4A (Expenses $ 1071304094 including grants of $ 1433018) (Revenue $ 1514218589)
SEE SCHEDULE OMEDSTAR WASHINGTON HOSPITAL CENTER'S IS THE CITY'S LARGEST AND BUSIEST HOSPITAL, PROVIDING ACUTE CARE SERVICES TO THE COMMUNITIES OF NORTHEAST WASHINGTON, D.C. AND THE SURROUNDING AREAS. IN ADDITION TO THE PROGRAM SERVICE EXPENSES LISTED ABOVE, MWHC INCURRED $338.1M OF MANAGEMENT AND GENERAL EXPENSES IN PROVIDING SERVICES TO ITS COMMUNITIES. IT OFFERS PRIMARY, SECONDARY AND TERTIARY HEALTH SERVICES TO ADULT AND NEONATAL PATIENTS AND IS A MAJOR REFERRAL CENTER FOR THE MOST COMPLEX TERTIARY SERVICES. THE HOSPITAL IS ALSO HOME TO MEDSTAR, A NATIONALLY VERIFIED LEVEL I TRAUMA CENTER WITH A STATE-OF-THE-ART FLEET OF HELICOPTERS AND AMBULANCES AND OPERATES THE REGION'S ONLY ADULT BURN CENTER. MEDSTAR WASHINGTON HOSPITAL CENTER HAS CONSISTENTLY BEEN RECOGNIZED AS ONE OF THE NATION'S TOP 50 CARDIOVASCULAR CENTERS BY U.S. NEWS & WORLD REPORT. IT IS THE ONLY HOSPITAL IN THE WASHINGTON, D.C. REGION WITH A NATIONALLY RANKED CARDIOLOGY AND HEART SURGERY PROGRAM. IT WAS ALSO NAMED AS ONE OF THE BEST REGIONAL HOSPITALS AND ITS NEPHROLOGY AND UROLOGY CARE WAS NAMED AS HIGH PERFORMING SPECIALTIES BY THE PUBLICATION. MEDSTAR WASHINGTON HOSPITAL CENTER'S CANCER INSTITUTE OFFERS CANCER TREATMENT, THERAPIES AND ACCESS TO CUTTING-EDGE CLINICAL TRIALS. IT ALSO OFFERS COMPREHENSIVE AMBULATORY CARE THROUGH A WIDE RANGE OF MEDICAL AND SURGICAL SPECIALTY OUTPATIENT CLINIC PROGRAMS. MEDSTAR WASHINGTON HOSPITAL CENTER OPERATES A COMPREHENSIVE STROKE CENTER AS WELL AS THE REGION'S ONLY JOINT COMMISSION-CERTIFIED CARDIAC VENTRICULAR ASSIST DEVICE PROGRAM. THE HOSPITAL IS KNOWN FOR INNOVATION AND IS OFTEN THE FIRST IN THE REGION TO UTILIZE NEW LIFESAVING EQUIPMENT AND PROCEDURES.SINCE MARCH 2020, MEDSTAR HEALTH HAS CARED FOR 1 IN 4 COVID-19 PATIENTS IN THE REGION. OPERATING AS ONE MEDSTAR AND ALIGNING WITH GUIDANCE FROM THE CENTERS FOR DISEASE CONTROL AND PREVENTION (CDC) AND LOCAL DEPARTMENTS OF HEALTH, MEDSTAR HEALTH COVID-19 PREPARATIONS AND RESPONSE ARE GUIDED BY THREE CRITICAL DRIVERS: PROVIDING A SAFE CARE ENVIRONMENT FOR PATIENTS AND ASSOCIATES; MITIGATING COMMUNITY SPREAD OF COVID-19; AND ENSURING OPERATIONAL CONTINUITY TO FULFILL OUR CORE MISSION OF CARING FOR OUR COMMUNITIES.THESE EFFORTS HAVE EVOLVED AND TRANSITIONED IN MULTIPLE WAY THROUGHOUT THE DURATION OF THE COVID-19 PANDEMIC, LEADING TO A NUMBER OF INTEGRATED CARE APPROACHES IN PLACE TODAY: UTILIZATION OF MEDSTAR HEALTH URGENT CARE, EVISITS AND OUR DIGITAL CAPABILITIES TO CREATE ACCESS, RAPID STAND-UP OF TESTING SITES, USE OF TELEHEALTH FOR PRIMARY CARE AND FOLLOW-UP VISITS, UTILIZATION OF MEDSTAR HEALTH HOME CARE TO SAFELY MANAGE THE CARE CONTINUUM NEEDS FOR PATIENTS, DEPLOYMENT OF INNOVATIVE LABORATORY APPROACHES INTEGRATED WITH OCCUPATIONAL HEALTH TO BETTER SUPPORT ASSOCIATES MANAGING THROUGH COVID-19 EXPOSURES, STAND-UP OF A BUDDY PROGRAM WHERE NON-CLINICAL ASSOCIATES TAKE SHIFTS TO PROVIDE SUPPORT SERVICES FOR NURSING AND CARE TEAMS, ESTABLISHMENT OF COMMUNITY MOBILE UNITS AND CLINICS FOR COVID-19 VACCINATIONS/BOOSTERS, SUPPLY AND MAINTAIN PERSONAL PROTECTIVE EQUIPMENT (PPE), N95 RESPIRATORS, COVID-19 VACCINES AND BOOSTERS, EXECUTION OF A MANDATORY COVID-19 VACCINATION POLICY RESULTING IN 99% OF ASSOCIATES AND PHYSICIANS VACCINATED AGAINST COVID-19, AND ADMINISTRATION OF MORE THAN 253,000 COVID-19 VACCINATIONS/BOOSTERS ACROSS THE REGION.

