4A (Expenses $ 1988330570 including grants of $ 2017424) (Revenue $ 2383068321)
"Catholic Health Initiatives-Colorado is a diverse community of caregivers connected and fueled by our individual passions and purposes to change the world around us. While individually inspired, we are collectively unified by our mission. This process presents an opportunity to fulfill our commitment to our organizational mission to ""extend the healing ministry of Christ by caring for those who are ill and by nurturing the health of the people in our communities."""

Schedule H, Part V, Section B, Line 3E
THE SIGNIFICANT HEALTH NEEDS ARE A PRIORITIZED DESCRIPTION OF THE SIGNIFICANT HEALTH NEEDS OF THE COMMUNITY AND IDENTIFIED THROUGH THE CHNA. SEE THE NARRATIVE FOR LINE 11 FOR A DESCRIPTION OF THE NEEDS AND HOW THEY ARE ADDRESSED.

Schedule H, Part V, Section B, Line 5 Facility A, 1
Facility A, 1 - PENROSE HOSPITAL & ST. FRANCIS MEDICAL CENTER. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. PENROSE & ST FRANCIS HOSPITAL HOSPITAL CREATED A CHNA COMMITTEE TO REVIEW THE QUALITATIVE AND QUANTITATIVE HEALTH DATA AND PRIORITIZE HEALTH NEEDS IN OUR COMMUNITIES. THIS SUBCOMMITTEE WAS MADE UP OF BOTH HOSPITAL STAFF AND COMMUNITY STAKEHOLDERS INCLUDING REPRESENTATIVES FROM THE EL PASO DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT. WE PRIORITIZED HEALTH NEEDS IN OUR COMMUNITY USING THE CENTURA HEALTH PRIORITIZATION METHOD, ADAPTED FROM THE HANLON METHOD FOR PRIORITIZING HEALTH PROBLEMS. FIRST, THE CHNA SUBCOMMITTEE RATED EACH IDENTIFIED NEED ON A SCALE OF 1-4 (LOW - HIGH) AGAINST THE SIZE OF THE PROBLEM AND THE SERIOUSNESS OF THE PROBLEM. THIS RANKING WAS CALCULATED BY ADDING THESE TWO RANKINGS TOGETHER. FOR THE TOP HEALTH INDICATORS, WE SCHEDULED MEETINGS FROM MARCH THROUGH NOVEMBER 2022 TO COLLECT INFORMATION ABOUT THAT WHICH IS ALREADY HAPPENING, GAPS RELATED TO EACH PRIORITY AND PUBLIC HEALTH QUALITATIVE DATA. BASED UPON THESE RESULTS, THE COMMITTEE IDENTIFIED THE PRIORITIES UPON WHICH TO FOCUS. THE STEERING COMMITTEE WAS MADE UP OF THE FOLLOWING ORGANIZATIONS AND REPRESENT THE FOLLOWING TARGET POPULATIONS: * PENROSE HOSPITAL, SERVING THE BROADER COMMUNITY * EL PASO DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT, SERVING THE BROADER COMMUNITY * CATHOLIC CHARITIES, SERVING THE VULNERABLE AND UNDERREPRESENTED POPULATION * COLORADO SPRINGS OSTEOPATHIC FOUNDATION, SERVING THE BROADER COMMUNITY * COMMUNITY HEALTH PARTNERSHIP, SERVING THE VULNERABLE AND UNDERREPRESENTED POPULATION * INNOVATIONS IN AGING COLLABORATIVE, REPRESENTING SENIORS * NAMI COLORADO SPRINGS, PRESENTING THE BROADER COMMUNITY * SILVER KEY SENIORS SERVICES, REPRESENTING SENIORS * TRI-LAKES CARES, REPRESENTING THE VULNERABLE POPULATION * WESTSIDE CARES, REPRESENTING THE VULNERABLE POPULATION AND IMMIGRANT COMMUNITY

Schedule H, Part V, Section B, Line 5 Facility A, 2
Facility A, 2 - ST ANTHONY HOSPITAL. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. ST. ANTHONY HOSPITAL COLLABORATED WITH JEFFERSON COUNTY PUBLIC HEALTH AND LUTHERAN MEDICAL CENTER TO CONDUCT OUR COMMUNITY HEALTH NEEDS ASSESSMENT PROCESS FROM MARCH THROUGH NOVEMBER 2022 TO COLLABORATIVELY TO COVER OUR SHARED SERVICE AREA AND TO INCLUDE CLEAR CREEK COUNTY IN THE DISCUSSIONS. TOGETHER WE IDENTIFIED OUR COMMUNITY HEALTH NEEDS ASSESSMENT STEERING COMMITTEE. ST. ANTHONY HOSPITAL ASSOCIATES ALSO PARTICIPATED IN THIS PROCESS THROUGH MEETING PARTICIPATION. WE HAVE ALIGNED PRIORITIES ACROSS COMMUNITY ASSESSMENT PARTNERS TO ENSURE GREATER MOVEMENT TOWARD THE SAME GOALS AND COMPLEMENTARY EFFORTS. IN ADDITION TO LOCAL PARTNERSHIPS, CENTURA HEALTH SITS ON THE METRO DENVER PARTNERSHIP FOR HEALTH, A PARTNERSHIP BETWEEN NONPROFIT HOSPITALS, METRO DENVER PUBLIC HEALTH DEPARTMENTS, REGIONAL ACCOUNTABLE ENTITIES AND HUMAN SERVICES DEPARTMENTS TO ALIGN COMMUNITY HEALTH EFFORTS ACROSS THE SEVEN-COUNTY REGION, OF WHICH JEFFERSON COUNTY IS A PART. THE STEERING COMMITTEE WAS MADE UP OF THE FOLLOWING ORGANIZATIONS AND REPRESENT THE FOLLOWING TARGET POPULATIONS: * CITY OF ARVADA, REPRESENTING THE BROADER COMMUNITY * CLEAR CREEK COUNTY, REPRESENTING THE BROADER COMMUNITY * COLORADO CHRISTIAN UNIVERSITY, REPRESENTING FAITH BASED COMMUNITIES * COLORADO COMMUNITY HEALTH ALLIANCE, REPRESENTING THE BROADER COMMUNITY * COMMUNITY FIRST FOUNDATION, REPRESENTING THE BROADER COMMUNITY WITH A FOCUS ON VULNERABLE POPULATIONS * EDGEWATER COLLECTIVE, REPRESENTING VULNERABLE COMMUNITY MEMBERS * EVERGREEN FIRE RESCUE, REPRESENTING THE BROADER COMMUNITY * JEFFERSON CENTER FOR MENTAL HEALTH, REPRESENGING THOSE NEEDING BEHAVIORAL HEALTH SERVICES * JEFFERSON COUNTY PUBLIC HEALTH, REPRESENTING THE BROADER COMMUNITY * JEFFERSON COUNTY HEADING HOME, REPRESENTING THE UNHOUSED AND AT-RISK OF BEING HOMELESS POPULATION * JEFFERSON COUNTY HUMAN SERVICES, REPRESENTING THE BROADER COMMUNITY * JEFFERSON COUNTY LIBRARY, REPRESENTING THE BROADER COMMUNITY * JEFFERSON COUNTY PUBLIC SCHOOLS, REPRESENTING THE BROADER COMMUNITY * METRO DENVER HOMELESS INITIATIVE, REPRESENTING THE UNHOUSED AND AT-RISK OF BEING HOMELESS POPULATION * RED ROCKS COMMUNITY COLLEGE, REPRESENTING THE BROADER COMMUNITY * ROOT POLICY, REPRESENTING THE VULNERABLE AND UNDERPRESENTED COMMUNITY * STRIDE COMMUNITY HEALTH CENTER, REPRESENTING THOSE SEEKING BEHAVIORAL HEALTH SERVICES * THE ACTION CENTER, REPRESENTING THE VULNERABLE * RESIDENTS, REPRESENTING THE BROADER COMMUNITY

Schedule H, Part V, Section B, Line 5 Facility A, 3
Facility A, 3 - ST ANTHONY NORTH HOSPITAL. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. ST. ANTHONY NORTH HOSPITAL COLLABORATED WITH BROOMFIELD AND TRI COUNTY PUBLIC HEALTH WITH THEIR REPRESENTATION ON OUR STEERING COMMITTEE. IN ADDITION TO SERVING ON OUR STEERING COMMITTEE, WE AGREED WITH THE PUBLIC HEALTH DEPARTMENTS TO ALIGN COMMUNITY-BASED EFFORTS IN ORDER TO AVOID DUPLICATION AND ADDRESS COMMUNITY HEALTH HOLISTICALLY. WE HAVE INTENTIONALLY ALIGNED STRATEGIES, AS APPLICABLE, TO ENSURE GREATER MOVEMENT TOWARD SAME GOALS AND COMPLEMENTARY EFFORTS. IN ADDITION TO THE PARTNERSHIPS WITH LOCAL PUBLIC HEALTH DEPARTMENTS, CENTURA HEALTH SITS ON THE METRO DENVER PARTNERSHIP FOR HEALTH, A PARTNERSHIP BETWEEN NONPROFIT HOSPITALS AND PUBLIC HEALTH DEPARTMENTS TO ALIGN EFFORTS ACROSS THE SEVEN-COUNTY REGION. OUR STEERING COMMITTEE MET FROM MARCH THROUGH NOVEMBER OF 2022 VIA ZOOM MEETINGS AND BY COMPLETING SURVEYS TO RANK AND PRIORITIZE OUR STRATEGIES AND PROGRAMS, INCLUDING ASSETS AND GAPS. ADDITIONALLY, THE HOSPITAL PROVIDED A SUMMARY OF OUR STRATEGIES TO OUR COMMUNITY ORGANIZATIONS AND MEMBERS TO GET ADDITIONAL FEEDBACK. THE STEERING COMMITTEE WAS MADE UP OF THE FOLLOWING ORGANIZATIONS AND REPRESENT THE FOLLOWING TARGET POPULATIONS: * ADAMS 12 SCHOOL DISTRICT, SERVING THE BROADER COMMUNITY * ADAMS COUNTY, SERVING THE BROADER COMMUNITY * BROOMFIELD COMMUNITY SERVICES NETWORK, SERVING THE BROADER COMMUNITY AND VULNERABLE POPULATION * BROOMFIELD COUNTY PUBLIC HEALTH, SERVING THE BROADER COMMUNITY * BROOMFIELD FISH, SERVING THOSE FACING FOOD INSECURITY * COLECTIVA, SERVING THE VULNERABLE AND UNDERREPRESENTED POPULATION * FOOD BANK OF THE ROCKIES, SERVING THOSE FACING FOOD INSECURITY * GROWING HOME, SERVING THE IMMIGRANT POPULATION * STATE OF COLORADO, HCPF, SERVING THE BROADER COMMUNITY * TRI COUNTY PUBLIC HEALTH, SERVING THE BROADER COMMUNITY * VUELA FOR HEALTH, SERVING THE HISPANIC COMMUNITY * WESTMINSTER PUBLIC SCHOOLS, SERVING THE BROADER COMMUNITY

