trinity health chna report 2016...trinity health approached the chna process as a collaborative...

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CommunityHealthNeedsAssessment

TrinityHealthSystem

June2016

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COMMUNITYHEALTHNEEDSASSESSMENT

TRINITYHEALTHSYSTEM

Questionsmaybedirectedto:

FredBrower

PresidentandCEO

TrinityHealthSystem

[email protected]

KeithMurdock

Director,CommunityRelations

TrinityHealthSystem

[email protected]

June2016

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ContentsTrinityHealthMissionStatement..........................................................................................................................4

Acknowledgments..................................................................................................................................................5

Introduction...........................................................................................................................................................6

CommunityHealthNeedsAssessment..................................................................................................................6

Requirement.......................................................................................................................................................6

Methodology......................................................................................................................................................7

DefiningtheCommunityServed.........................................................................................................................7

AssessmentofHealthNeeds–MethodologyandDataSources...........................................................................7

QualitativeAssessmentofHealthNeeds............................................................................................................7

QuantitativeAssessmentofHealthNeeds.........................................................................................................9

RankingSystem.............................................................................................................................................10

DataQuality..................................................................................................................................................11

CalculatingScoresandRanks........................................................................................................................11

InformationGaps.................................................................................................................................................11

PrioritizingCommunityHealthNeeds..................................................................................................................11

KeyQualitativeFindings.......................................................................................................................................13

HealthNeedstobeAddressedbyTrinityHealth..............................................................................................16

MentalHealth/SubstanceAbuse..................................................................................................................16

Wellness/Prevention.....................................................................................................................................17

AccesstoPrimaryCare.................................................................................................................................17

Summary..............................................................................................................................................................17

KeyQuantitativeFindings....................................................................................................................................18

CountyProfile...................................................................................................................................................18

HealthOutcomes..............................................................................................................................................20

HealthBehaviors..............................................................................................................................................20

ClinicalCare......................................................................................................................................................21

SocialHealthandMortality..............................................................................................................................21

AppendixA:CommunityResourcestoAddressSignificantHealthNeeds...........................................................23

AppendixB:ImplementationStrategiesbasedonCHNAconductedin2013.........Error!Bookmarknotdefined.

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TrinityHealthMissionStatement

OURMISSION

The Mission of Catholic Health Initiatives is to nurture the healing ministry of the Church, supported by

educationandresearch.FidelitytotheGospelurgesustoemphasizehumandignityandsocialjusticeaswe

createhealthiercommunities.

OURVISION

OurVisionistoliveuptoournameasOneCHI:

o Catholic:LivingourMissionandCoreValues

o Health:Improvingthehealthofthepeopleandcommunitiesweserve

o Initiatives:Pioneeringmodelsandsystemsofcaretoenhancecaredelivery

OURCOREVALUES

o Reverence:Profoundrespectandaweforallofcreation,thefoundationthatshapesspirituality,our

relationshipswithothersandourjourneytoGod

o Integrity:Moralwholeness,soundness,fidelity,trust,truthfulnessinallwedo

o Compassion:Solidaritywithoneanother,capacitytoenterintoanother’sjoyandsorrow

o Excellence: Preeminent performance, becoming the benchmark, putting forth our personal and

professionalbest

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AcknowledgmentsTrinityHealthSystemwouldliketothankthefollowingindividualsandorganizationsfortheirwillingnessto

assistinourprocessofassessingthecommunitythatTrinityHealthserves.

1. ALIVEShelter

2. AmericanRedCross

3. BHSMetroPlanning

4. CityRescueMission

5. DepartmentofHealth,CityofSteubenville

6. EasternGatewayCommunityCollege

7. FamilyandCommunityServices

8. FranciscanUniversity

9. IBEWLocalUnion246

10. JeffersonBehavioralHealthSystem

11. JeffersonCounty4thSt.HealthCenter

12. JeffersonCountyBoardofDevelopmentalDisabilities

13. JeffersonCountyChamberofCommerce

14. JeffersonCountyPreventionandRecoveryBoard

15. JeffersonMetroHousingAuthority

16. PrimeTimeOfficeonAging

17. SteubenvilleCitySchools

18. TherapeuticConnectionsCharitablePharmacy

19. UnitedWay

20. UrbanMission

21. VillageofWintersville

22. Women’sHealthCenter

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IntroductionThe2016TrinityHealthSystemCommunityHealthNeedsAssessment(CHNA)isacomprehensiveevaluation

ofthehealthneedsofthecommunitythatTrinityHealthserves.Thesystemwasformedin1996througha

creative and collaborative partnership with Tri-State Services and Sylvania Franciscan Health, and later

acquiredbyCatholicHealthInitiativesin2014.ThesystemconsistsofTrinityMedicalCenterWestandTrinity

MedicalCenterEastinSteubenvillewithacombinedcapacityof471beds,andTrinityHospitalTwinCity(25

beds) inDennison, providing themost complete health care option in easternOhio. For 20 years, Trinity

Healthhascontinuedtoenhancethequalitiesandservicesfortheresidentsofthetri-stateareatoimprove

theiraccesstoexcellent,person-centeredcare.

CommunityHealthNeedsAssessmentRequirement

As a result of the Patient Protection and Affordable Care Act (PPACA) and as part of the IRS Form 990

Schedule H, all tax-exempt (501(c)(3)) hospitals, beginning in fiscal year 2013, are required to assess the

health needs of their community (through a CHNA), prioritize the significant health needs, and develop

implementation plans for those prioritized health needs the organization has chosen to address. This

assessmentwillbedoneonceeverythreeyears.ACHNAisawrittendocumentdevelopedforahospitalthat

includesdescriptionsofthefollowing:

o Thecommunityservedandhowthecommunitywasdetermined

o Theprocessandmethodsused toconduct theassessment includingsourcesanddatesof thedata

and other information aswell as the analyticalmethods applied to identify significant community

healthneeds

o Howtheorganizationtook intoaccount inputfrompersonsrepresentingthebroadinterestsofthe

communityservedbythehospital, includingadescriptionofwhenandhowthehospitalconsulted

withthesepersonsortheorganizationstheyrepresent

o TheprioritizedcommunityhealthneedsidentifiedthroughtheCHNAaswellasadescriptionofthe

processandcriteriausedinprioritizingtheidentifiedsignificantneeds

o Theexistinghealth care facilities andother resourceswithin the community available tomeet the

significantcommunityhealthneeds

TheCHNArequirementalsostipulatesthathospitalsmustadoptan ImplementationStrategytomeetthe

significant community health needs identified through the assessment. An Implementation Strategy is a

writtenplan that addresseseachof the significant communityhealthneeds identified through theCHNA

andisaseparatebutrelateddocumenttotheCHNAreport.

ThewrittenImplementationStrategymustincludethefollowing:

o Listoftheprioritizedneedsthehospitalplanstoaddressandtherationalefornotaddressingother

significanthealthneedsidentified

o Actionsthehospitalintendstotaketoaddressthechosenhealthneeds

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o Theanticipated impactof these actions and theplan to evaluate such impact (e.g. identify data

sourcesthatwillbeusedtotracktheplan’simpact)

o Identifyprogramsandresourcesthehospitalplanstocommittoaddressthehealthneeds

o Describe any planned collaboration between the hospital and other facilities or organizations in

addressingthehealthneeds

ACHNA is considered conducted in the taxable year that thewritten reportof its findings, asdescribed

above, is approved by the hospital governing body and made widely available to the public. The

Implementation Plan is considered implemented on the date it is approved by the governing body.

ConductingtheCHNAandapprovaloftheImplementationStrategymustoccurinthesamefiscalyear.

Methodology

Trinity Health has developed a Community Health Needs Assessment (CHNA) for the following

facilities:

o TrinityMedicalCenterEast

o TrinityMedicalCenterWest

DefiningtheCommunityServed

TrinityHealthapproachedtheCHNAprocessasacollaborativeeffortbetweenthesetwohospitalswithboth

hospitalsadoptingasinglecommunityserved.Inordertodefinethecommunityservedforthepurposesof

this assessment, Trinity Health evaluated the total population, Trinity inpatient discharges, Ohio/West

Virginia/Pennsylvaniainpatientdischarges,andMedicaremarketshareforthecountiessurroundingTrinity

Health. Trinity Health is dependent on Jefferson County for 71% of its inpatient discharges. A review of

Medicare data also indicates that the majority of Medicare patients (60% market share) who reside in

Jefferson County, seek services at Trinity Health. The surrounding counties are each served by other

providers in the region. Therefore, for thepurposesof theCHNA, the TrinityHealth community served is

definedasJeffersonCounty,Ohio.

AssessmentofHealthNeeds–MethodologyandDataSources

ToassesshealthneedsoftheTrinityHealthcommunity,aquantitativeandqualitativeapproachwasused.In

addition to collecting data, including data collected in 2013 and 2016, from a number of public sources,

interviewsandfocusgroupswereconductedwithindividualsrepresentingcommunityleaders/groups,public

organizations,patients,providers,andTrinityHealthrepresentatives.

Basedupontheassessmentoftheactionstakenduringthe2013-2015period,thesystemconcludedthat

the2013dataand informationsourceswerestill relevanttotheneedsassessment in2016. Throughout

thisreport,referencestoboth2013and2016informationwillbefound.

QualitativeAssessmentofHealthNeeds

TrinityHealthcollaboratedwithother localorganizationsandproviderstotake intoaccountthe inputof

persons representing the broad interests of the community. Representatives included a diverse mix of

individuals from the City of Steubenville Health Department, Jefferson County Health Department and

representative members of other community agencies including the area United Way, public senior

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housing, theYMCAandPrimeTimeServices.Tenone-to-one interviewswereconductedaswellas focus

groupstotalingfortyparticipants.

All fifty Individualsweregrouped intothe followingcategories toensurebroadparticipation:community

leaders/groups, public health and other healthcare organizations, other providers (including physicians),

andTrinityHealthrepresentatives.