4B (Expenses $ 159140268 including grants of $ 0) (Revenue $ 115358278)
MEDSTAR WASHINGTON HOSPITAL CENTER PROVIDED $159.1M IN SUBSIDIZED (MISSION DRIVEN) HEALTH SERVICES IN FISCAL YEAR 2022. THESE CRITICAL SERVICES, WHICH ARE DRIVEN BY COMMUNITY NEEDS, OPERATE AT A LOSS. THEY ADDRESS PRIORITIES PRIMARILY THROUGH DISEASE PREVENTION AND IMPROVEMENT OF HEALTH STATUS. SERVICES PROVIDED INCLUDE OUTPATIENT PRIMARY CARE, PSYCHIATRY, TRAUMA, DIABETES AND STROKE TREATMENT, EMERGENCY CARE, WOMEN'S HEALTH, AND CARDIOLOGY.

4C (Expenses $ 77425534 including grants of $ 0) (Revenue $ 34506064)
MEDSTAR WASHINGTON HOSPITAL CENTER PROVIDED $77.4M IN HEALTH PROFESSIONS EDUCATION IN FISCAL YEAR 2022. THIS CATEGORY INCLUDES TRAINING IN GRADUATE MEDICAL EDUCATION, AND EDUCATION FOR PHYSICIANS, MEDICAL STUDENTS, NURSES, AND OTHER HEALTH PROFESSIONS.

WASHINGTON HOSPITAL CENTER
PART V, SECTION B, LINE 5: CHNA INPUTHOSPITAL LEADROLE DESCRIPTIONTHE COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) HOSPITAL LEAD SERVES AS THE COORDINATOR OF ALL ASPECTS OF THE COMMUNITY HEALTH ASSESSMENT PROCESS. HE/SHE HELPS ESTABLISH AND COORDINATE THE ACTIVITIES OF THE ADVISORY TASK FORCE. THE LEAD ALSO HELPS PRODUCE THE HOSPITAL'S COMMUNITY HEALTH NEEDS ASSESSMENT AND IMPLEMENTATION STRATEGY. HE/SHE WORKS COLLABORATIVELY WITH REPRESENTATIVES FROM THE CORPORATE COMMUNITY HEALTH DEPARTMENT AND GEORGETOWN UNIVERSITY. THE LEAD ALSO WORKS CLOSELY WITH THE WRITER. HE/SHE REVIEWS ALL NARRATIVES PRIOR TO PUBLICATION.NAME OF HOSPITAL LEAD: ANDREA MIRANDAEXECUTIVE SPONSORROLE DESCRIPTIONTHE EXECUTIVE SPONSOR SERVES AS THE CONDUIT BETWEEN THE ADVISORY TASK FORCE AND THE SENIOR MANAGEMENT TEAM. THE SPONSOR IS AN ACTIVE PARTICIPANT OF THE ADVISORY TASK FORCE AND HE/SHE COMMUNICATES THE HOSPITAL'S CLINICAL STRENGTHS AND PROGRAM PRIORITIES TO DIVERSE AUDIENCES.NAME OF EXECUTIVE SPONSOR: GREGORY ARGYROS, MDADVISORY TASK FORCEROLE DESCRIPTIONTHE ADVISORY TASK FORCE (ATF) REVIEWS PRIMARY/SECONDARY DATA AND LOCAL/STATE/FEDERAL COMMUNITY HEALTH GOALS. BASED ON FINDINGS, THE ATF PROVIDES INPUT INTO THE HOSPITAL'S THREE-YEAR IMPLEMENTATION STRATEGY. AS AMBASSADORS FOR THE CHNA PROCESS, THE ATF MEMBERS SUPPORT EFFORTS TO OPTIMIZE COMMUNITY PARTICIPATION. NOTE: THE ATF SHOULD BE A COMBINATION OF COMMUNITY REPRESENTATIVES AND STAFF. COMMUNITY REPRESENTATIVES SHOULD MAKEUP AT LEAST 50% OF TOTAL PARTICIPANTS.NAME: MIA AFOWERKTITLE: COMMUNITY HEALTH ADVOCATEORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: KISHA COPELAND TITLE: COMMUNITY HEALTH ADVOCATEORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: C. ANNETA ARNO, PH.D., MPHTITLE: DIRECTOR, OFFICE OF HEALTH EQUITYORGANIZATION: DEPARTMENT OF HEALTHNAME: MARIA ROSE