Schedule H, Part I RESEARCH EXPENSES
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THE AMOUNT OF RESEARCH EXPENSES FOR FINANCIAL ASSISTANCE AND COMMUNITY BENEFITS BEING REPORTED BY UMASS MEMORIAL HEALTH CARE IS LOW SINCE THESE COSTS ARE SUPPORTED BY THE UNIVERSITY OF MASSACHUSETTS MEDICAL SCHOOL. THE MEDICAL SCHOOL IS CLOSELY ASSOCIATED WITH UMASS MEMORIAL HEALTH CARE AND PROVIDES A SIGNIFICANT NUMBER OF COMMUNITY BASED PROGRAMS.
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Schedule H, Part VI, Line 7 SCH H, PART VI, LINE 7
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ALL THREE HOSPITALS FILE INDIVIDUAL COMMUNITY BENEFIT REPORTS WITH THE MASSACHUSETTS ATTORNEY GENERAL'S OFFICE.
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Schedule H, Part III, Line 8 Schedule H, Part III, Line 8
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UMASS BELIEVES THERE ARE SEVERAL REASONS WHY MEDICARE SHORTFALL SHOULD BE TREATED AS COMMUNITY BENEFIT. FIRST, NON-NEGOTIABLE MEDICARE RATES ARE SOMETIMES OUT-OF-LINE WITH THE TRUE COSTS OF TREATING MEDICARE PATIENTS. SECOND, BY CONTINUING TO TREAT PATIENTS ELIGIBLE FOR MEDICARE, HOSPITALS ALLEVIATE THE FEDERAL GOVERNMENT'S BURDEN FOR DIRECTLY PROVIDING MEDICAL SERVICES. THIRD, IRS REVENUE RULING 69-545 STATES THAT IF A HOSPITAL SERVES PATIENTS WITH GOVERNMENT HEALTH BENEFITS, INCLUDING MEDICARE, THEN THIS IS AN INDICATION THAT THE HOSPITAL OPERATES TO PROMOTE THE HEALTH OF THE COMMUNITY.
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Schedule H, Part V, Section A Schedule H, Part V Section A
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Clinton Hospital 201 Highland Street, Clinton MA 01510 is the second campus of the UMass Memorial HealthAlliance-Clinton Hospital, Inc. The merger of Clinton Hospital Association with HealthAlliance Hospital became effective 10/1/2017.
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Schedule H, Part I, Line 7 Bad Debt Expense
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Bad Debt Expense has been excluded from Financial Assistance.
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Schedule H, Part V, Section B, Line 11 cont. 2: UMass Memorial Medical Center
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* UMMMC Community Relations staff is also part of the Food is Medicine Massachusetts State Steering Committee, an effort being led by the Harvard University Center for Health Law and Policy Innovation and Community Servings that developed a strategic plan to find ways to increase access to medically-tailored foods and improve the availability of prepared nutritious food for economically-disadvantaged patients being discharged from a hospital. Findings and the full State Plan were published and shared with key stakeholders in 2019. * UMMMC's Maternal-Fetal Medicine and Community Relations departments partnered with the Worcester Division of Public Health to pilot a new, Community Health Worker (CHW) intervention in Maternal-Fetal Medicine to address at-risk pregnancies among Latino women and vulnerable populations; specifically focused on healthy eating and nutrition among at-risk pregnant and lactating women. * Anchor Mission: UMass Memorial's Anchor Mission focuses on four pillars: Local Procurement, Workforce Development and Investment as a means of improving the economic status, health and well-being of vulnerable, low-income populations in targeted areas. For example, a diverse Hiring Committee works with community-based, workforce organizations serving vulnerable populations. We have several Anchor Mission Task Forces that are working with different community groups on workforce development neighborhood revitalization/housing, poverty and employee engagement.
