for anxiety, depression, and other mental health issues are offered at Banner Gateway Medical Center. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. An overarching concern in the community was the lack of access to information and community resources in the community. When identifying our overarching health needs, this was not included due to the large scale community work that would need to take place to increase information and community resources, however, Banner works to provide multi-level health communication through social media, in person communication with medical providers, and working with health partners in their communities.
Schedule H, Part V, Section B, Line 11 Facility A, 6 Facility A, 6 - 6) BANNER ESTRELLA MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - Expand Primary Care capabilities through Banner Medical Group and aligned physicians. - Promote use of Doctors on Demand for low cost e-visits and virtual care. - We promote participation in MyBanner, our online patient portal Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have dedicated ED case managers / social workers for the ED discharge process. - We are partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Provide pediatric services to uninsured and underinsured families through Banner Health Mobile and School-Based clinics. - Discharge education and follow up is hard wired in Cerner. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7 Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We are promoting Doctors on Demand (now Teladoc) for low cost e-visits and virtual care, including iCare for Chronic Disease care management and in-home and EICU services for acute care. - We have deployed a proactive case management approach and outreach process for our Chronic Disease patients within Banner Health's managed population. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We are utilizing outpatient services such as Banner Psychiatric Center to deploy telehealth services to patients presenting in the Emergency Department (ED) with mental health and/or substance abuse issues. - We continue to promote use of Doctors on Demand, now Teladoc, for lost cost e-visits and virtual care. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. A high population (40%) of female households with no husband present utilized SNAP in the Estrella PSA compared to the overall county (35%). The third leading cause of death in Estrella's PSA is unintentional injury, while Banner works to increase access to care via a variety of services, we are not working to directly address the needs of this high leading cause of death in the PSA.
Schedule H, Part V, Section B, Line 11 Facility A, 7 Facility A, 7 - 7) BANNER DEL E. WEBB MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We promote participation in MyBanner, our online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have dedicated ED case managers / social workers for the ED discharge process. - We are partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Discharge education and follow up is hard wired in Cerner. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We have deployed a proactive case management approach and outreach process for our Chronic Disease patients within Banner Health's managed population. - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - We provide asthma screenings, education, and medication to our pediatric populations through the Banner HealthMobile. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We are utilizing outpatient services such as Banner Psychiatric Center to deploy telehealth services to patients presenting in the Emergency Department (ED) with mental health and/or substance abuse issues. - We continue to promote use of Doctors on Demand, now Teladoc, for lost cost e-visits and virtual care. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community. - Support groups for anxiety, depression, and other mental health issues are offered at Banner Del E. Webb Medical Center. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. An overarching concern from the community via surveys and focus groups was inadequate transportation services, specifically its effects on elderly, disabled, and poor communities. While Banner is not specifically addressing this health concern, there are tactics that have been developed that increase access to healthcare services through Uber/Lyft vouchers in respective markets.
Schedule H, Part V, Section B, Line 11 Facility A, 8 Facility A, 8 - 8) BANNER BOSWELL MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We have expanded our primary care capabilities through Banner Medical Group and aligned physicians. - We promote participation in MyBanner, our online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have deployed use of our case management services in the ambulatory setting to support continuum of care. - We are partnered with Hospital Patient Services to provide Medicaid enrollment assistance for self-pay patients. - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. - Discharge education and follow up is hard wired in Cerner. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We are promoting Doctors on Demand (now Teladoc) for low cost e-visits and virtual care, including iCare for Chronic Disease care management and in-home and EICU services for acute care. - We have deployed a proactive case management approach and outreach process for our Chronic Disease patients within Banner Health's managed population. - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - We provide asthma screenings, education, and medication to our pediatric populations through the Banner HealthMobile. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We are utilizing outpatient services such as Banner Psychiatric Center to deploy telehealth services to patients presenting in the Emergency Department (ED) with mental health and/or substance abuse issues. - We continue to promote use of Doctors on Demand, now Teladoc, for lost cost e-visits and virtual care. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We have partnered with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community - Support groups for anxiety, depression, and other mental health issues are offered at Banner Boswell Medical Center. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. Minority populations in the Banner Boswell PSA have consistently higher rates of inadequate prenatal health care trends when compared to local Banner facilities and the overall Maricopa County average. While Banner works to increase access to care via a variety of services, we are not working to directly address the needs of this PSA concern.
Schedule H, Part V, Section B, Line 11 Facility A, 9 Facility A, 9 - 9) NORTH COLORADO MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - NCMC has offered extended hours for PCP clinics within Banner Medical Group - We have collaborated with other local healthcare resources to align potential patients with services - Our facility has participated in free health activities, including screenings, health fairs, and blood drives - We are continuing to promote participation in MyBanner, our online patient portal - NCMC has implemented Patient Centered Medical Homes in the community Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We are continuing to work to increase the rate of mammography screenings - NCMC provides chronic disease educational offerings in the community, leveraging our partnerships with community-based organizations to help host and promote these events to a broader community population Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We have deployed a depression screening tool in Primary Care Provider (PCP) clinics and Pediatric Provider clinics within Banner Medical Group - We are continuing to partner with local behavioral health inpatient facilities to provide acute stabilization care and discharge planning and follow-up for patients who do not have a payer source. - We are opening a 17-bed acute psychiatric stabilization unit for geriatric patients. - We are opening a senior behavioral health outpatient clinic that will provide outpatient psychiatric care for geriatric patients with behavioral health needs. This unit will also provide step-down care for the Inpatient geriatric psychiatric unit to provide a continue of care and to prevent readmission. - We provide psychiatric crisis assessments in all three Banner emergency departments. - We have added tele-psych assessment capability to all three Banner emergency departments. - We participate in local community interagency groups which identify and collaborate regarding services for residents. - We partner with Rocky Mountain Crisis Partners for follow care for at risk patients. - We collaborate with local law enforcement and mobile assessment team to identify behavioral health needs and proper use of resources. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus Group participants discussed their concerns regarding inactivity, lifestyle choices, tobacco cessation, and health education in their communities. It was determined that while all are important and addressing these health needs in the long term would have a positive effect on the community's health, the current health priorities were encompassing enough that the listed health needs would be addressed in the upcoming cycle by the three prioritized community health needs.
Schedule H, Part V, Section B, Line 11 Facility A, 10 Facility A, 10 - 10) BANNER BAYWOOD MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Discharge education and follow up is hard wired in Cerner. - As a Level 1 trauma center we have a dedicated ED case manager / Social Worker for ED discharges. - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - BBMC has partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We provided Chronic Disease and health living education through our Smart and Healthy Magazine (began in 2017). - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - Achieved a system level initiative for chronic care and health management that focuses on chronic care and prevention strategies. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We have expanded our Behavioral Health services and capabilities through capital investments Strategy #2: Increase identification of behavioral health needs and access to early interventions - We offer a support groups for those who have anxiety, depression, and other mental health issues. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. Survey respondents in Maricopa County overwhelmingly identified substance abuse as a health concern in their communities. While Banner has chosen not to have a Significant Health Need focus directly on substance abuse, strategies and tactics within the Behavioral Health significant health need focus on areas that involve substance abuse.
Schedule H, Part V, Section B, Line 11 Facility A, 11 Facility A, 11 - 12) BANNER HEART HOSPITAL. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. - We have expanded our primary care capabilities through Banner Medical Group and aligned physicians. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Discharge education and follow up is hard wired in Cerner. - We have deployed use of our case management services in the ambulatory setting to support continuum of care. - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. - Nurse on call line was developed in early 2018 to provide free health care advice 24/7. - We are partnered with East Valley Senior Center to implement and support the Sustainability Program for seniors. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - We provide Chronic Disease and healthy living education through publication of Smart and Healthy Magazine (initiated in 2017). - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. - We have achieved Banner Health's strategic initiatives for care and health management that focuses on chronic care and preventative strategies Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We continue to promote use of Doctors on Demand, now Teladoc for lost cost e-visits and virtual care. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - Support groups for anxiety, depression, and other mental health issues are offered at Banner Heart Hospital. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. An overarching concern from the community via surveys and focus groups was inadequate transportation services, specifically it's effects on elderly, disabled, and poor communities. While Banner is not specifically addressing this health concern, there are tactics that have been developed that increase access to healthcare services through Uber / Lyft vouchers in respective markets.
Schedule H, Part V, Section B, Line 11 Facility A, 12 Facility A, 12 - 14) BANNER MCKEE MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. MENTAL/BEHAVIORAL HEALTH 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We offer extended hours of Primary Care Provider (PCP) clinics within Banner Medical Group - We collaborate with other local healthcare resources to align potential patients with our services - MMC offers and participates in free health activities for the community, including health screenings, and health fairs - McKee Medical Center continues to promote participation in MyBanner, our online patient portal - We have implemented patient centered medical homes in our community, via Banner Medical Group. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - MMC continues to work to increase our mammography screenings - We provide chronic disease educational offerings in the community, leveraging our partnerships with community-based organizations to help host and promote the events to a broader community population Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We have deployed a depression screening tool in Primary Care Provider (PCP) clinics and Pediatric Provider clinics within Banner Medical Group. - We are continuing to partner with local behavioral health inpatient facilities to provide acute stabilization care and discharge planning and follow-up for patients who do not have a payer source. - We are opening a 17-bed acute psychiatric stabilization unit for geriatric patients. - We are opening a senior behavioral health outpatient clinic that will provide outpatient psychiatric care for geriatric patients with behavioral health needs. This unit will also provide step-down care for the Inpatient geriatric psychiatric unit to provide a continue of care and to prevent readmission. - We provide psychiatric crisis assessments in all three Banner emergency departments. - We have added tele-psych assessment capability to all three Banner emergency departments. - We participate in local community interagency groups which identify and collaborate regarding services for residents. - We partner with Rocky Mountain Crisis Partners for follow care for at risk patients. - We collaborate with local law enforcement and mobile assessment team to identify behavioral health needs and proper use of resources.
Schedule H, Part V, Section B, Line 11 Facility A, 13 Facility A, 13 - 17) STERLING REGIONAL MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. BEHAVIORAL HEALTH/SUBSTANCE ABUSE 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We work with other healthcare resources to increase and improve access to care. - We have developed educational materials to educate our patients and the community on the insurance marketplace. - We participate and offer health activities in the community. - We are continuing to promote utilization of our MyBanner portal, our online patient portal. - In 2015 our Banner Health Clinic was opened, and we continue to support the facility in order to expand access to PCP's for our patients. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We are continuing to work to increase mammography screening at our facility - We provide educational offerings to the community, and work with our partners to educate our broader community on chronic disease. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We use the depression screening tool with both our adult and pediatric patients in our Primary Care Provider clinics. - Our mental health and substance abuse webpage, with information and resources is utilized by our patients (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus Group participants brought up care transitions, social determinants of health, and perinatal care as other health priorities. However, since some were able to be addressed in the other health priorities, such as social determinants of health in health access, participants decided these priorities were not something they felt should be addressed at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 14 Facility A, 14 - 19) BANNER BEHAVIORAL HEALTH HOSPITAL. (A) PRIORITIES 1. ACCESS TO CARE 2. BEHAVIORAL HEALTH/SUBSTANCE ABUSE 3. CHRONIC DISEASE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - In 2018 4,000 Banner Health patients were supported through Banner services, saving patients a total in $50M in OOP. - Efforts and resources were invested to increase the use of online scheduling for Banner Urgent Care facilities, the results showed a growth from 8% encounters via online scheduling in 2017 to 25% in 2020. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Discharge education and follow up is hard wired in Cerner. - CASE MANAGERS ARE AVAILABLE TO COVER THE ED. - Pediatric services are provided to uninsured and underinsured families through Banner HealthMobile and School-based clinics. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - BBHH has partnered with community programs based on patient's health needs and background to provide a network of services and events to educate on chronic diseases. - We have worked to close care gaps for our Banner Health Network Members through adherence to our internal patient care and preventative initiatives. - Using a Chronic Disease webpage on our facility website, we increased access to online educational opportunities and resource awareness. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - Services and support are offered to those in crisis through Behavioral Health Pavilion. - We have expanded our Behavioral Health services and capabilities through capital investments. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We have a depression screening tool Banner Medical Group uses for both adults and pediatric patients. - We offer support groups for those who have anxiety, depression, and other mental health issues. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED WHILE BANNER HEALTH SEEKS TO IMPROVE ALL HEALTH AND ADDRESS ALL NEEDS OF OUR COMMUNITY, IT IS NOT FEASIBLE OR REALISTIC TO TAKE AN ISOLATED APPROACH TO THOSE ISSUES. WE HAVE COME TO REALIZE THE VALUE OF A COMMUNITY WIDE COLLECTIVE IMPACT APPROACH. THOUGH WE CANNOT ADDRESS ALL THE ISSUES IDENTIFIED IN THE CHNA REPORT, WE ARE BEING PROACTIVE BY PARTNERING WITH THE HEALTH IMPROVEMENT PARTNERSHIPS OF MARICOPA COUNTY TO STRATEGICALLY ADDRESS ISSUES IDENTIFIED IN OUR CHNA REPORT AND COMMON TO OTHER PARTS OF THE COMMUNITY. WE WILL BE LOOKING AT COLLECTIVE IMPACT PARTNERSHIPS IN WHICH WE AGREE UPON COMMON GOALS OR AGENDAS; AGREE UPON MEASURES; MAINTAIN EXCELLENT AND CONTINUOUS COMMUNICATIONS; UTILIZE THE CONTINUED BACKBONE SUPPORT OF MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH; AND BE INTENTIONAL AND REINFORCING WITH THE ACTIVITIES AND STRATEGIES WE COORDINATE. WHILE WE WILL CONTINUE TO OFFER PROGRAMS AND SERVICES WITHIN THE HOSPITAL TO SPECIFICALLY ADDRESS THE TOP ISSUES FOUND IN OUR REPORT, WE WILL NOW SEEK TO UTILIZE THE POWER OF A COMMUNITY-WIDE APPROACH TO ADDRESSING THE OTHER ISSUES FOUND IN OUR CHNA REPORT. WE ARE CURRENTLY IN TALKS WITH THE HIPMC COLLABORATIVE TO DESIGN A STRATEGIC PLAN THAT WILL ADDRESS, NOT ONLY OUR HEALTH NEEDS, BUT THE HEALTH NEEDS OF ALL MARICOPA COUNTY RESIDENTS. Survey respondents in Maricopa County overwhelmingly identified substance abuse as a health concern in their communities. While Banner has chosen not to have a Significant Health Need focus directly on substance abuse, strategies and tactics within the Behavioral Health significant health need focus on areas that involve substance abuse.