BELDINGTITLE: EXECUTIVE DIRECTOR & CO-FOUNDERORGANIZATION: MEANSNAME: J.J. CURRENTTITLE: TRAUMA PREVENTION OUTREACH COORDINATORORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: ANGELA WHITETITLE: BURN TRAUMA EDUCATION COORDINATOR ORGANIZATION: MEDSTAR WASHINGTON HOSPITAL BURN CENTERNAME: YVETTE DAVISTITLE: ANACOSTIA NEIGHBORHOOD LIBRARY BRANCH MANAGER ORGANIZATION: DC PUBLIC LIBRARYNAME: SHIRLEY DEWITT, RN, BSN, CLNC TITLE: DIRECTOR, AMBULATORY SURGICAL SERVICING NURSING ORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: JEFF DUBIN, MD, MBATITLE: SENIOR VICE PRESIDENT, MEDICAL AFFAIRS & CHIEF MEDICAL OFFICERORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: GREGORY PALMERTITLE: RE-ENGAGEMENT SPECIALIST ORGANIZATION: DC REENGAGEMENT CENTERNAME: LOURDES G. GRIFFINTITLE: AVP BEHAVIORAL HEALTHORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: ANDREA MIRANDA TITLE: COMMUNITY HEALTH OUTREACH MANAGER ORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: HASAANI M. HYLTONTITLE: TRAINING & DEVELOPMENT COORDINATOR ORGANIZATION: GEORGIA AVENUE FAMILY SUPPORT COLLABORATIVENAME: BEVERLY JOHNTITLE: FOUNDERORGANIZATION: THE TALKING DRUM, INC.NAME: DR. MICHELLE MAGEE, MD TITLE: MEDICAL DIRECTOR ORGANIZATION: MEDSTAR DIABETES INSTITUTE NAME: SASHA MCNEELY, MSN, RN, CCCTM, DN/CMTITLE: NURSING PROFESSIONAL PRACTICE PROGRAM SPECIALISTORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTER NAME: TASHA B. MOSHES, MPATITLE: PRESIDENT AND MANAGING PRINCIPALORGANIZATION: STRATEGIC MANAGEMENT SERVICES, LLC NAME: DAN SCHIFFTITLE: ASSISTANT DIRECTOR, INSTITUTIONAL DEVELOPMENTORGANIZATION: MARTHA'S TABLENAME: DAVID POMS, MPHTITLE: POLICY ANALYSTORGANIZATION: DC PRIMARY CARE ASSOCIATIONNAME: KATHRYN POWERS, MSN, RN, CCM TITLE: DIRECTOR CARE COORDINATION, UTILIZATION, POPULATION HEALTH; CLINICAL RESOURCE MANAGEMENT ORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: PATRICIA QUINN TITLE: DIRECTOR OF POLICY AND EXTERNAL AFFAIRSORGANIZATION: DC PRIMARY CARE ASSOCIATIONNAME: JOE WEEDON, MBATITLE: COMMUNICATIONS DIRECTOR ORGANIZATION: WASHINGTON TEACHERS UNIONNAME: SHYMEE DAVIS, MA LNTITLE: NUTRITIONISTORGANIZATION: WASHINGTON SENIOR WELLNESS CENTERNAME: MOSI TOMLINSON TITLE: DIRECTOR ORGANIZATION: WASHINGTON SENIOR WELLNESS CENTER NAME: KRISTY MCCARRON, MPH TITLE: ASSOCIATION DIRECTOR OF COMMUNITY HEALTH ORGANIZATION: YMCA OF METROPOLITAN WASHINGTONNAME: AMBER RIEKE, MPHTITLE: BEHAVIORAL HEALTH SYSTEM IMPROVEMENT DIRECTOR ORGANIZATION: DC CHILDREN'S LAW CENTERNAME: CARRIE STOLTZFUS, MPHTITLE: EXECUTIVE DIRECTORORGANIZATION: FOOD & FRIENDSNAME: MAKEDA VANDERPUIJE, MPH CPHTITLE: PUBLIC HEALTH ANALYSTORGANIZATION: OFFICE OF HEALTH EQUITYNAME: CARRIE MILLER, LICSW, CCTPTITLE: CLINICAL