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Schedule H, Part V, Section B, Line 16a Line 16c - FAP Website - UMASS MEMORIAL MEDICAL CENTER, INC
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The FAP, the FAP application form, and a plain language summary of the FAP were widely available on the following website for UMASS MEMORIAL MEDICAL CENTER, INC: https://www.umassmemorialhealthcare.org/umass-memorial-medical-center/patients-visitors/patient-resources/financial-assistance-and-credit-and-collection-policy
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Schedule H, Part V, Section B, Line 16a Line 16c - UMASS MEMORIAL HEALTHALLIANCE-CLINTON HOSPITAL
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The FAP, the FAP application form, and a plain language summary of the FAP were widely available on the following website for UMASS MEMORIAL HEALTHALLIANCE-CLINTON HOSPITAL, INC: HTTPS://WWW.UMASSMEMORIALHEALTHCARE.ORG/HEALTHALLIANCE-CLINTON-HOSPITAL/PATIENTSVISITORS/PATIENT-RESOURCES/FINANCIAL-ASSISTANCE-AND-CREDIT-AND-COLLECTION-POLICY
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Schedule H, Part V, Section B, Line 16a Line 16c - FAP Website - MARLBOROUGH HOSPITAL
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The FAP, the FAP application form, and a plain language summary of the FAP were widely available on the following website for MARLBOROUGH HOSPITAL: HTTPS://WWW.UMASSMEMORIALHEALTHCARE.ORG/MARLBOROUGH-HOSPITAL/PATIENTSVISITORS/PATIENT-RESOURCES/FINANCIAL-ASSISTANCE-AND-CREDIT-AND-COLLECTION-POLICY
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Schedule H, Part V, Section B, Line 11 cont. 1: UMass Memorial Medical Center
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minimum wage, and expanding urban agriculture opportunities. * UMMMC Community Benefits staff is also part of the Food is Medicine Massachusetts State Planning effort being led by the Harvard University Center for Health Law and Policy Innovation and Community Servings that developed a strategic plan to find ways to increase access to medically-tailored foods and improve the availability of prepared nutritious food for economically-disadvantaged patients being discharged from a hospital. In 2020, Community Benefits staff continued to serve on the FIMMA Steering, Provider Education, Older Adult and other FIMMA Committees. * UMMMC's Maternal-Fetal Medicine and Community Relations departments partner with the Worcester Division of Public Health in a Community Health Worker (CHW) intervention in Maternal-Fetal Medicine to address at-risk pregnancies among Latino women and vulnerable populations. The funding for this intervention was provided by the Centers for Disease Control and Prevention (CDC) REACH Grant, to support a CHW to address breastfeeding and linkages to community supports for social determinants of health and nutrition among at-risk pregnant and lactating women. Due to the COVID-19 pandemic, beginning in March of 2020, the program discontinued in-person home visits and adapted by conducting home visits via Zoom and Facetime. * Anchor Mission: UMass Memorial Health Care system-wide Anchor Mission was formally adopted in 2018 and continued with a strong focus in 2020 to leverage the assets of the organization to address social determinants of health. UMass Memorial's Anchor Mission focuses on four pillars: Local Procurement, Workforce Development, Investment and Volunteerism as a means of improving the economic status, health and well-being of vulnerable, low-income populations in targeted areas. For example, a diverse Hiring Committee works with community-based, workforce organizations serving vulnerable populations. These include unemployed adults and youth, English as a Second Language (ESL) learners, teen mothers, those seeking General Education Development (GED) and newly arrived immigrants/refugees to identify barriers to viable employment and growth opportunities to formalize a hiring pipeline. The Anchor Mission Procurement Committee is working on local purchasing processes and identifying local vendor contract opportunities and the Investment Committee has allocated $4.0 Million in hospital investment funds to address community issues such as housing needs for chronically-homeless through a collaborative with bankers, philanthropic organizations and City Government/Housing Authority. Several brick and mortar neighborhood revitalization were granted including the Worcester East Side CDC in its pre-construction planning of a tiny homes project for homeless elders. * COVID-19: In response to the onset of the COVID-19 pandemic, UMass Memorial developed and implemented a multi-pronged, community-based approach to combat COVID-19 within neighborhoods targeting populations most at-risk. Beginning with the COVID-19 "Feet on the Street" outreach, the hospital's Care Mobile staff were swiftly redeployed to provide education and demonstration on handwashing, proper mask use, answers to COVID-19 questions in Spanish and English and written materials provided in six languages. The intervention distributed face masks, sanitizer and information on critical resources including food, housing and evictions, access to flu shots, voter registration and U.S. Census. * In August 2020, UMass Memorial was asked to lead the Massachusetts' 'Stop the Spread' COVID-19 testing in Worcester's in high positivity areas. The hospital developed and implemented a COVID-19 testing operation able to; function effectively out- or indoors as weather changed, rotate events into various hot-spot neighborhoods of color and vulnerability based on data, provide same-day set up and break down and function with minimal or no WiFi or access to power, successfully manage unpredictable volumes while meeting the language needs of Worcester's diverse populations. Strategies included utilizing neighborhood hot-spot/positivity data, PDSAs focused on efficiency, and a robust partnership effort with multiple community organizations including public health. In November 2020, the program moved indoors into a central location with easy access to minimize transportation barriers. Most importantly, our COVID-19 neighborhood-based intervention was led by our Health Equity initiative, which has community stakeholders and our partner the Worcester Division of Health and Human Services analyzing the data and providing input on direction.