Schedule H, Part V, Section B, Line 11 Facility A, 15 Facility A, 15 - 20) BANNER CHURCHILL COMMUNITY HOSPITAL. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We offer a Same Day Sick clinic - We are continuing to work with other healthcare resources to increase and improve access to care. - We have continued to provide resources to patients to access and learn about the insurance marketplace. - We participate and offer health activities in the community through Wellness Labs, Blood Drives and Safe Kids Days (Kids Health Fait). BCCH has recently added Cardiopulmonary Rehabilitation, 3-D Mammography and Tomosynthesis to our facility offerings. - We are continuing to promote utilization of our MyBanner, our online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Provide post-discharge scheduling of follow-up appointments and transportation assistance, where appropriate. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have worked to increase the rate of mammography screenings - We continue to promote our Chronic Disease webpage on the facility website to increase educational opportunities and resource awareness - We offer clinic screenings which offers Fall Risk Assessments, HGB A1C screenings, Colonoscopy Screenings (direct access scheduling of endoscopy procedure), and Mammography Screenings (direct access scheduling) Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We continue to utilize Teladoc to increase access to behavioral health care that is cost effective. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We continue to use the depression screening tool with both our adult and pediatric patients. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus groups identified additional health needs in the community, patients facing financial difficulty and a need for more activities in the community were both identified. However, since both were not health needs that BCCH could address solely on their own it was determined that Banner Churchill Community Hospital would not work on these health needs at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 16 Facility A, 16 - 21) BANNER FORT COLLINS MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - BFCMC has offered and participated in free health activities for the community including screenings, health fairs, and blood drivers. - Banner Fort Collins promotes participation in the Banner Health online patient portal. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We continue to work to increase the rate of mammography screenings. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - BFCMC promotes the use of Doctors on Demand (new partner is Teladoc) for low-cost e-visits and virtual care for behavioral health access Strategy #2: Increase identification of behavioral health needs and access to early interventions - Deployed depression screening tool in Primary Care Provider (PCP) clinics and Pediatric Provider clinics within Banner Medical Group - We are continuing to partner with local behavioral health inpatient facilities to provide acute stabilization care and discharge planning and follow-up for patients who do not have a payer source. - We are opening a 17-bed acute psychiatric stabilization unit for geriatric patients. - We are opening a senior behavioral health outpatient clinic that will provide outpatient psychiatric care for geriatric patients with behavioral health needs. This unit will also provide step-down care for the Inpatient geriatric psychiatric unit to provide a continue of care and to prevent readmission. - We provide psychiatric crisis assessments in all three Banner emergency departments. - We have added tele-psych assessment capability to all three Banner emergency departments. - We participate in local community interagency groups which identify and collaborate regarding services for residents. - We partner with Rocky Mountain Crisis Partners for follow care for at risk patients. - We collaborate with local law enforcement and mobile assessment team to identify behavioral health needs and proper use of resources. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus Group participants discussed their concerns regarding inactivity, lifestyle choices, tobacco cessation, and health education in their communities. It was determined that while all are important and addressing these health needs in the long term would have a positive effect on the community's health, the current health priorities were encompassing enough that the listed health needs would be addressed in the upcoming cycle by the three prioritized community health needs.
Schedule H, Part V, Section B, Line 11 Facility A, 17 Facility A, 17 - 22) BANNER LASSEN MEDICAL CENTER - CRITICAL ACCESS. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - Developed the Lassen Healthcare Collaborative - Collaboration with other local healthcare resources to align patients with services. - We have implemented a service of offering educational materials and links to community resources related to the insurance marketplace. - Free health activities continue to be scheduled and attended by the community. - We are continuing to promote participation in MyBanner, our online patient portal. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We continue to work towards increasing the rate of mammography screenings. - Banner Lassen works with the community in providing educational programs to educate the community on chronic disease. - We provided manicures, Massages, and Mammograms in helping our patients have a holistic approach to managing their health needs. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) - No implemented Banner Health identified tactics to achieve this strategy. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED The focus group identified the following as additional areas of health needs: oral care, including caries and dental care education; the homeless population, and their access to health services and preventative health programs; lack of daycare services, specifically infant care; lack of transportation; and, lack of housing in the community. Because some of these health needs were being addressed through strategies and tactics within the prioritized health needs or were areas where Banner Lassen Medical Center could not address the health need solely, the focus group decided not to focus on these health needs at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 18 Facility A, 18 - 23) EAST MORGAN COUNTY HOSPITAL - CRITICAL ACCESS. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/MENTAL HEALTH (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We have extended our hours and patients have utilized the additional time. - We are working with other healthcare resources to increase and improve local access to care. - EMCH developed educational materials to educate our patients and community on the insurance marketplace while also working to distribute information around the community. - Our facility participates in free health activities, offering wellness screenings and blood drives. - We are continuing to promote utilization of MyBanner, our online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have implemented post-discharge scheduling to follow-up on appointments and provide transportation assistance, where appropriate Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have increased promotional items, marketing and events, and provide giveaways in October to increase mammography screenings. - We provide a chronic disease support groups for our patients. - Educational offerings to the community are provided, we work with our partners to educate our broader community on chronic disease. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We have deployed a depression screening tool in our PCP and Pediatric Provider clinics within Banner Medical Group. - We continue to promote our Mental Health and Substance Abuse webpage to provide information and resources to our patients and community. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus group participants wanted to focus specifically on vaping, specifically youth and their Utilization of e-tobacco products. Since vaping falls into the health priority of behavioral health, it was decided not to focus on specifically at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 19 Facility A, 19 - 24) COMMUNITY HOSPITAL - TORRINGTON - CRITICAL ACCESS. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We are continuing to work with other healthcare resources to increase and improve access to care. - Torrington Community Hospital participates in and offers health activities in the community through Blood Drives and Safe Kids Days (Kids Health Fair) - We promote use of MyBanner, our online patient portal. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - Torrington Community Hospital continues to work to increase our rate of mammography screenings through increasing promotional items, marketing, and events and providing giveaways in October. - Chronic Disease support groups are provided to our patients. - Educational offerings are provided to the community to educate and broaden the community on chronic disease. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We utilize Teladoc to increase access to behavioral health care that is cost effective. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We use a depression screening tool with both our adult and pediatric patients - We have a webpage available to provide information and resources regarding mental health and substance abuse. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus group participants identified the aging of the community and the need for additional resources for wellness and preventative care as other health needs in the community. The 2020 Implementation Strategies specifically focuses on wellness and preventative care in the health need of chronic disease, and aging was also going to be partially addressed through access to care and behavioral health, thus it was determined that it did not to be focused on as its own health need at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 20 Facility A, 20 - 25) WASHAKIE MEDICAL CENTER - CRITICAL ACCESS. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - Yes, we have extended our hours for PCP clinics. - We are collaborating with other local healthcare resources to align our patients with the services that are available in the community. - We are actively participating in health activities that are free to the public. - WMC continues to promote MyBanner to patients, our online patient portal. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have worked to increase the rate of mammography screenings. - We provide chronic disease educational offerings in the community by leveraging our partnerships with community-based organizations to help host and promote and reach out to potential partners. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We have deployed our depression screening tool in Primary Care Provider (PCP) clinics and Pediatric Provider clinics within Banner Medical Group (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus group participants also identified Women's Health, e-vaping, and hospice care as health needs for the community. However, they felt they were not health needs that should be addressed at this time, and health needs, such as e-vaping would indirectly be addressed in the behavioral health priority.
Schedule H, Part V, Section B, Line 11 Facility A, 21 Facility A, 21 - 26) PAGE HOSPITAL - CRITICAL ACCESS. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. MENTAL/BEHAVIORAL HEALTH (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - The facility continues to promote participation to MyBanner, our online patient portal, to patients. Utilization is currently at 8.2%, an increase from 4% in 2017. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - We have assigned case managers to cover ED and inpatient cases to support the discharge process and continuum of care. - We have contracted with Integrated Healthcare Management Services, to provide assistance for self-pay patients, they have an office onsite at our hospital. - We provide post-discharge education to our high utilizers where appropriate. - We provide chronic disease educational offerings in the community, leveraging partnerships with community stakeholders through Community Wellness Collaborative with Canyonlands Healthcare and Encompass Health Services Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We provide relevant chronic disease educational offerings in the community, leveraging partnerships with community-based organizations to help host and promote the events to the broader community population. - We continue to adhere to the patient care and preventative initiates to close care gaps for our BHN members. - Page Hospital promotes use of Doctors on Demand (new partner is Teladoc) for low-cost e-visits and virtual care, including iCare for chronic care management and in-home and E-ICU services for acute care. - We provide a subscription service for chronic disease and health living through the Smart and Healthy Magazine. - We developed a plan to reach out to our chronic disease patient population through proactive case management. - Our Chronic Disease webpage is promoted to our patients to provide an educational opportunity and resource awareness. - We implemented Banner Health Network High Value Networks for specialty care including cardiology, oncology, and orthopedics, imaging, and neurology Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We promote the use of Doctors on Demand (new partner is Teladoc) for low-cost e-visits and virtual care. Strategy #2: Increase identification of behavioral health needs and access to early interventions - We provided support groups to our patients for behavioral health needs such as anxiety, depression, and other mental health needs (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED The focus groups discussed a high need in their PSA being lack of access to a skilled nursing facility, the closed two are 70 and 120 miles away. It was decided that while this is a concern, it was determined that the CHNA will not focus on this need at this time.
Schedule H, Part V, Section B, Line 11 Facility A, 22 Facility A, 22 - 28) PLATTE COUNTY MEMORIAL HOSPITAL. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - PCMH collaborates with local health care resources to align patients with services. - PCMH offers and participates in free health activities in the community - We continue to promote and encourage us of MyBanner, our online patient portal. - The Banner team works very hard to partner with our providers to recruit and retain additional healthcare providers. The team works with community partners to ensure that any candidate interested in the area gets a tour of our community, the school systems, real estate and other benefits of becoming a resident of Platte County. - The CHNA Advisory group created a Community Health Resource Directory which is free to any community member and has been shared with community partners and anyone asking to know more about local healthcare resources. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Our healthcare team follows up with all patients with a discharge phone call to ensure they understand their discharge instructions, how to take the medications they have been prescribed, and ensure they understand when their follow up appointment is. - We have created a team that will be developing a provider pain plan. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - Our radiology team has partnered with several resources in an effort to offer free or reduced mammograms for those who qualify. - We have a Chronic Disease webpage that promotes further education and provides resources to our patients. - We continue to evaluate the need for the hospital to provide additional resources to support the programs that are already in place through these community partners. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - We have a contract for the tele-psych services in the ED and are working on a contract with an outpatient group for additional outpatient tele-psych services. Strategy #2: Increase identification of behavioral health needs and access to early interventions - Banner Total Care will be implemented by the end of 2020. This is a screening process that allows providers to refer at risk patients for additional services to follow up on depression. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED All community needs that were brought forward fell within one of the three health priorities; the team agreed to work on all topics since they fit in those areas. For example, the team discussed quality of life for seniors, it was identified that this topic fell within the Chronic Disease and Behavioral Health priority. Vaccination rates were also discussed, and the team identified that this was related to Access to Care. The team also discussed the lack of prenatal care and continuity of postnatal care with community partners, this topic also fell under the Access to Care priority.