SOCIAL WORKER COORDINATORORGANIZATION: MEDSTAR WASHINGTON HOSPITAL CENTERNAME: SARA RICHMAN, LICSWTITLE: CLINICAL SOCIAL WORK COORDINATORORGANIZATION: MEDSTAR WASHINGTON CANCER INSTITUTENAME: AMA K. BAIDU-FORSON, MS, RDN, LDTITLE: MANAGER, FOOD & INNOVATIONSORGANIZATION: CAPITAL AREA FOOD BANKNAME: ARTHUR DOE, MSHAI, CSA,CELTITLE: COMMUNITY SUPPORT WORKERORGANIZATION: MBI HEALTH SERVICES LLCNAME: FESEHA WOLDUTITLE: VP POPULATION PROGRAMING, AND COMMUNITY AFFAIRS ORGANIZATION: MEDSTAR HEALTH, CORPORATE MANAGED CARE NAME: KIMBERLY M. HARRIS, MATITLE: DIRECTOR ORGANIZATION: DC PRIMARY CARE OFFICE NAME: LAURA BELAZIS, MPHTITLE: DIRECTOR OF FOOD ACCESS AND EDUCATIONORGANIZATION: D.C. CENTRAL KITCHENNAME: YAEL REICHLERTITLE: HEALTHY CORNERS PROGRAM MANAGERORGANIZATION: D.C. CENTRAL KITCHENNAME: AUKEIDRA HAYNES, RN, MSN-PH, CCMTITLE: DIRECTOR OF PUBLIC HEALTH RELATIONSORGANIZATION: HUMANITY INVESTMENT GROUP, INC.NAME: CHAYA MERRILLTITLE: DIRECTOR OF CHILD HEALTH DATA LABORGANIZATION: CHILDREN'S NATIONAL

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

CHARITY CARE AND CERTAIN OTHER BENEFITS AT COST
PART I, LINE 7MEDICARE COST REPORT DATA AS WELL AS COST-TO-CHARGE RATIO WERE USED TO CALCULATE FIGURES REPORTED (WHERE APPLICABLE). THE COST-TO-CHARGE RATIO WAS DERIVED FROM WORKSHEET 2 RATIO OF PATIENT CARE COST-TO-CHARGES.

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

MEDICARE
PART III, LINE 8THIS IS A COST-TO-CHARGE RATIO DETERMINED FROM OUR FINANCIAL REPORT.

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

NEEDS ASSESSMENT
PART VI, LINE 2:IN FY21, MEDSTAR WASHINGTON HOSPITAL CENTER (MWHC) CONDUCTED A COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) IN ACCORDANCE WITH THE GUIDELINES ESTABLISHED BY THE PATIENT PROTECTION AND AFFORDABLE CARE ACT AND THE INTERNAL REVENUE SERVICE. THE HOSPITAL'S CHNA AND THREE-YEAR IMPLEMENTATION STRATEGIES WERE ENDORSED BY MWHC'S BOARD OF DIRECTORS AND APPROVED BY THE MEDSTAR HEALTH BOARD OF DIRECTORS. THE DOCUMENT BECAME AVAILABLE ON THE HOSPITAL'S WEBSITE ON JUNE 30, 2021 AND WILL GUIDE PROGRAMMING PRIORITIES IN FISCAL YEARS 2022-2024.THE CATEGORIES HEALTH AND WELLNESS, ACCESS TO CARE AND SOCIAL DETERMINANTS OF HEALTH WERE USED TO DETERMINE WHAT PROGRAMMING TO PRIORITIZE FOR THE CHNA. TWO TO THREE STRATEGIES IN EACH CATEGORY WERE SELECTED AS PRIORITIES DUE TO THE SIZE AND SCALE OF IMPACT AND MEASURABLE OUTCOMES. ALL OTHER PROGRAMMING WAS INTEGRATED AS PART OF THE HOSPITAL'S OVERALL COMMUNITY HEALTH PORTFOLIO. THESE ADDITIONAL PROGRAMS WERE CAPTURED IN THE INVENTORY FOR THE WHOLE PICTURE OF CONTRIBUTING TO THE HEALTH OF THE COMMUNITIES SERVED AS WELL AS SORTED FOR WHAT COUNTS AS COMMUNITY BENEFIT FOR REGULATORY REPORTING.THE