Schedule H, Part V, Section B, Line 5 Facility A, 4
Facility A, 4 - ST. ANTHONY SUMMIT. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. EVERY FIVE YEARS, ALL PUBLIC HEALTH AGENCIES IN COLORADO ARE REQUIRED TO FOLLOW THE COLORADO HEALTH ASSESSMENT AND PLANNING SYSTEM (CHAPS) PROCESS TO CREATE A PUBLIC HEALTH IMPROVEMENT PLAN FOR SUBMISSION TO THE OFFICE OF PUBLIC HEALTH PRACTICE, PLANNING, AND LOCAL PARTNERSHIPS. SUMMIT COUNTY, COLORADO'S LAST PUBLIC HEALTH IMPROVEMENT PLAN WAS FOR 2017 - 2022. IN 2022, SUMMIT COUNTY PUBLIC HEALTH AND ST. ANTHONY SUMMIT MEDICAL CENTER, CENTURA HEALTH PARTNERED WITH OMNI INSTITUTE TO CONDUCT SUMMIT COUNTY'S COMMUNITY HEALTH NEEDS ASSESSMENT AND CORRESPONDING STRATEGIC COMMUNITY HEALTH IMPROVEMENT PLAN FOR 2023 - 2028. OUR STEERING COMMITTEE MET FROM FEBRUARY THROUGH NOVEMBER OF 2022 VIA ZOOM MEETINGS AND BY COMPLETING SURVEYS TO RANK AND PRIORITIZE OUR STRATEGIES AND PROGRAMS, INCLUDING ASSETS AND GAPS. ADDITIONALLY, THE HOSPITAL PROVIDED A SUMMARY OF OUR STRATEGIES TO OUR COMMUNITY ORGANIZATIONS AND MEMBERS TO GET ADDITIONAL FEEDBACK. OMNI INSTITUTE WANTS TO THANK THE MORE THAN 300 MEMBERS OF THE SUMMIT COUNTY, COLORADO COMMUNITY WHO CONTRIBUTED THEIR TIME AND EXPERTISE FOR THIS REPORT THROUGH SHARING THEIR INSIGHTS WITH OUR RESEARCH TEAM ON KEY HEALTH CONCERNS AND ASSETS VIA INTERVIEWS, FOCUS GROUPS, SURVEY, PHOTOVOICE.

Schedule H, Part V, Section B, Line 5 Facility A, 5
Facility A, 5 - ST. MARY-CORWIN MEDICAL CENTER. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. TO GLEAN COMMUNITY LEADER PERSPECTIVES ON RISK FACTORS, BARRIERS, AND PRIORITY POPULATIONS FOR OBESITY AND BEHAVIORAL HEALTH, THE DELPHI METHOD WAS EMPLOYED. THE DELPHI METHOD IS A MULTI-ROUND APPROACH WHICH USES AN EXPERT PANEL TO ANONYMOUSLY OR CONFIDENTIALLY PROVIDE RESPONSES TO QUESTIONS IN AN INITIAL ROUND AND THEN PROVIDE FEEDBACK ON THE GROUP'S RESPONSES IN LATER ROUNDS WITH THE AIM OF REACHING GROUP CONSENSUS. PARTICIPANTS MUST COMPLETE EACH ROUND TO MOVE ON TO THE NEXT ROUND. THE DELPHI QUESTIONS MAY BE FOUND IN APPENDIX F.CHA PLANNING TEAM MEMBERS CREATED A LIST OF INFLUENTIAL AND KNOWLEDGEABLE LEADERS IN OBESITY AND/OR BEHAVIORAL HEALTH SECTORS. IN THE FIRST ROUND, AN ELECTRONIC SURVEY WAS CREATED USING GOOGLE FORMS, AND RESPONDENTS WERE ASKED TO GENERATE IDEAS ON SEVEN OPEN-ENDED QUESTIONS RELATED TO OBESITY AND BEHAVIORAL HEALTH. A LINK TO THE SURVEY WAS EMAILED TO THE POTENTIAL RESPONDENTS BY A DESIGNATED CHA PLANNING TEAM MEMBER. THE FIRST ROUND WAS LIVE IN GOOGLE FORMS FROM APRIL 5 UNTIL APRIL 16, 2021. A MEMBER OF THE PROJECT MANAGEMENT TEAM ANALYZED THE RESPONSES FROM ROUND ONE, GROUPING ITEMS INTO THEMES AND CREATING TEN RESPONSE OPTIONS FOR EACH QUESTION. FOR ROUND TWO, AN ELECTRONIC SURVEY WAS CREATED IN GOOGLE FORMS AND RESPONDENTS WERE ASKED TO RANK, IN PRIORITY ORDER, THE TEN OPTIONS FOR EACH OF SEVEN QUESTIONS FROM ROUND ONE. AGAIN, AN EMAIL WAS SENT TO EACH RESPONDENT BY A MEMBER OF THE PLANNING TEAM. ROUND TWO WAS LIVE IN GOOGLE FORMS FROM MAY 3 UNTIL MAY 12, 2021. IN ROUND THREE, A PERSONALIZED DOCUMENT WITH THE LEADERSHIP GROUP'S TOP FIVE RANKINGS FOR EACH QUESTION, THE PARTICIPANT'S INDIVIDUAL RANKING ON THE QUESTIONS, AND A SPACE TO EITHER CONFIRM OR CHANGE THEIR TOP FIVE RANK WAS CREATED AND EMAILED TO EACH PARTICIPANT. ROUND THREE WAS OPEN FROM MAY 20 UNTIL MAY 28, 2021. THE STEERING COMMITTEE WAS MADE UP OF THE FOLLOWING ORGANIZATIONS AND REPRESENT THE FOLLOWING TARGET POPULATIONS: * COLORADO STATE UNIVERSITY, SERVING THE BROADER COMMUNITY * PUEBLO WEST METRO DISTRICT, SERVING THE BROADER COMMUNITY * CROSSROADS' TURNING POINTS, INC., SERVING THE BROADER COMMUNITY * PUEBLO BOARD OF HEALTH, SERVING THE BROADER COMMUNITY * HEALTH COLORADO, SERVING THE MEDICAID COMMUNITY * NEIGHBORHOOD REPRESENTATIVE/ ADVOCATE, SERVING THE VULNERABLE AND UNDERREPRESENTED COMMUNITY * SENIOR RESOURCE DEVELOPMENT AGENCY, SERVING THE SENIOR COMMUNITY * PUEBLO COMMUNITY HEALTH CENTER, SERVING THE VULNERABLE AND MEDICALLY UNDERSERVED COMMUNITY * UNITED WAY OF PUEBLO COUNTY, SERVING THE BROADER COMMUNITY * PARKVIEW HEALTH SYSTEM, SERVING THE BROADER COMMUNITY * HEALTH SOLUTIONS, SERVING THOSE NEEDING BEHAVIORAL HEALTH SERVICES * PUEBLO DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT, SERVING THE BROADER COMMUNITY

Schedule H, Part V, Section B, Line 5 Facility A, 6
Facility A, 6 - ST. THOMAS MORE HOSPITAL. IN ORDER TO ASSESS THE NEEDS OF OUR COMMUNITY, WE CREATED A HOSPITAL SUBCOMMITTEE MADE UP OF KEY STAKEHOLDERS AND INDIVIDUALS WHO REPRESENTED THE BROADER INTERESTS OF OUR COMMUNITY. PUBLIC HEALTH REPRESENTATIVES ATTENDED EVERY MEETING AND PROVIDED INPUT INTO THE PROCESS OF NARROWING THE SELECTION OF HEALTH ISSUES. ONCE HEALTH NEEDS WERE PRIORITIZED, WE DETERMINED GROUPS AND INDIVIDUALS APPROPRIATE FOR FOCUS GROUPS, BEING SURE TO SOLICIT INPUT FROM UNDERSERVED OR MINORITY GROUPS WITHIN THE COMMUNITIES WE SERVE. THESE FOCUS GROUPS HELPED IDENTIFY PARTICULARLY IMPORTANT NEEDS AS SEEN BY OUR COMMUNITIES, HELP US IDENTIFY GAPS IN KNOWLEDGE, AND UNDERSTAND CURRENT EXTERNAL EFFORTS AROUND HEALTH NEEDS THAT COULD BE IMPROVED BY HEALTHCARE PARTICIPATION. ST. THOMAS MORE HOSPITAL PARTNERED WITH THE FREMONT COUNTY DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT TO DEVELOP THE CHNA. WE LEVERAGE QUALITATIVE AND QUANTITATIVE SOURCES TO DEVELOP THE CHNA, INCLUDING THE COLLECTION OF DATA FROM THE COLORADO DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT REGARDING CURRENT INDICATORS OF HEALTH FOR FREMONT COUNTY RESIDENTS AND SURVEYS OF RESIDENTS AND COMMUNITY LEADERS REGARDING THE TOP HEALTH CONCERNS FOR THE COUNTY. IN ADDITION TO OUR COLLABORATION WITH THE FREMONT COUNTY DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT, ST. THOMAS MORE HOSPITAL ALSO PARTNERED WITH THE COLORADO HEALTH INSTITUTE TO CONVENE SUBJECT MATTER EXPERTS FROM COMMUNITY-BASED ORGANIZATIONS FOCUSED ON SPECIFIC HEALTH INDICATORS AND THEIR SOCIAL DETERMINANTS OF HEALTH DOMAINS. FREMONT COUNTY DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT AND ST. THOMAS MORE HOSPITAL CONVENED A CHNA SUBCOMMITTEE WHICH MET FROM MARCH THROUGH NOVEMBER 2022 VIA ZOOM AND IN PERSON MEETINGS. THE STEERING COMMITTEE WAS MADE UP OF THE FOLLOWING ORGANIZATIONS AND REPRESENT THE FOLLOWING TARGET POPULATIONS: * ST. THOMAS MORE HOSPITAL, SERVING THE BROADER COMMUNITY * FREMONT COUNTY DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT, SERVING THE BROADER COMMUNITY * FREMONT COUNTY EMERGENCY MANAGEMENT, SERVING THE BROADER COMMUNITY * CANON CITY SCHOOLS, SERVING THE BROADER COMMUNITY * CANON CITY SCHOOLS - RE-1, SERVING THE BROADER COMMUNITY * CITY OF CANON CITY, CHIEF OF POLICE, SERVING THE BROADER COMMUNITY * DEPARTMENT OF HUMAN SERVICES, FREMONT COUNTY, SERVING THE BROADER COMMUNITY * FLORENCE FIRE PROTECTION DISTRICT, SERVING THE BROADER COMMUNITY * HEALTH COLORADO, INC., SERVING THE MEDICAID COMMUNITY * HILDEBRAND CAMPUS OF CARE, SERVING THE VULNERABLE AND UNDERREPRESENTED COMMUNITY * LEAVES AND FISHES MINISTRIES, SERVING THE VULNERABLE AND UNDERREPRESENTED COMMUNITY * ROCKY MOUNTAIN BEHAVIORAL HEALTH, SERVING THOSE SEEKING BEHAVIORAL HEALTH SERVICES

Schedule H, Part V, Section B, Line 6a Facility A, 1
Facility A, 1 - Penrose Hospital and St Francis Medical Center. Penrose Hospital and St Francis Medical Center conducted a joint CHNA.

Schedule H, Part V, Section B, Line 6a Facility A, 2
Facility A, 2 - St Anthony Hospital and OrthoColorado Hospital. St Anthony Hospital and OrthoColorado Hospital conducted a joint CHNA.