The interview questionnairewas designed to understand how participants feel about the general health

statusofthecommunityandthevariousdriverscontributingtohealthissues.Focusgroupsweredesigned

to familiarize community members with the CHNA process and gain a better understanding of the

community’sperspectiveofpriorityhealthneeds.Theywereformattedforindividualaswellassmallgroup

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feedbackandalsohelped identifyother communityorganizationsalreadyaddressinghealthneeds in the

community.

QuantitativeAssessmentofHealthNeeds

Inadditiontothequalitative feedback,quantitativehealth indicatorswerecollectedandanalyzedtoassess

community health needs. Sixty-nine indicatorswere evaluated for Jefferson County during the 2013 needs

assessment.Thecategoriesandindicatorsincludedthefollowing:

Population

• HighSchoolGraduationRate

• StudentsGraduatingfromHigh

School

• SomeCollege

• BirthstoUnmarriedWomen

• ChildreninPoverty

• ChildreninSingle-

ParentHouseholds

• ChildrenReceivingSNAPBenefits

• FoodInsecureChildren

• EstimatedNumberof

PersonsLivingBelowthe

PovertyLine

• UnemploymentRate

• PercentRural

• ViolentCrimeRate

• Homicides

Injury&Death

• HeartDiseaseDeathRate

• OverallCancerDeathRate

• ChronicLowerRespiratory

Disease(CLRD)DeathRate

• StrokeDeathRate

• UnintentionalInjuryDeathRate

• Alzheimer'sDiseaseDeathRate

• PrematureDeath

• Motor Vehicle Crash

MortalityRate

MentalHealth

• PopulationtoMental

HealthProviderRatio

• SuicideRate

• PoorMentalHealthDays

• InadequateSocialSupport

HealthOutcomes

• PoororFairHealth

• AverageNumberofPoor

PhysicalUnhealthyDaysinPast

Month

• Cancer(allcauses)Incidence

• BreastCancer

• ColonCancer

• LungCancer

• PercentDiabetic

• AdultsReportingDiagnosed

withHypertension

• InfantMortality

• MothersNotReceivingFirst

TrimesterPrenatalCare

• LowBirthWeight

• PretermBirths

HealthBehaviors

• AdultObesity

• ChildhoodObesity

• PhysicalInactivity

• NoExercise

• PercentConsumingLessThan

5Fruits/VegetablesPerDay

• AdultSmoking

• AdultsEngaginginBinge

DrinkingDuringthePast30Days

• BirthRatetoTeensAge15-17

• TeenBirthRate

• HIVPrevalence

• SexuallyTransmittedInfection

IncidentRate

AccesstoCare

• PercentUninsured

• UninsuredChildren(<17)

• CouldNotSeeaDoctorDue

toCost

• PrimaryCarePhysicians

per100,000population

• PopulationtoPrimary

CarePhysicianRatio

• Dentistsper100,000Population

• PopulationtoDentistRatio

• ThirdGraderswithUntreated

ToothDecay

• PreventableHospitalStays

Prevention

• DiabeticScreening

• MammographyScreening

• PapSmear

• FluVaccine65+

• EverhadPneumonia

VaccineAdults65Yearsand

Older

Environment

• NumberofRecreational&Fitness

Facilities

• %AccesstoParks

• FastFoodRestaurants

• LimitedAccesstoHealthyFoods

• StudentsEligibleforFreeLunch

• DailyParticulateMatterDays

DrinkingWaterSafety

ThisdatawassuppliedbytheCountyHealthRankings&RoadmapsDatabasedatafrom2015.Foreachhealth

indicator,acomparisonwasmadebetweenthecountyleveldataandbenchmarks.Benchmarkswerebasedon

availabledataandincludedtheUnitedStatesandtheStateofOhio.Healthneedswereidentifiedwherethe

countyindicatordidnotmeettheStateofOhiocomparativebenchmark.

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RankingSystem

TheCountyHealthRankingsarebasedoncountiesandcountyequivalents(rankedplaces).Anyentitythat

has itsownFederal InformationProcessingStandard(FIPS)countycode is included intheRankings.Only

counties and county equivalents within a state are ranked. The major goal of the Rankings is to raise

awarenessaboutthemanyfactorsthatinfluencehealthandthathealthvariesfromplacetoplace,notto

producealistofthehealthiest10or20countiesinthenationandonlyfocusonthat.

Countiesineachofthe50statesarerankedaccordingtosummariesofavarietyofhealthmeasures.Those

havinghigh ranks,e.g.1or2,are considered tobe the“healthiest.”Countiesare ranked relative to the

healthofothercountiesinthesamestate.Wecalculateandrankeightsummarycompositescores:

o OutcomesHealthOutcomes

o HealthOutcomes–Lengthoflife

o HealthOutcomes–Qualityoflife

o OverallHealthFactors

o HealthFactors–Healthbehaviors

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o HealthFactors–Clinicalcare

o HealthFactors–Socialandeconomicfactors

o HealthFactors–Physicalenvironment

TheCountyHealthRankingsteamsynthesizeshealthinformationfromavarietyofnationaldatasourcesto

createtheRankings.Mostofthedataweusearepublicdataavailableatnocharge.Measuresbasedon

vital statistics, sexually transmitted infections, and Behavioral Risk Factor Surveillance System (BRFSS)

survey data were calculated by staff at the National Center for Health Statistics and other units of the

CentersforDiseaseControlandPrevention(CDC).Measuresofhealthcarequalitywerecalculatedbystaff

atTheDartmouthInstitute.

DataQuality

TheCountyHealthRankingsteamdrawsuponthemost reliableandvalidmeasuresavailable tocompile

theRankings.Where possible, themargin of errors (95% confidence intervals) are provided for various

measure values. Inmany cases, the valuesof specificmeasures indifferent counties arenot statistically

differentfromoneanother;however,whencombinedusingtheRankingsmodel,thosevariousmeasures

producethedifferentrankings.

CalculatingScoresandRanks

TheCountyHealthRankingsarecompiledfrommanydifferenttypesofdata.Tocalculatetheranks,eachof

the measures is first standardized. The ranks are then calculatedbased on weighted sums of the

standardizedmeasureswithineachstate.Thecountywiththelowestscore(besthealth)getsarankof#1

forthatstateandthecountywiththehighestscore(worsthealth)isassignedarankcorrespondingtothe

numberofplacesthatwererankinthatstate.

The Rankings are based on a model of population health that emphasizes the many factors that, if

improved,canhelpmakecommunitieshealthierplacestolive,learn,workandplay.Buildingonthework

ofAmerica'sHealthRankings,theUniversityofWisconsinPopulationHealthInstitutehasusedthismodel

torankthehealthofWisconsin’scountieseveryyearsince2003.

InformationGaps

Themajorityofhealthindicatorsareonlyavailableatthecountylevel.Inevaluatingdataforentirecounties

versusZIPcodeleveldata,itisdifficulttounderstandthehealthneedsforspecificpopulationpocketswithin

a county. It is also a challenge to tailor programs to address community health needs as placement and

accesstothoseprogramsinonepartofthecountymayormaynotactuallyimpactthepopulationwhotruly

needtheservice.

PrioritizingCommunityHealthNeeds

To prioritize the health needs identified, a prioritization session was facilitated with Trinity Health

representativesandoneexternalrepresentative.Participantsincluded:

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• FredBrower,President&CEO

• SteveBrown,VP,ManagementServicesOrganization

• GrayGoncz,D.O,VP,MedicalAffairs

• JoAnnMulrooney,VP,COO

• LewMusso,VP,HumanResources

• DaveWerkin,VP,Finance&CFO

• KeithMurdock,Foundation/Marketing,PublicRelations

• KathiePasquarella,Director,Education/Training

• MariaDiBartolomeo,Manager,DecisionSupport/Budgeting

• MichelleWilson,YMCAExecutiveDirector(external)

Usingqualitativefeedbackfromtheinterviewsandfocusgroups,aswellasthehealthindicatordata,the

issues currently impacting the community were consolidated and assembled in the following matrix to

assistinidentifyingthesignificanthealthneeds.

*IncludesCOPDandAsthma**Noindictordataforthesemeasures

Theupperrightquadrantofthematrixiswherethequalitativedata(interviewandfocusgroupfeedback)

andquantitativedata(health indicators)converge.Theupperrightquadrantcontains,forthesakeofthis

analysis, themostsignificantcommunityhealthneeds identified.Afterreviewingthecommunityneeds in

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the matrix above, participants agreed to focus prioritization efforts on the upper right quadrant of the

matrix.

The CHNA prioritization process utilized amodified version of amethod developed by Hanlon and his

colleagues (seeHanlon&Pickett, 1990). First, the group selected the criteria bywhich toprioritize the

healthneeds.Theparticipantsreviewedalistofninecriteriacommonlyusedinneedsprioritization.Those

criteriaincluded:

1. Magnitude-Howmanypersonsdoestheproblemaffect,eitheractuallyorpotentially?

2. Consequences -Whatdegreeofdisabilityorprematuredeathoccursbecauseof theproblem?What

arethepotentialburdenstothecommunity,suchaseconomicorsocialburdens?

3. Feasibility-Istheproblemamenabletointerventions?Whattechnology,knowledge,orresourcesare

necessarytoeffectachange?Istheproblempreventable?

4. VulnerablePopulations-Isthereahighneedamongvulnerablepopulations?

5. RootCause-Istheissuearootcauseofotherproblems?Therebypossiblyaffectingmultipleissues.

6. Hospital Capacity -Does thehospital have the capacity to acton the issue, includinganyeconomic,

social,cultural,orpoliticalconsideration?

7. Hospital Strength - Extent to which initiatives that address the health issue can build on hospital

existingstrengthsandresources?

