Schedule H, Part V, Section B, Line 3E
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In Ascension St. Vincent Seton Specialty Hospital's most recent CHNA, significant health needs of the community were identified after analyzing secondary data and primary data from community, public health, and associate input. The process for identifying significant health needs as well as the prioritization process is as follows. Existing Health Indicator Data (also known as secondary data) - In collaboration with healthcare consultants, the hospital reviewed a variety of community health indicators for the county, which were benchmarked against state-wide, peer county, and national averages. The CHNA identifies certain health issues as significant if indicators benchmark unfavorably. Following the review of this data, key insights were incorporated into CHNA activities and considered during the selection of health priorities. Community, Public Health, and Associate Input (also known as primary data) - Multiple methods were used to gather input, including community input meetings, a hospital input meeting, and key informant interviews. The community input meetings and key stakeholder interviews were conducted in collaboration with other Indiana health systems, when possible, which included IU Health, Community Health Network, Riverview Health, and the Rehabilitation Hospital of Indiana. Additionally, Ascension St. Vincent Seton Specialty Hospital collected primary data through a hospital input meeting with associates who had grassroots knowledge of the needs of the community. A concerted effort was made to ensure that the individuals and organizations represented the needs and perspectives of 1) public health practice and research; 2) individuals who are medically underserved, are low-income, or considered among the minority populations served by the hospital; and 3) the broader community at large and those who represent the broad interests and needs of the community served. Health Needs Prioritization Session - Ascension St. Vincent Seton Specialty Hospital used a phased prioritization approach to identify the needs within Marion County. The first step was to determine the broader set of identified needs. Through the CHNA, identified needs were then narrowed to a set of significant needs which were determined most crucial for community stakeholders to address. Following the completion of the CHNA, significant needs were further narrowed down to a set of prioritized needs that the hospital will address within the Implementation Strategy. To arrive at the prioritized needs, Ascension St. Vincent Seton Specialty Hospital used the following process and criteria: hospital leaders reviewed the 2021 CHNA significant health needs and the data used to define each as significant, then voted on the top 3-5 needs they determined the hospital could address in the next three years. The criteria used to prioritize the significant needs were: Alignment with the organization's mission, values, and strategic priorities. Alignment with existing service and area of expertise. Concern for low-income or vulnerable persons. Ability for organization to have an impact. Ability to leverage organizational assets. Consequently, after all hospitals had prioritized their top three to five needs, the two most commonly prioritized needs across the system were determined to be the system-wide health improvement priorities, and the most commonly prioritized need across a region was determined to be a region-wide health improvement priority. Most hospital's implementation strategy addresses three needs: two system-wide and one region-wide. See Schedule H, Part V, Line 7 for the link to the CHNA and Schedule H, Part V, Line 11 for how those needs are being addressed.
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Schedule H, Part V, Section B, Line 5 Facility , 1
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Facility , 1 - Ascension St. Vincent Seton Specialty. Recognizing its vital importance to understanding the health needs and assets of the community, Ascension St. Vincent Seton Specialty Hospital consulted with a range of public health and social service providers that represent the broad interests of residents of Marion County. Multiple methods were used to gather community input, including community input meetings, a hospital input meeting with hospital staff, and key informant interviews. A summary of the process and results is outlined below. Four community input meetings were conducted by Verite Healthcare Consulting in May and June 2021 to gather feedback on the health needs and assets of Marion County. Fifty-three (53) individuals participated in the Marion County community meetings. These individuals represented organizations including local health departments, non-profit organizations, faith-based organizations, health care providers, and local policymakers. The organizations that participated in the community input meetings are the following: Allen Chapel A.M.E. Church, Indianapolis City Council, Anthem Medicaid, Indianapolis City-County Council, Broadway United Methodist Church, Indianapolis Neighborhood Housing Partnership, City of Indianapolis (Division of Community Nutrition and Food Policy), Indianapolis Public Transportation Corporation (IndyGo), Coalition for Our Immigrant Neighbors, Indianapolis Urban League, Concerned Clergy of Indianapolis, Indy Hunger Network, Connections IN Health, Jump IN for Healthy Kids, Connections IN Health - IU School of Medicine, Managed Health Services (MHS), Covering Kids & Families of Indiana, Marian University, Crossroads A.M.E. Church, Marian University - College of Osteopathic Medicine, First Baptist Church North Indianapolis, Marion County Public Health Department, Gennesaret Free Clinic, Neighborhood Christian Legal Clinic, Gleaners Food