Schedule H, Part V, Section B, Line 6b Facility A, 1
Facility A, 1 - Penrose Hospital and St. Francis Medical Center. El Paso County Public Health (EPCPH)

Schedule H, Part V, Section B, Line 11 Facility A, 1
Facility A, 1 - PENROSE HOSPITAL. PENROSE-ST FRANCIS AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE NEEDS WERE BEHAVIORAL HEALTH, ACCESS TO HEALTHY AND AFFORDABLE FOOD, AND ACCESS TO CARE. FOR BEHAVIORAL HEALTH, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: INCREASING ACCESS TO BEHAVIORAL HEALTH SERVICES AND PROVIDERS; DEVELOPING SCREENING TOOL AND MECHANISM FOR IDENTIFYING DEPRESSION IN POSTPARTUM WOMEN; AND, STRENGTHENING AND EXPANDING COMMUNITY PARTNERSHIPS TO PROVIDE CARE FOR THOSE PRESENTING WITH BEHAVIORAL HEALTH DIAGNOSES. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: *CONTINUED FUNDING FOR FORGE EVOLUTION'S STAFF TO BECOME RED CROSS INSTRUCTORS TO TRAIN AT-RISK YOUTH IN FIRST AID/CPR/AED AND BABYSITTING. * EXPANDING OUR REACH BY FUNDING FOR THE SECOND YEAR THE KINGDOM BUILDERS' PROJECT RIGHT DIRECTION WHERE YOUTH LEARN LIFE SKILLS TO ADVANCE THEIR COMPETENCY IN MAKING INFORMED DECISIONS, CRITICALLY THINKING, COMMUNICATING EFFECTIVELY, BUILDING HEALTHY RELATIONSHIPS AND MANAGING THEIR LIVES AND AN OPPORTUNITY TO BE TRAINED AS A PEER MENTOR. * SUPPORTING SOLID ROCK'S SOUTHEAST CIVIC AMBASSADOR PROGRAM WHICH PROVIDES COMMUNITY SERVICE, MENTORSHIP AND CONNECTIONS WITH ELECTED OFFICIALS, BUSINESS OWNERS, NON-PROFIT AND COMMUNITY LEADERS TO EMPOWER YOUTH AS FUTURE ADVOCATES. * SUBSIDIZING DEERFIELD HILL'S COMMUNITY CENTER STAFF HOURS TO PROVIDE AFTER-SCHOOL PROGRAMMING, FIELD TRIPS AND CAMPS DURING SCHOOL BREAKS FOR YOUTH FROM HARRISON SCHOOL DISTRICT 2. FOR OUR SECOND CHNA PRIORITY, ACCESS TO HEALTHY AND AFFORDABLE FOODS, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT *PROVIDED $18K IN CASH AND IN-KIND CONTRIBUTIONS FOR FOOD SECURITY FOR SENIORS. FOR OUR THIRD CHNA PRIORITY, ACCESS TO CARE, ONE GOAL WAS ADVANCED: INCREASE THE NUMBER OF PRIMARY CARE PROVIDERS. FOR THIS GOAL, WE ACHIEVED THE FOLLOWING: * SYSTEMWIDE INITIATIVE TO INCREASE ACCESS TO PRIMARY CARE PROVIDERS BY HIRING 300 MORE IN THE NEXT 12 MONTHS * CENTURA'S DIGITAL TEAM IS IMPROVING THE ABILITY FOR PATIENTS TO ACCESS CARE AND SERVICES WITH ONLINE SCHEDULING AND IMPROVED PORTAL CAPABILITIES. ALL THREE PRIORITIZED NEEDS WERE ADDRESSED BY PENROSE-ST. FRANCIS AND PROVIDED BENEFITS RELATED TO IMPROVING THE HEALTH OF OUR COMMUNITY THROUGH MULTIPLE PROGRAMS. INCLUDING, PROVIDING FAMILIES WITH ROOM NIGHTS AND SERVICES EQUATING TO $300K AT THE JOHN ZAYN GUEST HOUSE FOR PATIENT'S FAMILIES REGARDLESS OF THE ABILITY TO PAY; DEDICATED OVER $400K IN THE AREAS OF NUTRITION SERVICES, WELLNESS ACTIVITIES, AND COMMUNITY OUTREACH. THE HOSPITAL ALSO INVESTED $15K IN COMMUNITY HEALTH IMPROVEMENT SERVICES AND COMMUNITY BENEFIT OPERATIONS, FOCUSED ON CANCER TREATMENT, MAINTENANCE AND EDUCATION. THIS INVESTMENT PROVIDED PATIENTS AND COMMUNITY MEMBERS INFORMATION ON CANCER TREATMENT AND COPING SKILLS. THE HOSPITAL INVESTED $39K IN PROVIDING TRANSPORTATION TO PATIENTS AND FAMILIES WITH NO OTHER MEANS OF GETTING HOME, INCLUDING PROVIDING TRANSPORTATION TO TREATMENT CENTERS

Schedule H, Part V, Section B, Line 11 Facility A, 2
Facility A, 2 - MERCY REGIONAL MEDICAL CENTER. MERCY REGIONAL MEDICAL CENTER (MRMC) AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH, SUBSTANCE USE DISORDER, HEALTHY LIVING: NUTRITION AND FOOD SECURITY, AND ADULT ORAL HEALTH. FOR OUR FIRST CHNA PRIORITY, BEHAVIORAL HEALTH, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: *REACH 80% OF SCHOOL-AGED YOUTH WITH SOCIAL COHESION/RESILIENCY STRATEGY. *INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS AND REDUCED STIGMA OF BEHAVIORAL HEALTH *INCREASE PEOPLE REPORTING ACCESS TO BEHAVIORAL HEALTH SERVICES FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: *CONTINUED TO COLLABORATE WITH THE PREVENTION GROUP CALLED SOUTHWEST COLORADO OPIOID OVERDOSE PREVENTION (SCOOP) AND IDENTIFIED THE FOLLOWING ACTIVITIES: * PREVENTION - MAXIMIZE EXISTING RESOURCES FOR PROVIDER EDUCATION ON OPIOID PRESCRIBING IN BOTH INPATIENT AND OUTPATIENT SETTINGS * TREATMENT - PLAN FINANCIALLY SUSTAINABLE, COMMUNITY-BASED TREATMENT OPTIONS FOR LA PLATA COUNTY * WORKFORCE - PLAN A STRATEGY FOR OUD/SDU PROVIDER ORGANIZATIONS, COLLEGES/UNIVERSITIES, AND CLINICIANS IN LA PLATA COUNTY TO ACT IN A COORDINATED FASHION TO ADDRESS WORKFORCE SHORTAGES * RECOVERY - ASSESS RECOVERY INFRASTRUCTURE IN LA PLATA COUNTY, IN PARTNERSHIP WITH THE CONSORTIUM AND YOUNG PEOPLE IN RECOVERY. FOR OUR SECOND CHNA PRIORITY, ONE GOALS WAS UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: IDENTIFYING AND SCREENING PATIENTS FOR SUBSTANCE ABUSE AND CONNECTING THEM TO APPROPRIATE TREATMENT. FOR THIS GOAL, WE ACHIEVED THE FOLLOWING: THE HOSPITAL SCALED AN ALTERNATIVES TO OPIOIDS (ALTO) PROGRAM WHICH ALIGNED WITH THE STATE. FOR OUR THIRD CHNA PRIORITY, HEALTHY LIVING: NUTRITION AND FOOD SECURITY, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT ALL FOUR PRIORITIZED NEEDS WERE ADDRESSED BY MERCY REGIONAL MEDICAL CENTER AND PROVIDED BENEFITS RELATED TO IMPROVING THE HEALTH OF OUR COMMUNITY THROUGH MULTIPLE PROGRAMS. INCLUDING SUPPORTING A SAFETY NET CLINIC IN THE AMOUNT OF $300K. SILVERTON COMMUNITY HEALTH CLINIC SERVES AT RISK POPULATIONS THAT OTHERWISE WOULDN'T OBTAIN TIMELY TREATMENT. FURTHERMORE, MERCY WAS AWARDED A FOOD PRESCRIPTION MODEL GRANT TO PROMOTE HEALTHY FOOD OPTIONS AND SUPPORT THE LOCAL ECONOMY. MERCY ALSO INVESTED $96K ON SUBSIDIZED HEALTH SERVICES SUCH AS THE SEXUAL ASSAULT NURSE EXAMINER (SANE) PROGRAM. SANE RN'S HAVE BEEN SPECIALLY EDUCATED TO PROVIDE COMPREHENSIVE CARE TO SURVIVORS OF SEXUAL ASSAULT IN A SENSITIVE, COMPASSIONATE, RESPECTFUL MANNER. BECAUSE OF THEIR EXPERTISE, THEY OFTEN ARE ASKED TO SERVE AS EXPERT WITNESSES IN COURT.

Schedule H, Part V, Section B, Line 11 Facility A, 3
Facility A, 3 - ST. MARY-CORWIN MEDICAL CENTER. ST. MARY-CORWIN MEDICAL CENTER (SMC) AND COMMUNITY STAKEHOLDERS IDENTIFIED TWO SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH AND FOOD SECURITY. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE PROGRESS OF ADDRESS THE NEED. FOR OUR FIRST CHNA PRIORITY, BEHAVIORAL HEALTH, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: *REACH 80% OF SCHOOL-AGED YOUTH WITH SOCIAL COHESION/RESILIENCY STRATEGY *INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS AND REDUCED STIGMA OF BEHAVIORAL HEALTH *INCREASE PEOPLE REPORTING ACCESS TO BEHAVIORAL HEALTH SERVICES FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: *IMPLEMENTED A PRENATAL DEPRESSION SCREENING PROGRAM *IMPLEMENTED THE HEALTHYSTEPS PROGRAM FOR OUR FAMILIES. *DEVELOPED A SYSTEM STRATEGY TO ADDRESS MENTAL HEALTH TECH RECRUITMENT AND TRAINING. FOR OUR SECOND CHNA PRIORITY, HEALTHY LIVING: NUTRITION AND FOOD SECURITY, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT ALL PRIORITIZED NEEDS WERE ADDRESSED BY ST. MARY CORWIN AND PROVIDED BENEFITS RELATED TO IMPROVING THE HEALTH OF OUR COMMUNITY THROUGH MULTIPLE PROGRAMS. THE HOSPITAL ALSO INVESTED $24K IN PROVIDING INFORMATION TO PATIENTS REGARDING RECOVERY, SELF CARE, AND NUTRITION. THE HOSPITAL INVESTED $76K IN COVID-19 MESSAGING CAMPAIGN, WITH A FOCUS ON PREVENTION, VACCINATION, AND TREATMENT. THE HOSPITAL INVESTED $34K IN EXTENDING THE KNOWLEDGE AND EXPERTISE OF EMERGENCY DEPARTMENT PROFESSIONALS INTO RURAL COMMUNITIES THROUGH EMS OUTREACH SERVICES.