HOSPITAL'S COMMUNITY BENEFIT SERVICE AREA (CBSA) IS BASED ON THE ADVISORY TASK FORCE (ATF) RECOMMENDATION. THE HOSPITAL IDENTIFIED DISTRICT OF COLUMBIA RESIDENTS LIVING IN ZIP CODES 20011, 20010 AND 20019. THE HOSPITAL SELECTED THIS GEOGRAPHIC AREA BASED ON HOSPITAL UTILIZATION DATA AND SECONDARY PUBLIC HEALTH DATA AS WELL AS ITS PROXIMITY TO THE HOSPITAL. THE ATF INCLUDED A DIVERSE GROUP OF INDIVIDUALS, INCLUDING HOSPITAL LEADERS, GRASSROOTS ACTIVISTS, COMMUNITY RESIDENTS, FAITH-BASED LEADERS, HOSPITAL REPRESENTATIVES, PUBLIC HEALTH LEADERS AND OTHER STAKEHOLDER ORGANIZATIONS, SUCH AS REPRESENTATIVES FROM LOCAL HEALTH DEPARTMENTS.HEALTH PRIORITIES FOR THE CBSA INCLUDE HEALTH AND WELLNESS (CHRONIC DISEASE PREVENTION AND MANAGEMENT, BEHAVIORAL HEALTH), ACCESS TO HEALTH CARE AND SERVICES (AFFORDABLE HEALTH CARE AND INSURANCE, TRANSPORTATION AND FEAR/MISTRUST OF PROVIDERS) AND SOCIAL DETERMINANTS OF HEALTH (HOUSING AND FOOD INSECURITY). AS A PROUD MEMBER OF MEDSTAR HEALTH, REPRESENTATIVES FROM THE HOSPITAL ROUTINELY PARTICIPATE IN THE MEDSTAR HEALTH COMMUNITY HEALTH WORKGROUP. THE WORKGROUP IS COMPRISED OF COMMUNITY HEALTH PROFESSIONALS WHO REPRESENT ALL TEN MEDSTAR HOSPITALS. THE TEAM ANALYZES LOCAL AND REGIONAL COMMUNITY HEALTH DATA, ESTABLISHES SYSTEM-WIDE COMMUNITY HEALTH PROGRAMMING PERFORMANCE AND EVALUATION MEASURES AND SHARES BEST PRACTICES.

COMMUNITY INFORMATION
PART VI, LINE 4:MWHC'S CBSA INCLUDES RESIDENTS IN ZIP CODES 20011, 20019, AND 20010. THIS GEOGRAPHIC AREA WAS SELECTED BASED ON THE HOSPITAL UTILIZATION AND SECONDARY PUBLIC HEALTH DATA AS WELL AS ITS PROXIMITY TO THE HOSPITAL, COUPLED WITH AN OPPORTUNITY TO BUILD UPON LONGSTANDING PROGRAMS AND SERVICES. ZIP CODE 20011 IS AN URBAN GEOGRAPHIC SERVICE AREA WITHIN WARD 4 OF WASHINGTON DC. THERE ARE 66,691 PEOPLE AND THE MEDIAN HOUSEHOLD INCOME IS $91,310. THE COMMUNITY INCLUDES 26,754 HOUSEHOLDS WITH 6.67% FAMILIES LIVING BELOW POVERTY. ZIP CODE 20011 IS THE HOME OF 33,214 AFRICAN AMERICAN RESIDENTS, THE LARGEST REPRESENTED RACE IN THIS AREA FOLLOWED BY 30% OF HISPANIC/LATINO RESIDENTS. IN THE AREA OF HEALTH CARE ACCESS AND INSURANCE, 13.7% OF ADULTS DO NOT HAVE HEALTH INSURANCE COVERAGE. THERE ARE NO FULL-SERVICE HOSPITALS LOCATED IN THESE WARDS. REGARDING FOOD INSECURITY, 52% OF HOUSEHOLDS WITH CHILDREN RECEIVE SNAP BENEFITS. THERE ARE FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS OR POPULATIONS PRESENT IN THE COMMUNITY.ZIP CODE 20019 IS AN URBAN GEOGRAPHIC SERVICE AREA WITHIN WARD 7 OF WASHINGTON DC. THERE ARE 58,889 PEOPLE AND THE MEDIAN HOUSEHOLD INCOME IS $48,485. THE COMMUNITY INCLUDES 24,243 HOUSEHOLDS WITH 21.2% FAMILIES LIVING BELOW POVERTY. ZIP CODE 20019 IS THE HOME OF 54,532 (92.6%) AFRICAN