adventist health glendale · 2018-10-09 · letter from the president . dear friends and...

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Adventist Health Glendale 2017 Community Health Plan Update/Annual Report

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Table of Contents

Adventist Health Overview ..................................................................................................................................... 3

Letter from the President........................................................................................................................................ 4

Hospital Identifying Information ............................................................................................................................. 5

Community Health Development Team ................................................................................................................. 6

Invitation to a Healthier Community ...................................................................................................................... 7

2017 Community Benefit Update ........................................................................................................................... 8

Connecting Strategy and Community

Health………………………………………………………………………………………..…………………………..……………………………..18

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Adventist Health Overview

Adventist Health Glendale (AHGL) is an affiliate of Adventist Health, a faith-based, nonprofit integrated health system serving more than 75 communities on the West Coast and Hawaii.

Adventist Health entities include:

• 19 hospitals with more than 2,800 beds

• More than 280 clinics (hospital-based, rural health and physician clinics)

• 13 home care agencies and seven hospice agencies

• Four joint-venture retirement centers

• Workforce of 33,000 includes more than 24,600 employees; 5,000 medical staff physicians; and3,700 volunteers

We owe much of our heritage and organizational success to the Seventh-day Adventist Church, which has long been a promoter of prevention and whole person care. Inspired by our belief in the loving and healing power of Jesus Christ, we aim to bring physical, mental and spiritual health and healing to our neighbors of all faiths. Every individual, regardless of his/her personal beliefs, is welcome in our facilities. We are also eager to partner with members of other faiths to enhance the health of the communities we serve.

Our commitment to quality health care stems from our heritage, which dates back to 1866 when the first Seventh-day Adventist health care facility opened in Battle Creek, Michigan. There, dedicated pioneers promoted the “radical” concepts of proper nutrition, exercise and sanitation. Early on, the facility was devoted to prevention as well as healing. They called it a sanitarium, a place where patients—and their families—could learn to be well.

More than a century later, the health care system sponsored by the Seventh-day Adventist Church circles the globe with more than 170 hospitals and more than 500 clinics, nursing homes and dispensaries worldwide. And the same vision to treat the whole person—mind, body and spirit—continues to provide the foundation for our progressive approach to health care.

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Letter from the President

Dear Friends and Colleagues,

The entire Adventist Health Glendale family proudly joins me in presenting this 2017 Community Health Plan Report. In this report, you will learn of our medical center’s outreach into the community during the past year and the many services we provide beyond acute hospital care. And you will gain some insight into how our physicians, nurses, support associates, executives and volunteers are committed to the inspired mission of Adventist Health and our long-standing dedication to the highest quality of whole person care.

You may be aware that during 2017 our hospital changed its name from Glendale Adventist Medical Center to Adventist Health Glendale. At the same time, the hospital adopted a new vibrant branding “look” and a revised mission, “Living God’s love by inspiring health, wholeness and hope.” This new mission statement describes more precisely what our community outreach represents. Our hospital has extended itself beyond the walls of our campus out into the community where we have engaged people like never before. Our inspired team of staff, volunteers and physicians have worked in partnership and collaboration with other service organizations and community leaders and influencers to improve the health status of our region.

Our intense focus on quality patient care and disease treatment and cure will never waver. The hospital’s investment in cutting edge technology, as evidenced by the recent installation of the latest linear accelerator to fight cancer, will be saving lives for years to come. Yet, just as a patient is more than a disease, health is more than just medical treatment.

We feel privileged to be working side by side with other human service organizations and people equally committed to the well-being of our community. Together, we are living our mission.

Sincerely,

Andrew D. Jahn, President Adventist Health Southern California Region

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Hospital Identifying Information

Glendale Adventist Medical Center

Number of Hospital Beds: 515

Andrew D. Jahn, President Adventist Health Southern Region

Scott Reiner, Chair, Governing Board

1509 Wilson Terrace

Glendale, CA 91206

(818) 409-8000

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Community Health Development Team

Bruce Nelson, MA

Director of Community Services

Principal Author

Joan Klaric

Office Coordinator

Community Services Department

CHNA/CHP contact: Name: Joan Klaric Title: Office Coordinator, Community Services Department Address: [email protected] request a copy, provide comments or view electronic copies of current and previous community health needs assessments go to: AdventistHealth.org/communitybenefit or https://www.adventisthealth.org/pages/about-us/community-health-needs-assessments.aspx

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OUR MISSION:

To share God’s love by

providing physical, mental

Invitation to a Healthier Community Fulfilling AH‘s Mission

Where and how we live is vital to our health. We recognize that health status is a product of multiple factors. To comprehensively address the needs of our community, we must take into account health behaviors and risks, the physical environment, the health system, and social determinant of health. Each component influences the next and through strategic and collective action improved health can be achieved.