Schedule H, Part V, Section B, Line 11 Facility A, 4
Facility A, 4 - ST. FRANCIS MEDICAL CENTER. PENROSE-ST FRANCIS AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE NEEDS WERE BEHAVIORAL HEALTH, ACCESS TO HEALTHY AND AFFORDABLE FOOD, AND ACCESS TO CARE. FOR BEHAVIORAL HEALTH, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: INCREASING ACCESS TO BEHAVIORAL HEALTH SERVICES AND PROVIDERS; DEVELOPING SCREENING TOOL AND MECHANISM FOR IDENTIFYING DEPRESSION IN POSTPARTUM WOMEN; AND, STRENGTHENING AND EXPANDING COMMUNITY PARTNERSHIPS TO PROVIDE CARE FOR THOSE PRESENTING WITH BEHAVIORAL HEALTH DIAGNOSES. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: *CONTINUED FUNDING FOR FORGE EVOLUTION'S STAFF TO BECOME RED CROSS INSTRUCTORS TO TRAIN AT-RISK YOUTH IN FIRST AID/CPR/AED AND BABYSITTING. * EXPANDING OUR REACH BY FUNDING FOR THE SECOND YEAR THE KINGDOM BUILDERS' PROJECT RIGHT DIRECTION WHERE YOUTH LEARN LIFE SKILLS TO ADVANCE THEIR COMPETENCY IN MAKING INFORMED DECISIONS, CRITICALLY THINKING, COMMUNICATING EFFECTIVELY, BUILDING HEALTHY RELATIONSHIPS AND MANAGING THEIR LIVES AND AN OPPORTUNITY TO BE TRAINED AS A PEER MENTOR. ACADEMY AND A CAREER PATH WITH CENTURA. * SUPPORTING SOLID ROCK'S SOUTHEAST CIVIC AMBASSADOR PROGRAM WHICH PROVIDES COMMUNITY SERVICE, MENTORSHIP AND CONNECTIONS WITH ELECTED OFFICIALS, BUSINESS OWNERS, NON-PROFIT AND COMMUNITY LEADERS TO EMPOWER YOUTH AS FUTURE ADVOCATES. * SUBSIDIZING DEERFIELD HILL'S COMMUNITY CENTER STAFF HOURS TO PROVIDE AFTER-SCHOOL PROGRAMMING, FIELD TRIPS AND CAMPS DURING SCHOOL BREAKS FOR YOUTH FROM HARRISON SCHOOL DISTRICT 2. FOR OUR SECOND CHNA PRIORITY, ACCESS TO HEALTHY AND AFFORDABLE FOODS, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT *PROVIDED $18K IN CASH AND IN-KIND CONTRIBUTIONS FOR FOOD SECURITY FOR SENIORS. FOR OUR THIRD CHNA PRIORITY, ACCESS TO CARE, ONE GOAL WAS ADVANCED: INCREASE THE NUMBER OF PRIMARY CARE PROVIDERS. FOR THIS GOAL, WE ACHIEVED THE FOLLOWING: * SYSTEMWIDE INITIATIVE TO INCREASE ACCESS TO PRIMARY CARE PROVIDERS BY HIRING 300 MORE IN THE NEXT 12 MONTHS * CENTURA'S DIGITAL TEAM IS IMPROVING THE ABILITY FOR PATIENTS TO ACCESS CARE AND SERVICES WITH ONLINE SCHEDULING AND IMPROVED PORTAL CAPABILITIES. ALL THREE PRIORITIZED NEEDS WERE ADDRESSED BY PENROSE-ST. FRANCIS AND PROVIDED BENEFITS RELATED TO IMPROVING THE HEALTH OF OUR COMMUNITY THROUGH MULTIPLE PROGRAMS. INCLUDING, PROVIDING FAMILIES WITH ROOM NIGHTS AND SERVICES EQUATING TO $300K AT THE JOHN ZAYN GUEST HOUSE FOR PATIENT'S FAMILIES REGARDLESS OF THE ABILITY TO PAY; DEDICATED OVER $400K IN THE AREAS OF NUTRITION SERVICES, WELLNESS ACTIVITIES, AND COMMUNITY OUTREACH. THE HOSPITAL ALSO INVESTED $15K IN COMMUNITY HEALTH IMPROVEMENT SERVICES AND COMMUNITY BENEFIT OPERATIONS, FOCUSED ON CANCER TREATMENT, MAINTENANCE AND EDUCATION. THIS INVESTMENT PROVIDED PATIENTS AND COMMUNITY MEMBERS INFORMATION ON CANCER TREATMENT AND COPING SKILLS. THE HOSPITAL INVESTED $39K IN PROVIDING TRANSPORTATION TO PATIENTS AND FAMILIES WITH NO OTHER MEANS OF GETTING HOME, INCLUDING PROVIDING TRANSPORTATION TO TREATMENT CENTERS.

Schedule H, Part V, Section B, Line 11 Facility A, 5
Facility A, 5 - ST. ANTHONY SUMMIT MEDICAL CENTER. ST. ANTHONY SUMMIT MEDICAL CENTER (SUM) AND COMMUNITY STAKEHOLDERS IDENTIFIED TWO SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH AND INTENTIONAL INJURY PREVENTION. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE THE PROGRESS OF ADDRESSING THE NEED. BEHAVIORAL HEALTH: THREE OF THE GOALS WERE TO INCREASE PEOPLE WHO ARE ABLE TO IDENTIFY, UNDERSTAND AND RESPOND TO THOSE IN MENTAL HEALTH AND SUBSTANCE ABUSE CRISIS THROUGH TRAINING ABOUT IDENTIFICATION AND RESOURCES THROUGH MENTAL HEALTH FIRST AID (MHFA) AND OTHER RESOURCES; INCREASE THE PERCENT OF PEOPLE SCREENED FOR SUBSTANCE ABUSE AND MENTAL HEALTH ISSUES IN HEALTHCARE AND OTHER RELATED COMMUNITY SETTINGS; AND TO INCREASE THE NUMBER OF APPROPRIATE REFERRALS TO AVAILABLE RESOURCES WITHIN THE COMMUNITY. ST. ANTHONY SUMMIT MEDICAL CENTER AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH, SUBSTANCE USE, AND FOOD SECURITY AND HEALTH EQUITY. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE THE PROGRESS OF ADDRESSING THE NEED. FOR OUR FIRST CHNA PRIORITY, MENTAL HEALTH, THREE GOALS WERE ADVANCED: REACH 80% OF SCHOOL-AGED YOUTH WITH SOCIAL COHESION/RESILIENCY STRATEGY; INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS AND REDUCED STIGMA OF BEHAVIORAL HEALTH; AND, INCREASE PEOPLE REPORTING ACCESS TO BEHAVIORAL HEALTH SERVICES. FOR THESE GOALS WE ACHIEVED THE FOLLOWING: *PARTNERED WITH BUILDING HOPE SUMMIT COUNTY FOR ALL YOUTH STIGMA RELATED ACTIVITIES. INCLUDING, SOCIAL EMOTIONAL CURRICULUM, SECOND STEP K-8 * WE'RE A PARTNER FOR BUILDING HOPE SUMMIT COUNTY - A COMMUNITY-WIDE INITIATIVE DESIGNED TO CREATE A MORE COORDINATED, EFFECTIVE AND RESPONSIVE MENTAL HEALTH SYSTEM THAT PROMOTES EMOTIONAL HEALTH, REDUCES STIGMA AND IMPROVES ACCESS TO CARE AND SUPPORT. *CONDUCTED FIVE TRAININGS ON CONSENT, SEXTING AND HEALTH DATING RELATIONSHIPS * JOINT PARTNERSHIP TRAINING WITH SUMMIT ADVOCATES, INCLUDING A SPANISH BILINGUAL VOLUNTEER. * CONTRACTED WITH UNITEDWAY 2-1-1 TO PROVIDE STATE-WIDE BEHAVIORAL HEALTH RESOURCES AS PART OF OUR SOCIAL DETERMINANTS OF HEALTH STRATEGY FOR OUR SECOND CHNA GOAL, SUBSTANCE USE, WE ADVANCED TWO GOALS: REDUCE OPIOID PRESCRIPTION, MISUSE AND ABUSE; AND, INCREASE COMMUNITY AWARENESS AND EDUCATION REGARDING OPIOID CRISIS, SAFE USE, SAFE STORAGE AND OVERDOSE. FOR THIS GOAL, WE ACHIEVED THE FOLLOWING: * IMPLEMENTED SCREENING, BRIEF INTERVENTION, AND REFERRAL TO TREATMENT (SBIRT). SBIRT IS AN APPROACH TO THE DELIVERY OF EARLY INTERVENTION AND TREATMENT TO PEOPLE WITH SUBSTANCE USE DISORDERS AND THOSE AT RISK OF DEVELOPING THESE DISORDERS. * SCALED ALTERNATIVE TO OPIOIDS (ALTOS). THE ALTO PROGRAM USES TARGETED NON-OPIOID MEDICATIONS, TRIGGER POINT INJECTIONS, NITROUS OXIDE, AND ULTRASOUND GUIDED NERVE BLOCKS TO TAILOR PATIENTS' PAIN MANAGEMENT NEEDS AND AVOID OPIOIDS WHENEVER POSSIBLE. * SCALED ZERO SUICIDE. THE FOUNDATIONAL BELIEF OF ZERO SUICIDE IS THAT SUICIDE DEATHS FOR INDIVIDUALS UNDER THE CARE OF HEALTH AND BEHAVIORAL HEALTH SYSTEMS ARE PREVENTABLE. FOR SYSTEMS DEDICATED TO IMPROVING PATIENT SAFETY, ZERO SUICIDE PRESENTS AN ASPIRATIONAL CHALLENGE AND PRACTICAL FRAMEWORK FOR SYSTEM-WIDE TRANSFORMATION TOWARD SAFER SUICIDE CARE. WE PARTNERED WITH ROCKY MOUNTAIN CRISIS PARTNERS (RMCP) TO REFER PATIENTS TO APPROPRIATE INTERVENTIONS. FOR OUR THIRD CHNA PRIORITY, FOOD SECURITY, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT THE HOSPITAL ALSO INVESTED $96K IN PROVIDING FIRST AID SERVICES TO THE BRECKENRIDGE COMMUNITY THE HOSPITAL INVESTED $13K TO THE THINK FIRST INJURY PROGRAM, WHICH FOCUSED ON EDUCATION, OUTREACH AND GENERAL PROGRAMMING. THE HOSPITAL INVESTED $152K IN COMMUNITY BASED ORGANIZATIONS THAT ADVANCE THE REGION'S IMPLEMENTATION STRATEGIES. THE HOSPITAL INVESTED $268K ON CLINICAL EXAMINATION AND FORENSIC EVIDENCE COLLECTION FOR VICTIMS OF SEXUAL ASSAULT. THE SEXUAL ASSAULT NURSE EXAMINER (SANE) PROGRAM. SANE RN'S HAVE BEEN SPECIALLY EDUCATED TO PROVIDE COMPREHENSIVE CARE TO SURVIVORS OF SEXUAL ASSAULT IN A SENSITIVE, COMPASSIONATE, RESPECTFUL MANNER. BECAUSE OF THEIR EXPERTISE, THEY OFTEN ARE ASKED TO SERVE AS EXPERT WITNESSES IN COURT.