AMERICAN RESIDENTS, THE LARGEST REPRESENTED RACE IN THIS AREA, FOLLOWED BY 4.58% HISPANIC/LATINO RESIDENTS. IN THE AREA OF HEALTH CARE ACCESS AND INSURANCE COVERAGE, 16.3% OF ADULTS DO NOT HAVE HEALTH INSURANCE COVERAGE. ALSO, THERE ARE NO FULL-SERVICE HOSPITALS LOCATED IN THIS COMMUNITY. REGARDING FOOD INSECURITY, 45% OF HOUSEHOLDS WITH CHILDREN RECEIVE SNAP BENEFITS. THERE ARE FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS OR POPULATIONS PRESENT IN THE COMMUNITY.ZIP CODE 20010 IS AN URBAN GEOGRAPHIC SERVICE AREA WITHIN WARD 1 OF WASHINGTON DC. THERE ARE 33,117 PEOPLE AND THE MEDIAN HOUSEHOLD INCOME IS $102,994. THE COMMUNITY INCLUDES 14,197 HOUSEHOLDS WITH 11.55% FAMILIES LIVING BELOW POVERTY. ZIP CODE 20010 IS THE HOME OF 17,073 (51.55%) WHITE RESIDENTS, 7,236 (21.85%) AFRICAN AMERICAN RESIDENTS AND 11,035 (33.32%) HISPANIC RESIDENTS. IN THE AREA OF HEALTH CARE ACCESS AND INSURANCE COVERAGE, 13.5% OF ADULTS DO NOT HAVE HEALTH INSURANCE COVERAGE. THERE ARE TWO FULL-SERVICE HOSPITALS IN WARD 1 AND 2 SPECIALTY HOSPITALS SERVICING THIS COMMUNITY. REGARDING FOOD INSECURITY, 46.1% OF HOUSEHOLDS WITH CHILDREN RECEIVE SNAP BENEFITS. THERE ARE FEDERALLY DESIGNATED MEDICALLY UNDERSERVED AREAS OR POPULATIONS PRESENT IN THE COMMUNITY.

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

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

STATE FILING OF COMMUNITY BENEFIT REPORT
PART VI, LINE 7:THE COMMUNITY BENEFIT REPORT FOR MWHC IS FILED IN THE DISTRICT OF COLUMBIA.

PROMOTION OF COMMUNITY HEALTH
PART VI, LINE 5:AS A COMMUNITY PARTNER, MWHC ENGAGES IN SEVERAL COMMUNITY BENEFIT ACTIVITIES TO IMPROVE AND PROMOTE THE HEALTH AND WELLBEING OF THE COMMUNITY. PRIORITY AREAS, AS DETERMINED BY THE CHNA, FALL UNDER THREE AREAS OF FOCUS INCLUDING HEALTH AND WELLNESS, ACCESS TO CARE, AND SOCIAL DETERMINANTS OF HEALTH. PROGRAMS INCLUDE (BUT ARE NOT LIMITED TO):HEALTH AND WELLNESSEDUCATIONAL PROGRAMS ARE OFFERED WITH THE GOAL OF IMPROVING COMMUNITY HEALTH AND WELL-BEING. FOR EXAMPLE, THE LIVING WELL CHRONIC DISEASE PREVENTION AND MANAGEMENT IS A FREE SEVEN-WEEK HEALTH EDUCATION AND BEHAVIOR CHANGE PROGRAM FOCUSED ON CHRONIC DISEASE SELF-MANAGEMENT. THE PROGRAM IS DESIGNED FOR ADULTS LIVING WITH A CHRONIC CONDITION, SUCH AS HEART DISEASE, DIABETES, CANCER, DEPRESSION, CHRONIC PAIN, ARTHRITIS, LUNG DISEASE, MULTIPLE SCLEROSIS OR ANY CHRONIC HEALTH CONCERN. IN ADDITION, ADDITIONAL CLASSES ARE OFFERED SUCH AS DIABETES SELF-MANAGEMENT, SMOKING CESSATION, NUTRITION, AND WEIGHT MANAGEMENT CLASSES. THIS PROGRAM TRANSITIONED TO A VIRTUAL PLATFORM DUE TO COVID 19 SAFETY PRECAUTIONS BUT WILL RESUME TO BE IMPLEMENTED IN PERSON. ASK A HEALTHCARE PROFESSIONAL INITIATIVE COORDINATES HOSPITAL