The Community Health Plan marks the second phase in a collaborative effort to systematically investigate and identify our community’s most pressing needs. After a thorough review of health status in our community through the Community Health Needs Assessment (CHNA), we identified areas that we could address through the use of our resources, expertise, and community partners. Through these actions and relationships, we aim to empower our community and fulfill our mission, “to share God’s love by providing physical, mental and spiritual healing.”

Identified Community Needs

The results of the CHNA guided the creation of this document and aided us in how we could best provide

work with us to find solutions across a broad range of sectors to create communities we all want for ourselves and our families. benefit to our community and the most vulnerable among us. As a result, Adventist Health Glendale has adopted the following priority areas for our community health investments for 2016-2018:

• Cardiovascular Health - Integrate Patient Education into Cardiovascular Services • Improve Stroke Education and Support • Population Health for Chronic Disease • Wellness and Support for Patients Diagnosed with Cancer

Additionally, we engage in a process of continuous quality improvement, whereby we ask the following questions for each priority area:

• Are our interventions making a difference in improving health outcomes? • Are we providing the appropriate resources in the appropriate locations? • What changes or collaborations within our system need to be made? • How are we using technology to track our health improvements and providing relevant feedback at the

local level? • Do we have the resources as a region to elevate the population’s health status?

Building a healthy community requires multiple stakeholders working together with a common purpose. We invite you to explore how we intend to address health challenges in our community and partner to achieve change. More importantly though, we hope you imagine a healthier region and

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2017 Community Benefit Update In 2016 Adventist Health Glendale conducted a community health needs assessment and was followed by a 2017 Community Health Plan (Implementation Plan) that identified the priority needs listed below. The prioritized needs were chosen based on community health data and the voices of our community. Working together with our community is key to achieving the necessary health improvements to create the communities that allow each member to have safe and healthy places to live, learn, work, play, and pray. Below you will find an inventory of additional interventions supporting the health of our communities.

Priority Need - Cardiovascular Health Improve Aortic Stenosis Education and Support

2017 Report In 2017 AHGL provided education on Severe Aortic Stenosis and the patient’s new option of TAVR (Transcatheter Aortic Valve Replacement) or SAVR (Surgical Aortic Valve Replacement) depending on their surgical risk. TAVR is FDA approved for both high and intermediate risk patients.

This education was provided in both on and off-site settings: • January 31-Healthline Program, “TAVR (Transcatheter Aortic Valve Replacement)” featuring

AHGL TAVR Cardiologists Dr. Harry Balian and Dr. Amir Rafie• February newspaper article educating the community entitled, “TAVR is Saving Lives at GAMC”• Four quarterly “Live Well Senior” participant luncheons with 200+ in attendance• Glendale leadership luncheon with Dr. Amir Rafie and Structural Heart Program Coordinator Leslie Joslin

presenting TAVR with 30 + in attendance• A large display of the TAVR team was featured at The Americana outdoor mall experience in Glendale

for program awareness• Coordinator support services for TAVR patients were provided for up to one year• Pre-and post TAVR, 30-day and one-year follow-up phone calls and meetings were provided

to over 40 TAVR patientsInterventions:

This was our first year to offer the TAVR Procedure at AHGL. We have had an enthusiastic response from the community.

• We staffed a literature table at community events where TAVR cardiologists spoke• We distributed educational materials to approximately 90% of the 200 + seniors present at

the programs.• Cardiac rehab education is provided to all our TAVR patients prior to discharge. Many TAVR

patients attend AHGL cardiac rehab after discharge.

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• A comprehensive database (TVT Registry-Transcatheter Valve Therapy) through theAmerican College of Cardiology is a requirement of participation within this program. It isrequired by the TVT Registry that a KCCQ (Kansas City Cardiomyopathy Questionnaire) iscomplete pre-TAVR, at the 30-day mark, and at one year post-TAVR.

Interventions: • The TAVR patients themselves provide spontaneous testimonials. Our 30-day TAVR follow-

up results have been substantial; the TAVR patients like to tell their friends and neighborsthe good news. This is a quality of life indicator. According to the results of thisquestionnaire, 90.5% of our patients have improved Quality of Life Outcomes at 30 dayspost-TAVR.

• Heart Healthy Program educated 1,000 members of the community on early heart attackcare.