Schedule H, Part V, Section B, Line 11 Facility A, 6
Facility A, 6 - ST. THOMAS MORE HOSPITAL. ST. THOMAS MORE (STM) AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH, ACCESS TO HEALTHY AFFORDABLE FOOD, AND LUNG DISEASE. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE PROGRESS OF ADDRESS THE NEED. FOR OUR FIRST CHNA PRIORITY, BEHAVIORAL HEALTH, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: * REACH 80% OF SCHOOL-AGED YOUTH WITH SOCIAL COHESION/RESILIENCY STRATEGY. * INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS AND REDUCED STIGMA OF BEHAVIORAL HEALTH * INCREASE PEOPLE REPORTING ACCESS TO BEHAVIORAL HEALTH SERVICES FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: *IMPLEMENTED MALTREATMENT PREVENTION INTERVENTIONS SERVICES IN OUR PEDIATRIC CLINIC IN PARTNERSHIP WITH COLORADO'S HEALTHYSTEPS * BY WORKING COLLABORATIVELY WITH THE PRIMARY CARE, EARLY CHILDHOOD AND COMMUNITY AGENCIES WHO SERVE CHILDREN AND FAMILIES, WE'RE OPENING PATHWAYS FOR EARLY IDENTIFICATION AND SUPPORT AND GIVING ALL COLORADO CHILDREN AN EQUAL OPPORTUNITY TO THRIVE. * LED SCHOOL MENTAL HEALTH COMMUNITY OF PRACTICE-VIRTUAL FORUM FOR SCHOOL ADMINISTRATORS AND TEACHERS TO LEARN ABOUT MENTAL HEALTH TRAINING, INCLUDING SUPPORT * SCALED A YOUTH RESILIENCY AND MENTAL HEALTH SUPPORT PROGRAM WITH VARIOUS COMMUNITY PARTNERS. FOCUSED ON TEAM-BUILDING, LIFE-SKILLS TRAINING AND APPRENTICESHIPS -ALL WITH THE AIM TO INCREASE PROTECTIVE FACTORS AND STRENGTHEN YOUTH RESILIENCY * ADVANCED GRASSROOTS EFFORTS WITH LATINX AND BLACK COMMUNITIES TO REDUCE STIGMA ASSOCIATED WITH SEEKING BEHAVIORAL HEALTH SERVICES FOR OUR SECOND CHNA PRIORITY, FOOD SECURITY, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: DECREASING NUMBER OF FOOD DESERTS BY 20%; DECREASING NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; INCREASING USE OF LOCALLY-SOURCED, HEALTHY AFFORDABLE FOODS WITHIN CENTURA HEALTH BY 50%. FOR THESE GOALS, WE ACHIEVED THE FOLLOWING: * COALITION MEMBERSHIP WITH BLUEPRINT TO END HUNGER CO- POLICY ADVOCACY PROJECT TO ENABLE LOCAL BUSINESS TO ACCEPT SNAP/WIC BENEFITS * IMPLEMENTED A COMMUNITY HEALTH WORKER MODEL - COMMUNITY FOOD ADVOCATE OUTREACH TO ENCOURAGE BOTH CONSUMERS AND RETAILERS TO PARTICIPATE IN DUFB PROGRAM * SPONSORED CSA BOXES AT SEVERAL HOSPITAL AND CLINIC LOCATIONS. SUBSIDIZED FOR LOW-INCOME PATIENTS. * SNAP ENROLLMENT THROUGH CLINIC COMMUNITY HEALTH ADVOCATE IN PARTNERSHIP WITH COLORADO'S LEADING ANTI-HUNGER ORGANIZATION * COMMITMENT TO SOURCING LOCAL FOODS FOR HOSPITAL USE BY PARTICIPATING IN DENVER'S ANCHOR INSTITUTION PROJECT FOR OUR THIRD CHNA PRIORITY, LUNG DISEASE PREVENTION, THREE GOALS WERE UTILIZED AND THEN IMPLEMENTED TO USE EVIDENCE-BASED PRACTICE APPROACHES, INCLUDING: WORKING WITH COMMUNITY PARTNERS TO PROMOTE TOBACCO CESSATION EFFORTS. COLLABORATE WITH YOUTH SERVING AGENCIES/ORGANIZATIONS TO INCREASE PROTECTIVE FACTORS TO DISCOURAGE TOBACCO USE AMONG YOUTH AND DECREASE USE AMONG YOUTH. AND COLLABORATE WITH AGENCIES THAT WORK WITH PREGNANT WOMEN TO DECREASE TOBACCO USE DURING PREGNANCY AND POSTPARTUM. FOR THESE GOALS WE ACHIEVED THE FOLLOWING: * COLLABORATED WITH FREMONT COUNTY DEPARTMENT OF PUBLIC HEALTH AND ENVIRONMENT ON TOBACCO CESSATION EFFORTS. ESTABLISHED A REFERRAL PATHWAY FROM OUR PRIMARY CARE AND PEDIATRIC CLINICS TO THE HEALTH DEPARTMENT TO ENSURE THAT FAMILIES HAVE ACCESS TO SMOKING CESSATION PROGRAMS. ALL THREE PRIORITIZED NEEDS WERE ADDRESSED BY ST. THOMAS MORE AND PROVIDED BENEFITS RELATED TO IMPROVING THE HEALTH OF OUR COMMUNITY THROUGH MULTIPLE PROGRAMS. THE HOSPITAL INVESTED $76K ON COVID-19 MESSAGING, FOCUSED ON PREVENTION, VACCINATION AND TREATMENT.

Schedule H, Part V, Section B, Line 11 Facility A, 7
Facility A, 7 - ORTHOCOLORADO HOSPITAL. DUE TO THE CLOSE PROXIMITY OF ORTHOCOLORADO HOSPITAL TO ST ANTHONY HOSPITAL (SAH), BOTH HOSPITALS COMBINED THEIR RESOURCES AND WORKED TOGETHER AND COMMUNITY STAKEHOLDERS WHO IDENTIFIED FOUR SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE PROGRESS OF ADDRESS THE NEED. SPECIFICALLY, THE GOALS FOR BEHAVIORAL HEALTH WERE TO REACH 80% OF SCHOOL-AGE YOUTH WITH A BEHAVIORAL HEALTH STRATEGY; INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS OF BH AND REDUCED STIGMA ASSOCIATED WITH BH; AND INCREASE PEOPLE REPORTING ACCESS TO BH SERVICES BY 40%. SAH HAS IMPLEMENTED ZERO SUICIDE FRAMEWORK WITHIN ITS HOSPITAL TO INCREASE SCREENING AND REFERRAL PROCESSES, INCLUDING TRAINING FOR ALL STAFF. THE ALTERNATIVES TO OPIOIDS PROGRAM IS RUNNING IN OUR HOSPITAL TO PROVIDE ALTERNATIVES TO OPIOID USE AND POTENTIAL ADDICTION. TO REDUCE MENTAL HEALTH STIGMA, THE LET'S TALK CAMPAIGN HAD 2.5 MILLION IMPRESSIONS AND PARTNERSHIPS HAVE BEEN ESTABLISHED WITH LATINX AND BLACK COMMUNITY AMBASSADORS TO CONDUCT OUTREACH AMONG THEIR COMMUNITIES. ADDITIONALLY, A BASELINE ASSESSMENT WAS DONE IN OUR LOCAL SCHOOL DISTRICT, AND PROGRAMMING HAS BEEN IMPLEMENTED TO REACH 5,875 STUDENTS PREVIOUSLY NOT REACHED. ACCESS TO SAFE AND STABLE HOUSING GOALS WERE TO INCREASE ACCESS TO SAFE AND STABLE HOUSING AND SHELTER WITHIN THE COMMUNITY; AND TO INCREASE BY 60% THE NUMBER OF COMMUNITY MEMBERS WHO ARE IDENTIFIED FOR HOUSING INSECURITY AND REFERRED TO RESOURCES IN THE COMMUNITY. SAH HAS PARTICIPATED ON LOCAL HOUSING AND HOMELESS COALITIONS AND IS IN THE PROCESS OF IMPLEMENTING A HOUSING STABILITY ASSESSMENT QUESTION INTO OUR EHR TO REFER PATIENTS TO AVAILABLE RESOURCES. ACCESS TO HEALTHY AFFORDABLE FOOD GOALS WERE TO INCREASE BY 20% THE NUMBER OF PRODUCE SITES THAT ACCESS SNAP AND WIC; INCREASE THE NUMBER OF LOCATIONS TO SELL HEALTHY AFFORDABLE FOOD BY 20%; INCREASE NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; AND TO INCREASE LOCAL SOURCING OF PRODUCE BY 50%. SAH HAS PARTNERED WITH ORGANIZATIONS TO PROVIDE TECHNICAL ASSISTANCE AND FUNDING TO BUSINESSES TO ACCEPT SNAP AND WIC. ADDITIONALLY, WE HAVE PARTNERED TO WORK WITH RETAILERS TO OFFER DOUBLE UP FOOD BUCKS FOR PRODUCE PURCHASE. IN PARTNERSHIP WITH A LOCAL ORGANIZATION, SNAP OUTREACH WAS DONE IN MULTIPLE LANGUAGES. INJURY PREVENTION GOALS WERE DESIGNED TO ALIGN WITH OUR BEHAVIORAL HEALTH GOALS. OUR TEAM WAS ACTIVELY INVOLVED IN LOCAL COALITIONS TO INFORM OUR BEHAVIORAL HEALTH WORK AND TO REDUCE INJURIES ASSOCIATED WITH VIOLENCE AND SUBSTANCE USE. THE HOSPITAL ALSO ADVANCED THE FOLLOWING ACTIVITIES: EMS COURSES OFFERED TO THE COMMUNITY AND AGENCIES. EMS INVOLVEMENT WITH COMMUNITY REGULATORY AND OVERSIGHT BOARDS. PROVIDE STATEWIDE SUPPORT OF EMS AND TRAUMA REGULATORY SERVICES TO ASSIST COLORADO STATE AGENCIES. PROVIDE CONTENT EXPERTISE FOR EMS BOARDS AND COMMITTEES IN COLORADO. TRAINING OF HEALTH PROFESSIONALS IN SPECIAL SETTINGS, SUCH AS OCCUPATIONAL HEALTH OR OUTPATIENT FACILITIES. EDUCATIONAL PROGRAMS FOR PHYSICIANS TRAINING THAT IS REQUIRED BY STATE LAW, ACCREDITING BODY OR HEALTH PROFESSION SOCIETY. CONTINUING MEDICAL EDUCATION (CME) REQUIRED FOR MEDICAL CREDENTIALING OFFERED TO PHYSICIANS OUTSIDE OF THE MEDICAL STAFF ON SUBJECTS FOR WHICH THE ORGANIZATION HAS SPECIAL EXPERTISE. PROVIDING A CLINICAL SETTING FOR STUDENTS ENROLLED IN AN OUTSIDE ORGANIZATION. A CLINICAL SETTING FOR STUDENT TRAINING AND INTERNSHIPS FOR RADIOLOGY, IMAGING, EMT AND OTHER TECH HEALTH PROFESSIONALS - WHEN THERE IS NO WORK REQUIREMENT TIED TO TRAINING.