8. Expertise-Availabilityoflocalexpertiseregardingthehealthneed

9. QuickSuccess-Theprobabilityofquicksuccess.Istheproblem“low-hangingfruit?”

Participantsweregiventheopportunitytoremoveitemsoraddadditionalitemstothelistofcriteria.Aftera

discussion the group decided to add the criteria of Current Strategic Alignment – does the organization

currentlyhaveinitiativesthatcouldencompassthehealthneed?Participantswerethenaskedtoselectthe

top3-5prioritizationcriteria.

Usingamulti-votingprocess,thecriteriaselectedincludedmagnitude,feasibility,hospitalstrength,current

strategic alignment, and root cause. After choosing the criteria, participantsworked in small groups and

ratedeachsignificantcommunityhealthneedusingthecriteriaselected.Thisratingprocessdeterminedan

overall score for each significant health need. Health needs that scored the highest against the selected

criteriaservedasthestartingpointforthehealthneedstobeaddressed.

KeyQualitativeFindings

Thefollowingisarecordingofthequestionsposedandtheirresponses:

1. Howhasthelocalcommunitythatthehospitalservedchangedinthepasttwoyears?

a. Agingpopulation

b. Drugaddiction

c. Economy

d. Increaseinthenumberofunderservedpopulation

e. Obesity

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f. Diabetes

g. Mentalhealthissues

h. Cancerdiagnoses

i. Cardiac-relatedissues

j. HepatitisC

2. Whatgradewouldyougivetothecurrenthealthstatusofthecommunity?

a. “C”–5

b. “D”–45

Focusgroupparticipantswereaskedto“grade”thehealthofthecommunitybasedonanA-Fscale,

andprovidefeedbackintermsofthatgrade.ForthecommunityservedbyTrinityHealth,theaverage

grade for thehealthof thecommunitywasa “C.”Muchof thiswasattributed to thedownturn in

unemployment,theagingpopulation,chronicconditions/diseases,prevention/lifestyleissuesandthe

highratesofsubstanceabuse,crimeandviolenceinthearea.Somepositivefeedbackincludedthe

community’soverallstrengthandresilienceandthenumberofhealthresourcesavailable.Barriersto

good health care in this community include lack of insurance coverage, lack of health education,

coordinationofresources,accesstohealthservices(waittimes),andfinancialresources.

3. Inregardtothecommunitythehospitalserves,whatdoyouthinkarethetophealthneeds?

a. Drugabuse/treatment

b. Cancertreatment

c. Cardiaccare

d. Morephysicians(especiallyPCPs)

e. Preventativehealth

f. Mentalhealthservices

g. Programsfortheagingpopulation

4. Whatisthelargestunmethealthneed?

a. Mentalhealth/Substanceabuse

b. Wellness/Prevention

c. Accesstoprimarycare

5. Whathealthcareservicesaremissinginthecommunity?

a. Halfwayhousesforaddictedindividuals

b. Homelessshelters

6. Whatisthenumberonebarriertogoodhealthinthecommunity?

a. Finances

7. Whatconcernsyoumostaboutthehealthofthecommunitythehospitalserves?

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a. Increaseinsubstanceabuse

b. Agingpopulationincludingphysicians

8. Whataretheleadingsocialfactorsthatimpactthehealthofthecommunity?

a. Unemployment

b. Workingpoor

9. Aswelookathealthindicators,whichdoyouthinkwouldbethebestmeasuresofthehealthofthe

community?

a. Numberofoverdoses

b. Ratioofphysicianstopopulation

c. Averageweightandbloodpressureofresidents

d. Numberofdiabetics

e. Cancerdiagnoses

f. Cardiacevents

10. Regardingthecommunitythehospitalserves,arethereanyvulnerablegroups/populationstowhich

weshouldpayspecialattention?

a. Youth

11. Arethereanycommunity-basedorganizationsalreadyaddressingcommunityhealthissues?

a. CityHealthDepartment

b. CountyHealthDepartment

c. OhioValleyHealthCenter(freeclinic)

d. FamilyResourceCenter

e. FamilyServices

f. UrbanMission

g. CityRescueMission

h. PrimeTimeSeniorCenter

12. Intermsofspecificactions/programs,whatdoyouthinkcouldbedonetoaddressthehealthneeds

wehavediscussed?

a. Halfwayhouseforaddictedindividuals

b. Morerecreationalareas

c. Healthscreenings

d. Affordablehealthinsurance

e. Physicianrecruitment

Focus group participants were asked to identify community resources that could help address the health

issues in thecommunity.Someof theresourcesarenoted in the tablebelow.AppendixA includesamore

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comprehensive listofexistingcommunity resourcesavailable toaddress the significanthealthneedsof the

community.

HealthNeedstobeAddressedbyTrinityHealth

TheparticipantsreachedaconsensusregardingthethreemostpressingissuesthatTrinityHealthneedsto

addressthoughanImplementationStrategy:

o MentalHealth/SubstanceAbuse

o Wellness/Prevention

o AccesstoPrimaryCare

ByaddressingtheaboveneedsthroughtheImplementationStrategy,TrinityHealthwillalsoaimtoimpact

theoverallhealthstatusofthecommunitywhichalsoscoredhighintheprioritizationprocess.

MentalHealth/SubstanceAbuse

Every participant was in agreement that opioid addiction was the most serious problem in the local

community.Overdoses have been steadily increasing in the past few years and have reached an alarming

rate.Theuseofoverdose-reversingmedications (Narcan)have reduced thedeath rate,but thenumberof

overdoses continues to increase. Some participants stated that the use of thesemedications was a “free

pass”forthedrugabusersandsomerecountedstoriesofsiblingsandchildrenbeingtaughthowandwhento

injectthesemedicationsintheeventofanoverdosebyasibling,parent,familymemberorfriend.Theyalso

statedthatmanyoftheopioidaddictsbegantouseheroinafterthesupplyoforalopioidswasreducedby

lawenforcementactivityinthemedicalcommunity.Theywerealsoinagreementthatfollowinganoverdose

and treatment at a healthcare facility, many of the drug abusers returned to their previous habits and

overdosedagain.Thegroupwasalsoconcernedabouttheincreaseinthecrimeratebytheseindividualsto

supporttheirdrugabuse.Whenaskedfortherootcauseofdrugabuseinthelocalcommunity,amongthe

several reasons provided, mental Health issues and socio-economic conditions were the most common

responses.Giventheresourcesavailable,itwasdecidedthatacommunityeffortinvolvingalloftheMental

HealthandSubstanceAbuseagencieswasneeded.DonOgden,THSDirectorofBehavioralMedicinewilltake

theleadinthiseffort.

Churches JeffersonCountyBehavioralHealth TrinityHealth

ALIVEShelter Educationsystem SubstanceAbusePrograms

DARE TransitSystem PrimeTime

Women'sHealthCenter CommunityActionCouncil HelpMeGrow

4thStreetClinic FamilyServiceAssociation JeffersonCountyHealthDepartment

UnitedWay UrbanMission MentalHealthCenters

BigBrother/BigSister PrescriptionDrugAssistance TrinityCharityCare

RedCross NursingHomes WIC

SalvationArmy YMCA Agape

ListofIdentifiedCommunityResources

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Wellness/Prevention

The participants realized that the partnership between Trinity Health System and the YMCA has been a

positive step and that other wellness-related facilities have also begun to offer services, but only a small

percentage of the populationwas taking advantage of these services. The participants stated that amore

concertedeffort towardpersonal commitment tomaintaininghealthwasnecessary.Mostagreed that the

local population does not accept personal responsibility for their own health.Mental health issues, socio-

economic conditions and apathywere allmentioned as top reasons for this attitude. Youth activities and

programs for seniorswere recommendedaspossible solutions.Reducing thenumberof cancerdiagnoses,

cardiac-relatedemergencies, diabetesdiagnoses andpulmonary issueswouldbeeffected through suchan

effort.Smokingcessation,exerciseandnutritionshouldbestressedinallsegmentsofthepopulation.JoAnn

Mulrooney,THSVP&COOandKeithMurdock,THSDirectorofCommunityRelationswillleadthiseffort.

AccesstoPrimaryCare

Allparticipantsagreedthatmoreprimarycarephysicianswerenecessaryinthecommunity.Theagingofthe

localmedicalstaffalsoposedaconcerntothegroup.Schedulingappointmentsfornewpatientsandexisting

patientswasbecomingmoredifficult.Participantsstatedthatwithoutastablebaseofphysicianspresently

andintothefuture,thehealthneedsofthelocalpopulationwouldbeinjeopardy.Theyalsorecommended

that Urgent Care facilities such as ExpressCare and the ExpressClinics be expanded to help alleviate the

shortage.Manyoftheparticipantssharedpersonalexperiencesregardingthedifficultytoobtainpromptand

effective treatment through their personal physician. New patients seeking appointmentswerewaiting as

longassixmonthsfortheir firstappointment. Severalstatedthattheyknewofpatientswhosephysicians

had left Trinity Health System, were having similar problems transferring to new physicians on Trinity’s

medical staff.A referral systemwas recommended tomake thisprocessmoreconvenientandeffective.A

hotline for physician referral is presently being organized by TrinityHealth System for this purpose. Steve

Brown,VPofTrinityProfessionalGroupwillleadthiseffort.

Summary

TrinityHealthconductedaCommunityHealthNeedsAssessmentbeginningApril2016toidentifyandbegin

addressingthehealthneedsofthecommunitiestheyserve.Thisassessmenthighlightedanumberofhealth

issuesrelatedtochronicdiseases,lifestylechoices,and/orsocioeconomicenvironmentalfactors.Usingboth

qualitative community feedback as well as publically available and proprietary health indicators, Trinity

Healthwas able to identify and prioritize three community health needs for their hospital system,mainly

mental health/substance abuse, wellness/prevention and access to primary care. These needs will be

addressedthroughanImplementationstrategythatwillbedevelopedandadoptedbythehospitaloverthe

restofthefiscalyear.TheremainderofthisreportwillprovideasummaryofquantitativefindingsforTrinity

HealthSystem.