Partners • American College of Cardiology• American Heart Association• American Red Cross• National Cardiovascular Data Registry (NCDR) /TVT Registry• Adventist Health Glendale Cardiac Rehabilitation Program• Adventist Health Glendale Heart and Vascular Institute• Hospital and community physicians• Edwards Life Sciences• Glendale YMCA• La Cañada YMCA• Los Angeles County Department of Health• Society for Interventional Radiology• Society of Chest Pain Centers• Covidien• Toshiba• Verdugo Hills Hospital for cardiac rehab

Priority Need - Improve Stroke Education and Support

2017 Activities Report

Interventions:

• Provided stroke education and awareness to the community in on and off-site settings to LiveWell Senior Center participants, YMCA, firehouse, and stroke support groups. Presentations

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were offered to increase knowledge of signs and symptoms of stroke, risks factors, and support services for stroke survivors. Blood pressure screenings and pre- and post-program surveys were also incorporated to assess program effectiveness.

• Community Mobility Program has served over 150 participants in the Glendale region and will continue to serve and expand program offerings in the coming year.

Program Highlights AH Glendale created a Community Mobility Program for people who have had a stroke and are experiencing neurological deficits that may impair driving ability. Because the loss of driving ability is one of the most difficult losses stroke patients face, AH Glendale offers this service to evaluate patients from

a clinical and an on the road perspective to determine driving ability. Some are evaluated as being able to drive immediately; some as needing special training and others as having lost the dexterity to drive again. AH Glendale’s Community Mobility Program is operated in partnership with the Department of Motor Vehicles.

A free monthly stroke support group meets with a volunteer licensed clinical social worker from AH Glendale Rehabilitation Services. AH Glendale welcomes stroke survivors from all local hospitals and created an outreach initiative encouraging stroke survivors to avail themselves of this resource. Approximately 15 to 20 stroke survivors attend this ongoing monthly meeting.

The AH Glendale Neuroscience Institute offers FREE Stroke Medication Management & Education Clinics which served 157 community members– the first of its kind in the community. Stroke patients receive a consultation with a Glendale Adventist pharmacist including answers to their medication/prescription questions, discussing adjustments to medication dosage (if necessary) and receiving guidance regarding post--stroke rehabilitation. Armenian and Spanish--speaking pharmacists are also available for patients upon request. In addition to continued marketing initiatives through the AH Glendale website and Health Quarterly, pharmacy consults are built into our process to ensure patients receive a free consultation from the pharmacist prior to discharge.

AH Glendale Neuroscience Institute will continue to offer free ongoing stroke awareness community presentations. These community events are supported by AH Glendale website podcasts that address warning signs, methods of prevention, services offered, and treatment options for stroke.

Partners • American Heart/Stroke Association • National Stroke Association • Center for Neuro Skills

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OUR MISSION:



• Los Angeles Stroke Coordinator’s Network (LASCN) • American Association of Neuroscience Nurses (AANN) • Department of Motor Vehicles • Genentech • Glendale Merchants Association • Glendale News-Press • Local membership organizations

Priority Need – Population Health for Chronic Disease Champions for Change is a statewide movement to inspire families to make healthy lifestyle changes. Funded by the California Department of Public Health (CDPH) and the United States Department of Agriculture (USDA), this program aims to reduce the prevalence of obesity and diabetes among low-income community members from all age groups in the City of Glendale by providing free nutrition education and physical activity classes. The primary target audience for this program is low-income Supplemental Nutrition Assistance Program (SNAP) or CalFresh recipients residing in the City of Glendale. Additionally, Head Start sites and Glendale Unified School District (GUSD) schools where most students receive free and reduced meals will be targeted through this program.

Key efforts under Champions for Change include teaching fundamental skills such as cooking, reading food labels, shopping on a budget, growing fruits and vegetables, and introducing low-cost and fun ways to be physically active.

In addition, champions in the City of Glendale will be identified to help create improvements in institutional and environmental settings to both improve access to healthier foods and increase opportunities to be physically active in a variety of settings, including parks, recreation centers, early childcare centers, and schools.