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Schedule H, Part I, Line 7f Community Benefit Expense as a Percent of Total Expenses
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The Schedule H instructions provide guidance for group return filers to report the "total expense" denominator for purposes of determining the percent of total expense for column (f) is the amount reported on Form 990, Part IX, line 25, column (A), of the group return. Therefore, Schedule H column F of this group return is presenting the consolidated total from the group statement of functional expenses, instead of including the functional expenses of hospital facilities only arriving at 7.43%. However, the more accurate representation of community benefit expenses for the hospitals would be based on using the functional expenses of the hospital facilities only in the denominator, which would be 9.31%
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Schedule H, Part I, Line 7g Subsidized Health Services
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Not applicable
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Schedule H, Part I, Line 7 Costing Methodology used to calculate financial assistance
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The cost to charge ratio is the costing methodology used to calculate the amounts reported in each line in Part 1, Line 7
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Schedule H, Part II Community Building Activities
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UMass Memorial Healthcare recognizes Community Building activities as being a part of the "social determinants of health" that impact the health of the community. We invest in youth workforce development for at-risk youth. Programs are based on our Community Benefits Mission which was recommended by a Community Benefits Advisory Committee and draws inspiration from the World Health Organization's broad definition of health, as a "as state of complete, physical, mental and social well-being and not merely the absence of disease." By adopting this definition, UMass Memorial Medical Center has expanded its strategy to include the social and economic obstacles that prevent people from achieving optimal health. All of our Community Building activities are the result of an identified need and engage the community. They include collaborative efforts, advocacy activities and partnerships that engage a broad array of community stakeholders in addressing these unmet social determinants of health. Community Building activity examples include: funding and promoting workforce and health career development opportunities for inner-city youth. The hospital additionally provides community support through efforts including participation in the United Way activities and others.
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Schedule H, Part III, Line 2 Bad debt expense - methodology used to estimate amount
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On October 1, 2018 , the System adopted ASU 2014-09 Revenue from Contracts with Customers and all subsequent amendments to the ASU (collectively, "ASC 606") which outlines a five-step framework that supersedes the principles for recognizing revenue (previously "ASC 605") and eliminated industry-specific guidance. This framework ensures that entities appropriately reflect the consideration to which they expect to be entitled in exchange for goods and services by allocating transaction price to identified performance obligations and recognizing revenue as performance obligations are satisfied. Qualitative and quantitative disclosures are required to enable users of the financial statements to understand the nature, amount, timing and uncertainty of revenue and cash flows arising from contracts with customers. The System adopted ASC 606 using a modified retrospective approach. The presentation and disclosure of revenue primarily related to uninsured or underinsured patients changed because of the adoption of ASC 606. Under the provisions of ASC 606, the estimated uncollectible amounts due from self-pay patients, as well as co-pays and co-insurance obligations of patients with insurance, generally considered implicit price concessions, are required to be reflected as a direct reduction to patient service revenue as opposed to the previous reporting as a provision for doubtful accounts. As a result, for the year ended September 30, 2020, the System recorded approximately $46,393,000 of implicit price concessions as a direct reduction of patient service revenue that would have previously been recorded as provision for doubtful accounts and $48,365,000 as a direct reduction of accounts receivable.
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Schedule H, Part III, Line 3 Bad Debt Expense Methodology
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Based on historical experience, a significant portion of the System's uninsured patients will likely be unable or unwilling to pay for the services provided and are considered an implicit price concession. Estimates of implicit price concessions are determined based on historical collection experience with these classes of patients using a portfolio approach as a practical expedient to account for patient contracts as collective groups rather than individually. The financial statement effects of using this practical expedient are not materially different from an individual contract approach. Changes in the economy, unemployment rates, the number of uninsured and underinsured patients, the volume of patients through emergency departments, the increased burden of co-pays, co-insurance amounts and deductibles to be made by patients with insurance, and business practices related to collection efforts are some of the factors that can impact collection trends and the estimation process. Although our financial assistance policies and procedures make every effort to identify those patients who are eligible for financial assistance before the billing process begins, often it is not possible to make an appropriate determination until after the billing and collection collection cycle has commenced. The rationale for including implicit price concession amounts amounts in community benefits would be to account for those patients who were classified as an implicit price concession, but would have qualified for financial assistance if sufficient information had been available to make a determination of their eligibility.