Schedule H, Part V, Section B, Line 11 Facility A, 23 Facility A, 23 - 29) OGALLALA COMMUNITY HOSPITAL. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH/SUBSTANCE ABUSE (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - We have collaborated with other local healthcare resources to align patients with services. - We offer educational materials and links to community resources related to the insurance marketplace - OCH continues to offer and participate in free health activities such as screenings and blood drives. - We continue to promote MyBanner, our online patient portal. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - We have 3D mammography now in place. - We promote our Chronic Disease webpage on the facility website to increase the educational opportunities and resource awareness. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase identification of behavioral health needs and access to early interventions - We are using Banner Health's depression screening tool in primary care provider clinics and pediatric provider clinics within Banner Medical Group - We promote our Behavioral Health webpage with resources and information for Mental Health and Substance Abuse. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Focus Group participants identified e-cigarette use, specifically youth and their utilization of the e-tobacco product, as a health priority. Since vaping falls into the priority of substance abuse / behavioral health, it was decided not to focus on at this time.
Schedule H, Part V, Section B, Line 16 Facility A, 1 Facility A, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN REPORTING GROUP A. IN ADDITION TO ALL ACTIONS NOTED, BANNER OFFERS FAP WITH EACH BILLING STATEMENT TO THE PATIENT/GUARANTOR. FAP is also posted within facilities at registration locations.
Schedule H, Part V, Section B, Line 3E THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY IDENTIFIED IN EACH HOSPITAL FACILITY'S CHNA ARE PRESENTED AS A PRIORITIZED DESCRIPTION.
Schedule H, Part V, Section B, Line 3 Facility D, 1 Facility D, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP D:. The CHNA report defines and describes the community, identifies community resources, reports on analytics and data-gathering methodologies, assessment, process and methods, prioritization process, implementation strategies, tactics and anticipated outcomes as well as needs not being addressed.
Schedule H, Part V, Section B, Line 5 Facility D, 1 Facility D, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP D:. EMPHASISING AN ONGOING FOCUS ON ENSURING THAT THE MEMBERS OF BANNER COMMUNITEES HAVE GREATER ACCESS TO NEEDED HEALTHCARE RESOURCES AND A VOICE, BANNER HEALTH'S COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE IN COLLABORATION WITH THE FACILITY LEADERSHIP TEAMS, AND THE STATEGIC PLANNING AND ALIGNEMNT DEPARTMENT, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED HIGH NEED POPULATIONS - THIS INCLUDES MINORITY GROUPS, LOW-INCOME INDIVIDUALS, MEDICALLY UNDERSERVED AND THOSE WITH CHRONIC CONDITIONS. PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITIES AND EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED UNDERSERVED, UNINSURED, AND/OR MINORITY. TO FURTHER ENSURE REPRESENTATION AND CONTINUATION OF BANNER'S COMMITMENT TO PROVIDING SERVICES THAT MEET COMMUNITY HEALTH NEEDS VARIOUS GROUPS IN ADDITION TO THE CHNA STEERING COMMITTEE AND CAC WERE ENGAGED INCLUDING: - COMMUNITY FOCUS GROUPS: FOCUS GROUPS WITH MEDICALLY UNDERSERVED POPULATIONS WERE CONDUCTED TO HELP IDENTIFY PRIORITY HEALTH ISSUES, RESOURCES, AND BARRIERS TO CARE). MEMBERS OF THE COMMUNITY REPRESENTED A VARIED CROSS-SECTION WITH UNIQUE ATTRIBUTES (RACE AND ETHNICITY, AGE, SEX, CULTURE, LIFESTYLE, OR RESIDENTS OF A PARTICULAR AREA. GROUPS WERE COMPRISED OF COMMUNITY MEMBERS FROM GROUPS SUCH AS (1) OLDER ADULTS (50-64, 65-74, 75+ YEARS OF AGE); (2) ADULTS WITHOUT CHILDREN; (3) ADULTS WITH CHILDREN; (4) AMERICAN INDIAN ADULTS; (5) LESBIAN, GAY, BISEXUAL, TRANSGENDER, AND QUESTIONING (LGBTQ) ADULTS; (6) AFRICAN AMERICAN ADULTS; (7) HISPANIC/LATINO ADULTS (ENGLISH); (8) ADULTS WITH CHILDREN (SPANISH); (9) LOW SOCIO-ECONOMIC STATUS ADULTS (SPANISH), AND (10) YOUNG ADULTS (18-30 YEARS OF AGE), (11) ADULT MALES (SPANISH), (12) ADULT FEMALES (SPANISH), (13) CAREGIVERS, AND (14) ASIAN AMERICAN ADULTS. INDIVIDUALS REPRESENTING THESE POPULATIONS WERE INVITED TO REVIEW AND VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED. - EXTERNAL STAKEHOLDERS: A TEAM OF EXTERNAL STAKEHOLDERS MADE UP OF INDIVIDUALS AND ORGANIZATIONS EXTERNAL TO BANNER HEALTH, AND REPRESENTING THE UNDERSERVED, UNINSURED, AND MINORITY POPULATIONS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. THESE STAKEHOLDERS ARE INDIVIDUALS/ ORGANIZATIONS WITH WHOM BANNER COLLABORATES OR HOPES TO, AROUND IMPROVING OUR COMMUNITIES. EACH STAKEHOLDER IS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF EXECUTIVE DIRECTORS, CEO'S, PROGRAM MANAGERS, COORDINATORS, NURSES, PATIENT NAVIGATORS, AND OTHER COMMUNITY STAKEHOLDERS. COMMUNITY AND HEALTHCARE LEADERS WHO HAVE PROVIDED SOLID INSIGHT INTO THE SPECIFIC AND UNIQUE NEEDS OF THE COMMUNITY SINCE THE PREVIOUS CYCLE. - THERE WAS ADDITIONAL DIALOGUE (VIA EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS) WITH LEADERS FROM THE RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS (MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH, NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. - FACILITY BASED CHAMPIONS: INDIVIDUALS FROM EACH OF BANNER HEALTH'S 28 HOSPITALS MET ON A MONTHLY BASIS TO REVIEW THE ONGOING PROGRESS ON COMMUNITY STAKEHOLDER MEETINGS, REPORT CREATION, AND ACTION PLAN IMPLEMENTATION. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF CEOS, CNOS, COOS, FACILITY DIRECTORS, QUALITY MANAGEMENT PERSONNEL, AND OTHER CLINICAL STAKEHOLDERS. PARTICIPANTS IN THE CHNA PROCESS INCLUDED MEMBERS OF BANNER HEALTH'S LEADERSHIP TEAMS AND STRATEGIC ALIGNMENT TEAM, PUBLIC HEALTH EXPERTS, COMMUNITY REPRESENTATIVES AND CONSULTANTS. THE CHNA PROCESS UTILIZED A MULTI-FACETED APPROACH TO DATA GATHERING WHICH INCLUDED: 1. DATA ANALYTICS - A COLLECTION OF SECONDARY OR QUANTITATIVE DATA FROM EXISTING DATA SOURCES AND COMMUNITY INPUT OR QUALITATIVE DATA FROM FOCUS GROUPS, HEALTH PROVIDERS, POLICYMAKERS, AND MEETINGS WITH INTERNAL LEADERSHIP WERE ANALYZED. THE PROCESS WAS REITERATIVE AS BOTH THE SECONDARY AND PRIMARY DATA WERE USED TO HELP INFORM EACH OTHER. THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH THREE MEANS. FIRST, DATA WAS COLLECTED THROUGH FOCUS GROUPS ENGAGING MEMBERS OF UNDERSERVED POPULATIONS AND COMMUNITIES. SECOND, SURVEYS WERE CONDUCTED WITH KEY INFORMANTS WHO SERVE THE PRIMARY SERVICE AREA. FINALLY, A SERIES OF MEETINGS WERE HELD WITH KEY STAKEHOLDERS. THE ADVANTAGE OF USING THIS APPROACH WAS VALIDATION OF DATA VIA CROSS-VERIFICATION FROM A MULTITUDE OF SOURCES. THIS DATA ALONG WITH PRIOR COLLABORATIVE EFFORTS WAS USED TO INITIATE DISCUSSIONS AMONG THE VARIOUS PARTIES. 2. COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE - THIS COMMITTEE, WHICH WAS COMMISSIONED TO GUIDE THE CHNA PROCESS, WAS COMPRISED OF PROFESSIONALS FROM A VARIETY OF DISCIPLINES ACROSS THE ORGANIZATION. THIS STEERING COMMITTEE PROVIDED GUIDANCE IN ALL ASPECTS OF THE CHNA PROCESS, INCLUDING DEVELOPMENT OF THE PROCESS, PRIORITIZATION OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED AND DEVELOPMENT OF THE IMPLEMENTATION STRATEGIES, ANTICIPATED OUTCOMES AND RELATED MEASURES. THE CHNA RESULTS WERE PRESENTED TO THE LEADERSHIP TEAM AND BOARD MEMBERS TO ENSURE ALIGNMENT WITH THE SYSTEM-WIDE PRIORITIES AND LONG-TERM STRATEGIC PLAN AND THE PROCESS FACILITATES AN ONGOING FOCUS ON COLLABORATION WITH GOVERNMENTAL, NONPROFIT AND OTHER HEALTH-RELATED ORGANIZATIONS TO ENSURE THAT MEMBERS OF THE COMMUNITY WILL HAVE GREATER ACCESS TO NEEDED HEALTH CARE RESOURCE. 3. COMMUNITY ADVISORY COUNCIL - FACILITY LEADERSHIP TEAMS IN COLLABORATION WITH MEMBERS OF BANNER HEALTH'S CHNA STEERING COMMITTEE, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED THE UNDERSERVED, UNINSURED AND MINORITY POPULATIONS. CAC PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED MINORITY AND/OR UNDERSERVED. DATA ANALYTICS WERE ALSO USED TO ANALYZE ACCESS GAPS AND DRIVE CAC PARTICIPATION. ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. INDIVIDUALS THAT REPRESENTED THESE POPULATIONS, INCLUDING THE UNINSURED, UNDERSERVED AND MINORITY POPULATIONS WERE INVITED TO PARTICIPATE IN A FOCUS GROUP TO REVIEW AND VALIDATE THE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING. EACH CAC PARTICIPANT WAS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THE CAC PROVIDED BANNER HEALTH WITH THE OPPORTUNITY TO GATHER VALUABLE INPUT DIRECTLY FROM THE COMMUNITY. 4. COMMUNITY INTERESTS - THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH A SERIES OF FOCUS GROUPS HELD WITH MEMBERS OF MINORITY AND UNDERSERVED POPULATIONS. ALL PRIMARY DATA COLLECTION EFFORTS WERE INTENDED TO OBTAIN AND UNDERSTAND INFORMATION ON THE MOST PRESSING COMMUNITY CONCERNS, IDENTIFICATION OF COMMUNITY STRENGTHS AND ASSETS AND AREAS OF OPPORTUNITY FOR HEALTH IMPROVEMENT STRATEGIES. FOCUS GROUP PARTICIPANTS WERE INVITED TO VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. ADDITIONAL DIALOGUE OPPORTUNITIES (EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS WERE PROVIDED FOR THOSE PERSONS WHO DESIRED TO PARTICIPATE BUT WERE UNABLE TO PERSONALLY ATTEND A FOCUS GROUP SESSION. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED.
Schedule H, Part V, Section B, Line 5 Facility D, 2 Facility D, 2 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP D:. 5. PUBLIC HEALTH AGENCIES - COORDINATION WITH AND INVOLVEMENT FROM RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS AND AGENCIES (MARICOPA COUNTY COORDINATED HEALTH NEEDS ASSESSMENT (CCHNA) COLLABORATIVE, THE MARICOPA COUNTY HEALTH IMPROVEMENT PARTNERSHIP (HIPMC), MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH (MCDPH), NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. BANNER ALSO PARTICIPATED IN THE PIMA COUNTY COMMUNITY HEALTH NEEDS ASSESSMENT ADVISORY COMMITTEE WHICH REPRESENTS A COUNTY-WIDE PARTNERSHIP BETWEEN THE PIMA COUNTY HEALTH DEPARTMENT, BANNER, OTHER PIMA COUNTY HEALTHCARE SYSTEMS, THE PASCUA YAQUI TRIBE AND HEALTHY PIMA.
Schedule H, Part V, Section B, Line 6a Facility D, 1 Facility D, 1 - Applies to Facility Reporting Group D. Banner-University Medical Center Tucson and Banner-University Medical Center South, respectively are listed separately as Facility Reporting Group D because they conducted their CHNA in partnership with Tucson Medical Center, Northwest Hospital, Carondelet, El Rio Health Center, and Pima County Health Department.
Schedule H, Part V, Section B, Line 6b Facility D, 1 Facility D, 1 - Applies to Facility Reporting Group D. SEE RESPONSE TO LINE 6A.