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KeyQuantitativeFindingsCountyProfile

TheTrinityHealthcommunity isdefinedas theZIPcodes that fallwithin JeffersonCounty limits.Thetable

belowdetailstheZIPcodesincludedinthecommunitydefinition.However,sincethetraditionaldefinitionof

the Trinity service area includes Brooke and Hancock Counties of West Virginia, current County Health

rankingsdatafortheentireserviceareaarealsoincluded.(AppendixB).

Zip DominantCounty PostOfficeName CBSAName

43901 JeffersonCounty,OH Adena Steubenvi l le-Weirton,OH-WVMetro

43903 JeffersonCounty,OH Amsterdam Steubenvi l le-Weirton,OH-WVMetro

43908 JeffersonCounty,OH Bergholz Steubenvi l le-Weirton,OH-WVMetro

43910 JeffersonCounty,OH Bloomingdale Steubenvi l le-Weirton,OH-WVMetro

43913 JeffersonCounty,OH Bri l l iant Steubenvi l le-Weirton,OH-WVMetro

43917 JeffersonCounty,OH Di l lonvale Steubenvi l le-Weirton,OH-WVMetro

43925 JeffersonCounty,OH Bloomingdale Steubenvi l le-Weirton,OH-WVMetro

43926 JeffersonCounty,OH Toronto Steubenvi l le-Weirton,OH-WVMetro

43930 JeffersonCounty,OH Hammondsvi l le Steubenvi l le-Weirton,OH-WVMetro

43932 JeffersonCounty,OH Irondale Steubenvi l le-Weirton,OH-WVMetro

43938 JeffersonCounty,OH MingoJunction Steubenvi l le-Weirton,OH-WVMetro



43943 JeffersonCounty,OH Rayland Steubenvi l le-Weirton,OH-WVMetro

43944 JeffersonCounty,OH Richmond Steubenvi l le-Weirton,OH-WVMetro


43952 JeffersonCounty,OH Steubenvi l le Steubenvi l le-Weirton,OH-WVMetro

43953 JeffersonCounty,OH Steubenvi l le Steubenvi l le-Weirton,OH-WVMetro


43963 JeffersonCounty,OH Ti l tonsvi l le Steubenvi l le-Weirton,OH-WVMetro


43970 JeffersonCounty,OH Amsterdam Steubenvi l le-Weirton,OH-WVMetro

43971 JeffersonCounty,OH Yorkvi l le Steubenvi l le-Weirton,OH-WVMetro

19

AsofJuly1,2015,thepopulationinJeffersonCountyisestimatedtobe67,347,a3.4%decreasefrom2010.

By 2018, this population is projected to decrease by 4.0 %. Across the state and country however,

populationhasgrown innumber.39%of the county is considered rural.While the largestportionof the

population ismade up ofWhite Non-Hispanics (90.8%), in the next 5 years the only race/ethnic groups

projectedtohavegrowtharetheHispanicandMultiracialpopulations.

ThemedianageinJeffersonCountyis44.3yearswhichismuchhighercomparedtothestate’smedianage

(39.1years)andthecountry’smedianage(37.4years).Acrossthecounty,thenumberofpeopleunderthe

ageof18yearshavedecreasedoverthepast fiveyears.Whereas, theseniorcitizenpopulation(65years

andolder)hasincreasedacrossthecounty,stateandthecountry.

PopulationEstimates April1,2010 July1,2015 %Change

USA 308,758,105 321,418,820 4.10%

Ohio 11,536,725 11,613,423 0.70%

JeffersonCounty 69,709 67,347 -3.40%

PopulationGrowth-April1,2010-July1,2015

Race JeffersonCounty Ohio USA

Whitealone 91.9% 83.0% 77.4%

Whitealone,NotHispanic

orLatino90.8% 80.1% 62.1%

BlackorAfricanAmerican

alone5.5% 12.6% 13.2%

AmericanIndian/Alaskan

Nativealone0.2% 0.3% 1.2%

Asianalone 0.4% 2.0% 5.4%

NativeHawaiian/Other

PacificIslanderalone0.0% 0.1% 0.2%

Twoormoreraces 1.9% 2.1% 2.5%

HispanicorLatino 1.4% 3.5% 17.4%

RaceDistribution-July1,2014

ChangeinPersonsof

CertainAgeUnder5years Under18years

65yearsand

older

USA

Ohio

JeffersonCounty

AgeDistribution-April1,2010-July1,2014

-5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5%

85+years

75- 79years

65- 69years

55- 59years

45- 49years

35- 39years

25- 29years

15- 19years

5- 9years

AgeDistributioninJeffersonCounty

July1,2014

Men Women

20

1.2%of thecounty’spopulation ismadeupof foreign-bornpersons,with2.6%speaking languagesother

thanEnglishathome.Anaveragehouseholdinthecountyconsistsof2.32memberswithmedianincomeof

$40,816. 17.5% of the county’s population live in poverty, which is a much higher percentage when

comparedtothestate(6.7%)andthecountry(15.6%).17.9%ofhouseholdsacrossthecountydependedon

foodstampsorSNAPbenefitsover2014.Thoughpersons inJeffersonCounty livebelowthepoverty line,

the county’s unemployment rate (5%) is much lower compared to the rest of the state (5.8%) and the

country (5.8%). 89.5% of the county’s population have graduated from high school and 15.2% have a

Bachelor’sdegreeorhigher.

HealthOutcomes

Health-Related Quality of Life (HRQoL) is a multi-dimensional concept that includes domains related to

physical,mental, emotional, and social functioning. It goes beyonddirectmeasures of life expectancy, and

causesofdeath,andfocusesontheimpactthathealthstatushasonqualityoflife.118%ofthecounty’sadult

population(aged18yearsandolder)reportpoororfairhealth2,with4.1physicallyunhealthydays3and4.4

mentallyunhealthydays.4Thecountyrecorded10,700yearsofpotentiallifelostbeforetheageof75years.

JeffersonCountyperformedworsethanthestateandthecountryinallmeasuresandisrankedat81outof88

countiesinthestate.

HealthBehaviors

Though 70% of the county’s adult population have adequate access to recreational facilities and exercise

opportunities,29%reportnotimeforleisureactivityand34%ofthecounty’sadultpopulationwasrecorded

asbeingobese.

1 Healthy People 2020 accessed at the Office of Disease Prevention and Health Promotion website

2 General health status is defined as the percentage of a county’s adult population that report poor or fair health over a 30 day period.

3 Physically unhealthy days is defined as the average number of days that a county’s adult population report that their physical health

is not good. 4 Mentally unhealthy days is defined as the average number of days that a county’s adult population report that their mental health is

not good.

21

Diabetesaffectsanestimated23.6millionpersonsinthecountryandisthe7thleadingcauseofdeath.Outof

13%ofadultsinthecountydiagnosedwithDiabetes,only80%ofthediabeticMedicareenrollees(aged65–

75years) receiveddiabeticmonitoring.539.3deathsper100,000populationbetween2005and2011were

attributedtoDiabetes.

21%adults engage in smokingand17%of adults in the countyengage inbinge-drinking leading to40%of

deaths in the county being attributed to alcohol-impaired driving. 27 deaths per 100,000 populationwere

attributedtodrugpoisoningoroverdoses.

86personsper100,000populationlivewithadiagnosisofhumanimmunodeficiencyvirus(HIV)infectionwith

320.2 cases of Chlamydia (per 100,000 population) being diagnosed in 2013. 35 births per 1,000 females

between2007and2013wereborntofemalesaged15–19years,and8%ofalllivebirthsinthecountywere

babiesbornwithverylowbirthweight(lessthan2,500grams).

ClinicalCare

13% of the county remains uninsured with adults making up 15% and children 5%. The amount of price-

adjustedMedicare reimbursements per enrollee totaled up to $11,994whichwas higher than health care

costs across the country ($10,177). The county sawanaverageof1primary carephysician forevery2,340

persons,1mentalhealthproviderforevery810personsand1dentistforevery2,330persons.6

SocialHealthandMortality

174violentcrimeoffenseswerereportedper100,000populationleadingto7homicidesand87injurydeaths

per100,000population.

Analytics supplemented thepublicallyavailabledatawithestimatesofdiseaseprevalence forheartdisease

andcancer,emergencydepartmentvisitestimates,andthecommunityneedindex.

HeartdiseaseestimatesindicatethemajorityofheartdiseaseprevalenceintheTrinityHealthcommunityhas

hypertensionastheprimarydiagnosis(20,691cases).Otherdiagnosesincludeischemicheartdisease(4,818

cases),arrhythmias(3,779cases),andcongestiveheartfailure(2,144cases).Giventhenatureofheartdisease

thereissignificantco-morbiditybetweenthediseasesreferencedabove.

The2013cancer incidenceestimates revealat least40newcasesofeachof the following typesof cancer:

prostate, lung and breast. For the community served, 331 new cancer caseswere diagnosed in 2013, and

203.6cancerdeathsper100,000population.