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Schedule H, Part III, Line 4 Bad debt expense - financial statement footnote
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Notes to Consolidated Financial Statements, page 18 of Audited Financial Statements: For patient accounts receivable after adoption of ASU 2014-09 on October 1, 2018, the estimated uncollectible amounts are generally considered implicit price concessions that are a direct reduction to patient accounts receivable rather than allowance for doubtful accounts.
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Schedule H, Part III, Line 8 Community benefit & methodology for determining medicare costs
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THE MEDICARE COSTS ARE OBTAINED FROM THE COST REPORT FOR INPATIENT PSYCHIATRIC CAPITAL AND OUTPATIENT SERVICES. IN ADDITION, FEE BASED SERVICES, SUCH AS LABS, PT, OT, ETC, ARE DETERMINED THROUGH PS&R CHARGES TIMES OUTPATIENT COST TO CHARGE RATIO.
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Schedule H, Part III, Line 9b Collection practices for patients eligible for financial assistance
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A. Exemption From Self-Pay Billing and Collection Action- UMMHC will not initiate Self-Pay billing and collection activity in the following instances: 1. Upon sufficient proof that a patient is a recipient of Emergency Aid to the Elderly, Disabled and Children (EAEDC), or enrolled in MassHealth, Health Safety Net, the Children's Medical Security Plan whose family income is equal or less than 300% of the FPL or Low Income Patient designation with the exception of Dental-Only Low Income patients as determined by the office of Medicaid with the exception of co-pays and deductibles required under the Program of Assistance. 2. The hospital has placed the account in legal or administrative hold status and/or specific payment arrangements have been made with the patient or guarantor. 3. Medical Hardship bills that exceed the medical hardship contribution. 4. Medical Hardship contributions that remains outstanding during a patient's MassHealth or Low Income Patient eligibility period. 5. Unless UMMHC has checked the EVS system to determine if the patient has filed an application for MassHealth. 6. For Partial Health Safety Net eligible patients, with the exception of any deductibles required. 7. UMMHC may bill for Health Safety Net eligible and Medical Hardship patients for non-medically necessary services provided at the request of the patient and for which the patient has agreed by written consent. 8. UMMHC may bill a Low Income Patient at their request in order to allow the patient to meet the required CommonHealth One-Time Deductible
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Schedule H, Part V, Section B, Line 16a FAP website
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- UMASS MEMORIAL MEDICAL CENTER, INC: Line 16a URL: See Part VI; - UMASS MEMORIAL HEALTHALLIANCE-CLINTON HOSPITAL, INC.: Line 16a URL: See Part VI; - MARLBOROUGH HOSPITAL: Line 16a URL: See Part Vi;
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Schedule H, Part V, Section B, Line 16b FAP Application website
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- UMASS MEMORIAL MEDICAL CENTER, INC: Line 16b URL: See Part VI; - UMASS MEMORIAL HEALTHALLIANCE-CLINTON HOSPITAL, INC.: Line 16b URL: See Part VI; - MARLBOROUGH HOSPITAL: Line 16b URL: See Part Vi;
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Schedule H, Part V, Section B, Line 16c FAP plain language summary website
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- UMASS MEMORIAL MEDICAL CENTER, INC: Line 16c URL: See Part VI; - UMASS MEMORIAL HEALTHALLIANCE-CLINTON HOSPITAL, INC.: Line 16c URL: See Part VI; - MARLBOROUGH HOSPITAL: Line 16c URL: See Part Vi;
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Schedule H, Part VI, Line 2 Needs assessment
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UMass Memorial Medical Center: In addition to conducting the Community Health Needs Assessment (CHNA), UMass Memorial Medical Center assesses the health care needs of the community it serves by working closely with the Worcester Division of Public Health on an on-going basis. Community Benefits staff hold leadership roles and/or participate in multiple coalitions and efforts focused on addressing priority areas identified in the CHNA and aligned with strategies of the Community Health Improvement Plan (CHIP). In 2018, the Vice President of Community Relations and the Community Health Manager continued to serve as members of the Steering Committee of the Coalition for a Healthy Greater Worcester, a healthy communities coalition that coordinates and provides accountability for CHIP Priority Area Working Groups, participates in the CHIP Access to Care group, the CHIP Data Committee and a subcommittee for oversight of UMass Memorial Medical Center Determination of Needs (DoN) funds distribution. UMass Memorial Medical Center completed its CHNA by assembling a diverse group of community stakeholders that include, but are not limited to, members of health and human service organizations, philanthropy, communities of color, neighborhood residents and the Worcester Division of Public Health as part of the group that assisted and guided the assessment process. The hospital's