Schedule H, Part V, Section B, Line 11 Facility D, 1 Facility D, 1 - THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 11 APPLIES TO ALL HOSPITAL FACILITIES. BANNER'S MISSION IS TO MAKE HEALTH CARE EASIER SO THAT LIFE CAN BE BETTER. WHILE WE ARE GUIDED BY OUR PURPOSE WHICH INCLUDES ANSWERING AMERICA'S HEALTH CARE CHALLENGES TODAY AND IN THE FUTURE, CHANGING THE HEALTH CARE LANDSCAPE IN OUR COMMUNITIES - BIG AND SMALL, TAKING ACCESS AND DELIVERY FROM COMPLEX TO EASY, FROM COSTLY TO AFFORDABLE AND FROM UNPREDICTABLE TO RELIABLE, RESOURCES UNFORTUNATELY AND IN SOME CASES EXPERTISE TO PURSUE ALL OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA ARE LIMITED. THE PROCESS FOR PRIORITIZATION INCLUDED WITH BOTH INTERNAL STAKEHOLDERS AND CAC PARTNERS. A REVIEW OF CURRENT AND PAST DATA, PREVIOUS ACTIONS TAKEN TO IMPROVE THE COMMUNITY AND PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING THE ISSUES WAS CONDUCTED AND ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. THE CHNA STEERING COMMITTEE IN CONCERT WITH BANNER HEALTH LEADERSHIP AND VARIOUS LOCAL AGENCIES DEVELOPED A PRIORITIZATION PROCESS AND CRITERIA FOR EVALUATING THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA. THIS GROUP WORKED DILIGENTLY TO ENSURE THAT THOSE STRATEGIES AND TACTICS ADDRESSED WOULD BE IMPACTFUL, SERVE AS A FOUNDATION FOR FUTURE EFFORTS, AND BE IN ALIGNMENT WITH THE ORGANIZATION'S STRENGTHS, MISSION, VISION AND STRATEGIC PLAN. THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA WERE PRIORITIZED BASED ON THE BELOW CRITERIA, WHICH TOOK INTO ACCOUNT THE QUANTITATIVE DATA, FOCUS GROUP DISCUSSION WITH THE CAC AND BANNER'S MISSION, VISION AND STRATEGIC PLAN. EACH SIGNIFICANT HEALTH NEED WAS EVALUATED BASED ON THE CRITERIA, USING A RANKING OF LOW (1), MEDIUM (3), OR HIGH (5) FOR EACH CRITERION; ALL CRITERIA WERE EQUALLY WEIGHTED. THE CRITERION SCORES FOR EACH HEALTH NEED WERE COMPILED TO DETERMINE THE OVERALL PRIORITIZATION. To be considered a health need the following criteria was taken into consideration: -The PSA had a health outcome or factor rate worse than the average county / state rate -The PSA demonstrated a worsening trend when compared to county / state data in recent years -The PSA indicated an apparent health disparity -The health outcome or factor was mentioned in the focus group -The health need aligned with Banner Health's mission and strategic priorities Building on Banner Health's past two CHNAs, the steering committee and facility champions worked with Banner Health corporate planners to prioritize health needs for Cycle 3 of the CHNA. Facility stakeholders, community members, and public health professionals were among major external entities involved in identifying health needs, which were then brought to the steering committee. Both Banner Health internal members, and external entities were strategically selected for their respective understanding of community perspectives, community-based health engagement, and health care expertise. Using the previous CHNAs as a tool, the steering committee reviewed and compared the health needs identified in 2020 to the previous health needs. The group narrowed the community health needs to three. It was determined that Banner Health, as a health system would continue to address the same health needs from Cycle 2, the 2016 CHNA, due to the continued impact these health needs have on the overall health of the community. These needs and the strategies to address the needs align with the short- and long-term goals the health system has, specific strategies can be tailored to the regions Banner Health serves, and the health needs can address many health areas within each of them. Below are the three health needs, and the areas addressed by the strategies and tactics developed. ALSO INCLUDED IN THE PRIORITIZATION PROCESS WAS A REVIEW OF RESOURCES POTENTIALLY AVAILABLE TO ADDRESS IDENTIFIED NEEDS INCLUDING SERVICES AND PROGRAMS AVAILABLE THROUGH OTHER HOSPITALS, GOVERNMENT AGENCIES, AND COMMUNITY BASED ORGANIZATIONS. RESOURCES INCLUDE ACCESS TO HOSPITAL EMERGENCY AND ACUTE CARE SERVICES, FEDERALLY QUALIFIED HEALTH CENTERS (FQHC), FOOD BANKS, HOMELESS SHELTERS, SCHOOL-BASED HEALTH CLINICS, FAITH-BASED ORGANIZATIONS, TRANSPORTATION SERVICES, HEALTH ENROLLMENT NAVIGATORS, FREE OR LOW COST MEDICAL AND DENTAL CARE, AND PREVENTION-BASED COMMUNITY EDUCATION.
Schedule H, Part V, Section B, Line 11 Facility D, 2 Facility D, 2 - 2) BANNER UNIVERSITY MEDICAL CENTER - TUCSON. (A) PRIORITIES 1. Behavioral Health 2. Obesity & Related Chronic Diseases 3. Access to Services (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Evaluation of Impact of Actions Taken Since Prior CHNA: Addressing the Opioid Epidemic The collaborative approach between hospitals, public health, health centers and community organizations that Pima County stakeholders have undertaken since the enactment of the Affordable Care Act has enabled these organizations to identify collective actions to address the community's most pressing health needs. For example, in 2013, stakeholders agreed to collectively address access to care as measured by the number of individuals enrolled in health insurance. In 2015, the Pima County Community Health Needs Assessment identified opioid dependency and substance abuse disorder as emerging health needs in the county. Substance abuse disorder had escalated as a community health need and the opioid epidemic had elevated to a top priority. To begin to better understand this community health need, the assessment planning group joined with the Mayor Jonathon Rothschild Healthcare Sector Partnership Taskforce on community collaboration to better understand the problem in the region. To promote that understanding, a community visioning session was held in February 2017 with 75 community participants, including first responders, healthcare providers, public health officials, and general community members impacted by the epidemic. The group prioritized the following areas of focus: decreasing the number of opioid prescriptions, more treatment sites and services to accommodate an increase in those needing treatment, and education for health professionals and the broader community. The group also identified the importance of maintaining access to health coverage provided by the Affordable Care Act and support from elected officials and community leaders. As a community, what was learned was used to inform work addressing the opioid epidemic. Numerous professional development and community health symposiums have been held on the topic to educate care providers. Providers have worked with local, state and federal officials to develop public policy to decrease prescribing and increase access to services; and individual health systems have developed programs to address this critical community health need. Like much of the nation, a significant decline in rates of opioid abuse and misuse in Pima County has not been seen and it continues to be identified as a community health need in the 2018 CHNA. By shining the light on the epidemic, the beginnings of community infrastructure have been built to both prevent future addictions and provide a path to recovery for those seeking it. The problem was years in the making and will require a similar long-term focus to significantly reduce the rate of opioid use and misuse across Pima County. While nonprofit hospitals are required to develop system-specific plans to address the key health needs identified by the CHNA, the value of taking a collective impact approach to address key health needs cannot be overstated. System-specific plans can be found on each nonprofit hospital's respective websites.
Schedule H, Part V, Section B, Line 11 Facility D, 3 Facility D, 3 - 11) BANNER UNIVERSITY MEDICAL CENTER - South. (A) PRIORITIES 1. Behavioral Health 2. Obesity & Related Chronic Diseases 3. Access to Services (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Addressing the Opioid Epidemic The collaborative approach between hospitals, public health, health centers and community organizations that Pima County stakeholders have undertaken since the enactment of the Affordable Care Act has enabled these organizations to identify collective actions to address the community's most pressing health needs. For example, in 2013, stakeholders agreed to collectively address access to care as measured by the number of individuals enrolled in health insurance. In 2015, the Pima County Community Health Needs Assessment identified opioid dependency and substance abuse disorder as emerging health needs in the county. Substance abuse disorder had escalated as a community health need and the opioid epidemic had elevated to a top priority. To begin to better understand this community health need, the assessment planning group joined with the Mayor Jonathon Rothschild Healthcare Sector Partnership Taskforce on community collaboration to better understand the problem in the region. To promote that understanding, a community visioning session was held in February 2017 with 75 community participants, including first responders, healthcare providers, public health officials, and general community members impacted by the epidemic. The group prioritized the following areas of focus: decreasing the number of opioid prescriptions, more treatment sites and services to accommodate an increase in those needing treatment, and education for health professionals and the broader community. The group also identified the importance of maintaining access to health coverage provided by the Affordable Care Act and support from elected officials and community leaders. As a community, what was learned was used to inform work addressing the opioid epidemic. Numerous professional development and community health symposiums have been held on the topic to educate care providers. Providers have worked with local, state and federal officials to develop public policy to decrease prescribing and increase access to services; and individual health systems have developed programs to address this critical community health need. Like much of the nation, a significant decline in rates of opioid abuse and misuse in Pima County has not been seen and it continues to be identified as a community health need in the 2018 CHNA. By shining the light on the epidemic, the beginnings of community infrastructure have been built to both prevent future addictions and provide a path to recovery for those seeking it. The problem was years in the making and will require a similar long-term focus to significantly reduce the rate of opioid use and misuse across Pima County. While nonprofit hospitals are required to develop system-specific plans to address the key health needs identified by the CHNA, the value of taking a collective impact approach to address key health needs cannot be overstated. System-specific plans can be found on each nonprofit hospital's respective websites.
Schedule H, Part V, Section B, Line 16 Facility D, 1 Facility D, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN REPORTING GROUP D. IN ADDITION TO ALL ACTIONS NOTED, BANNER OFFERS FAP WITH EACH BILLING STATEMENT TO THE PATIENT/GUARANTOR. FAP is also posted within facilities at registration locations.
Schedule H, Part V, Section B, Line 3E THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY IDENTIFIED IN EACH HOSPITAL FACILITY'S CHNA ARE PRESENTED AS A PRIORITIZED DESCRIPTION.
Schedule H, Part V, Section B, Line 3 Facility B, 1 Facility B, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP B:. The CHNA report defines and describes the community, identifies community resources, reports on analytics and data-gathering methodologies, assessment, process and methods, prioritization process, implementation strategies, tactics and anticipated outcomes as well as needs not being addressed.