12.9% of the county’s population reported having Alzheimer’s contributing to 23.5 deaths per 100,000

population due to the disease. The county also recorded 18.1 chronic kidney disease deaths, 44.3 stroke

deaths,and245.6majorheartdiseasedeaths.7

5 Blood sugar being monitored using a test of glycated hemoglobin (HbA1c) levels

6 Following Figures and Data provided by Truven Health Analytics

7 Community Health Status Indicators

23

AppendixA:CommunityResourcestoAddressSignificantHealthNeeds

ProgramName Description Website PhoneNumberHealthNeed

4thStreetHealthClinic ProvidequalityhealthcaretotheuninsuredadultsofJeffersonCountywhoareat

200%federalpovertylevel.Providescreenings,education,referralsand

prescriptionassistance.

www.jcfshc.org 740-283-2856 AccesstoCare

A.L.I.V.E.Shelter A.L.I.V.E.providesshelterandservicesfordomesticviolenceanddatingviolence

victims.

www.unitedway-

jc.org/members.html

740-283-3444 Socio-economic

AdenaUnited

MethodistChurch

FoodPantry n/a 740-546-3785 Socio-economic

AIMWomen’sCenter Women’sclinicwithservicesincludingpregnancytest,ultrasound,

medical/legalreferral,adoptioninformation,educationalprograms,andpost

abortionhealingretreats.

www.aimwomenscenter.com/ser

vices

740-283-3636 TeenPregnancy

AlcoholicsAnonymous/

NarcoticsAnonymous

SupportGroups area53aa.org

www.na.org

740-283-7020 BehavioralHealth,

OverallHealthStatus

Alzheimer’sAssociation

ofGreaterEastOhio

Alzheimer’sSupportGroup www.alz.org/akroncantonyoungs

town/


OverallHealthStatus

AreaAgencyonAging

Region9

AAA9workswithpeople,communitiesandorganizationstoeducate,prepareand

assisttheminmeetingtheneedsofaging.Programandresourcesinclude:assisted

living,carecoordination,care-giversupportandeducation,long-termcare

consultation,pre-admissionreview,energyassistance,andadultprotective

services.

www.aaa9.org 800-945-4250 AccesstoCare,Overall

HealthStatus,Socio-

economic

AutismSocietyof

America

SupportGroups www.autism-society.org 740-537-4718 BehavioralHealth,

OverallHealthStatus

BetterBreathersClub COPDSupportGroup www.trinityhealth.com/calendar/

event/39/

740-264-8196

740-264-8098

BehavioralHealth,

OverallHealthStatus

BigBrotherBigSister BigBrothersBigSistersstrivetoprovidepositiverolemodelstogivetoday's

youthhopeandthecouragetoavoidnegativepeerpressure.

www.bbbsjeff.org 740-264-3306 Disadvantaged

Children

BlessedSacrament

Church

FoodPantry wintersvilleparishes.yolasite.co

m/


BreastCancerSurvivors

SupportGroup

SupportGroup www.trinityhealth.com/programs-

services/additional-

services/womens-health


OverallHealthStatus

24

BureauforChildrenwith

MedicalHandicaps(BCMH)

AhealthcareprogramintheOhioDepartmentofHealth(ODH).BCMHlinks

familiesofchildrenwithspecialhealthcareneedstoanetworkofquality

providersandhelpsfamiliesobtainpaymentfortheservicestheirchildrenneed.

LocatedattheJeffersonCountyHealthDepartment

www.odh.ohio.gov/odhprograms

/cmh/cwmh/bcmh1

740-283-8541 Disadvantaged

Children

CHANGEInc. CHANGE,Inc.encouragestheintegrationofservices,thebuildingof

partnerships,andtheconsolidatingofresourcestoempowerfamiliestowards

healthyself-sufficientliving.Servicesincludemedicalcareandhealth,housing,

transportation,food,emergencyandeconomicassistance.

changeinc.org 740-314-8258 AccesstoCare,

Socio-economic,

OverallHealth

StatusCharityHospice GriefSupportGroup www.charityhospice.org 740-264-3443 BehavioralHealth,

OverallHealthStatus

CommunityActionCouncil TheCACiscommittedtorestoreandrevitalizethequalityoflifeinJefferson

County,andmovetheresidentstowardsself-sufficiency.CACadaptsandprovides

programsthatareaccessible,affordable,andculturally-sensitivetomeetthe

needsofthecommunity.Programsinclude:HeadStart,SeniorCompanions,

EmergencyHomelessProgram,EmergencyMedicalAssistance,HomeEnergy

AssistanceProgram(HEAP),adultanddislocatedworkerprograms,OhioMeans

Jobs,SeniorCommunityServiceEmploymentProgram(SCSEP),housingprograms,

homebuyingprograms,andTeenParenting

jeffersoncountycac.com 740-282-0971 Socio-economic,

Disadvantaged

Children,

OverallHealth

Status

DARE D.A.R.E.providesstudentswiththeskillsnecessarytorecognizeandresist

pressurestoexperimentwithdrugsandtoavoidgangsandviolence.Themost

importantfacetofD.A.R.E.istheuseofspeciallytrainedpoliceofficerstodeliver

thecurriculumwithintheschools.

www.dare-oh.org;

www.cityofsteubenville.us/police


Children

Family&ChildrenFirst OhioFamilyandChildrenFirst(OFCF)isapartnershipofstateandlocal

government,communitiesandfamiliesthatenhancesthewell-beingofOhio’s

childrenandfamiliesbybuildingcommunitycapacity,coordinatingsystems

andservices,andengagingfamilies.

www.fcf.ohio.gov 614-752-4044 Disadvantaged

Children,Socio-

economic,Overall

HealthStatus

FamilyServiceAssociation TheMissionoftheFamilyServiceAssociationofSteubenville,Ohioisto

strengthenandsupportfamiliesandindividualsbyprovidingqualityServices

whichinclude:MentalHealthCounseling,Guardianship,RepresentativePayee,

andLicensedChildCare.

www.facebook.com/pages/Family-

Service-

Association/424027760975659


Disadvantaged

Children

GoodwillIndustriesof

GreaterClevelandand

EastCentralOhio,Inc

Workstoimprovethequalityoflifeandemploymentopportunitiesforall

people.Servicesincludeemploymentandlifeskills(e.g.

www.goodwillgoodskills.org/east-

central-ohio


HeartlandHealthFair Designedasthe"LargestHeartRiskAppraisalUnderOneRoofTrinityHealth

SystemsponsorsthisprogramalongwithPrimeTimeOfficeonAgingtohelp

communitymembersimprovetheirhealththroughscreeningsandinformation.

www.trinityhealth.com 740-264-8296 HeartDisease/

Hyper-tension

25

Program

NameDescription Website PhoneNumber HealthNeed

HelpMeGrow HelpMeGrowisahome-based,child-developmentprogram. www.jchealth.com/helpmegrow 740-283-8530 Disadvantaged

Children

Homeless

Shelters

CathedralApartments

HuttonHouse

n/a 740-282-5150

740-282-8903

Socio-economic

JeffersonCounty

BehavioralHealth

System

JeffersonBehavioralHealthSystemisafullservicementalhealthanddrug&alcohol

treatmentfacilitythatoffersservicestoadults,children,andfamilies.AlsoprovidesBeacon

HouseSafeHavenapermanentresidentialhousingandservicesforhomelessmentallyill

adultswhomayfinditdifficulttosecureandmaintainhousing.

www.jcprb.org 740-264-7751 BehavioralHealth

JeffersonCounty

Children'sServices

TheChildrenServicesDivisionisresponsibleforrespondingtoreportsofchild

abuse/neglect/dependency,Providesfoster-careservices,achildren'shome,andadoption

servicestochildreninneedofalternativeplacementoutsideofthehome.TheDivisionworks

tomaintainfamilieswhileassuringchildprotection.

www.jcdjfs.com/ChildrenServic

es.aspx


Children

JeffersonCounty

Health

Department

ProvidetoJeffersonCountyGeneralHealthDistrictresidentsWIC(women,infant,andchild)

programsincludingnutritionandbreastfeedingclasses,registered/licenseddietitianconsults,

nutritioncollaborationwithHeadStart,hemoglobintestingandothereducationaltalks.Public

nursingservicesalsoprovidedtoresidentsincludinginfectiousdiseases,childandfamilyhealth

services,physicals,immunization,outreachclinics,bloodpressurescreenings,childrenwith

medicalhandicapsandfluimmunizations.

www.jchealth.com 740-283-8530 AccesstoCare,

Prevention,Environment,

Conditions/Diseases,

BehavioralHealth,Socio-

economic,OverallHealth

Status

LupusSupport LupusSupportGroup www.lupus.org/ohio 740-282-8010 BehavioralHealth,

OverallHealthStatus

MendedHearts HeartPatientSupportGroup mendedhearts.org 740-283-7210 BehavioralHealth,

OverallHealthStatus

MobileLabServices TrinityHealthSystemGoLabMobile www.trinityhealth.com 740-264-8185

740-632-7827

AccesstoCare

Mom’sMeals MealDeliveryService www.MomsMeals.com 877-508-6667 AccesstoHealthyFoods

OhioDepartmentof

Health

Programsinclude:primarycareandruralhealth,PrimaryCareOffice,primarycarephysician

recruitment,SafetyNetClinics(dentalcare),school-baseddentalsealantprograms(S-BSPs),

PreventiveHealthandHealthServicesBlockGrant(PHHSBG),UninsuredCareProgram,Ohio

Adolescent Health Partnership (OAHP), WIC, Breast and Cervical Cancer Project,

Comprehensive Cancer Control Program, Cancer Incidence Surveillance System (OCISS),

TobaccoUsePreventionandCessationProgram,OhioHeartDiseaseandStrokePrevention

(HDSP)Program,OhioDiabetesPreventionandControlProgram(ODPCP).

www.odh.ohio.gov/atoz/atoz.aspx#p800-266-4346 AccesstoCare,

Prevention,Environment,

Conditions/Diseases,

BehavioralHealth,Socio-


Status

26

Program


OtherShelters GillHouse

YWCA

ProjectsforAssistanceinTransitionfromHomelessness(PATH)

www.facebook.com/pages/YWCA-

Steubenville-Ohio/136078316502519

PATH:pathprogram.samhsa.gov

GillHouse740-

282-5338

YWCA740-282-

1261

PATH740-264-

7751

Socio-economic,Overall

Healthstatus

Overeaters

Anonymous

Supportgroup www.oa.org 740-264-2424 BehavioralHealth,

OverallHealthStatus

PrimeTime Mission is to keep PrimeTimemembersHealthy Independent and Productive (HIP) as they

age.Servicesinclude:meals,transportationformedicalappointments,legalassistance,health

educationandexercise,safety,mobilemedicalscreenings,andParkinson’sSupportgroup

www.facebook.com/PrimeTime

OfficeOnAging

740-283-7470 AccesstoCare,

Lifestyle/Prevention,

Environment,Socio-


Status

ReachtoRecovery BreastCancerPatientSupportGroup www.trinityhealth.com/programs-

services/additional-

services/womens-health


OverallHealthStatus

RedCross Disasterassistance:shelter,meals,healthandmentalservices,andemergencypreparedness www.redcross.org/oh/wintersville 740-264-7244 BehavioralHealth,

OverallHealthStatus

Smoking

Cessation

Program

SmokingCessationSupportGroup www.trinityhealth.com/calendar/

event/29/

740-264-8196

740-264-8098

BehavioralHealth,

OverallHealth

Status

SoupKitchens HolyNameCathedral

St.Paul'sEpiscopalChurch

UrbanMission

n/a 740-264-6177

740-282-5366

740-282-8010

Socio-economic

TheSalvationArmy TheSalvationArmyinSteubenvilleisdedicatedtoservingthemen,women,andchildren

whoareat-riskandinneedoffinancial,socialservice,andspiritualsupport.Inteaching

lifeskills,SalvationArmyprovidesindividualswithanopportunitytomaximizetheir

physical,emotional,andspiritualbeingtoeffectlifechange.

www.use.salvationarmy.org 740-282-5121 Socio-economic

Trinity

ExpressCare

Offersexpressservicesforsuchthingsascolds,flu,rashes,stitchesandfractures.