Bank of Indiana, Nine13sports, Habitat for Humanity of Greater Indianapolis, Nurse Family Partnership - Goodwill of Central and Southern Indiana, Health by Design, Office of Representative Andre Carson, Horizon House, Pathway to Recovery, Immigrant Welcome Center, Playworks Indiana, Indiana Civil Rights Commission (American Indian and Asian), Raphael Health Center, Indiana Clinical and Translational Sciences Institute (CTSI), Richard M. Fairbanks Foundation, Indiana Legal Services, The Julian Center, Indiana Public Health Association, Top 10 Coalition, Indiana State Department of Health, University of Indianapolis, Indiana University Richard M. Fairbanks School of Public Health, and YMCA of Greater Indianapolis. A hospital input meeting was conducted by Verite Healthcare Consulting in November 2021 to gather feedback from hospital staff on the health needs and assets of Marion County. Three individuals participated and completed a post-meeting survey to identify significant community needs. These staff included nursing leadership, clinicians, and others. Finally, an interview was conducted with a local public health department representative to obtain subject-matter expertise regarding health needs in Marion County. Questions focused, first, on identifying and discussing health issues in the community before the COVID-19 pandemic began. Questions then focused on the pandemic's impacts and on what has been learned about the community's health given those impacts. The individuals and organizations that participated represented a variety of vulnerable populations, which included individuals who are medically underserved (census tracts in Indianapolis and central Marion County are designed as MUA and the lower income population of the Northwest Side have been designed as MUPs), living in poverty, struggling to meet basic needs (including housing and food insecurity), experiencing addiction, seeking government assistance, victims of domestic violence and/or neglect, senior citizens, and/or experiencing racial/ethnic health disparities. Additionally, the Marion County Public Health Department represented the needs of these vulnerable populations via their public health expertise.
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Schedule H, Part V, Section B, Line 6a Facility , 1
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Facility , 1 - Ascension St. Vincent Seton Specialty. Ascension St. Vincent Seton Specialty Hospital also collaborated with other Indiana health systems to collect primary data through online community input meetings and key stakeholder interviews. These health systems include IU Health, Community Health Network, Riverview Health, and the Rehabilitation Hospital of Indiana. Ascension St. Vincent Seton Specialty Hospital also collaborated with other hospitals that are members of Ascension St. Vincent.
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Schedule H, Part V, Section B, Line 11 Facility , 1
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Facility , 1 - Ascension St. Vincent Seton Specialty. In Ascension St. Vincent Seton Specialty Hospital's most recent CHNA, the following were identified as significant needs in the community: Access to Care; COVID-19 Pandemic; Food Security; Mental Health Status and Access to Mental Health Services; Obesity, PHYSICAL INACTIVITY, AND ASSOCIATED CHRONIC DISEASE; Social Determinants of Health, including Poverty, Affordable Housing, Food Insecurity, and Transportation; Smoking and Tobacco Use; and Violence and Crime. The FY2023-2025 Implementation Strategy specifically addresses Access to Care and Mental Health in the following ways: Access to Care - The goal of the initiative is to increase access to comprehensive, high-quality health care services (Healthy People 2030). The hospital will do this through various strategies, which include the evidence-based approach called Pathways, utilized by the hospital's health advocates, to assist individuals with accessing various health, human, and social services. Specifically, the hospital will focus on increasing the proportion of people with a usual primary care provider by increasing the number of patients established with a medical home by 2.0% each year, amongst individuals who complete a Medical Home Pathway, from baseline established in FY2023. Also, the hospital will focus on increasing the proportion of people with health insurance by 5.0% each year, amongst individuals who complete an enrollment pathway, from baseline established in FY2023. Finally, in an effort to work collaboratively with community groups and organizations, the hospital will strengthen community engagement by supporting coalitions and implementing partners to improve access to care. During FY23, the hospital established the following baselines: 5 individuals were connected to a medical home and 17 individuals obtained health insurance. Mental Health - The goal of the initiative is to improve mental health (Healthy People 2030). The strategy is based on the HP2030 Mental Health and Mental Disorders objective: Reduce the suicide rate (MHMD-01). The hospital will collaborate with the Ascension St. Vincent Stress Center, to offer at least one QPR (Question, Persuade, Refer) training to the community at no charge by the end of the implementation strategy cycle. The target population will include community members, first responders, educators, students, and faith-based organizations. Additionally, this initiative includes a community engagement objective. The hospital will strengthen community engagement to expand the reach of evidence-based programs, advocacy, and/or services through financial support, facilitation, and/or promotion to improve mental health. During FY23, the hospital completed the following planning steps: identified a lead, determined individual roles and expectations