Community Benefits Strategic Implementation Plan is aligned with the CHIP. The other needs that are not included in the CHNA/CHIP are not being addressed because they are not a part of the nine, identified priority CHIP Domain areas and due to limited funding. The following strategies were conducted to complete the assessment: * Conducted key informant interviews and focus groups with community-based organizations and residents * Conducted outreach efforts to medically-underserved populations and convene meetings with neighborhood/community groups * Reviewed primary and secondary data * Conducted online community survey * Organized community forums to share findings and release of final report * Organized task forces for further action to identify priority areas The following sources inform and enhance our efforts to identify priorities and unmet needs: * U.S. Census 2010 * U.S. Census American Fact Finder * Massachusetts Department of Education Reports including local enrollment and language data * Massachusetts Department of Employment and Training * Hospital utilization data * Massachusetts Department of Public Health * Data from various City of Worcester departments including, but not limited to, the local Division of Public Health, Neighborhood Services and Police. * Information collected from health care providers, community groups/underserved populations and individuals and organizations who have expertise on community health issues. The health needs identified in the CHNA are a prioritized description of the significant health needs of the community. The community engagement process for the CHNA culminated with a meeting of service providers, stakeholders and residents held at the Worcester Public Library, where CHNA key findings were presented and a prioritization process took place. This event was attended by approximately 75 people UMass Memorial HealthAlliance-Clinton Hospital Inc. : In addition to the CHNA, UMass Memorial HealthAlliance-Clinton Hospital Management Team plays an active role in the Community Benefit Program by sharing information regarding needed programs, services and support. Members of the Community Benefits Team and the Management Team also participate in various community agency boards, coalitions, committees, community events, and health fairs. These groups and events play a significant role in defining needs, generating program ideas and creating services, programs, and support groups. Community Benefits activities and goals are also shared with the Board of Trustees for their feedback. UMass Memorial HealthAlliance-Clinton Hospital works closely with the CHNA9 which is comprised of representatives from a diverse group of agencies, providers, schools, community organizations and community members. The hospital also works with CHNA9 members: A.E.D. Foundation, Inc. Arc of Opportunity Central Mass Agency on Aging, Clinton Adult Learning Center, Community Health Connections, Community Health link, Fitchburg Board of Health, Fitchburg Department of Community Development, Fitchburg Police Department, Fitchburg Public Schools, Fitchburg State University, GAAMHA Inc., Gardner Community Action Team, Gardner Public Schools, Gardner Visiting Nurses Association, Growing Places Inc., Health Care for All Health Disparities Collaborative, Health Foundation of Central Mass, Heywood Healthcare, Joint Coalition on Health, Leominster Public Schools, LUK, Inc., MA Department of Corrections, MA Department of Public Health, Massachusetts Public Health Association, Montachusett Community Branch YMCA, Montachusett Home Care, Montachusett Opportunity Council, Montachusett Veterans Outreach Center Inc., Montachusett Public Health Network, Mount Wachusett Community College, NAMI of North Central Mass, Nashoba Regional School District, Nashoba Valley Medical Center, North Central Mass Coalition for Healthy Relationships, North Central Mass Minority Coalition, North Central WIC, The SHINE Initiative, South Bay Mental Health, Spanish American Center, Suicide Prevention Task Force, Sunrise Senior Living, Three Pyramids Training Resources of America, Transportation for Massachusetts, UMass Medical School Center for Tobacco Treatment, United Neighbors of Fitchburg, United Way of Tri-County/Wheat Community Connections, Winchendon Board of Health, Winchendon Public Schools, Worcester County Food Bank/Feeding America, You Inc., and YWCA of North Central Marlborough: The CHNA is comprised of qualitative and quantitative data collected through a community engagement process. In addition, the Community Benefits Advisory Council, comprised of members of different agencies and businesses in the area, helps to identify programs in support of the community priorities. and assesses the health care needs of the community it serves by working closely with community partners. CBAC members include representatives from the Hudson and Marlborough Public Schools and the Boards of Health, agencies that focus on addiction and recovery services, the Council on Aging, the Marlborough Community Development Corporation, Wellness Council members and residents of the community. The CBAC helps to identify programs in support of the community priorities, provides feedback on an on-going basis and focuses on addressing priority areas identified in the CHNA and aligned with strategies of the Community Health Improvement Plan.