Referralstoanyareaspecialistforadvancedcare.

www.trinityhealth.com/programs-

services/outpatient-services/trinity-

expresscare

740-346-2702 AccesstoCare

TrinityHealth

BehavioralHealth

Medicine

Provideinpatientandoutpatientbehavioralhealthandaddictionrecoveryservices www.trinityhealth.com 740-264-8296 BehavioralHealth

27

Program


TrinityHealth

PastoralCare

GriefSupportGroup www.trinityhealth.com 740-264-8130 BehavioralHealth,

OverallHealthStatus

UnitedWayof

JeffersonCounty

UnitedWayallowsforthefinancialsupportof18memberagenciesandprograms

throughmonthlyallocationdistributions.UnitedWayincreasestheorganizedcapacityof

peopletocareforoneanotherthroughthesupportofthelocalUnitedWayagency.In

March2013theJeffersonCountyUnitedWay211Information&ReferralSystembecame

operational.

www.unitedway-jc.org/index.html 740-284-9000 OverallHealthStatus

UpperOhio

ValleySexual

AssaultHelp

Center

SupportGroup n/a 740-282-6022 BehavioralHealth,

OverallHealth

Status

UrbanMission TheUrbanMissionistheoneofthelargestcharitiesintheUpperOhioValley,offering

food,shelterandotheressentialservicestoourcommunity'slowincomefamilies.

Providehungerrelief,shelterforfamilies,hotmeals,furniture,clothingandspiritual

care.

www.urbanmission.org(Note:

websiteunderconstruction)

www.facebook.com/UrbanMissi

onInc/info


ValleyHospice S.H.A.R.EoftheUpperOhioValley–supportforthosewhohaveexperiencedaloss

duringpregnancy/childhood.

www.valleyhospice.org 304-233-4778 BehavioralHealth,

OverallHealthStatus

ValleyHospice

Compassionate

Friends

CommunityGriefSupportGroup www.valleyhospice.org 740-284-4440 BehavioralHealth,

OverallHealthStatus

Veterans

Services

Commission

Providestemporaryfinancialassistancetoneedyveterans,dependents,and/orwidows.

Eligibilityandverificationofadefinitefinancialneedisdeterminedthroughtheapplication

process.Assistanceisprovidedthroughfoodordersandcashvouchers.

www.jeffersoncountyoh.com/Co

untyOffices/VeteransServiceCo

mmission.aspx


YMCA TheYMCAisamembershiporganizationdedicatedtoimprovingthequalityoflifeinour

community.Throughprograms,serviceandleadership,theYMCApromotesethicalvalues

thatcontributetoitsmembers’growthinbuildinghealthyspirits,mindsandbodies.The

YMCAisopenforall,providingfinancialassistancetothoseinneed.Programsincludefitness

facilitiesandclasses,wellnessorientationsandcardio-strengthcenters,andreducedcostfor

youthandadultsportsprograms.

www.ymcanet.org/Steubenville 740-264-7183 Lifestyle/

Prevention,Overall

HealthStatus

YWCA YWCAisdedicatedtoeliminatingracismandempoweringwomen.Programsincludejob

training,financialliteracy,childcareprograms,scholarshipsandmore.

www.ywca.org 740-282-1261 Socio-economic

28

Community Health Needs Assessment

Accomplishments for FY 2017

The following is a compilation of the achievements of the Trinity Health System as part of the Community Health Needs Assessment Implementation Plan during

FY 2017. Three Issues were selected as the most pressing needs: Mental Health and Substance Abuse, Wellness and Prevention and Access to Primary Care.

Mental Health and Substance Abuse

1. Partner with local Mental Health Board to increase access

a. Create ambulatory detox program

i. Program put on hold due to staffing, space and funding issues. Trinity continues to provide the only inpatient detox service in our 8-bed

inpatient detox unit.

b. Expand residential program

i. Received approval to expand residential beds.

ii. No additional funding from local Board was obtained so expansion of residential unit did not take place.

iii. Residential unit was closed on May 26, 2016 after funding from local Board was discontinued.

iv. A new business model was developed to evaluate the possibility of providing residential treatment without outside funding. Re-opened on

December 12, 2016 with a 4-bed unit.

c. Add additional services

i. Transitions Program for opioid addicted mothers-February 2015

ii. Relapse Prevention Group-November of 2015

iii. School-based counseling services-September 2016

d. Formed Opioid Task Force-November 2016

i. 11/17/16 Bob Fowler, Director of Brooke County EMS. Meeting at Trinity with Bob and his Assistant.

ii. 12/19/16 Meeting with local judges, Joe Tasse, Don Ogden to discuss the opioid addiction issue, which resulted in collaboration on court

placements in Trinity’s residential program beds. Trinity now has court navigators in the various courts.

JohnJ.Mascio,MunicipalCourt

DaveScarpone,CountyCourt

LisaFerguson,CountyCourt

Mike Bednar, County Court

iii. 2/9/17 106.3 The River radio interview at Heartland and Channel 5 News spot by J. Tasse on the opioid epidemic in our area, increasing

community awareness on this serious problem in our community.

29

iv. 2/21/17 Jefferson County Schools Education Session, by Don Ogden, Dr. Figel, Dr. Columbus, J. Tasse with school superintendents,

teachers, athletic directors and Chuck Kokiko, Jeff County School Superintendent; on the opioid crisis in the schools.

v. 3/20/17 EMS Meeting with D. Ogden, J. Mulrooney, Dr. Columbus, D. Louk, A. Lindsey, J. Tasse, improving communication among the

pre-hospital care community and Trinity Health System to improve healthcare access:

WeirtonAreaAmbulanceandRescueSquad,Inc.(WAARS)

BudCole,Chief

Rick Antol, Supervisor/Squad Training Officer

New Cumberland Ambulance Service

JoePolgar,Owner

Matt Cashdollar, EMS Supervisor

vi. 3/30/17 Commissioner Dave Maple with D. Ogden, J. Mulrooney, J. Tasse re: Jefferson County Prevention and Control Board (317)

funding opportunities

vii. 4/6/17 106.3 The River, Radio Interview on Opioid Crisis, with Joe Tasse by Joey Klaypek, further communicating to the community

regarding the epidemic we are facing.

viii. 5/9/17 EMS Squad Meeting with J. Mulrooney, D. Louk, Dr. Columbus, Dr. Figel, A. Lindsey

MingoJunctionFireDepartment/EMS

JohnD.Wright,Chief

Jim Raha, Assistant Chief

TorontoTEMSJointAmbulanceDistrict

Chief Clark Crago

AmbulanceServiceInc.

Bob Herceg

ix. 5/10/17 Community Mental Health Providers Coordinating Meeting

JeffersonCountyPreventionandRecoveryBoard(317Board)

PamPetrilla,Director

Dan Obertance, Associate Director

FamilyRecoverCenter

Eloise Traina, CEO

JeffersonCountyColemanProfessionalServices

NelsonBurns,CEO

Lisa Ward, Chief Officer

30

TrinityHealthSystem

DonOgden,Director,BehavioralHealth

JoAnnMulrooney,COO

Joe Tasse, Interim President & CEO

2. Identify and/or organize support groups

a. Created list of AA/NA meetings in area

i. Communicated with Chairpersons of AA/NA meetings held at Trinity

b. Obtained list of Grief Support Groups

c. Started Aftercare Group for patients discharged from Mood Disorders Program

d. Collaborated with Sexual Anonymous members to start a meeting at Trinity

e. Collaborated with Gamblers Anonymous members to start a meeting at Trinity

3. Develop Emergency Department Liaison

a. Position not approved, but collaborated with Jefferson Behavioral Health System to provide liaison services.

b. Awaiting approval for community Medicaid status to be able to provide and bill for case management services in the emergency room as well as

the primary care offices.