Schedule H, Part V, Section B, Line 5 Facility B, 1 Facility B, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP B:. EMPHASISING AN ONGOING FOCUS ON ENSURING THAT THE MEMBERS OF BANNER COMMUNITEES HAVE GREATER ACCESS TO NEEDED HEALTHCARE RESOURCES AND A VOICE, BANNER HEALTH'S COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE IN COLLABORATION WITH THE FACILITY LEADERSHIP TEAMS, AND THE STATEGIC PLANNING AND ALIGNEMNT DEPARTMENT, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED HIGH NEED POPULATIONS - THIS INCLUDES MINORITY GROUPS, LOW-INCOME INDIVIDUALS, MEDICALLY UNDERSERVED AND THOSE WITH CHRONIC CONDITIONS. PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITIES AND EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED UNDERSERVED, UNINSURED, AND/OR MINORITY. TO FURTHER ENSURE REPRESENTATION AND CONTINUATION OF BANNER'S COMMITMENT TO PROVIDING SERVICES THAT MEET COMMUNITY HEALTH NEEDS VARIOUS GROUPS IN ADDITION TO THE CHNA STEERING COMMITTEE AND CAC WERE ENGAGED INCLUDING: - COMMUNITY FOCUS GROUPS: FOCUS GROUPS WITH MEDICALLY UNDERSERVED POPULATIONS WERE CONDUCTED TO HELP IDENTIFY PRIORITY HEALTH ISSUES, RESOURCES, AND BARRIERS TO CARE). MEMBERS OF THE COMMUNITY REPRESENTED A VARIED CROSS-SECTION WITH UNIQUE ATTRIBUTES (RACE AND ETHNICITY, AGE, SEX, CULTURE, LIFESTYLE, OR RESIDENTS OF A PARTICULAR AREA. GROUPS WERE COMPRISED OF COMMUNITY MEMBERS FROM GROUPS SUCH AS (1) OLDER ADULTS (50-64, 65-74, 75+ YEARS OF AGE); (2) ADULTS WITHOUT CHILDREN; (3) ADULTS WITH CHILDREN; (4) AMERICAN INDIAN ADULTS; (5) LESBIAN, GAY, BISEXUAL, TRANSGENDER, AND QUESTIONING (LGBTQ) ADULTS; (6) AFRICAN AMERICAN ADULTS; (7) HISPANIC/LATINO ADULTS (ENGLISH); (8) ADULTS WITH CHILDREN (SPANISH); (9) LOW SOCIO-ECONOMIC STATUS ADULTS (SPANISH), AND (10) YOUNG ADULTS (18-30 YEARS OF AGE), (11) ADULT MALES (SPANISH), (12) ADULT FEMALES (SPANISH), (13) CAREGIVERS, AND (14) ASIAN AMERICAN ADULTS. INDIVIDUALS REPRESENTING THESE POPULATIONS WERE INVITED TO REVIEW AND VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED. - EXTERNAL STAKEHOLDERS: A TEAM OF EXTERNAL STAKEHOLDERS MADE UP OF INDIVIDUALS AND ORGANIZATIONS EXTERNAL TO BANNER HEALTH, AND REPRESENTING THE UNDERSERVED, UNINSURED, AND MINORITY POPULATIONS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. THESE STAKEHOLDERS ARE INDIVIDUALS/ ORGANIZATIONS WITH WHOM BANNER COLLABORATES OR HOPES TO, AROUND IMPROVING OUR COMMUNITIES. EACH STAKEHOLDER IS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF EXECUTIVE DIRECTORS, CEO'S, PROGRAM MANAGERS, COORDINATORS, NURSES, PATIENT NAVIGATORS, AND OTHER COMMUNITY STAKEHOLDERS. COMMUNITY AND HEALTHCARE LEADERS WHO HAVE PROVIDED SOLID INSIGHT INTO THE SPECIFIC AND UNIQUE NEEDS OF THE COMMUNITY SINCE THE PREVIOUS CYCLE. - THERE WAS ADDITIONAL DIALOGUE (VIA EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS) WITH LEADERS FROM THE RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS (MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH, NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. - FACILITY BASED CHAMPIONS: INDIVIDUALS FROM EACH OF BANNER HEALTH'S 28 HOSPITALS MET ON A MONTHLY BASIS TO REVIEW THE ONGOING PROGRESS ON COMMUNITY STAKEHOLDER MEETINGS, REPORT CREATION, AND ACTION PLAN IMPLEMENTATION. THIS GROUP CONSISTS OF MEMBERSHIP MADE UP OF CEOS, CNOS, COOS, FACILITY DIRECTORS, QUALITY MANAGEMENT PERSONNEL, AND OTHER CLINICAL STAKEHOLDERS. PARTICIPANTS IN THE CHNA PROCESS INCLUDED MEMBERS OF BANNER HEALTH'S LEADERSHIP TEAMS AND STRATEGIC ALIGNMENT TEAM, PUBLIC HEALTH EXPERTS, COMMUNITY REPRESENTATIVES AND CONSULTANTS. THE CHNA PROCESS UTILIZED A MULTI-FACETED APPROACH TO DATA GATHERING WHICH INCLUDED: 1. DATA ANALYTICS - A COLLECTION OF SECONDARY OR QUANTITATIVE DATA FROM EXISTING DATA SOURCES AND COMMUNITY INPUT OR QUALITATIVE DATA FROM FOCUS GROUPS, HEALTH PROVIDERS, POLICYMAKERS, AND MEETINGS WITH INTERNAL LEADERSHIP WERE ANALYZED. THE PROCESS WAS REITERATIVE AS BOTH THE SECONDARY AND PRIMARY DATA WERE USED TO HELP INFORM EACH OTHER. THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH THREE MEANS. FIRST, DATA WAS COLLECTED THROUGH FOCUS GROUPS ENGAGING MEMBERS OF UNDERSERVED POPULATIONS AND COMMUNITIES. SECOND, SURVEYS WERE CONDUCTED WITH KEY INFORMANTS WHO SERVE THE PRIMARY SERVICE AREA. FINALLY, A SERIES OF MEETINGS WERE HELD WITH KEY STAKEHOLDERS. THE ADVANTAGE OF USING THIS APPROACH WAS VALIDATION OF DATA VIA CROSS-VERIFICATION FROM A MULTITUDE OF SOURCES. THIS DATA ALONG WITH PRIOR COLLABORATIVE EFFORTS WAS USED TO INITIATE DISCUSSIONS AMONG THE VARIOUS PARTIES. 2. COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) STEERING COMMITTEE - THIS COMMITTEE, WHICH WAS COMMISSIONED TO GUIDE THE CHNA PROCESS, WAS COMPRISED OF PROFESSIONALS FROM A VARIETY OF DISCIPLINES ACROSS THE ORGANIZATION. THIS STEERING COMMITTEE PROVIDED GUIDANCE IN ALL ASPECTS OF THE CHNA PROCESS, INCLUDING DEVELOPMENT OF THE PROCESS, PRIORITIZATION OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED AND DEVELOPMENT OF THE IMPLEMENTATION STRATEGIES, ANTICIPATED OUTCOMES AND RELATED MEASURES. THE CHNA RESULTS WERE PRESENTED TO THE LEADERSHIP TEAM AND BOARD MEMBERS TO ENSURE ALIGNMENT WITH THE SYSTEM-WIDE PRIORITIES AND LONG-TERM STRATEGIC PLAN AND THE PROCESS FACILITATES AN ONGOING FOCUS ON COLLABORATION WITH GOVERNMENTAL, NONPROFIT AND OTHER HEALTH-RELATED ORGANIZATIONS TO ENSURE THAT MEMBERS OF THE COMMUNITY WILL HAVE GREATER ACCESS TO NEEDED HEALTH CARE RESOURCE. 3. COMMUNITY ADVISORY COUNCIL - FACILITY LEADERSHIP TEAMS IN COLLABORATION WITH MEMBERS OF BANNER HEALTH'S CHNA STEERING COMMITTEE, CREATED A COMMUNITY ADVISORY COUNCIL (CAC) OF COMMUNITY LEADERS THAT REPRESENTED THE UNDERSERVED, UNINSURED AND MINORITY POPULATIONS. CAC PARTICIPANTS WERE IDENTIFIED BASED ON THEIR ROLE IN THE PUBLIC HEALTH REALM OF THE HOSPITAL'S SURROUNDING COMMUNITY. EMPHASIS WAS PLACED ON IDENTIFYING POPULATIONS WITHIN THE SERVICE AREA THAT ARE CONSIDERED MINORITY AND/OR UNDERSERVED. DATA ANALYTICS WERE ALSO USED TO ANALYZE ACCESS GAPS AND DRIVE CAC PARTICIPATION. ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. INDIVIDUALS THAT REPRESENTED THESE POPULATIONS, INCLUDING THE UNINSURED, UNDERSERVED AND MINORITY POPULATIONS WERE INVITED TO PARTICIPATE IN A FOCUS GROUP TO REVIEW AND VALIDATE THE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING. EACH CAC PARTICIPANT WAS VESTED IN THE OVERALL HEALTH OF THE COMMUNITY AND BROUGHT FORTH A UNIQUE PERSPECTIVE WITH REGARDS TO THE POPULATION'S HEALTH NEEDS. THE CAC PROVIDED BANNER HEALTH WITH THE OPPORTUNITY TO GATHER VALUABLE INPUT DIRECTLY FROM THE COMMUNITY. 4. COMMUNITY INTERESTS - THE BROAD INTERESTS OF THE COMMUNITY WERE INCORPORATED THROUGH A SERIES OF FOCUS GROUPS HELD WITH MEMBERS OF MINORITY AND UNDERSERVED POPULATIONS. ALL PRIMARY DATA COLLECTION EFFORTS WERE INTENDED TO OBTAIN AND UNDERSTAND INFORMATION ON THE MOST PRESSING COMMUNITY CONCERNS, IDENTIFICATION OF COMMUNITY STRENGTHS AND ASSETS AND AREAS OF OPPORTUNITY FOR HEALTH IMPROVEMENT STRATEGIES. FOCUS GROUP PARTICIPANTS WERE INVITED TO VALIDATE THE QUANTITATIVE DATA, PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING SAID CONCERNS. ADDITIONAL DIALOGUE OPPORTUNITIES (EMAIL, TELEPHONE CONVERSATIONS AND IN-PERSON MEETINGS WERE PROVIDED FOR THOSE PERSONS WHO DESIRED TO PARTICIPATE BUT WERE UNABLE TO PERSONALLY ATTEND A FOCUS GROUP SESSION. GIVEN THE OVERLAP IN PRIMARY SERVICE AREAS IN SOME BANNER SERVICE AREAS, FOCUS GROUPS WERE COMBINED.
Schedule H, Part V, Section B, Line 5 Facility B, 2 Facility B, 2 - APPLIES TO ALL HOSPITAL FACILITIES IN FACILITY REPORTING GROUP B:. 5. PUBLIC HEALTH AGENCIES - COORDINATION WITH AND INVOLVEMENT FROM RESPECTIVE COUNTY AND STATE PUBLIC HEALTH DEPARTMENTS AND AGENCIES (MARICOPA COUNTY COORDINATED HEALTH NEEDS ASSESSMENT (CCHNA) COLLABORATIVE, THE MARICOPA COUNTY HEALTH IMPROVEMENT PARTNERSHIP (HIPMC), MARICOPA COUNTY DEPARTMENT OF PUBLIC HEALTH (MCDPH), NEVADA DEPARTMENT OF HEALTH AND HUMAN SERVICES, PLATTE COUNTY PUBLIC HEALTH DEPARTMENT ETC.) TO FURTHER REVIEW THE DATA, EXISTING RESOURCES AND STRATEGIES FOR ADDRESSING THE SIGNIFICANT HEALTH CONCERNS, INCLUDING OPPORTUNITIES FOR COLLABORATION WITH THOSE DEPARTMENTS AND OTHER GOVERNMENT AND NONPROFIT ORGANIZATIONS. BANNER ALSO PARTICIPATED IN THE PIMA COUNTY COMMUNITY HEALTH NEEDS ASSESSMENT ADVISORY COMMITTEE WHICH REPRESENTS A COUNTY-WIDE PARTNERSHIP BETWEEN THE PIMA COUNTY HEALTH DEPARTMENT, BANNER, OTHER PIMA COUNTY HEALTHCARE SYSTEMS, THE PASCUA YAQUI TRIBE AND HEALTHY PIMA.
Schedule H, Part V, Section B, Line 11 Facility B, 1 Facility B, 1 - THE FOLLOWING DESCRIPTION FOR SCHEDULE H, PART V, SECTION B, LINE 11 APPLIES TO ALL HOSPITAL FACILITIES. BANNER'S MISSION IS TO MAKE HEALTH CARE EASIER SO THAT LIFE CAN BE BETTER. WHILE WE ARE GUIDED BY OUR PURPOSE WHICH INCLUDES ANSWERING AMERICA'S HEALTH CARE CHALLENGES TODAY AND IN THE FUTURE, CHANGING THE HEALTH CARE LANDSCAPE IN OUR COMMUNITIES - BIG AND SMALL, TAKING ACCESS AND DELIVERY FROM COMPLEX TO EASY, FROM COSTLY TO AFFORDABLE AND FROM UNPREDICTABLE TO RELIABLE, RESOURCES UNFORTUNATELY AND IN SOME CASES EXPERTISE TO PURSUE ALL OF THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA ARE LIMITED. THE PROCESS FOR PRIORITIZATION INCLUDED WITH BOTH INTERNAL STAKEHOLDERS AND CAC PARTNERS. A REVIEW OF CURRENT AND PAST DATA, PREVIOUS ACTIONS TAKEN TO IMPROVE THE COMMUNITY AND PROVIDE ADDITIONAL HEALTH CONCERNS AND FEEDBACK AS TO THE UNDERLYING ISSUES AND POTENTIAL STRATEGIES FOR ADDRESSING THE ISSUES WAS CONDUCTED AND ONCE GAPS IN ACCESS TO HEALTH SERVICES WERE IDENTIFIED WITHIN THE COMMUNITY, THE STEERING COMMITTEE WORKED WITH FACILITY LEADERSHIP TO IDENTIFY THOSE IMPACTED BY A LACK OF HEALTH AND RELATED SERVICES. THE CHNA STEERING COMMITTEE IN CONCERT WITH BANNER HEALTH LEADERSHIP AND VARIOUS LOCAL AGENCIES DEVELOPED A PRIORITIZATION PROCESS AND CRITERIA FOR EVALUATING THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA. THIS GROUP WORKED DILIGENTLY TO ENSURE THAT THOSE STRATEGIES AND TACTICS ADDRESSED WOULD BE IMPACTFUL, SERVE AS A FOUNDATION FOR FUTURE EFFORTS, AND BE IN ALIGNMENT WITH THE ORGANIZATION'S STRENGTHS, MISSION, VISION AND STRATEGIC PLAN. THE SIGNIFICANT HEALTH NEEDS IDENTIFIED THROUGH THE CHNA WERE PRIORITIZED BASED ON THE BELOW CRITERIA, WHICH TOOK INTO ACCOUNT THE QUANTITATIVE DATA, FOCUS GROUP DISCUSSION WITH THE CAC AND BANNER'S MISSION, VISION AND STRATEGIC PLAN. EACH SIGNIFICANT HEALTH NEED WAS EVALUATED BASED ON THE CRITERIA, USING A RANKING OF LOW (1), MEDIUM (3), OR HIGH (5) FOR EACH CRITERION; ALL CRITERIA WERE EQUALLY WEIGHTED. THE CRITERION SCORES FOR EACH HEALTH NEED WERE COMPILED TO DETERMINE THE OVERALL PRIORITIZATION. To be considered a health need the following criteria was taken into consideration: -The PSA had a health outcome or factor rate worse than the average county / state rate -The PSA demonstrated a worsening trend when compared to county / state data in recent years -The PSA indicated an apparent health disparity -The health outcome or factor was mentioned in the focus group -The health need aligned with Banner Health's mission and strategic priorities Building on Banner Health's past two CHNAs, the steering committee and facility champions worked with Banner Health corporate planners to prioritize health needs for Cycle 3 of the CHNA. Facility stakeholders, community members, and public health professionals were among major external entities involved in identifying health needs, which were then brought to the steering committee. Both Banner Health internal members, and external entities were strategically selected for their respective understanding of community perspectives, community-based health engagement, and health care expertise. Using the previous CHNAs as a tool, the steering committee reviewed and compared the health needs identified in 2020 to the previous health needs. The group narrowed the community health needs to three. It was determined that Banner Health, as a health system would continue to address the same health needs from Cycle 2, the 2016 CHNA, due to the continued impact these health needs have on the overall health of the community. These needs and the strategies to address the needs align with the short- and long-term goals the health system has, specific strategies can be tailored to the regions Banner Health serves, and the health needs can address many health areas within each of them. Below are the three health needs, and the areas addressed by the strategies and tactics developed. ALSO INCLUDED IN THE PRIORITIZATION PROCESS WAS A REVIEW OF RESOURCES POTENTIALLY AVAILABLE TO ADDRESS IDENTIFIED NEEDS INCLUDING SERVICES AND PROGRAMS AVAILABLE THROUGH OTHER HOSPITALS, GOVERNMENT AGENCIES, AND COMMUNITY BASED ORGANIZATIONS. RESOURCES INCLUDE ACCESS TO HOSPITAL EMERGENCY AND ACUTE CARE SERVICES, FEDERALLY QUALIFIED HEALTH CENTERS (FQHC), FOOD BANKS, HOMELESS SHELTERS, SCHOOL-BASED HEALTH CLINICS, FAITH-BASED ORGANIZATIONS, TRANSPORTATION SERVICES, HEALTH ENROLLMENT NAVIGATORS, FREE OR LOW COST MEDICAL AND DENTAL CARE, AND PREVENTION-BASED COMMUNITY EDUCATION.