Schedule H, Part V, Section B, Line 11 Facility A, 8
Facility A, 8 - ST ANTHONY NORTH HOSPITAL. ST ANTHONY NORTH HOSPITAL (SAN) AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH, ACCESS TO HEALTHY AFFORDABLE FOODS, ACCESS TO SAFE AND STABLE HOUSING, AND INJURY PREVENTION. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE PROGRESS OF ADDRESS THE NEED. SPECIFICALLY, SAH'S GOALS FOR BEHAVIORAL HEALTH WERE TO REACH 80% OF SCHOOL-AGE YOUTH WITH A BEHAVIORAL HEALTH STRATEGY; INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS OF BH AND REDUCED STIGMA ASSOCIATED WITH BH; AND INCREASE PEOPLE REPORTING ACCESS TO BH SERVICES BY 40%. SAH HAS IMPLEMENTED ZERO SUICIDE FRAMEWORK WITHIN ITS HOSPITAL TO INCREASE SCREENING AND REFERRAL PROCESSES, INCLUDING TRAINING FOR ALL STAFF. THE ALTERNATIVES TO OPIOIDS PROGRAM IS RUNNING IN OUR HOSPITAL TO PROVIDE ALTERNATIVES TO OPIOID USE AND POTENTIAL ADDICTION. TO REDUCE MENTAL HEALTH STIGMA. ACCESS TO SAFE AND STABLE HOUSING GOALS WERE TO INCREASE ACCESS TO SAFE AND STABLE HOUSING AND SHELTER WITHIN THE COMMUNITY; AND TO INCREASE BY 60% THE NUMBER OF COMMUNITY MEMBERS WHO ARE IDENTIFIED FOR HOUSING INSECURITY AND REFERRED TO RESOURCES IN THE COMMUNITY. SAH HAS PARTICIPATED ON LOCAL HOUSING AND HOMELESS COALITIONS AND IS IN THE PROCESS OF IMPLEMENTING A HOUSING STABILITY ASSESSMENT QUESTION INTO OUR EHR TO REFER PATIENTS TO AVAILABLE RESOURCES. ACCESS TO HEALTHY AFFORDABLE FOOD GOALS WERE TO INCREASE BY 20% THE NUMBER OF PRODUCE SITES THAT ACCESS SNAP AND WIC; INCREASE THE NUMBER OF LOCATIONS TO SELL HEALTHY AFFORDABLE FOOD BY 20%; INCREASE NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; AND TO INCREASE LOCAL SOURCING OF PRODUCE BY 50%. SAH HAS PARTNERED WITH ORGANIZATIONS TO PROVIDE TECHNICAL ASSISTANCE AND FUNDING TO BUSINESSES TO ACCEPT SNAP AND WIC. ADDITIONALLY, WE HAVE PARTNERED TO WORK WITH RETAILERS TO OFFER DOUBLE UP FOOD BUCKS FOR PRODUCE PURCHASE. IN PARTNERSHIP WITH A LOCAL ORGANIZATION, SNAP OUTREACH WAS DONE IN MULTIPLE LANGUAGES THE HOSPITAL ALSO ADVANCED THE FOLLOWING ACTIVITIES: FAMILY PRACTICE RESIDENCY, PROVIDING 3 YEAR EDUCATIONAL PROGRAM TO TRAIN 28 PRIMARY CARE RESIDENTS TO PREPARE THE RESIDENTS FOR CERTIFICATION AS FAMILY PRACTITIONERS IN ADDITION THE PROGRAM ACCEPTS MEDICAL SCHOOL STUDENT ROTATIONS. THE CLINICAL SETTING EDUCATION IS NECESSARY FOR A DEGREE, CERTIFICATE, OR TRAINING THAT IS REQUIRED BY STATE LAW, ACCREDITING BODY OR HEALTH PROFESSION SOCIETY. TRAIN COMPETENT PHYSICIANS THAT WILL HOPEFULLY SET UP PRACTICE IN COLORADO AND PROVIDE CARE TO UNDERSERVED PATIENTS IN THE SURROUNDING AREAS. PROVIDING A CLINICAL SETTING FOR STUDENTS ENROLLED IN AN OUTSIDE ORGANIZATION/ A CLINICAL SETTING FOR STUDENT TRAINING AND INTERNSHIPS FOR DIETARY PROFESSIONALS, TECHNICIANS, PHYSICAL THERAPISTS, SOCIAL WORKERS, PHARMACISTS, AND OTHER HEALTH PROFESSIONALS - WHEN THERE IS NO WORK REQUIREMENT TIED TO TRAINING.

Schedule H, Part V, Section B, Line 11 Facility A, 9
Facility A, 9 - ST. ANTHONY HOSPITAL. ST ANTHONY HOSPITAL (SAH) AND COMMUNITY STAKEHOLDERS IDENTIFIED THREE SIGNIFICANT NEEDS IN THEIR COMMUNITY WHICH THEY PRIORITIZED AND FOCUSED ON. THE PRIORITIZED NEEDS WERE BEHAVIORAL HEALTH, ACCESS TO HEALTH AFFORDABLE FOODS, ACCESS TO SAFE AND STABLE HOUSING, AND INJURY PREVENTION. THE PROCESS FOLLOWED TO ADDRESS THE NEEDS, WAS TO CREATE SEVERAL GOALS FOR EACH NEED, AND THEN IMPLEMENTING SPECIFIC ACTIVITIES AND METRICS TO MEASURE PROGRESS OF ADDRESS THE NEED. SPECIFICALLY, SAH'S GOALS FOR BEHAVIORAL HEALTH WERE TO REACH 80% OF SCHOOL-AGE YOUTH WITH A BEHAVIORAL HEALTH STRATEGY; INCREASE CAPACITY OF OUR COMMUNITY TO SUPPORT BEHAVIORAL HEALTH NEEDS THROUGH INCREASED AWARENESS OF BH AND REDUCED STIGMA ASSOCIATED WITH BH; AND INCREASE PEOPLE REPORTING ACCESS TO BH SERVICES BY 40%. SAH HAS IMPLEMENTED ZERO SUICIDE FRAMEWORK WITHIN ITS HOSPITAL TO INCREASE SCREENING AND REFERRAL PROCESSES, INCLUDING TRAINING FOR ALL STAFF. THE ALTERNATIVES TO OPIOIDS PROGRAM IS RUNNING IN OUR HOSPITAL TO PROVIDE ALTERNATIVES TO OPIOID USE AND POTENTIAL ADDICTION. TO REDUCE MENTAL HEALTH STIGMA, THE LET'S TALK CAMPAIGN HAD 2.5 MILLION IMPRESSIONS AND PARTNERSHIPS HAVE BEEN ESTABLISHED WITH LATINX AND BLACK COMMUNITY AMBASSADORS TO CONDUCT OUTREACH AMONG THEIR COMMUNITIES. ADDITIONALLY, A BASELINE ASSESSMENT WAS DONE IN OUR LOCAL SCHOOL DISTRICT, AND PROGRAMMING HAS BEEN IMPLEMENTED TO REACH 5,875 STUDENTS PREVIOUSLY NOT REACHED. ACCESS TO SAFE AND STABLE HOUSING GOALS WERE TO INCREASE ACCESS TO SAFE AND STABLE HOUSING AND SHELTER WITHIN THE COMMUNITY; AND TO INCREASE BY 60% THE NUMBER OF COMMUNITY MEMBERS WHO ARE IDENTIFIED FOR HOUSING INSECURITY AND REFERRED TO RESOURCES IN THE COMMUNITY. SAH HAS PARTICIPATED ON LOCAL HOUSING AND HOMELESS COALITIONS AND IS IN THE PROCESS OF IMPLEMENTING A HOUSING STABILITY ASSESSMENT QUESTION INTO OUR EHR TO REFER PATIENTS TO AVAILABLE RESOURCES. ACCESS TO HEALTHY AFFORDABLE FOOD GOALS WERE TO INCREASE BY 20% THE NUMBER OF PRODUCE SITES THAT ACCESS SNAP AND WIC; INCREASE THE NUMBER OF LOCATIONS TO SELL HEALTHY AFFORDABLE FOOD BY 20%; INCREASE NUMBER OF COMMUNITY MEMBERS ELIGIBLE BUT NOT ENROLLED IN SNAP BY 60%; AND TO INCREASE LOCAL SOURCING OF PRODUCE BY 50%. SAH HAS PARTNERED WITH ORGANIZATIONS TO PROVIDE TECHNICAL ASSISTANCE AND FUNDING TO BUSINESSES TO ACCEPT SNAP AND WIC. ADDITIONALLY, WE HAVE PARTNERED TO WORK WITH RETAILERS TO OFFER DOUBLE UP FOOD BUCKS FOR PRODUCE PURCHASE. IN PARTNERSHIP WITH A LOCAL ORGANIZATION, SNAP OUTREACH WAS DONE IN MULTIPLE LANGUAGES. INJURY PREVENTION GOALS WERE DESIGNED TO ALIGN WITH OUR BEHAVIORAL HEALTH GOALS. OUR TEAM WAS ACTIVELY INVOLVED IN LOCAL COALITIONS TO INFORM OUR BEHAVIORAL HEALTH WORK AND TO REDUCE INJURIES ASSOCIATED WITH VIOLENCE AND SUBSTANCE USE THE HOSPITAL ALSO ADVANCED THE FOLLOWING ACTIVITIES: EMS COURSES OFFERED TO THE COMMUNITY AND AGENCIES. EMS INVOLVEMENT WITH COMMUNITY REGULATORY AND OVERSIGHT BOARDS. PROVIDE STATEWIDE SUPPORT OF EMS AND TRAUMA REGULATORY SERVICES TO ASSIST COLORADO STATE AGENCIES. PROVIDE CONTENT EXPERTISE FOR EMS BOARDS AND COMMITTEES IN COLORADO. TRAINING OF HEALTH PROFESSIONALS IN SPECIAL SETTINGS, SUCH AS OCCUPATIONAL HEALTH OR OUTPATIENT FACILITIES. EDUCATIONAL PROGRAMS FOR PHYSICIANS TRAINING THAT IS REQUIRED BY STATE LAW, ACCREDITING BODY OR HEALTH PROFESSION SOCIETY. CONTINUING MEDICAL EDUCATION (CME) REQUIRED FOR MEDICAL CREDENTIALING OFFERED TO PHYSICIANS OUTSIDE OF THE MEDICAL STAFF ON SUBJECTS FOR WHICH THE ORGANIZATION HAS SPECIAL EXPERTISE. PROVIDING A CLINICAL SETTING FOR STUDENTS ENROLLED IN AN OUTSIDE ORGANIZATION. A CLINICAL SETTING FOR STUDENT TRAINING AND INTERNSHIPS FOR RADIOLOGY, IMAGING, EMT AND OTHER TECH HEALTH PROFESSIONALS - WHEN THERE IS NO WORK REQUIREMENT TIED TO TRAINING.

Schedule H, Part VI, Line 4 COMMUNITY INFORMATION (CONTINUED)
ORTHOCOLORADO HOSPITAL TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 1,143,793: RACE AND ETHNICITY: THE POPULATION IS 85 % WHITE, 2% BLACK, 3% ASIAN, 1% NATIVE AMERICAN/ALASKAN NATIVE, 0.06% NATIVE HAWAIIAN/PACIFIC ISLANDER, 6% SOME OTHER RACE, AND 3% MULTIPLE RACES. ADDITIONALLY, 33.1% ARE HISPANIC OR LATINO. EDUCATION LEVEL: IN OUR COMMUNITIES, 49% OF THE POPULATION HAS AN ASSOCIATE'S DEGREE OR HIGHER. CO AVERAGE IS 45% UNEMPLOYMENT RATE: 4%, CO AVERAGE IS 4% POPULATION WITH LIMITED ENGLISH PROFICIENCY: 8%, CO AVERAGE IS 7% HIGH SCHOOL GRADUATION RATE: 68%, CO AVERAGE IS 78% POPULATION LIVING IN HOUSEHOLDS WITH INCOME BELOW 200% OF FEDERAL POVERTY LEVEL: 28.2%, CO AVERAGE IS 29.6%.

Schedule H, Part I, Line 6a Community benefit report prepared by related organization
Centura Health Corporation

Schedule H, Part I, Line 7g Subsidized Health Services
THERE ARE NO PHYSICIAN CLINICS INCLUDED IN SUBSIDIZED HEALTH SERVICES.

Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
A COST ACCOUNTING SYSTEM WAS NOT USED TO COMPUTE AMOUNTS IN THE TABLE; RATHER COSTS IN THE TABLE WERE COMPUTED USING THE ORGANIZATION'S COST-TO-CHARGE RATIO. THE COST-TO CHARGE RATIO COVERS ALL PATIENT SEGMENTS. THE COST-TO-CHARGE RATIO FOR THE YEAR ENDED 6/30/2022 WAS COMPUTED USING THE FOLLOWING FORMULA: OPERATING EXPENSE (BEFORE RESTRUCTURING, IMPAIRMENT AND OTHER LOSSES) DIVIDED BY GROSS PATIENT REVENUE.

Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
FOR FINANCIAL STATEMENT PURPOSES, CHI COLORADO HAS ADOPTED ACCOUNTING STANDARDS UPDATE NO. 2014-09 (TOPIC 606). IMPLICIT PRICE CONCESSIONS INCLUDES BAD DEBTS. THEREFORE, BAD DEBTS ARE INCLUDED IN NET PATIENT REVENUE IN ACCORDANCE WITH HEALTHCARE FINANCIAL MANAGEMENT ASSOCIATION STATEMENT NO. 15 AND BAD DEBT EXPENSE IS NOT SEPARATELY REPORTED AS AN EXPENSE.

Schedule H, Part III, Line 3 Bad Debt Expense Methodology
CATHOLIC HEALTH INITIATIVES COLORADO DOES NOT INCLUDE ANY PORTION OF BAD DEBT AS COMMUNITY BENEFIT.

Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
CATHOLIC HEALTH INITIATIVES COLORADO (CHIC) DOES NOT ISSUE SEPARATE COMPANY AUDITED FINANCIAL STATEMENTS. HOWEVER, THE ORGANIZATION IS INCLUDED IN THE CONSOLIDATED FINANCIAL STATEMENTS OF COMMONSPIRIT HEALTH. THE CONSOLIDATED FOOTNOTE READS AS FOLLOWS: COMMONSPIRIT RELIES ON THE RESULTS OF DETAILED REVIEWS OF HISTORICAL WRITE-OFFS AND COLLECTIONS IN ESTIMATING THE COLLECTABILITY OF ACCOUNTS RECEIVABLE. UPDATES TO THE HINDSIGHT ANALYSIS IS PERFORMED AT LEAST QUARTERLY USING PRIMARILY A ROLLING EIGHTEEN MONTH COLLECTION HISTORY AND WRITE-OFF DATA. SUBSEQUENT CHANGES TO ESTIMATES OF THE TRANSACTION PRICE ARE GENERALLY RECORDED AS ADJUSTMENTS TO NET PATIENT REVENUE IN THE PERIOD OF CHANGE. SUBSEQUENT CHANGES THAT ARE DETERMINED TO BE THE RESULT OF AN ADVERSE CHANGE IN A THIRD PARTY PAYOR'S ABILITY TO PAY ARE RECORDED AS BAD DEBT EXPENSE IN PURCHASED SERVICES AND OTHER IN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS AND CHANGE IN NET ASSETS. BAD DEBT EXPENSE FOR 2022 WAS NOT SIGNIFICANT.

Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
THE ORGANIZATION APPLIES THE COST TO CHARGE RATIO CALCULATED IN IRS WORKSHEET 2 TO DETERMINE THE COST OF CARE PROVIDED TO MDEICARE PATIENTS. THE COST IS THEN EVALUATED AND ALL NON-ALLOWABLE COST IS REMOVED VIA ADJUSTMENTS. THE REMAINING ALLOWABLE COST IS THEN ALLOCATED TO APPROPRIATE PATIENT CARE AND NON-PATIENT CARE COST CENTERS BASED ON MEDICARE ALLOCATION PRINCIPLES. CATHOLIC HEALTH INITIATIVES COLORADO (CHIC) DOES NOT TREAT MEDICARE SHORTFALLS AS COMMUNITY BENEFIT. CHIC'S POSITION IS CONSISTENT WITH THAT OF COMMONSPIRIT HEALTH, ITS SPONSOR. MEDICARE IS NOT A DIFFERENTIATING FEATURE OF TAX-EXEMPT HEALTH CARE ORGANIZATIONS; FOR-PROFIT HOSPITALS TREAT AND ATTEMPT TO ATTRACT MEDICARE BENEFICIARIES.

Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
CATHOLIC HEALTH INITIATIVES COLORADO'S DEBT COLLECTION POLICY PROVIDES FOR THE PERFORMANCE OF A REASONABLE REVIEW OF EACH PATIENT'S ACCOUNT PRIOR TO TURNING AN ACCOUNT OVER TO A THIRD-PARTY COLLECTION AGENT AND PRIOR TO INSTITUTING ANY LEGAL ACTION FOR NON-PAYMENT. THE REVIEW OF PATIENT ACCOUNTS IS DONE TO ASSURE THAT THE PATIENT OR THEIR GUARANTOR IS NOT ELIGIBLE FOR ASSISTANCE THROUGH CATHOLIC HEALTH INITIATIVES COLORADO'S CHARITY CARE POLICY, UNINSURED DISCOUNT POLICY, OR ANOTHER FINANCIAL ASSISTANCE PROGRAM (I.E. MEDICAID). CATHOLIC HEALTH INITIATIVES COLORADO REQUIRES THE FOLLOWING OF ITS THIRD-PARTY COLLECTION AGENCIES: * NEITHER CATHOLIC HEALTH INITIATIVES COLORADO HOSPITALS OR THEIR COLLECTION AGENCIES WILL REQUEST BENCH OR ARREST WARRANTS AS A RESULT OF NON-PAYMENT; * NEITHER CATHOLIC HEALTH INITIATIVES COLORADO HOSPITALS OR THEIR COLLECTION AGENCIES WILL SEEK LIENS THAT WOULD REQUIRE THE SALE OR FORECLOSURE OF A PRIMARY RESIDENCE; AND * NO CATHOLIC HEALTH INITIATIVES COLORADO COLLECTION AGENCY MAY SEEK COURT ACTION WITHOUT HOSPITAL APPROVAL. ONCE A PATIENT IS KNOWN TO QUALIFY FOR FINANCIAL ASSISTANCE, COLLECTION ACTIONS ARE THEN SUSPENDED.

Schedule H, Part V, Section B, Line 16a FAP website
A - PENROSE HOSPITAL: Line 16a URL: https://www.centura.org/patient-tools/billing-and-financial-services;

Schedule H, Part V, Section B, Line 16b FAP Application website
A - PENROSE HOSPITAL: Line 16b URL: https://www.centura.org/patient-tools/billing-and-financial-services;

Schedule H, Part V, Section B, Line 16c FAP plain language summary website
A - PENROSE HOSPITAL: Line 16c URL: https://www.centura.org/patient-tools/billing-and-financial-services;

Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
CATHOLIC HEALTH INITIATIVES COLORADO (CHIC) IS OPERATED AS PART OF CENTURA HEALTH CORPORATION (CENTURA). INFORMATION CONCERNING FINANCIAL ASSISTANCE IS INCLUDED ON CENTURA'S WEBSITE. THE WEBSITE NOT ONLY LISTS PHONE NUMBERS FOR PATIENTS TO CALL TO DISCUSS FINANCIAL ASSISTANCE, BUT ALSO INCLUDES CENTURA'S POLICY FOR CHARITY CARE AND ITS POLICIES RELATED TO UNINSURED PATIENTS. IN ADDITION, AT THE TIME OF REGISTRATION, UNINSURED PATIENTS ARE SCREENED TO DETERMINE IF THE PATIENTS QUALIFY FOR ANY FEDERAL, STATE OR COUNTY PROGRAMS. UNINSURED PATIENTS ARE ALSO SENT A LETTER REQUESTING THAT THE PATIENT CALL TO DETERMINE ELIGIBILITY FOR VARIOUS ASSISTANCE PROGRAMS, INCLUDING CHARITY.