PHYSICIANS AND ALLIED HEALTH PROFESSIONALS ARE COMMITTED TO SHARING THEIR KNOWLEDGE ON VARIOUS TOPICS WITH MEMBERS OF THE COMMUNITY TO IMPROVE THEIR HEALTH. THE COMMUNITY HEALTH TEAM WORKS TO ARRANGE OPPORTUNITIES FOR OUR PROFESSIONALS TO SPEAK AT COMMUNITY SITES TO MEMBERS OF COMMUNITY. THIS PROGRAM TRANSITIONED TO A VIRTUAL PLATFORM DUE TO COVID 19 SAFETY PRECAUTIONS AND RESTRICTIONS FOR IN-PERSON SESSIONS.COMMUNITY VIOLENCE INTERVENTION PROGRAM PROVIDES SERVICES TO INDIVIDUALS, AND THEIR FAMILIES, WHO HAVE EXPERIENCED A LIFE-THREATENING INTENTIONAL INJURY. THE PROGRAM ENGAGES WITH VICTIMS AND THEIR FAMILIES TO CREATE A SUPPORT SYSTEM THAT CAN LEAD TO LONG-TERM CHANGE. TEAM MEMBERS CONNECT PROGRAM PARTICIPANTS WITH GOVERNMENT AND COMMUNITY-BASED SERVICES TO PROMOTE HEALING, REDUCE REVICTIMIZATION, AND PREVENT FUTURE VIOLENCE.SUPPORT GROUPS ARE OFFERED TO COMMUNITY MEMBERS FOR A VARIETY OF TOPICS INCLUDING MENTAL HEALTH, PROSTATE CANCER, VISION LOSS, DIABETES, WEIGHT LOSS, CANCER, AND STROKE.DUE TO THE EASING COVID 19 RESTRICTIONS, COMMUNITY HEALTH EVENTS SUCH AS HEALTH FAIRS, FESTIVALS, SCREENINGS, AND COMMUNITY EDUCATION HAS RESUMED WITH ADDED SAFETY PRECAUTIONS. OUTREACH EVENTS ARE PROVIDED IN-PERSON AND/OR VIRTUALLY; HOSPITAL STAFF SHARE THEIR KNOWLEDGE WITH THE COMMUNITY THROUGH ENGAGING INTERVIEWS, SEMINARS, AND VIDEOS.ACCESS TO CAREPATIENT FINANCIAL SERVICES PROVIDES FINANCIAL ASSISTANCE TO UNINSURED PATIENTS WHO RESIDE WITHIN THE COMMUNITY BY ASSISTING WITH ENROLLMENT IN PUBLICLY-FUNDED ENTITLEMENT PROGRAMS, REFERRING PATIENTS TO STATE OR FEDERAL INSURANCE EXCHANGE NAVIGATOR RESOURCES AND ASSISTING WITH CONSIDERATION OF FUNDING THAT MAY BE AVAILABLE FROM OTHER CHARITABLE ORGANIZATIONS. THE HOSPITAL SUBSIDIZES HEALTH SERVICES TO ENSURE RESIDENTS HAVE ACCESS TO THE CLINICAL CARE THEY NEED. THE RYAN WHITE PROGRAM OFFERS FREE OF CHARGE SERVICES FOR INDIVIDUALS AND ELIGIBLE FAMILIES LIVING WITH HIV. SERVICES INCLUDE MEDICAL AND NON-MEDICAL CASE MANAGEMENT, HOME AND COMMUNITY HEALTH-BASED SERVICES, EARLY INTERVENTION SERVICES, HIV COUNSELING AND TESTING WITH SEX EDUCATION/RISK REDUCTION, DENTAL CARE, PSYCHOLOGICAL COUNSELING, TRANSITION FROM INPATIENT TO OUTPATIENT CARE AND FROM YOUTH TO ADULT CARE; REFERRALS TO CLINICAL TRIALS AND LINKAGE TO WOMEN'S HEALTH SERVICES, PEDIATRIC SERVICES, AND FAMILY SUPPORT SERVICES.SOCIAL DETERMINANTS OF HEALTHTHE SCREENING, BRIEF INTERVENTION, AND REFERRAL TO TREATMENT (SBIRT) PROGRAM IS PROVIDED TO SUPPORT SUBSTANCE ABUSE RECOVERY IN THE COMMUNITY AND PROMOTE ACCESS TO BEHAVIORAL HEALTH PROGRAMS. THIS PROGRAM INCLUDES THREE MAIN COMPONENTS: SCREENING, BRIEF INTERVENTION, AND REFERRAL TO TREATMENT. THOSE WHO SCREEN POSITIVE FOR HIGH-RISK