Schedule H, Part V, Section B, Line 11 Facility B, 2 Facility B, 2 - 13) BANNER CASA GRANDE MEDICAL CENTER. (A) PRIORITIES: 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH (B) Impact of Actions Taken Since Preceding CHNA Significant Need #1: Access to Care Financial assistance in the form of -Discounted rates for self-pay patients -Prompt pay discounts -Payment plan options - including interest free availability Financing availability -Implementation of Banner Curae line of credit Helping patients when applying for state programs (AHCCCS, unemployment, etc.) -IHMS vender on site Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) -Our Respiratory Department hosts a better breather club monthly for COPD management -MD's provided lunch and learns for the community on different topics monthly Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) -Changed from one individual Mental Health Professional to a group (CPR) for 24/7 behavioral health screening. Opened outpatient Behavioral Health Services on campus. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Other health needs that were identified but not prioritized focus on other areas of behavioral health, such as overdose and addiction. Banner Health believes that by addressing behavioral health needs these other non-prioritized health needs will be recognized. Additionally, participants in surveys and facilitated conversations identified incarceration as a health priority for the community, Banner opted out of using this as a health need due to the lack of direct impact Banner Health can make in this area.
Schedule H, Part V, Section B, Line 11 Facility B, 3 Facility B, 3 - 15) BANNER IRONWOOD MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE 3. BEHAVIORAL HEALTH (SUBSTANCE ABUSE, DEPRESSION, BEHAVIORAL HEALTH) (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care - There are two Banner Health Centers with primary care providers as well as specialists, one of which is in Queen Creek. The other is located on the Banner Ironwood Campus. - There are two Banner Urgent Care locations in San Tan Valley. - A representative is available on the Ironwood campus to help patients determine eligibility and apply for AHCCCS. - Banner Ironwood Community of Care Brochures were created and are being handed out through partnerships with local Realtors to new residents of the area to ensure they know where primary care, urgent care and the hospital are located in their community. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) - Case Management, the ED providers and Hospitalist team ensure follow up appointments are scheduled with a primary care provider or specialist as needed. - Banner Ironwood Medical Center participates in many community events such as the Roots N Boots Rodeo where we share resources on how to access care and how to live a healthy lifestyle. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) - Through the partnership with the Town of Queen Creek, Banner Ironwood sponsored several community forums hosted at the Town Council Chambers for the community. The first was moderated by Ironwood's CEO on the topic of Teen Suicide Prevention. A Banner Health Mental Health Professional served as a member of this initial panel. - Partnerships have begun to be formed with community mental health providers to facilitate a warm handoff back into the community after emergent care is sought. - Enhancement of partnership with Banner Tele Behavioral health and Crisis P Response to improve evaluation, treatment planning and facilitate transfer of patients qualifying for inpatient care. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Other health needs that were identified but not prioritized focus on other areas of behavioral health, such as overdose and addiction. Banner Health believes that by addressing behavioral health needs these other non-prioritized health needs will be recognized. Additionally, participants in surveys and facilitated conversations identified incarceration as a health priority for the community, Banner opted out of using this as a health need due to the lack of direct impact Banner Health can make in this area.
Schedule H, Part V, Section B, Line 11 Facility B, 4 Facility B, 4 - 18) BANNER PAYSON MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE MANAGEMENT 3. BEHAVIORAL HEALTH (SUBSTANCE ABUSE, DEPRESSION, BEHAVIORAL HEALTH) (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care Strategy #1: Increase use of Banner Urgent Care facilities and improve access to primary care services - Promoted use of Banner Urgent Care to enhance access to lower-cost care for non-emergent issues. - Expanded Primary Care capabilities through Banner Medical Group and aligned physicians. - Promoted use of Doctors on Demand for low cost e-visits and virtual care. - Offering extended hours of Primary Care Provider clinics within Banner Medical Group. - Continue the promotion of the online patient portal. Strategy #2: Reduce reoccurring visits to the Emergency Department and increase access to preventative care - Assigned dedicated case managers to the ED to support the discharge process and continuum of care. - Deployed case management services in the ambulatory setting to support the continuum of care. - Partnered with Hospital patient services to provide Medicaid enrollment assistance for self-pay patients. - Providing post discharge education for high utilizers where appropriate. - Leveraging the Banner Health Network Member Experience Center to direct care efficiently and effectively. Other tactics to address Access To Care - Implemented universal cost reduction to continue to address cost of care. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) Strategy #1: Increase personal management of Chronic Disease - Providing relevant chronic disease educational offerings in the community, leveraging partnerships with community-based organizations to help host and promote the events to a broader community population - Added Cardiac Rehabilitation services - Closing the gaps of for BHN members through adherence to patient care and preventative initiatives. - Promote Teladoc for low-cost e-visits and virtual care, including iCare for chronic care management and in-home and eICU services for acute care - Providing chronic disease and healthy living education through publication of Smart & Healthy Magazine - Deployed a proactive case management approach and outreach for chronic disease patients within Banner Health managed populations. - Implemented BHN High Value Networks for specialty care including cardiology, oncology, orthopedics, imaging, and neurology. - Implemented free diabetes education class for the community. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) Strategy #1: Increase access to behavioral health assessments and services for those in crisis - Mental health counseling provided at Cardiac Rehabilitation - Work with substance abuse centers in the community to bridge care from the ED to the community. - Expand services and capabilities through Banner Behavioral Health capital investments. Strategy #2: Increase identification of behavioral health needs and access to early interventions. - Deployed depression screening tool in Primary Care Provider clinics and Pediatric Provider clinics within Banner Medical Group - Partner with Community Bridges, a local not-for profit behavioral health provider, to help align patients to available resources in the community. - Offer support groups for anxiety, depression, and other mental health issues. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Other health needs that were identified but not a prioritized focus for Banner Health's Implementation Strategies included aging, however chronic disease and access to care area two areas where the needs of an aging community are being focused on by Banner Health. Survey respondents also identified drug and alcohol abuse as a health problem in their community - this is an area where the health need for Behavioral Health is addressing via counseling, screening and other opioid prevention/reduction strategies.
Schedule H, Part V, Section B, Line 11 Facility B, 5 Facility B, 5 - 27) BANNER GOLDFIELD MEDICAL CENTER. (A) PRIORITIES 1. ACCESS TO CARE 2. CHRONIC DISEASE MANAGEMENT 3. BEHAVIORAL HEALTH (B) IMPACT OF ACTIONS TAKEN SINCE PRECEDING CHNA Significant Need #1: Access to Care - There are two Banner Health Centers in this market. One in East Mesa with primary care providers as well as specialists and the other with Pediatric primary care providers in Apache Junction. - There is a Banner Urgent Care location in East Mesa. - Banner Goldfield Community of Care Brochures were created and are being handed out through partnerships with local Realtors to new residents of the area to ensure they know where primary care, urgent care and the hospital are all located in their community. Significant Health Need #2: Chronic Disease (Diabetes / Heart Disease) - Case Management, the ED providers and Hospitalist team ensure follow up appointments are scheduled with a primary care provider or specialist as needed. - Banner Goldfield Medical Center participates in many community events such as the Lost Dutchman Days where we share resources on how to access care and how to live a healthy lifestyle. Significant Need #3: Behavioral Health (Mental Health & Substance Abuse) - Through the partnership with Apache Junction, Banner Ironwood sponsored several community forums hosted at the Town Council Chambers for the community. The first was moderated by Ironwood's CEO on the topic of Teen Suicide Prevention. A Banner Health Mental Health Professional served as a member of this initial panel. - Partnerships have begun to be formed with community mental health providers to facilitate a warm handoff back into the community after emergent care is sought. - Enhancement of partnership with Banner Tele Behavioral health and Crisis P Response to improve evaluation, treatment planning and facilitate transfer of patients qualifying for inpatient care. (C) OTHER NEEDS IDENTIFIED BUT NOT PRIORITIZED Other health needs that were identified but not prioritized focus on other areas of behavioral health, such as overdose and addiction. Banner Health believes that by addressing behavioral health needs these other non-prioritized health needs will be recognized. Additionally, participants in surveys and facilitated conversations identified incarceration as a health priority for the community, Banner opted out of using this as a health need due to the lack of direct impact Banner Health can make in this area.
Schedule H, Part V, Section B, Line 16 Facility B, 1 Facility B, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN REPORTING GROUP B. IN ADDITION TO ALL ACTIONS NOTED, BANNER OFFERS FAP WITH EACH BILLING STATEMENT TO THE PATIENT/GUARANTOR. FAP is also posted within facilities at registration locations.
Schedule H, Part V, Section B, Line 2 BANNER OCOTILLO MEDICAL CENTER, BANNER REHAB HOSPITAL - PHOENIX, AND BANNER REHAB HOSPITAL - WEST HAD NO PRIOR CHNA COMPLETED. EACH hospital facility WAS licensed in the current tax year or the immediately preceding tax year.
Schedule H, Part V, Section B, Line 16 Facility C, 1 Facility C, 1 - APPLIES TO ALL HOSPITAL FACILITIES IN REPORTING GROUP C. IN ADDITION TO ALL ACTIONS NOTED, BANNER OFFERS FAP WITH EACH BILLING STATEMENT TO THE PATIENT/GUARANTOR. FAP is also posted within facilities at registration locations.
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Supplemental Information
Schedule H (Form 990) Part VI
Schedule H, Part I, Line 3c Determining Eligibility for Free or Discounted Care Banner Health (Banner/BH) uses FPG. Dedicated to providing quality, non-discriminating healthcare to all patients regardless of age, sex, sexual orientation, gender preference, race, religion, disability, veteran status, national origin and/or ability to pay, determinations are made based upon Banner's financial assistance policy for hospital patients. This policy establishes: 1) General - BH Financial Assistance programs which, based on household income and the level of medical expenses, determine a patient's qualification for Charity Care or Discounted Covered Services. Eligibility for financial assistance will be provided for those individuals who are Uninsured or Underinsured and who meet the household income guidelines as outlined in this policy, or are members of a Medically Indigent Household. 2) Financial Assistance for Uninsured Patients - Uninsured patients will qualify for BH financial assistance if: (a) their household income is less than 400% of FPL, (b) they cannot qualify for Medicaid/AHCCCS or other government program, or are unable to reasonably complete the application process for such governmental programs, and (c) they complete an application for financial assistance (unless determined to be presumptively eligible, as provided below), in accordance with the following: Financial Assistance-Uninsured Patients: Household Income --> Amounts Charged ______________________________________________________ 200% of < FPL --> Full Charity 100% Discount, write-off entire patient account >200%-300% FPL --> 75% discount off AGB (i.e., patient owes 25% of AGB) >300%-400% FPL --> 50% discount off AGB (i.e., patient owes 50% OF AGB) 3) Financial Assistance for Underinsured Patients. - Underinsured Patients will qualify for financial assistance if: (a) they have a minimum BAI of $2500 and a household income of less than 400% of FPL, and (b) they complete an application for financial assistance, in accordance with the following table: Financial Assistance-Underinsured Patients with a Balance After Insurance in excess of $2,500: Household Income --> Balance After Insurance ______________________________________________________ <200% of FPL --> 100% discount of BAI in excess of $2,500 (i.e., write-off patient liability in excess of $2,500) >200%-300% FPL --> 75% discount of BAI in excess of $2,500 (i.e., patient owes 25% of the BAI in excess of $2,500 and 100% of the BAI up to $2,500) >300%-400% FPL --> 50% discount of BAI in excess of $2,500 (i.e., patient owes 50% of the BAI in excess of $2,500 and 100% of the BAI up to $2,500) >400% FPL --> Does not qualify for BH financial assistance unless a member of a Medically Indigent Household 4) Financial Assistance for Members of Medically Indigent Households. Patients who are members of Medically Indigent Households will qualify for BH financial assistance, subject to application for financial assistance, as follows: a) If an Uninsured Patient, the patient is responsible for 25% of the patient liability (including any adjustment of the patient liability amount pursuant to application of the BH Financial Assistance Policy for Uninsured Patients, i.e., if the Uninsured Patient is a member of a Medically Indigent Household which has a household income of 400% of FPL, the patient would owe 25% of the BAI (without regard to the amount of the BAI). b) If an Underinsured Patient, the patient is responsible for 25% of the BAI (without regard to the amount of the BAI).