Interventions: In 2017, the AHGL chapter of Champions for Change:

• Conducted 232 Direct Education Classes • Direct education classes consist of AHGL staff conducting nutrition education classes to

members of the community; Some topics include reading food labels, choosing foods from all the food groups, reducing sugar and sodium, and increasing water consumption; These classes were held at community centers, elementary schools, Head Start sites, and homeless shelters

• Conducted 20 Physical Activity Classes • Physical Activity Classes consist of AHGL staff delivering yoga and Latin dance classes to

community members. • Conducted 8 Food Demonstrations

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• Food demos consisted of AHGL staff demonstrating how to prepare easy, tasty, affordable,and healthy meals to community members

• Participated in 11 community events throughout Glendale• Participation at community events entailed giving information about the Champions for

Change program and it’s benefits and took place at the Cesar Chavez Festival, Glendale FirePancake Breakfast, Glendale Cruise Night, Edison Elementary School Carnival, EdisonElementary Back to School Night, and After School Sports Championship Events

• Established 4 edible gardens at three different sites in GlendaleInterventions:

• Two at Thomas Edison Elementary School, one at Pacific Clinics-Head Start Lexington, and oneat Pacific Clinics-Head Start Glendale

Measured Impact for 2017

In 2017, Adventist Health Glendale targeted 9-11 year old children in the After School Setting using a nutrition based curriculum with the intent to increase fruit and vegetable consumption, increase physical activity, increase consumption of healthy beverages, and/or decrease consumption of less healthy beverages.

This intervention was conducted at 8 different GUSD elementary schools participating in the soccer season of the One Glendale After School Sports Program, and 67 matched pre and post surveys were collected. AHGL staff conducted three classes per site, and school site coaches were given curriculum materials to further reinforce nutrition lessons and topics throughout the season

SUCCESSES

4% whole grain consumption

4% fruit and vegetable consumption

10% non-fat milk consumption

5% physical activity

Champions for Change Program Highlights

AHGL-Champions for Change continues to provide health education to residents of Glendale. In addition to continuing to work with parents and caregivers, AHGL-Champions for Change now provides outreach to older adults, the homeless population, and elementary school children. Additionally, members of the Healthy Kids, Healthy Lives Parent Collaborative continue to take part in our activities.

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AHGL-Champions for Change has taken on a new project in developing school gardens at Thomas Edison Elementary School. The school gardens allow a place for children to take ownership and get involved in growing and maintaining fruits and vegetables by planting seeds and watering their garden. School gardens also offer an exciting and fun way to learn about the importance of eating fruits and vegetables. To create the gardens, AHGL-Champions for Change partnered with the Kiwanis Club of Glendale who provided volunteers to assist is building the garden beds and storage sheds. Teachers from the elementary school also volunteered to assist in the building of the gardens.

In October 2017, Thomas Edison Elementary had a garden unveiling ceremony to showcase their new gardens to the community. Present at the ceremony were the students, school faculty and staff, School District officials, and volunteers from the Kiwanis Club of Glendale. Also present were members of the media including the LA Times, Glendale News Press, and AHGL Marketing and Media department who all put our articles about this event to the public, which lets the community know the important work we are doing to provide nutrition education and gardening experiences to the children of Glendale.

In addition to Thomas Edison Elementary School, AHGL-Champions for Change has also provided gardens at two Head Start-Pacific Clinics Sites, with an additional garden being planned at another site by the end of January. Through our work at the gardens at all these sites, the children have expressed a new found excitement for fruits and vegetables and have also harvested and tasted the vegetables they have grown.

AHGL-Champions for Change also continues our collaboration with the City of Glendale in providing nutrition education to members of the One Glendale After School Sports Program. After one year of delivering nutrition education classes to the student participants, 729 parents of their parents were surveyed and 88% responded “Yes” to their children choosing to eat more fruits and vegetables;85% responded “Yes” to their child losing weight. AHGL-Champions for Change also provided nutrition education to participants at the various summer camps in Glendale that the City provides.

AHGL-Champions for Change staff have also been trained and certified in Zumba, which will allow for more free and fun physical activity classes in the community to get people moving and healthy.

Partners

Adventist Health Glendale is the primary steward of the Champions for Change Initiative. Key funding for this program was provided through the Los Angeles County Department of Public Health via the California Department of Public Health and the United States Department of Agriculture. Other key partners in this initiative include:

Partners

• City of Glendale Parks and Recreation Department

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• City of Glendale Community Services Department• Glendale Unified School District (and GUSD Nutrition Services Department)• Glendale City Manager Scott Ochoa• Los Angeles County of Public Health, Chronic Disease and Injury Prevention Department• California Department of Public Health, NEOP Division• University of California Agriculture and Natural Resources Master Gardener Program• AJ Nursery• Pacific Clinics-Head Start, Early Head Start• Glendale Healthier Community Coalition