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Schedule H, Part VI, Line 3 Patient education of eligibility for assistance
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UMass Memorial Medical Center: UMass Memorial Medical Center employs 24 Financial Counselors, also referred to as Certified Application Counselors (CAC's). All Financial Counselors are state certified and located on all campus locations. The Patient Financial Counseling department has a dedicated call center line that is available to patients and any member in the community that requires assistance. Patient's are referred to the Financial Counselors from many community organizations, such as the local community actions councils and area Health Centers. Financial Counseling assistance is provided at several area free clinics to assist patients in the application process. The Patient Financial Counseling department assists patient's at bedside on inpatient units and patients in the emergency department setting. CAC's are available to assist underinsured and uninsured patients navigate the medical benefit application process. CAC's will take the steps necessary to help patients submit applications to obtain coverage, apply for Financial Assistance, resolve eligibility issues, upgrade their coverage to coverage that provides more benefits, choose and enroll in a MassHealth or Connector Care Health insurance plan and change these plans when necessary. UMass Memorial HealthAlliance-Clinton Hospital Inc. UMass Memorial HealthAlliance Clinton Hospital Inc. employs 3 Financial Counselors, also referred to as Certified Application Counselors (CAC's). All Financial Counselors are state certified and located on all campus locations. The Patient Financial Counseling department has a dedicated call center line that is available to patients and any member in the community that requires assistance. Patient's are referred to the Financial Counselors from many community organizations, such as the local community actions councils and area Health Centers. Financial Counseling assistance is provided at several area free clinics to assist patients in the application process. The Patient Financial Counseling department assists patient's at bedside on inpatient units and patients in the emergency department setting. CAC's are available to assist underinsured and uninsured patients navigate the medical benefit application process. CAC's will take the steps necessary to help patients submit applications to obtain coverage, apply for Financial Assistance, resolve eligibility issues, upgrade their coverage to coverage that provides more benefits, choose and enroll in a MassHealth or Connector Care Health insurance plan and change these plans when necessary. Marlborough Hospital: Marlborough Hospital employs 3 Financial Counselors, also referred to as Certified Application Counselors (CAC's). All Financial Counselors are state certified and located on all campus locations. The Patient Financial Counseling department has a dedicated call center line that is available to patients and any member in the community that requires assistance. Patient's are referred to the Financial Counselors from many community organizations, such as the local community actions councils and area Health Centers. Financial Counseling assistance is provided at several area free clinics to assist patients in the application process. The Patient Financial Counseling department assists patient's at bedside on inpatient units and patients in the emergency department setting. CAC's are available to assist underinsured and uninsured patients navigate the medical benefit application process. CAC's will take the steps necessary to help patients submit applications to obtain coverage, apply for Financial Assistance, resolve eligibility issues, upgrade their coverage to coverage that provides more benefits, choose and enroll in a MassHealth or Connector Care Health insurance plan and change these plans when necessary.