Schedule H, Part I, Line 6a COMMUNITY BENEFIT REPORT Banner Health prepares an annual system report of community benefit activities as well as facility specific electronic Banner Health Community Health Needs Assessments which are located at: https://www.bannerhealth.com/staying-well/community/health-needs-assessments-report
Schedule H, Part VI, Line 4 CONTINUED 2) GOSHEN COUNTY I) ESTIMATED POPULATION: 12,537 II) MEDIAN HOUSEHOLD INCOME: $55,955 III) Percent of Population in Poverty: 12.80% IV) Percent of Uninsured Persons Under Age 65: 15.50% 3) PLATTE COUNTY I) ESTIMATED POPULATION: 8,699 II) MEDIAN HOUSEHOLD INCOME: $57,784 III) Percent of Population in Poverty: 9.90% IV) Percent of Uninsured Persons Under Age 65: 15.00% 4) WASHAKIE COUNTY I) ESTIMATED POPULATION: 7,705 II) MEDIAN HOUSEHOLD INCOME: $57,306 III) Percent of Population in Poverty: 9.70% IV) Percent of Uninsured Persons Under Age 65: 15.90% G. BANNER AVERAGE 1) STATE AVERAGE I) ESTIMATED POPULATION: 9,668,785 II) MEDIAN HOUSEHOLD INCOME: $67,632 III) Percent of Population in Poverty: 10.70% IV) Percent of Uninsured Persons Under Age 65: 10.98% V) Per Capita Healthcare Expense: $7,372 VI) Total Percent of Uninsured in Population: 9.27% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 24.02% VII) Percent of Uninsured Nonelderly W Income below 100% of FPL: 17.93% VIII) Percent of Uninsured Nonelderly W Income up to 200% of FPL: 21.43% IX) Percent of Population below 400% of FPL: 59.13% X) Percent of Adults Reporting Fair or Poor Health: 13.88% XI) Percent of Adults Diagnosed with Diabetes: 8.70% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 5.80% XIII) Percent of Adults Who are Overweight or Obese: 29.43% XIV) Percent of Adults Reporting Mental Illness in Past Year: 8.60% 2) COUNTY AVERAGE I) ESTIMATED POPULATION: 404,900 II) MEDIAN HOUSEHOLD INCOME: $59,473 III) Percent of Population in Poverty: 11.89% IV) Percent of Uninsured Persons Under Age 65: 12.95% SOURCES: 2020 U.S. CENSUS BUREAU, KAISER FAMILY FOUNDATION STATE FACTS.
Schedule H, Part VI, Line 6 AFFILIATED HEALTH CARE SYSTEM THE ORGANIZATION IS NOT PART OF AN AFFILIATED HEALTH CARE SYSTEM.
Schedule H, Part VI, Line 7 STATE FILING OF COMMUNITY BENEFIT REPORT As required by law, Banner files a community benefit report in California. Banner also reports in those states with voluntary hospital association reporting requirements (Colorado and Nebraska).
Schedule H, Part V, Section A LINES 1, 3-10, 12, 14, 17, 19-26, 28, AND 29 A SINGLE SCHEDULE H, PART V, SECTION B WAS COMPLETED FOR FACILITY REPORTING GROUP A. THE HOSPITAL FACILITIES INCLUDED IN FACILITY REPORTING GROUP A ARE LISTED IN SCHEDULE H, PART V, SECTION A.
Schedule H, Part V, Section A LINES 2 AND 11 BANNER UNIVERSITY MEDICAL CENTER TUCSON AND BANNER UNIVERSITY MEDICAL CENTER SOUTH, RESPECTIVELY, ARE LISTED SEPARATELY AS FACILITY REPORTING GROUP D BECAUSE THEY CONDUCTED THEIR CHNA IN PARTNERSHIP WITH PIMA COUNTY HEALTH DEPARTMENT, TUCSON MEDICAL CENTER, CARONDELET HEALTH NETWORK, EL RIO COMMUNITY HEALTH CENTER, NORTHWEST MEDICAL CENTER, THE PASCUA YAQUI TRIBE AND HEALTHY PIMA.
Schedule H, Part V, Section A LINES 13, 15, 18, and 27 BANNER CASA GRANDE MEDICAL CENTER, BANNER IRONWOOD MEDICAL CENTER, BANNER PAYSON MEDICAL CENTER, AND BANNER GOLDFIELD MEDICAL CENTER ARE LISTED AS FACILITY REPORTING GROUP B, BECAUSE All ENTITIES HAVE THE SAME REPORTING TIMELINE.
Schedule H, Part V, Section A LINES 16, 30, AND 31 BANNER OCOTILLO MEDICAL CENTER, BANNER REHAB HOSPITAL - PHOENIX, AND BANNER REHAB HOSPITAL - WEST ARE LISTED AS FACILITY REPORTING GROUP C, BECAUSE ALL THE HOSPITALS ARE NEW IN 2020 AND HAVE NOT YET COMPLETED THEIR COMMUNITY HEALTH NEEDS ASSESSMENTS.
Schedule H, Part V, Section B, Line 18 APPLIES TO ALL HOSPITAL FACILITIES Banner Health makes reasonable efforts to determine the patient's eligibility under the facility's FAP BEFORE taking any action - up to and including any noted.
Schedule H, Part V, Section B, Line 19 APPLIES TO ALL HOSPITAL FACILITIES BANNER HEALTH DOES NOT ENGAGE IN EXTRAORDINARY COLLECTION ACTIONS (UP TO AND INCLUDING ANY ACTIONS NOTED IN PART VI, LINE 19), EITHER DIRECTLY OR BY ANY DEBT COLLECTION AGENCY OR OTHER PARTY TO WHICH THE HOSPITAL HAS REFERRED THE PATIENT'S DEBT, BEFORE REASONABLE EFFORTS ARE MADE TO DETERMINE WHETHER A RESPONSIBLE INDIVIDUAL IS ELIGIBLE FOR ASSISTANCE UNDER THE FAP.
Schedule H, Part V, Section B, Line 6 APPLIES TO ALL FACILITIES EXCEPT GROUP C IN INSTANCES WHERE FACILITIES HAD JOINT SERVICE AREAS FOCUS GROUPS WERE A COMBINED/JOINT EFFORT. EVERYTHING ELSE WAS FACILITY SPECIFIC.
Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance 1) Financial Assistance at Cost, Medicaid and Other Means -Tested Government Programs - Using the cost-to charge methodology determined by the cost accounting system, the ratio of patient care cost to charges or relative value units is applied to patient accounts to calculate the estimated cost of financial assistance. The cost account system addresses all patient segments at the acute care facilities. The cost accounting application is not implemented at the Health Centers, Physician Practices, Home Care, Surgical Centers, or Occupational Health. 2) Community Health Improvement - Banner uses the CBISA, community benefit inventory tool to coordinate and estimate the costs associated with community health improvement initiatives. 3) Health Professions Education, Subsidized Health Services, and Research - Actual cost less reimbursements as reported in the general ledger are used to value these activities, which operated at a loss provide invaluable services to BH communities. 4) Cash and In-kind Contributions - Actual or fair market value is used to value these contributions or activities.
Schedule H, Part II Community Building Activities In furtherance of its exempt mission, BH provides a broad range of benefits to the communities it serves. These activities promoted the health, safety and well-being of local communities by providing advocacy services to its constituents through participation in local and national health campaigns, enhancing community workforce through recruitment for medically underserved areas, provision of leaders to develop local talent, provision of staff for community volunteerism, recognizing the employee volunteer base, participation in various community awareness programs, involvement in community economic development efforts and being a good corporate citizen. The results of these efforts include but are not limited to: - Promoting community health - Providing volunteer leadership to local boards and task forces thereby allowing the entity to channel resources to the community need instead of salaries. - Providing Federal medically underserved areas with physicians. - Providing disaster training and education to improve community safety and awareness for residents. - Partnering with local blood banks to blood combat shortages. - Providing meeting room, electronic teleconference technology and other space for various community groups. Without these in-kind donations, these organizations would be required to expend funds, funds needed in support of their missions for space rental - Partnering with local United Way agencies to improve and enhance community initiatives. - Support of community social service needs through employee food and clothing initiatives.
Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount Accounts are discounted to estimated amounts expected to be received. Those amounts are subject to bad debt polices. Discounts and payments on patient account are recorded as an adjustment to revenue, not bad debt expense.
Schedule H, Part III, Line 3 Bad Debt Expense Methodology Banner runs a presumptive charity analysis on all accounts to minimize qualifying patients being classified as bad debt. BH estimates that less than 15% of the patient accounts comprising the organization's bad debt may have been eligible for financial assistance under BH policies.
Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote FOOTNOTE PER AUDITED FINANCIAL STATEMENTS (PAGE 12): Net Patient Accounts Receivable Footnote: Net patient accounts receivable and net patient services revenues have been adjusted to the estimated amounts expected to be received based on contractual rates for services rendered inclusive of the estimated price concession.
Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs The Medicare Cost Reports that hospitals are required to file do not include all of the costs required to treat Medicare patients. Using a financial statement cost-to-charge ratio methodology, THE 2021 RESULT IS A MEDICARE SHORTFALL OF $230.5M. The amounts reflected on the Cost Report did not take into account all costs incurred by the organization and differ from the cost reflected on the financial statements. This Medicare shortfall should be treated as community benefit because absent this program, many individuals would qualify for financial assistance and other needs based programs, by accepting payment below cost to treat these individuals, the burdens of the government are relieved and the amount spent to cover the Medicare shortfall is money not available to cover financial assistance and other community benefit needs.
Schedule H, Part V, Section B, Line 16a FAP website A - BANNER - UNIV MEDICAL CENTER PHOENIX: Line 16a URL: https://www.bannerhealth.com/patients/billing/financial-assistance; D - BANNER - UNIV MEDICAL CENTER TUCSON: Line 16a URL: https://www.bannerhealth.com/patients/billing/financial-assistance; B - BANNER CASA GRANDE MEDICAL CENTER: Line 16a URL: https://www.bannerhealth.com/patients/billing/financial-assistance; C - BANNER OCOTILLO MEDICAL CENTER: Line 16a URL: https://www.bannerhealth.com/patients/billing/financial-assistance/banner-rehabilitation-hospital;
Schedule H, Part V, Section B, Line 16b FAP Application website A - BANNER - UNIV MEDICAL CENTER PHOENIX: Line 16b URL: https://www.bannerhealth.com/patients/billing/financial-assistance; D - BANNER - UNIV MEDICAL CENTER TUCSON: Line 16b URL: https://www.bannerhealth.com/patients/billing/financial-assistance; B - BANNER CASA GRANDE MEDICAL CENTER: Line 16b URL: https://www.bannerhealth.com/patients/billing/financial-assistance; C - BANNER OCOTILLO MEDICAL CENTER: Line 16b URL: https://www.bannerhealth.com/patients/billing/financial-assistance/banner-rehabilitation-hospital;
Schedule H, Part V, Section B, Line 16c FAP plain language summary website A - BANNER - UNIV MEDICAL CENTER PHOENIX: Line 16c URL: https://www.bannerhealth.com/patients/billing/financial-assistance; D - BANNER - UNIV MEDICAL CENTER TUCSON: Line 16c URL: https://www.bannerhealth.com/patients/billing/financial-assistance; B - BANNER CASA GRANDE MEDICAL CENTER: Line 16c URL: https://www.bannerhealth.com/patients/billing/financial-assistance; C - BANNER OCOTILLO MEDICAL CENTER: Line 16c URL: https://www.bannerhealth.com/patients/billing/financial-assistance/banner-rehabilitation-hospital;
Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance BH's financial assistance policies require that the accounts of patients who are known to qualify for financial assistance be written off either in full or in part, depending upon the level of the financial assistance for which the patient has qualified. If the account is not written off completely, the reduced balance is treated in the same manner as accounts for patients without insurance who do not qualify for financial assistance. For those patients who do not qualify for financial assistance and for the portion of the accounts remaining after application of the financial assistance policies for patients who qualify for such assistance, account collection process is as follows: 1) The patient or guarantor will receive no less than 3 statements prior to the account being placed with an outside agency. The process takes 120 days to complete. The account is outsourced to a third-party collection agency after the final statement cycle, and returned to Banner after a reasonable collection attempt. 2) Attempts are made to verify physical location of patient and to determine if the patient may be eligible for AHCCCS/Medicaid coverage. 3) Once assigned to an outside collection agency, appropriate debt collection practices are utilized in different states, depending upon local regulations. The collection agency attempts to obtain payment from the patient by means of direct telephone contact. If this is unsuccessful, failure to make payment may result in a report to a credit agency.