Partners Continued

• Glendale Parks and Open Space Foundation• Healthy Kids, Healthy Lives Parent Collaborative• Glendale Chamber of Commerce• City of Glendale Fire Department• Eagle Rock Seventh Day Adventist Church• Glendale Communitas Initiative• AHGL Senior Live Well Center• Glendale YWCA• Glendale YMCA• Glendale Kool Dayz Summer Camp• Glendale Educational Foundation• Glendale Kiwanis Club• Crescenta Valley Alliance• One Glendale After-School Sports Program• Ascencia Homeless Services• Adult Recreation Center• Pacific Park and Community Center• Maple Park and Community Center• Thomas Edison Elementary School• Cerritos Elementary School• John Marshall Elementary School• Horace Mann Elementary School• John Muir Elementary School• Jefferson Elementary School• Columbus Elementary School

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• RD White Elementary School

Priority Area 4 - Wellness and Support for Patients Diagnosed with Cancer

Intervention: Cancer Center Services: • Positive Image Center Classes

• Community Members Served: 1,492 • Health Screenings/Community Outreach/events

• Community Members Served: 4,809

Partners

• American Cancer Society • American College of Radiology (ACR) • American College of Surgeons (ACoS) • American Lung Association • Cancer Care Guild through the GAMC Foundation • Ingeborg Zerne Foundation • Invivo • Los Angeles County Department of Health and Human Services • National Comprehensive Cancer Network (NCCN) • National Junior Charity League • Oncology Nursing Society (ONS) • Referring physicians

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Other Community Benefits

Comprehensive AHGL Inventory

Intervention: Behavioral Health patient transportation to attend partial hospitalization/intensive outpatient services.

Community Members Served: 600

Intervention: Beyond Loss Bereavement Ministry which included Beyond Loss Bereavement Newsletter, Beyond Loss Bereavement Support Groups, Beyond Loss Holiday Gathering of Remembrance, Beyond Loss 25th Anniversary Celebration.

Community Members Served: 1,338

Intervention: Chaplains’ Department Diabetes Support Group


Intervention: CINCO – Choose health LA Kids PACT to Quit Tobacco Cessation and Tobacco Control Program.


Intervention: Clinical Research.


Intervention: Maternity Tours


Intervention: Senior Program


Intervention: Marketing within the community for health services-blood drives, health quarterly newsletters and Healthline & Dr. Arutyounian Show.

Community Members Served: 195,201 (3,840,000 viewers)

Intervention: Heart Failure Follow-up program to provide pharmaceuticals for medically indigent.


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Comprehensive AHGL Inventory Continued

Intervention: Neuroscience Institute to provide stroke education to the community.


Intervention: Respiratory Programs to include Easy Breathers lung disease support group and school based parent/child asthma education.

Community Members Served: 15 plus unknown at school level.

Intervention: Women & Children’s services to include Infant Safety & CPR classes and Play to Learn Center for intern education hours.


Intervention: Charitable Events sponsored by AHGL include the Glendale Fire Awards Luncheon, Soroptimist Program, Bras for a Cause Event and Cancer Care Guild Laugh 4 a Cause.

Intervention: Cash Donation and Sponsorships to Choose Health LA, Tobacco Control, Champion for Change, Unihealth, and LA Care.

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Connecting Strategy and Community Health As hospitals move toward population health management, community health interventions are a key element in achieving the overall goals of reducing the overall cost of health care, improving the health of the population, and improving access to affordable health services for the community both in outpatient and community settings. The key factor in improving quality and efficiency of the care hospitals provide is to include the larger community they serve as a part of their overall strategy.

Health systems must now step outside of the traditional roles of hospitals to begin to address the social, economic, and environmental conditions that contribute to poor health in the communities we serve. Bold leadership is required from our administrators, healthcare providers, and governing boards to meet the pressing health challenges we face as a nation. These challenges include a paradigm shift in how hospitals and health systems are positioning themselves and their strategies for success in a new payment environment. This will impact everyone in a community and will require shared responsibility among all stakeholders.

Population health is not just the overall health of a population but also includes the distribution of health. Overall health could be quite high if the majority of the population is relatively healthy—even though a minority of the population is much less healthy. Ideally such differences would be eliminated or at least substantially reduced.

Community health can serve as a strategic platform to improve the health outcomes of a defined group of people, concentrating on three correlated stages:

1) The distribution of specific health statuses and outcomes within a population;2) Factors that cause the present outcomes distribution; and3) Interventions that may modify the factors to improve health outcomes.

Improving population health requires effective initiatives to: 1) Increase the prevalence of evidence-based preventive health services and preventive health

behaviors,2) Improve care quality and patient safety and3) Advance care coordination across the health care continuum.

Our mission as a health system is to share God's love by providing physical, mental and spiritual healing and we believe the best way to re-imagine our future business model with a major emphasis of community health is by working together with our community.

adventist health glendale · 2018-10-09 · letter from the president . dear friends and...

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