Prevention and Wellness

1. Conducted health screenings

a. Heartland 2017

i. Screened 1,000 individuals with a comprehensive blood analysis.

b. Monthly Blood Screenings

i. Screened 450 individuals with a comprehensive blood analysis at Prime Time Center at monthly screenings.

c. Skin Cancer Screenings

i. Conducted three Skin Cancer Screenings with Dr. Oser in March, April and May, 2017.

d. Prostate Screening

i. Screened 57 individuals at the yearly Minority Health Day.

e. Colon Cancer Screening

i. Offered 30 free colonoscopies to under-served and under-insured population in March, 2017.

f. Nutrition

i. Provided monthly nutrition counseling at YMCA.

g. The Cancer Dietary Initiative at the Teramana Cancer Center – Provides food baskets to 100 patients per month. Fit for Life.

i. Continued the Fit for Life Program in conjunction with Dr. McKnight and YMCA.

h. Freedom From Smoking

31

i. Offered monthly smoking cessation courses for 130 individuals.

i. Better Breathers

i. Offered monthly educational opportunities for individuals with COPD.

j. Weight Loss

i. Offered monthly weight loss programs in conjunction with Dr. Colella and the Bariatric Program

Access to Primary Care

1. In fiscal 2017, we added two new Primary Care physicians:

a. Porsche Beetham, MD – Family Practice

b. Maria Tranto, DO – Internal Medicine

2. In fiscal 2017, we also added several Advanced Practice Providers to improve access to primary care:

a. Melissa Buksa, CNP, joined Mark Kissinger, MD – Family Practice

b. Lindsey Lee, CNP, joined Matt Colflesh, MD – Internal Medicine

c. Melody Wright, CNP, joined John Figel, MD – Family Practice

3. In fiscal 2017, we added / completed the opening of our Express Clinic (Walk-In, Same Day APP Primary Care) in Calcutta (where we now see an

average of 25 patients a day).

a. Our Express Care Walk-In clinic in Wintersville continues to grow and is now seeing an average of 75 patients per day.

b. Our Express Walk-In Clinic in Toronto continues to grow and is now serving an average of 25 patients per day.

c. In 2017, a multi-disciplinary team has worked to design a new Primary Care / Express Clinic for Cadiz, expected to open late FY 2018 /

early fiscal 2019. Plans are complete and construction has started. We will have both Primary Care physicians and Advanced Practice

Providers proving care at this new location.

4. Through 10 months FY 2017 (compared to FY 2016), primary care visits are up 12%, 98,295 (2017) versus 83,342 (2016).

5. In FY 2017, we added a Continuity Clinic at the Hospital to provide post discharge outpatient follow up and medication reconciliations for patients

who were either “unassigned” (no primary care physician) or could not get an appointment with their primary care physician with 5 to 10 days

after discharge from the hospital.

6. In FY 2018 we introduced 1-844-TPG – Call, an 800 number for people looking to find a primary care physician. This Call Center fields between

75 and 100 calls per month and has an 80% placement result so far.

7. We are working to better integrate Primary Care with our Behavioral Health Program and our Pain Medicine Program, two overwhelming health

issues growing daily in this region and around the country.

June 2017

32

Community Health Needs Assessment Implementation Plan

Trinity Health System

Three-Year Plan: FY 2017, FY 2018, FY 2019

Mission

The mission of Catholic Health Initiatives (CHI) and the Trinity Health System (Trinity) is to nurture the healing ministry of the Church, supported by education

and research. Fidelity to the Gospel urges us to emphasize human dignity and social justice as we create healthier communities.

Community Served

In order to define the community served, Trinity evaluated the total population, inpatient discharges, Ohio/West Virginia, Pennsylvania inpatient discharges, and

Medicare market share for the surrounding counties. Trinity is dependent on Jefferson County for 71% of its inpatient discharges. A review of Medicare data also

indicates that the majority of Medicare patients (60% market share) who reside in Jefferson County, seek services at Trinity. The surrounding counties are each

served by other providers in the region. Therefore, for the purposes of this report, the Trinity Health System community served is defined as Jefferson County.

Prioritized List of Significant Health Needs Identified in the Community Health Needs Assessment (CHNA)

• Mental Health & Substance Abuse

• Wellness & Prevention

• Access to Primary Care

Other Identified Needs

• Diabetes

• Sexually Transmitted Diseases

• Homicides

• Heart Disease

Trinity Health System addresses Diabetes through our hospital and physician services, and, in particular, is a component of the cardiovascular and bariatric

programs. In addition, heart disease prevention is part of wellness and prevention and is included in this section. However, given limited resources, this need has

not been chosen as a separate program area of focus under this plan. Trinity also does not have the resources to provide a comprehensive STD program and there

are aspects of a STD program which could be counter CHI’s Ethical and Religious Directives. The local health department provides community services in this

area. Additionally, CHI does work in the area of violence prevention but does not have the resources or expertise to create a separate program to focus on

lowering homicide rates in the county.

CommunityHealthNeed MentalHealth&SubstanceAbuse

TrinityHealthPointPerson(s) DonOgden,DirectorofBehavioralHealth

Metric#1 AverageNumberofreportedmentallyunhealthydayspermonthforJeffersonCountyBRFSSrespondentsage18+

2016CHNAMeasure JeffersonCounty:4.4(2005-2011);OhioStateBenchmark:3.8(2005-2011)

DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS);alsoreportedviaCountyHealthRankings

Metric#2 PercentofJeffersonCountyBRFSSrespondentsage18+whoreportnotreceivingsufficientsocial-emotionalsupport

2016CHNAMeasure JeffersonCounty:27.6%(2005-2010);OhioStateBenchmark:19.8%(2005-2010)


ImplementationPlan–MentalHealth&SubstanceAbuse

33

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

Support

Needed

StepstoAchieve

Step

Estimated

Completion

Date

1

Partnerwith

localMental

HealthBoard

toincrease

access.

(DonOgden)

Createan

ambulatory

detoxprogram

andexpand

residential

services.

Fully

implemented

ambulatory

detoxand

expanded

residential

programs.

June30,

2017

Administration,

MentalHealth

Board

1 MeetwithlocalMentalHealthBoard.August31,

2018

2Securefundingforprogramdevelopmentand

expansion.

October31,

2018

3MeetwithAdministrationtopresent

programplan.

August31,

2018

4 Developandimplementprograms.June30,

2018

2

Develop

gambling

addiction

services

(DonOgden)

Creatingaccess

toservicesfor

thoseinneed

Fully

implemented

servicesfor

gambling

addiction

June30,

2017

Administration,

Gamblers

Anonymous

StateAgencies

1Sitevisitofexistinggamblingtreatment

center.

September

30,2018

2Identifyprogramstandardsforprogram

development.

October31,

2018

3 Securefundingforprogramdevelopment.February28,

2018

4 Implementprogram.June30,

2018

5 Implementmarketingstrategyforservices.September

30,2018

ImplementationPlan–MentalHealth&SubstanceAbuse

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

Support

Needed

StepstoAchieve

Step

Estimated

Completion

Date

3

Identify

and/or

organize

support

groups.

(DonOgden)

Increaseand

supportaccess.

12Support

Groups

September

30,2017

Localsupport

groups,Clergy,

Community

volunteers

1Identifypresentsupportgroupsandperform

gapanalysis.

December

31,2018

2Identifycapacityandresourcestoconduct

additionalsupportgroups.

March31,

2018

3 Provideeducationandtrainingtofacilitators.June30,

2018

4 Implementmarketingstrategyforservices.September

30,2018

4 Develop Increaseaccess Approvaland June30, Administration, 1 Developjobdescriptionforposition. December

34

Emergency

Department

Liaison.

(DonOgden)

tobehavioral

healthservices.

recruitmentof

1.0FTE

2017 ED,Local

Community,

MentalHealth

Board

31,2018

2MeetwithAdministrationtopresentneedfor

FTE.

December

31,2018

3 MeetwithEmergencyDepartmentstaff.March31,

2018

4 Postandrecruitmentfornewposition.June30,

2018

35

CommunityHealthNeed Prevention&Wellness

TrinityHealthPointPerson(s) JoAnnMulrooney,COO

KeithMurdock,DirectorofCommunityRelations

Metric JeffersonCountyaveragenumberofmentallyunhealthydaysreportedinthepast30days(age-adjusted)


DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS)

ImplementationPlan–Prevention&Wellness

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

Support

Needed

StepstoAchieve

Step

Estimated

Completion

Date

1

Continue

partnership

withPrime

TimeMealson

Wheels.

(JudyOwings)

Provide

balancedmeals

tothe

community

membersin

need.

56,276mealsDecember

31,2017

Administrati

on,Prime

Time

1 Trackmealsservedquarterly.January31,

2019

2

Workwithstakeholdersonunderstandingif

thereareexistinggapsinMealsonWheels

program.

March31,

2018

3Securefundingforprogramexpansionor

enhancement,ifneeded.

June30,

2018

2

Provide

educationand

evaluatefood

choices

offeredon

Trinity

campuses.

(Bryan

Jenkins)

Helpstaff,

patientsand

visitorsmake

betterchoices

aboutfood.

Over10,000

sessions

December

31,2017

Employee

Health

1

Developorinvestininformationbrochureson

howtoreadfoodlabelsandmakingbetterfood

choices.

March31,

2018

2Evaluatefeasibilityofnutritioncoachingfor

employees.

June30,

2018

3WorkwithFoodServicesonproviding

nutritionalinformationforeachmealserved.

June30,

2018

4WorkwithFoodServicestoevaluatehealthier

cafeteriaoptionsforstaff,patientandvisitors.

June30,

2018

5

Evaluatevendingmachineoptionsthroughout

facilitiesandworkwithsupplieronstockingwith

healthieroptions.

September

30,2018

ImplementationPlan–Prevention&Wellness

# Action Anticipated Metric(s) Action Stakeholder Step

36

(owner) Impactof

Action

Timeline

(provide

date)

Support

Needed

StepstoAchieve

Estimated

Completion

Date

3

Evaluate

partnership

withlocal

Farmer's

Market.

(JudyOwings)

Supportlocal

businessesthat

providehealthy

foodoptionsto

community.

Improvemetric

"limitedaccess

tohealthy

foods"

December

31,2017

TrinityLeader,

LocalFarmer's

Market

Organizer/

Contact

1ContactLocalFarmer'sMarketorganizerto

evaluateopportunitiestoworktogether.

March31,

2018

2Securefundingforprogramdevelopment,if

needed.

September

30,2018

3

Jointlydevelopprogramsthataddressbetter

eatinghabits,nutritionandimpactonlong-

termhealth.

December

31,2018

4Promotepartnership/coordinationeffortson

TrinityHealth'sFacebookPage.

December

31,2018

4

Provide

educationand

nutrition

counseling.

(YMCA/Trinity)

Improve

nutrition

educationand

foodchoices.

12ProgramsDecember

31,2017Trinity,YMCA

1Inventorycurrentnutritionprogramsinthe

community.