Schedule H, Part VI, Line 2 Needs assessment BH utilizes its Strategy and Planning Team to continually identify areas in the communities BH serves where institutional clinical needs are not being satisfied especially for those within underserved, uninsured and minority populations. It also leverages a multi-phased approach to understanding gaps in services provided to communities served by hospitals within the system as well as community resources through a combination of population growth and changing demographics analysis, detailed analysis of national, state and county data sources, healthcare services available through other hospital providers, physician supply in the BH service areas, new and more effective healthcare services that are becoming available that would elevate the quality of healthcare services provided to BH communities, and demand pressures experienced by existing BH facilities and physicians. On a local basis, hospital management teams regularly consult with community leaders and partners, local community-based advisory boards, other service providers (including federally qualified health clinics) and businesses to identify unmet physician and hospital needs. These findings are then prioritized based on system capital and operating resource availability, feasibility, availability of physicians to be recruited to the service area, and sustainability. Based upon this prioritization, capital and operating resources are then integrated into the facility and System budgets and plans.
Schedule H, Part VI, Line 3 Patient education of eligibility for assistance Policies and procedures exist to educate our patients on financial assistance eligibility, and they are provided numerous opportunities for education on Banner Health Financial assistance policies. The following are examples of communication/education available to BH patients: a. Signage and collateral in both English and Spanish are posted prominently in-patient waiting lobbies, including the emergency departments, stating that Banner has financial assistance programs for those who do not have insurance or may be unable to pay for their share of the cost of services. b. A toll-free number is provided for the patient's/family's convenience. c. After medical screening, self pay patients are visited by staff and informed of the financial policy. Staff also assists potentially eligible patients to apply for enrollment for Medicaid/AHCCCS. d. An insert is included in all of our billing statement to patients. The insert again informs patients of the availability of financial assistance in both English and Spanish and provides toll-free access. e. Department representatives again inform patients of the financial assistance policies during the self-pay collection process. f. Banner Health website provides information in both English and Spanish of the availability of financial assistance. Throughout the process, staff continues to advise potentially eligible patients of the possibility of enrollment in Medicaid/AHCCCS and offer to assist in such enrollment.
Schedule H, Part VI, Line 5 Promotion of community health BH is governed by a community board, drawn primarily from the communities served by BH. This board establishes BH' priorities and ensures that it operates in a manner that will further its charitable, nonprofit purpose to improve the health of the communities it serves. As a nonprofit entity, BH exists to provide health care services to the communities we serve, not to generate profits. To that end, every dollar earned is reinvested in new equipment, new or expanded patient care services, new technologies, maintaining existing equipment and facilities and new facilities to meet market needs or to ensure the long-term success of the organization. In particular, Banner's heavy reinvestment in clinical systems and health information technology enables BH to provide a uniformly high quality of care throughout the system, including BH's small, rural, critical access hospitals. Physicians and staff practicing in these sole community providers have the same electronic health record systems and computerized physician order entry and decision support tools as are utilized in BH's largest teaching hospital. In addition, by means of remote monitoring and telemedicine technologies, these small rural hospitals have access to the clinical and operational support of the entire system, thereby bringing a level of sophisticated health care to these communities that would not otherwise be possible. Except in limited circumstances where necessary to ensure the availability of consistent and efficient physician services, BH utilizes an open medical staff model, thereby making the facilities available to local physicians to provide high quality hospital services to our communities. In addition, BH is aggressively pursuing an integration strategy involving networks of employed and independent physicians capable of providing efficient, evidence-based and high-quality clinical care within an integrated system covering the full continuum of care. This will enable BH to improve the health of the communities it serves while limiting the costs of providing such care.
Schedule H, Part VI, Line 4 Community information BH had 29 hospitals (as of December 31, 2021), and operates or leases nursing homes, physician clinics, home health agencies, ambulatory facilities, and durable medical equipment services in six western states which include demographic areas that range from metropolitan to remote rural areas. The following sets forth pertinent demographic information with respect to the communities and areas served by BH facilities: A. ARIZONA 1) STATE I) Estimated Population: 7,276,316 II) Median Household Income: $61,529 III) Percent of Population in Poverty: 12.80% IV) Percent of Uninsured Persons Under Age 65: 13.60% V) Per Capita Healthcare Expense: $6,452 VI) Total Percent of Uninsured in Population: 10.80% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 25.90% VII) Percent of Uninsured Nonelderly W Income below 100% of FPL: 18.90% VIII) Percent of Uninsured Nonelderly W Income up to 200% of FPL: 24.90% IX) Percent of Population below 400% of FPL: 64.00% X) Percent of Adults Reporting Fair or Poor Health: 15.70% XI) Percent of Adults Diagnosed with Diabetes: 9.60% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 7.50% XIII) Percent of Adults Who are Overweight or Obese: 30.10% XIV) Percent of Adults Reporting Mental Illness in Past Year: 9.70% 2) MARICOPA COUNTY I) ESTIMATED POPULATION: 4,496,588 II) MEDIAN HOUSEHOLD INCOME: $67,799 III) Percent of Population in Poverty: 11.60% IV) Percent of Uninsured Persons Under Age 65: 12.80% 3) PINAL COUNTY I) ESTIMATED POPULATION: 449,557 II) MEDIAN HOUSEHOLD INCOME: $60,968 III) Percent of Population in Poverty: 11.10% IV) Percent of Uninsured Persons Under Age 65: 12.80% 4) COCONINO COUNTY I) ESTIMATED POPULATION: 145,052 II) MEDIAN HOUSEHOLD INCOME: $59,000 III) Percent of Population in Poverty: 17.20% IV) Percent of Uninsured Persons Under Age 65: 15.20% 5) GILA COUNTY I) ESTIMATED POPULATION: 53,589 II) MEDIAN HOUSEHOLD INCOME: $46,907 III) Percent of Population in Poverty: 16.70% IV) Percent of Uninsured Persons Under Age 65: 14.80% B. CALIFORNIA 1) STATE I) ESTIMATED POPULATION: 39,237,836 II) MEDIAN HOUSEHOLD INCOME: $78,672 III) Percent of Population in Poverty: 11.50% IV) Percent of Uninsured Persons Under Age 65: 5.00% V) Per Capita Healthcare Expense: $7,549 VI) Total Percent of Uninsured in Population: 7.30% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 21.20% VII) Percent of Uninsured Nonelderly W Income below 100% of FPL: 15.80% VIII) Percent of Uninsured Nonelderly W Income up to 200% of FPL: 18.30% IX) Percent of Population below 400% of FPL: 55.60% X) Percent of Adults Reporting Fair or Poor Health: 14.60% XI) Percent of Adults Diagnosed with Diabetes: 9.70% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 5.70% XIII) Percent of Adults Who are Overweight or Obese: 29.00% XIV) Percent of Adults Reporting Mental Illness in Past Year: 7.10% 2) LASSEN COUNTY I) ESTIMATED POPULATION: 33,159 II) MEDIAN HOUSEHOLD INCOME: $56,971 III) Percent of Population in Poverty: 15.50% IV) Percent of Uninsured Persons Under Age 65: 8.90% C. COLORADO 1) STATE I) ESTIMATED POPULATION: 5,812,069 II) MEDIAN HOUSEHOLD INCOME: $75,231 III) Percent of Population in Poverty: 9.00% IV) Percent of Uninsured Persons Under Age 65: 9.00% V) Per Capita Healthcare Expense: $6,804 VI) Total Percent of Uninsured in Population: 10.40% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 16.20% VII) Percent of Uninsured Nonelderly W INCOME below 100% of FPL: 13.80% VIII) Percent of Uninsured Nonelderly w Income up to 200% of FPL: 17.70% IX) Percent of Population below 400% of FPL: 51.60% X) Percent of Adults Reporting Fair or Poor Health: 11.00% XI) Percent of Adults Diagnosed with Diabetes: 6.60% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 5.60% XIII) Percent of Adults Who are Overweight or Obese: 23.90% XIV) Percent of Adults Reporting Mental Illness in Past Year: 10.70% 2) LARIMER COUNTY I) ESTIMATED POPULATION: 362,533 II) MEDIAN HOUSEHOLD INCOME: $76,366 III) Percent of Population in Poverty: 9.90% IV) Percent of Uninsured Persons Under Age 65: 7.70% 3) LOGAN COUNTY I) ESTIMATED POPULATION: 21,487 II) MEDIAN HOUSEHOLD INCOME: $49,560 III) Percent of Population in Poverty: 13.10% IV) Percent of Uninsured Persons Under Age 65: 11.20% 4) MORGAN COUNTY I) ESTIMATED POPULATION: 29,008 II) MEDIAN HOUSEHOLD INCOME: $58,468 III) Percent of Population in Poverty: 10.50% IV) Percent of Uninsured Persons Under Age 65: 14.90% 5) WELD COUNTY I) ESTIMATED POPULATION: 340,036 II) MEDIAN HOUSEHOLD INCOME: $74,332 III) Percent of Population in Poverty: 8.90% IV) Percent of Uninsured Persons Under Age 65: 10.90% D. NEBRASKA 1) STATE I) ESTIMATED POPULATION: 1,963,692 II) MEDIAN HOUSEHOLD INCOME: $63,015 III) Percent of Population in Poverty: 9.20% IV) Percent of Uninsured Persons Under Age 65: 9.80% V) Per Capita Healthcare Expense: $8,412 VI) Total Percent of Uninsured in Population: 7.30% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 26.50% VII) Percent of Uninsured Nonelderly w Income below 100% of FPL: 18.60% VIII) Percent of Uninsured Nonelderly w Income up to 200% of FPL: 24.70% IX) Percent of Population below 400% of FPL: 60.20% X) Percent of Adults Reporting Fair or Poor Health: 11.50% XI) Percent of Adults Diagnosed with Diabetes: 8.80% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 6.80% XIII) Percent of Adults Who are Overweight or Obese: 34.70% XIV) Percent of Adults Reporting Mental Illness in Past Year: 7.80% 2) KEITH COUNTY I) ESTIMATED POPULATION: 8,279 II) MEDIAN HOUSEHOLD INCOME: $52,169 III) Percent of Population in Poverty: 11.70% IV) Percent of Uninsured Persons Under Age 65: 10.20% E. NEVADA 1) STATE I) ESTIMATED POPULATION: 3,143,991 II) MEDIAN HOUSEHOLD INCOME: $62,043 III) Percent of Population in Poverty: 12.50% IV) Percent of Uninsured Persons Under Age 65: 13.40% V) Per Capita Healthcare Expense: $6,714 VI) Total Percent of Uninsured in Population: 10.20% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 22.70% VII) Percent of Uninsured Nonelderly w Income below 100% of FPL: 19.80% VIII) Percent of Uninsured Nonelderly w Income up to 200% of FPL: 20.50% IX) Percent of Population below 400% of FPL: 64.00% X) Percent of Adults Reporting Fair or Poor Health: 17.90% XI) Percent of Adults Diagnosed with Diabetes: 9.60% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 9.00% XIII) Percent of Adults Who are Overweight or Obese: 29.20% XIV) Percent of Adults Reporting Mental Illness in Past Year: 8.70% 2) CHURCHILL COUNTY I) ESTIMATED POPULATION: 25,723 II) MEDIAN HOUSEHOLD INCOME: $56,335 III) Percent of Population in Poverty: 10.30% IV) Percent of Uninsured Persons Under Age 65: 13.40% F. WYOMING 1) STATE I) ESTIMATED POPULATION: 578,803 II) MEDIAN HOUSEHOLD INCOME: $65,304 III) Percent of Population in Poverty: 9.20% IV) Percent of Uninsured Persons Under Age 65: 14.80% V) Per Capita Healthcare Expense: $8,302 VI) Total Percent of Uninsured in Population: 9.60% VI) Percent of Uninsured Adults 19-64 Living in Poverty: 31.60% VII) Percent of Uninsured Nonelderly W Income below 100% of FPL: 20.70% VIII) Percent of Uninsured Nonelderly W Income up to 200% of FPL: 22.50% IX) Percent of Population below 400% of FPL: 59.40% X) Percent of Adults Reporting Fair or Poor Health: 12.60% XI) Percent of Adults Diagnosed with Diabetes: 7.90% XII) Percent of Adults Diagnosed with Cardiovascular Disease: 7.20% XIII) Percent of Adults Who are Overweight or Obese: 29.70% XIV) Percent of Adults Reporting Mental Illness in Past Year: 7.60%