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Schedule H, Part VI, Line 4 Community information
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UMass Memorial Medical Center: Geographical Reach: The 2018 Community Health Assessment (CHNA) and Greater Worcester Community Health Improvement Plan (CHIP) focuses on the City of Worcester and the outlying communities of Shrewsbury, Millbury, West Boylston, Leicester, Grafton and Holden, a sub-section of its primary service area. This specific geographic area is the focus for the City of Worcester Division of Public Health regionalization initiative and overlaps with the service area of many other local organizations. Focusing UMass Memorial's CHNA on this geographic area facilitates the alignment of the hospital's efforts with community and governmental partners, specifically the city health department, the area Federally Qualified Health Centers, and community-based organizations. This focus also facilitates collaboration with the CHIP Advisory Committee (The Coalition for a Healthy Greater Worcester) that implements key strategies of the CHIP so that future initiatives can be developed in a more coordinated approach. Our focus is on vulnerable populations living in this geographical area Regional Description: The City of Worcester is very ethnically-diverse. The number of Hispanics living in the city has grown by 35% over the past 10 years. Refugees from Iraq currently account for the greatest percentage of new immigrants (51%) followed by refugees from Bhutan, Burma, Liberia and other African nations. Health Resources and Services Administration (HRSA) has designated the City of Worcester a health professional shortage area (HPSA) in primary care, mental health and dental services due to its low-income population. The City of Worcester has several neighborhoods with a shortage of health providers and HRSA has determined that many census tracts in the city are medically-underserved areas (MUAs). Economic Characteristics: The U.S. Census American Fact Finder population estimates for 2013-2017 indicated that the median household income for the City of Worcester was $45,869 and for Worcester County region was $69,313. According to the Worcester Regional Research Bureau, of the city's total 184,743 residents, 22% are living below the poverty level. The number of children under the age of 18 living below the poverty level rose to 30% in 2010 from 25% in 2005-2009. These factors have resulted in a strong need for food assistance services. For example, according to the Massachusetts Department of Education, 64% of students in the Worcester Public School system receive free school lunch. Demographics: Worcester is a Federal Resettlement Site, as a result, the City of Worcester's foreign born population is significantly higher than Worcester County as a whole, accounting for the majority of this population in the region. According to U.S. Census 2010 figures, the Hispanic population and other non-Hispanic, non-White ethnic groups in the city have notably increased while the white, non-Hispanic population has decreased. Reflecting this diversity, ninety percent of all medical interpretations provided by UMMHC are conducted in: Spanish, Portuguese, Vietnamese, Arabic, Albanian and American Sign Language. The remaining ten percent are conducted in other "non-primary" languages, the pool of which consists of 81 different languages. The senior population in the region also continues to grow as baby boomers reach the age of 65. According to the U.S. Census, residents between the ages of 20-64 account for the majority of the population in Worcester County at 61%. UMass Memorial HealthAlliance-Clinton Hospital Inc. UMass Memorial HealthAlliance-Clinton Hospital's primary service area includes the quasi-urban municipalities of Clinton, Fitchburg, and Leominster, and the more rural towns of Ashburnham, Ashby, Gardner, Lunenburg, Townsend, Sterling, and Westminster. The Hospital's secondary service area includes an additional twelve towns: Ayer, Bolton, Groton, Harvard, Hubbardston, Lancaster, Pepperell, Princeton, Shirley, Sterling, Templeton and Winchendon. While great efforts are made to improve the health status, provide diagnostic screening, and address access barriers of all residents within these communities, special attention is given to address the needs of diverse and/or low income, vulnerable segments of the population. The challenges that these cohorts face with respect to social determinants of health and access to care are often intense and are at the root of the challenges and poorer health outcomes faced in these communities. More specifically, the hospital's 2018 CHNA identified low-income populations, African Americans and other racial/ethnic minority populations, recent immigrants, non-English speakers, and older adults as priority populations that deserve special attention. According to the US Census Bureau: * In Fitchburg (6%), a significantly greater percentage of residents speak Spanish at home and English "less than very well" compared to the Commonwealth overall (4%) * Compared to the Commonwealth (11%), the percentage of Hispanic/Latino residents is significantly high in Fitchburg (24%), Clinton (14%), and Leominster (15%). * The percentage of residents identifying as "some other race" besides White, Black or African American, Asian, American Indian/Alaska Native, or Native Hawaiian/Pacific Islander is significantly high in Fitchburg (8%) and Leominster (7%) compared to the Commonwealth overall (4%). Employment, income, and poverty is another area where there was significant variation within the service area. According to the US Census Bureau: * Compared to the Commonwealth overall ($68,563), the median household income was significantly lower in Clinton, Fitchburg, Gardner, and Leominster, yet significantly higher in all other municipalities in the service area. * The percentage of residents that live below the federal poverty line is significantly high in Fitchburg (19%) and Gardner (19%) compared to the Commonwealth (12%). * Compared to the Commonwealth (24%), a significantly high percentage of residents live below 200% of the federal poverty line in Gardner (38%) and Leominster (28%). * The percentage of families, individuals under 18, individuals over the age of 65, and female-headed households living in poverty was significantly high in Fitchburg compared to the Commonwealth overall. Marlborough Hospital: The City of Marlborough, with