and updated resource lists from the previous I.S. cycle to reflect possible collaborating organizations. Community Engagement - The goal of the community engagement initiative is to strengthen the hospital's strategies that respond to the market-wide and regional-wide prioritized health needs. A market-wide workstream, composed of multidisciplinary hospital representatives, will assess the status, identify opportunities, make recommendations and develop a strategic plan to enhance community engagement. The hospital, with guidance from the workstream, will implement the strategic plan at a market and regional level. During FY23, the workstream was developed with regional leads, individual roles and expectations were determined and an existing assessment tool was identified. Ascension St. Vincent Seton Specialty Hospital is committed to improving community health by directly, and indirectly, addressing community needs. However, certain factors impact the hospital's ability to fully address all of the identified needs. The needs listed below are not included in Ascension St. Vincent Seton Specialty Hospital's implementation strategy for the following reasons: COVID-19 Pandemic - The hospital, together with Ascension Medical Group (AMG), a physician-led provider organization, continues to provide treatment for community members diagnosed with COVID-19, as it has done since the beginning of the pandemic. As federal, state, and local authorities are providing leadership for prevention and surveillance activities, the hospital will not directly address the COVID-19 pandemic in the current Implementation Strategy. Food Security - The hospital works to improve food security of community members through a variety of means, such as continuation of partnerships with schools to support weekend feeding programs or school nutrition programs, financial donations to charitable organizations, and/or food drives. Moreover, the hospital, together with AMG, screens patients for food insecurity and provides referrals to community resources and/or hospital-based local resources. Additionally, the hospital remains committed to partnering with community groups to address this identified health need and will continue to seek opportunities to do so. As federal, state, and local authorities, as well as community-based organizations, are working to improve food security, the hospital will not directly address this need in the current Implementation Strategy. Obesity, Physical Inactivity, and Associated Chronic Disease - The hospital, together with AMG, provides education on various health topics related to obesity, physical inactivity, and associated chronic disease through health fairs and screenings, health education, wellness programs, lectures, school health education programs, and/or community support groups. Additionally, the hospital remains committed to partnering with community groups to address these identified health needs and will continue to seek opportunities to do so. As federal, state, and local authorities, as well as community-based organizations, are working to reduce this need, the hospital will not directly address this need in their current Implementation Strategy. Smoking and Tobacco Use - The hospital, together with AMG, screens patients for tobacco use and promotes the use of the evidence-based state tobacco cessation quitline (1-800-Quit-Now). Additionally, the hospital remains committed to partnering with community groups to address this identified health issue and will continue to seek opportunities to do so. As federal, state, and local authorities, as well as community-based organizations, are working to reduce smoking and tobacco use, the hospital will not directly address this need in the current Implementation Strategy. Violence and Crime - The hospital, together with AMG, screens patients to identify safety concerns as well as for social determinants of health factors related to violence and crime. Moreover, supporting services and referrals are provided by Community Health Workers in the Ascension St. Vincent Health Access Department, to respond to violence and crime encountered by patients. Additionally, the hospital remains committed to partnering with community groups to address these identified health needs and will continue to seek opportunities to do so. As federal, state, and local authorities, as well as community-based organizations, are working to reduce violence and crime, the hospital will not directly address this need in the current Implementation Strategy. Social Determinants of Health, including poverty, affordable housing, food insecurity, and transportation - The hospital, together with AMG, screens patients for needs related to social determinants of health. Moreover, supporting services and referrals are provided by Community Health Workers in the Ascension St. Vincent Health Access Department, to meet needs, such as transportation and housing. Additionally, the hospital remains committed to partnering with community groups to address needs related to social determinants of health and will continue to seek opportunities to do so. As federal, state, and local authorities, as well as community-based organizations, are working to reduce this need, the hospital will not directly address this need in the current Implementation Strategy. While these needs are not the focus of this Implementation Strategy, Ascension St. Vincent Seton Specialty Hospital may consider investing resources in these areas as appropriate, depending on opportunities to leverage organizational assets in partnership with local communities and organizations. Also, this report does not encompass a complete inventory of everything Ascension St. Vincent Seton Specialty Hospital does to support health within the community.
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