BEHAVIORS ARE CONNECTED TO PEER RECOVERY COACHES WHO CONDUCT A BRIEF INTERVENTION AND REFER TO TREATMENT IF APPROPRIATE. OPIOID OVERDOSE SURVIVOR OUTREACH COACHES LINK COMMUNITY MEMBERS WITH A HISTORY OF SUBSTANCE ABUSE TREATMENT WITH THE RESOURCES THEY NEED TO PREVENT A FUTURE OVERDOSE. THE HOSPITAL PARTNERS WITH UBER HEALTH TO PROMOTE ACCESS TO CARE FOR VULNERABLE POPULATIONS. THROUGH THIS PARTNERSHIP, RIDES ARE PROVIDED TO PATIENTS AND/OR FAMILIES WITH FINANCIAL NEED. THE TRANSPORTATION ASSISTANCE ENABLES PATIENTS TO ATTEND NECESSARY APPOINTMENTS WITH THEIR HEALTH CARE PROVIDERS.TRAINING PHYSICIANS IN THE COMMUNITY IS A TRAINING PROGRAM FOR FUTURE PHYSICIANS, NURSES AND OTHER CLINICAL LEADERS THAT PROVIDES TRAINING OPPORTUNITIES WITH EXPOSURE TO THE DIVERSE NEEDS OF THE POPULATIONS THEY WILL CARE FOR. EACH YEAR, 100 RESIDENT PHYSICIANS AT MWHC ARE TRAINED YEARLY TO LEARN ABOUT HOW SOCIAL DETERMINANTS OF HEALTH PLAY A ROLE IN THE OVERALL WELLNESS OF THE PATIENT AND IMPACT THE CARE AND SERVICES PATIENTS NEED. COMMUNITY HEALTH WORKERS IMPROVE THE HEALTH OF THEIR COMMUNITIES BY EDUCATING OTHERS ON DISEASE AND INJURY PREVENTION AND LINKING COMMUNITY MEMBERS TO HEALTHCARE AND SOCIAL SERVICES, INCLUDING FOOD ACCESS, TRANSPORTATION, HOUSING, AND UTILITY ASSISTANCE.SOCIAL NEEDS SCREENINGS ARE PROVIDED TO SCREEN FOR FOOD AND HOUSING INSECURITY, AND BARRIERS RELATED TO TRANSPORTATION, EMPLOYMENT, AND UTILITIES. IDENTIFIED NEEDS ARE ADDRESSED BY CONNECTING THE PARTICIPANT TO SOCIAL SERVICES AND OTHER RESOURCES IN THE COMMUNITY. OUR COMMUNITY PARTNER, FIND HELP, PROVIDES AN ONLINE PLATFORM THAT ALLOWS STAFF TO TRACK AND MANAGE REFERRALS WITH LOCAL NONPROFIT GROUPS.THE HOSPITAL FOOD INSECURITY INITIATIVE LEAD BY THE CLINICAL RESOURCE MANAGEMENT DEPARTMENT ASSISTS RESIDENTS THAT IDENTIFY AS FOOD INSECURE BY PROVIDING A MEAL BOX-TO-GO. BOXES CONTAIN NON-PERISHABLE BREAKFAST, LUNCH AND DINNER ITEMS. ALL PARTICIPANTS REFERRED TO A COMMUNITY HEALTH ADVOCATE FOR ASSISTANCE WITH RESOURCES TO OBTAIN ADDITIONAL FOOD. DISASTER READINESSTHE HOSPITAL STRENGTHENED THE COMMUNITY HEALTH RESILIENCE BY IMPROVING THE ABILITY OF THE COMMUNITY TO WITHSTAND AND RECOVER FROM CORONAVIRUS, A PUBLIC HEALTH EMERGENCY THAT SURFACED IN MARCH 2020. LEADERSHIP PARTICIPATED IN COMMUNITY-WIDE TASK FORCES AND STAFF IMPLEMENTED PROGRAMS ASSOCIATED WITH ADDRESSING HEALTH NEEDS ARISING FROM CORONAVIRUS. STAFF PLANNED AND IMPLEMENTED COMMUNITY RESPONSE EFFORTS INCLUDING COVID-19 TESTING AND VACCINATION EVENTS AND PUBLIC EDUCATION EFFORTS. EVENTS AND OUTREACH OCCURRED AT HOSPITAL CAMPUSES AND AT TARGETED COMMUNITY LOCATIONS SUCH AS SENIOR COMPLEXES, CHURCHES AND COMMUNITY CENTERS TO BEST REACH UNDERSERVED AND AT-RISK POPULATIONS.