Schedule H, Part VI, Line 4 Community information
PENROSE HOSPITAL TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 538K: RACE AND ETHNICITY: NATIVE AMERICAN/ALASKAN NATIVE 1%; ASIAN 3%; BLACK 6%; HISPANIC OR LATINO 17%; WHITE 79%; NATIVE HAWAIIAN/PACIFIC ISLANDER 0.4%; SOME OTHER RACE 5%; MULTIPLE RACES 6%. EDUCATION LEVEL: THE PERCENTAGE OF THE POPULATION IN THE PIKES PEAK REGION WITH AN ASSOCIATE DEGREE OR HIGHER IS 74.7%. THIS IS COMPARABLE TO THE COLORADO STATE AVERAGE OF 71%. UNEMPLOYMENT RATE: THE 4.6% UNEMPLOYMENT RATE IN OUR AREA IS HIGHER THAN THE STATE AVERAGE OF 3.9%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: EL PASO COUNTY HAS A LOWER LEVEL OF RESIDENTS WITH A LIMITED ENGLISH PROFICIENCY THAN THE STATE AVERAGE. OUR SERVICE AREA IS AT 1.4% AND THE STATE AVERAGE OF 2.8%. HIGH SCHOOL GRADUATION RATE: 75.1% OF ADOLESCENTS ARE GRADUATING FROM HIGH SCHOOL WHICH IS A SLIGHTLY LOWER RATE THAN THE COLORADO STATE AVERAGE OF 77.3%. POPULATION LIVING IN HOUSEHOLDS WITH RATIO OF HOUSEHOLDS IN THE 80TH PERCENTILE TO INCOME AT THE 20TH PERCENTILE IS 4.3, COMPARED TO COLORADO'S RATE OF 4.5. ST. ANTHONY HOSPITAL AND ORTHOCOLORADO TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 1,143,793: RACE AND ETHNICITY: THE POPULATION IS 86% WHITE, 1% BLACK, 3% ASIAN, 0.9% NATIVE AMERICAN/ALASKAN NATIVE, 0.06% NATIVE HAWAIIAN/PACIFIC ISLANDER, 6% SOME OTHER RACE, AND 3% MULTIPLE RACES. ADDITIONALLY, 33% ARE HISPANIC OR LATINO. EDUCATION LEVEL: IN OUR COMMUNITIES, 48.5% OF THE POPULATION HAS AN ASSOCIATE'S DEGREE OR HIGHER. CO AVERAGE IS 44.7% UNEMPLOYMENT RATE: 3.8%, CO AVERAGE IS 4.0% POPULATION WITH LIMITED ENGLISH PROFICIENCY: 8.3%, CO AVERAGE IS 6.7% HIGH SCHOOL GRADUATION RATE: 67.6%, CO AVERAGE IS 77.6% POPULATION LIVING IN HOUSEHOLDS WITH INCOME BELOW 200% OF FEDERAL POVERTY LEVEL: 28.2%, CO AVERAGE IS 29.6%. MERCY REGIONAL MEDICAL CENTER TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 197,281: RACE AND ETHNICITY: NATIVE AMERICAN/ALASKAN NATIVE 5%; ASIAN 0.6%; BLACK 0.5%; HISPANIC OR LATINO 14%; WHITE 88%; NATIVE HAWAIIAN/PACIFIC ISLANDER 0.1%; SOME OTHER RACE 3%; MULTIPLE RACES 2%. EDUCATION LEVEL: POPULATION WITH ASSOCIATE'S DEGREE OR HIGHER: 73.1%. UNEMPLOYMENT RATE: 3% COMPARED TO COLORADO'S RATE OF 3.9%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: 1.5% COMPARED TO COLORADO'S RATE OF 2.8%. HIGH SCHOOL GRADUATION RATE: 80.9% COMPARED TO COLORADO'S RATE OF 77.6%. RATIO OF HOUSEHOLDS IN THE 80TH % TO INCOME AT THE 20TH % IS 4.2 COMPARED TO COLORADO'S RATE OF 4.5. ST. MARY-CORWIN MEDICAL CENTER TO DEFINE OUR COMMUNITY FOR THE COMMUNITY HEALTH NEEDS ASSESSMENT AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARKLAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 188,587: RACE: 77% WHITE; 2% BLACK; 0.9% ASIAN; 2% NATIVE AMERICAN ETHNICITY: 44% HISPANIC/LATINO, NON-HISPANIC: 56% EDUCATION LEVEL: IN OUR COMMUNITY,63% OF THE POPULATION HAS AN ASSOCIATE'S DEGREE OR HIGHER. CO AVERAGE IS 72%. UNEMPLOYMENT RATE: 6%, CO AVERAGE IS 4%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: 1%, CO AVERAGE IS 3%. HIGH SCHOOL GRADUATION RATE: 75%, CO AVERAGE IS 78%. RATIO OF HOUSEHOLDS IN THE 80TH % TO INCOME AT THE 20TH % IS 4.7 COMPARED TO COLORADO'S RATE OF 4.5. ST. FRANCIS MEDICAL CENTER TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 527,449: RACE AND ETHNICITY: NATIVE AMERICAN/ALASKAN NATIVE 1%; ASIAN 2.8%; BLACK 6.3%; HISPANIC OR LATINO 16.9%; WHITE 78.5%; NATIVE HAWAIIAN/PACIFIC ISLANDER 0.4%; SOME OTHER RACE 5.5%; MULTIPLE RACES 5.6%. EDUCATION LEVEL: THE PERCENTAGE OF THE POPULATION IN THE PIKES PEAK REGION WITH AN ASSOCIATE DEGREE OR HIGHER IS 74.7%. THIS IS COMPARABLE TO THE COLORADO STATE AVERAGE OF 71%. UNEMPLOYMENT RATE: THE 5% UNEMPLOYMENT RATE IN OUR AREA IS HIGHER THAN THE STATE AVERAGE OF 4%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: EL PASO COUNTY HAS A LOWER LEVEL OF RESIDENTS WITH A LIMITED ENGLISH PROFICIENCY THAN THE STATE AVERAGE. OUR SERVICE AREA IS AT 1.4% AND THE STATE AVERAGE OF 3%. HIGH SCHOOL GRADUATION RATE: 75% OF ADOLESCENTS ARE GRADUATING FROM HIGH SCHOOL WHICH IS A SLIGHTLY LOWER RATE THAN THE COLORADO STATE AVERAGE OF 77%. POPULATION LIVING IN HOUSEHOLDS WITH RATIO OF HOUSEHOLDS IN THE 80TH PERCENTILE TO INCOME AT THE 20TH PERCENTILE IS 4.3, COMPARED TO COLORADO'S RATE OF 4.5. ST. ANTHONY NORTH HOSPITAL TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNTS FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 218,151: RACE AND ETHNICITY: WHITE, 86%; BLACK, 1.4%; ASIAN, 5%; NATIVE AMERICAN/ALASKAN NATIVE, 0.5%; NATIVE HAWAIIAN/PACIFIC ISLANDER= <0.1%; SOME OTHER RACE, 3.2%; MULTIPLE RACES, 3.7%. 16.9% OF OUR COMMUNITY IDENTIFIES AS HISPANIC OR LATINO EDUCATION LEVEL: POPULATION WITH ASSOCIATES LEVEL DEGREE OR HIGHER=47%, CO AVERAGE IS 45%. UNEMPLOYMENT RATE: 6 %, CO AVERAGE IS 4.0%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: 5%, CO AVERAGE IS 7%. HIGH SCHOOL GRADUATION RATE: 73%, CO AVERAGE IS 78%. POPULATION LIVING IN HOUSEHOLDS WITH INCOME BELOW 200% OF FEDERAL POVERTY LEVEL: 19%, CO AVERAGE IS 29.6%. ST. ANTHONY SUMMIT MEDICAL CENTER TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNT FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 43,982: RACE: WHITE 89%; BLACK 1%; ASIAN 0.9%; NATIVE AMERICAN/ALASKAN NATIVE 1.0%; NATIVE HAWAIIAN/PACIFIC ISLANDER 0.2%; SOME OTHER RACE 6%; MULTIPLE RACES 1%. ETHNICITY: 16% OF THE POPULATION IN OUR SERVICE AREA REPORTS AS HISPANIC OR LATINO. EDUCATION LEVEL: IN OUR COMMUNITY, 49.0% OF THE POPULATION HAS AN ASSOCIATE'S DEGREE OR HIGHER; CO AVERAGE IS 45%. UNEMPLOYMENT RATE: 3%; CO AVERAGE IS 4%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: 7%; CO AVERAGE IS 7%. HIGH SCHOOL GRADUATION RATE: 83%; CO AVERAGE IS 77.6%. RATIO OF HOUSEHOLDS IN THE 80TH % TO INCOME AT THE 20TH % IS 4.0 COMPARED TO COLORADO'S RATE OF 4.5. ST. THOMAS MORE HOSPITAL TO DEFINE OUR COMMUNITY FOR THE CHNA AND TO ANALYZE DEMOGRAPHIC AND HEALTH INDICATOR DATA, WE USED THE STARK-LAW SERVICE AREAS. THE STARK-LAW SERVICE AREA IS DEFINED AS THE LOWEST NUMBER OF CONTIGUOUS ZIP CODES THAT ACCOUNT FOR 75% OF A HOSPITAL'S INPATIENT ADMISSIONS. THESE ZIP CODES HAVE A COMBINED POPULATION OF 43,982: RACE: 89% WHITE, 4% BLACK, 1% ASIAN, 2% NATIVE AMERICAN/ALASKA NATIVE, 0.1% NATIVE HAWAIIAN/PACIFIC ISLANDER, 2% SOME OTHER RACE, AND 2% MULTIPLE RACES. ETHNICITY: 14% HISPANIC/LATINO, NON-HISPANIC: 86%. EDUCATION LEVEL: IN OUR COMMUNITY, 25% OF THE POPULATION HAS AN ASSOCIATE'S DEGREE OR HIGHER. CO AVERAGE IS 45% HIGH SCHOOL GRADUATION RATE: 23%, CO AVERAGE IS 78%. UNEMPLOYMENT RATE: 6%, CO AVERAGE IS 4%. POPULATION WITH LIMITED ENGLISH PROFICIENCY: 2%, CO AVERAGE IS 3%. RATIO OF HOUSEHOLDS IN THE 80TH % TO INCOME AT THE 20TH % IS 4.2 COMPARED TO COLORADO'S RATE OF 4.5

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

Schedule H, Part VI, Line 2 Needs assessment
THE CATHOLIC HEALTH INITIATIVES COLORADO RELATED HOSPITALS PROVIDE SEVERAL SERVICES AND RESOURCES TO THE COMMUNITIES IT SERVES BEYOND THE PRIORITIZED NEEDS SPECIFICALLY IDENTIFIED IN THE COMMUNITY HEALTH NEEDS ASSESSMENT. THEY SPONSOR WELLNESS EVENTS SUCH AS BREAST FEEDING EDUCATION, ASTHMA SCREENINGS, AND FINANCIALLY SUPPORTS WELLNESS INITIATIVES OF CITIES AND PUBLIC SCHOOLS. THEY ALSO PROVIDE TRANSPORTATION FOR LOW INCOME PATIENTS AND HOUSING AT NO COST OR VERY LOW COST FOR THE FAMILIES OF LOW INCOME PATIENTS OF THE HOSPITAL THAT ARE FAR FROM THEIR RESIDENCE. THEY ALSO SUPPORT, FINANCIALLY AND THROUGH VOLUNTEERISM, INITIATIVES SUCH AS SOUP KITCHENS AND MEALS ON WHEELS TO PROVIDE FOOD AND NUTRITION EDUCATION TO ADDRESS HUNGER ISSUES. HOSPITAL STAFF ALSO VOLUNTEER TO SERVE AS PRECEPTORS FOR STUDENTS OF LOCAL HEALTH PROFESSIONAL PROGRAMS AND SERVE ON BOARDS OF LOCAL COMMUNITY ORGANIZATIONS THAT PROVIDE SOCIAL SERVICES TO POPULATIONS IN NEED.

Schedule H, Part VI, Line 5 Promotion of community health
THE ORGANIZATION'S HOSPITAL FACILITIES PROMOTE HEALTH FOR THE BENEFIT OF THE COMMUNITY. MEDICAL STAFF PRIVILEGES IN THE HOSPITAL ARE AVAILABLE TO ALL QUALIFIED PHYSICIANS IN THE AREA, CONSISTENT WITH THE SIZE AND NATURE OF ITS FACILITIES. THE ORGANIZATION'S HOSPITAL FACILITIES HAVE AN OPEN MEDICAL STAFF. ITS BOARD OF TRUSTEES IS COMPOSED OF A MAJORITY OF LOCAL COMMUNITY LEADERS LIVING IN THE HOSPITAL SERVICE AREA AND NOT CONTRACTORS OR EMPLOYEES OF THE HOSPITAL SYSTEM. EXCESS FUNDS ARE GENERALLY APPLIED TO EXPANSION AND REPLACEMENT OF EXISTING FACILITIES AND EQUIPMENT, AMORTIZATION OF INDEBTEDNESS, IMPROVEMENT IN PATIENT CARE, AND MEDICAL TRAINING, EDUCATION, AND RESEARCH. THE FACILITIES TREAT PERSONS PAYING THEIR BILLS WITH THE AID OF PUBLIC PROGRAMS LIKE MEDICARE AND MEDICAID. ALL PATIENTS PRESENTING AT THE HOSPITAL FOR EMERGENCY AND OTHER MEDICALLY NECESSARY CARE ARE TREATED REGARDLESS OF THEIR ABILITY TO PAY FOR SUCH TREATMENT.

Schedule H, Part VI, Line 6 Affiliated health care system
CATHOLIC HEALTH INITIATIVES COLORADO (CHIC) IS OPERATED AS PART OF CENTURA HEALTH CORPORATION (CENTURA). CENTURA AND ITS AFFILIATED ORGANIZATIONS ARE DEDICATED TO EXTENDING THE HEALING MINISTRY OF CHRIST BY CARING FOR THOSE WHO ARE ILL AND BY NURTURING THE HEALTH OF THE PEOPLE IN OUR COMMUNITIES. SPECIFICALLY, CENTURA HAS LAUNCHED A SYSTEM WIDE STRATEGIC PLAN TO IMPROVE THE QUALITY, CONSISTENCY, AVAILABILITY, AND AFFORDABILITY OF HEALTHCARE TO COMMUNITIES THROUGHOUT COLORADO. THE THREE MAIN COMPONENTS OF THIS STRATEGY ARE (1) TO CONTINUE INVESTING IN TECHNOLOGY ADVANCEMENTS THAT IMPROVE THE QUALITY, COSTS, AND COORDINATION OF CARE INCLUDING THE ESTABLISHMENT OF ELECTRONIC HEALTH RECORDS LINKING OUR PHYSICIANS, CLINICS, HOSPITALS, LONG-TERM FACILITIES AND HOME CARE SERVICES; (2) PROVIDING WELLNESS CARE, THEREBY POTENTIALLY REDUCING HEALTH CARE COSTS BY HELPING PATIENTS TO MAINTAIN GOOD HEALTH, GROWING THE LEVEL OF SUPPORT AND OUTREACH PROVIDED TO RURAL COMMUNITIES, AND INCREASING ACCESS, AFFORDABILITY AND QUALITY OF HEALTH CARE; AND (3) COORDINATE AND DEVELOP SYSTEMS OF CARE, LOOKING TO EACH FACILITY AND ENTITY IN CENTURA TO SHARE BEST PRACTICES AND IMPROVE OVERALL EFFICIENCY AND COMMUNICATION SYSTEM-WIDE FROM BIRTH TO HOME CARE.