a population of 39,825 (July 2018) grew 3.4% from 2010. Marlborough's population is predominately White (80%) followed by Hispanic or Latino (10%), other race is 7%, Asian 5%, Black or African American 2% and 3% identify themselves as 2 or more races. Hudson has a population of 14,603 with 90% who identify themselves as White, 4% Hispanic or Latino, 2% other, 2% Asian, 1% Black or African American and 2% indicate two or more races. Quantitative data from U.S Department of Commerce, Bureau of the Census, American Community Survey 5 year estimates, 2010-2014 illustrates that just over threefourths of the Massachusetts population is White (76.9%) which was largely consistent with Marlborough (80%). Both at the state level and in Marlborough, the Hispanic population was the next largest racial/ethnic group. Hudson's population followed a similar pattern, the proportion of its population that identified as white was even larger (90%) followed by Hispanic and Latino. English, Portuguese and Spanish are the predominant language for the communities the hospital serves
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Schedule H, Part VI, Line 5 Promotion of community health
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The majority of the governing bodies of all our boards overseeing our hospital facilities -community hospitals, inc., and the member hospitals are comprised of persons who reside in the organization's primary service area who are neither employees nor independent contractors of the organization nor family members thereof. All hospital facilities extend medical staff privileges to all qualified physicians in its respective community for some (or all) of its departments or specialties and are also eligible to become part of the faculty of the University of Mass Medical School. UMass Memorial Medical Center: UMass Memorial has a designated Community Benefits department housed within Community Relations that is wholly dedicated to promoting the Community Benefit agenda with a special focus on Community Health Improvement. Our Community Benefits staff works very closely with multiple community organizations forging partnerships. The hospital has a strong and longstanding partnership with the Worcester Division of Public Health which has resulted in significant opportunities that have leveraged funding and implementation of preventive community-clinical linkages. In addition, we work closely with the two Federally Qualified Community Health Centers and leverage internal resources within the system to increase program capacity whenever possible. The Community Relations/Community Benefits Department works closely with Pedi-Primary Care, Family and Community Medicine, Pedi-Pulmonology and the Emergency Department. We also provide medical and dental services to the underserved at 11 neighborhood sites and 20 schools through the UMass Memorial Care Mobile (this function on hold beginning in March 2020 due to the COVID-19 pandemic). Most recently, we have adopted an Anchor Mission as a strategy to specifically address social determinants of health. UMass Memorial HealthAlliance-Clinton Hospital Inc: The hospital has a Community Benefit program that is responsible for promoting the Community Benefit Implementation Strategy focusing on Community Health Improvement. Hospital staff, leaders, and medical providers work very closely with multiple community organizations forging partnerships. In addition, we leverage internal resources within the system to increase program capacity whenever possible. We continue to support health education and screenings related to chronic diseases and prevalent health conditions in the community including mental/behavioral health, lung cancer/smoking cessation, chronic occlusive pulmonary disease (COPD), heart health, depression and nutrition/diabetes. We particularly focus on diverse populations and social determinants of health. UMass Memorial HealthAlliance-Clinton Hospital continued working with the Community Health Network of North Central Mass (CHNA9) and other partners in implementing the North Central Mass Community Health Improvement Plan (CHIP). Most CHIP working groups meet monthly and took significant steps toward reviewing baseline information and creating more partnerships that will enable sharing of resources throughout the CHIP implementation and beyond. Marlborough Hospital: Marlborough Hospital participates in area events and provides facilities for support groups. In addition, whenever possible we leverage internal resources to build capacity in our programming and we have staff that supports Community Benefits activities.
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Schedule H, Part VI, Line 6 Affiliated health care system
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UMass Memorial Health Care is the largest not-for-profit health care system in Central Mass and the largest provider of care for the uninsured outside of Boston; and the only Safety Net provider in Central New England. Our health care system is comprised of UMass Memorial Medical Center as well as the Community Hospitals Health Alliance Clinton and Marlboro Hospitals. We have a reporting parent board and a medical group and affiliate with Community Healthlink which is the largest provider of mental health for vulnerable populations. Each hospital in our system, has a dedicated Community Benefits staff and department that works closely with their respective communities in conducting a the Community Health Needs Assessment, a Community Health Improvement Plan and a Community Benefits Implementation Strategy. In addition, we also share best practices and knowledge and adopt when appropriate. We have been one of the few hospital systems in the country that has adopted an "anchor mission" for our organization. This involves leveraging all of the assets of our organization in order to address pervasive inequality and social disadvantage in our community. We do so by strategically focusing our investment practices, hiring practices and purchasing practices in a manner that addresses the social determinants of health in the community. For example, we have pledged to devote 1% of our investment portfolio ($4 Million) and invest it into the community. We have already deployed almost half of that $4 Million by making four specific investments in the areas of housing and the arts in vulnerable areas of our community.
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