March31,

2018

2

Gatherstakeholdersofprogramstodiscuss

coordinatingeffortsoncommunityeducation

directedatnutrition.

June30,

2018

3Develop2co-sponsoredprogramstargeted

atnutritioneducation.

September

30,2018

4Promotepartnership/coordinationeffortson

TrinityHealth'sFacebookPage.

December

31,2018

37

CommunityHealthNeed Prevention&Lifestyle-Smoking



Metric PercentofJeffersonCountyrespondentsage18+whoreportsmokingcigarettesallorsomedays



ImplementationPlan–Prevention&Lifestyle-Smoking

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

SupportNeeded

StepstoAchieve

Step

Estimated

Completion

Date

1

Continue

sponsorship

ofFreedom

from

Smoking

program.

(Stacie

Straughn)

Reducetherate

ofsmokingin

thecommunity.

Increasethe#

ofparticipants

intheprogram

by10%.

December

31,2017Trinity

1Evaluatecurrentmarketingeffortsof

FreedomfromSmokingProgram.

March31,

2018

2

Exploregrantfundingorsponsorshipto

subsidizetheprograminanefforttoincrease

participation.

June30,

2018

3

Reachouttoemployerpartnersthrough

OccupationalMedicineprogramtoexpand

FreedomfromSmokingprogram.

September

30,2018

4

Developmarketingstrategytoincrease

participation(utilizesocialmedia,email

blasts,print,etc.).

December

31,2018

5



blasts,print,etc.).

March31,

2018

2

Developorre-engineerexistingprogramsto

targetpopulationwithknownsmoking

status.

June30,

2018

ImplementationPlan–Prevention&Lifestyle-Smoking

#Action

(owner)

Anticipated

ImpactofMetric(s)

Action

Timeline

Stakeholder

SupportNeeded

StepstoAchieve

Step

Estimated

38

Action (provide

date)

Completion

Date

2

Evaluate

partnership

opportunities

withother

community

organizations

thathave

smoking

cessation

programs.

(Stacie

Straughn)

Improve

coordinationof

effortsto

improve

community

health.

#ofjointly

hosted

programs;

increase

participation

by10%

December

31,2017

TrinityAmerican

Lung

Association

1Inventoryothersmokingcessationsprograms

inthecommunity.

March31,

2018

2

Hoststakeholderdiscussiononwaysto

improvethecoordinationofsmoking

cessationprograms.

June30,

2018

3Explorejointgrantfundingtosubsidize

programs.

September

30,2018

4Developandimplementjointsmoking

cessationprograms.

December

31,2018

5



blasts,print,etc.).

March31,

2018

3

Workwith

internal

stakeholders

tocoordinate

effortson

smoking

cessation.

(Stacie

Straughn)

Targetsmoking

cessationefforts

ondischarged

patientswith

knownsmoking

status.

Reducerateof

smokingin

patient

populationby

10%

December

31,2017Trinity

1

Conductinternalstakeholdermeetingto

explorecoordinationofsmokingcessation

efforts.

March31,

2018

2

Developorre-engineerexistingprogramsto

targetpopulationwithknownsmoking

status.

June30,

2018

39

CommunityHealthNeed Prevention&Lifestyle–LackofExercise



Metric PercentofJeffersonCountyadultpopulationthatduringthepastmonthdidnotparticipateinanyphysicalactivityorexercise


DataSource CDC,NationalCenterforChronicDiseasePreventionandHealthPromotion;alsoreportedviaCountyHealthRankings

ImplementationPlan

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

Support

Needed

StepstoAchieve

Step

Estimated

Completion

Date

1

Evaluateexercise

classfornew

moms(post-

partum).

(YvonneRozman)

Increase

physical

activity

optionsfor

newmoms.

300participantsDecember

31,2017

Trinity,YMCA,

BirthCenter

1 Developprogramwithstakeholders.March31,

2018

2IdentifyspaceandInstructor(s)forexercise

class.

March31,

2018

3CoordinatemarketingeffortswithYMCAand

BirthCenter.

June30,

2018

2

Continue

sponsorshipof

P3program.

(JustinBaker,

DO)

Improve

physical

fitnessof

program

enrollees.

Pre-andpost-

bloodwork

results;

Enrollment

December

31,2017Trinity,YMCA

1 Evaluatecurrentprogramenrollment.March31,

2018

2

Trackpre-andpost-programbloodwork

resultsofpastenrolleestoestablishbaseline

goalsofenrolleesgoingforward.

June30,

2018

3Evaluategrant/fundingoptionstosubsidize

programparticipation.

September

30,2018

4Developmarketingplantoincrease

enrollment

December

31,2018

3

Providegeneral

physicalfitness

education.(Justin

Baker,DO)

Emphasize

importance

ofphysical

fitnessto

community.

#ofarticles;#

ofFacebook

posts/week;#

ofeducation

classes

December

31,2016Trinity,YMCA

1Inventorycurrentmediaeffortsto

community.

March31,

2018

2Developcampaignthatfocusesonphysical

fitness.

June30,

2018

3

Executecoordinatedmarketingeffortsusing

themostappropriatechannels(socialmedia,

print,email,etc.)toeducatethecommunity.

September

30,2018

COMMUNITYHEALTHNEED AccesstoPrimaryCare

TrinityHealthPointPerson(s) SteveBrown,VP,MSO

40

Metric#1 JeffersonCountyoverallcancerdeathrate(per100,000age-adjusted)

2016CHNAMeasure JeffersonCounty:188.4(2010age-adjusted);OhioStateBenchmark:187.3(2010age-adjusted)

DataSource OhioDepartmentofHealth,DeathStatistics

Metric#2 JeffersonCountyinvasivecancerincidencerate(per100,000age-adjusted)

2016CHNAMeasure JeffersonCounty:539.8(2008age-adjusted);OhioStateBenchmark:465.1(2008age-adjusted)*

DataSource OhioCancerIncidenceSurveillanceSystem(OCISSHS)

ImplementationPlan–AccesstoPrimaryCare

#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

SupportNeeded

StepstoAchieve

Step

Estimated

Completion

Date

1

Continueto

recruitPCPs

andAPC

primarycare

providers.

(SteveBrown)

Betteraccessto

PCPs

Primarycare

visits

December

31,2017

Physician

contacts,

Inbound

Marketing

1

PhysicianandAPCrecruitment:in2016and

YTD2017,wehaveaddedthreePrimaryCare

Physicians(Orlang,Tranto,Beetham)and

fourAPC(AdvancedPractitioners)primary

careproviders.

December

2018

2

Incalendaryear2017(annualized)wehave

increasedPrimaryCareVisitsby9,957or12%

(98,295in2017versus83,342in2016.

December

2018

3

ContinuetorecruitPrimaryCarephysicians

andprimaryCareAPCs.WithInbound

Marketing,SocialMedia,andother

conventionaltoolsweareattractingmore

candidates.

December

2018

4

Inadditiontoincreasingvisits,weare

expandingouroutreachtoareaslikeEast

LiverpoolandCadiz,expandingouroutreach.

December

2018

5Planninganotherexpansiontothesouthof

Steubenville,towardsMingoandBrilliant.

December

2018


#Action

(owner)

Anticipated

Impactof

Action

Metric(s)

Action

Timeline

(provide

date)

Stakeholder

SupportNeeded

StepstoAchieve

Step

Estimated

Completion

Date

41

2

Continue

partnership

withUPMC.

(SteveBrown)

Provide

physiciansin

Steubenville.

NewprovidersDecember

31,2017Trinity,UPMC 1

WorkingwithUPMCtoidentifythirdyear

residentsinterestedintheeasternOhio

region.UPMCisthethirdlargestmedical

trainingfacilityinthecountry.

December

2018

3

Increase

numberof

ExpressClinics.

(SteveBrown)

Expandmarket

outreach

Opennew

pointsof

access

December

2017

TrinityHealth

System

1

OpenExpressClinicinCadiz,Ohio,and

provideoutpatientcare.Planningiscomplete

fortheopeningofaprimarycarefacilityin

CadizbyDecember2017,thecenterwill

includeaprimarycarephysicianandan

ExpressClinic(sameday,walk-inclinic).

December

2018

2

ContinueexpansionofCalcuttaOhioExpress

Clinic.In2016weopenedanExpressClinicin

Calcuttaandhaveseensteadygrowthto

wherewenowserveanaverageof25

patientsperday,sevendaysperweek.

December

2018

3

In2015weopenedanExpressClinicin

TorontoOhio.Sinceopening,wehaveseen

steadyutilizationtowhereweknowservean

averageof25patientsperdaysevendaysa

week.

December

2018

4

Planninghasjustbegunforapotential

ExpressClinic/PrimaryCarefacilityineither

MingoorBrilliantOhio.Planisfora2018

opening.

December

2018


#Action

(owner)

Anticipated

ImpactofActionMetric(s)

Action

Timeline

(provide

date)

Stakeholder

SupportNeeded

StepstoAchieve

Step

Estimated

Completion

Date

42

4

Forma

PrimaryCare

Strategic

Planning

Taskforceof

physiciansand

APCs.Touse

providersto

developnew

strategiesand

improved

patientquality

access.

(SteveBrown)

Engage

providersinthe

developmentof

ourPrimaryCare

initiatives,

empowerthem

toimprove

access,quality,

andpatient

satisfaction.

Improveaccess

(visits),

improvedPQRS

scores(quality

metrics),and

improved

Patient

Satisfaction

Surveys.

December

2017

Trinity

Physiciansand

PrimaryCare

APCs

1

TheTaskforcewasformedinDecember2016

andmeetsevery6weekstodiscuss,access,

quality,patientsatisfaction,acceptingnew

patients,efficiencies,careprotocols(dealing

withopioids,behavioralhealth,pain

medication,chronicdiseases,patientwait

times,no-showrates,usingourspecialists,

howtobestleverageanAPCforoptimal

productivity,integratingwithandusingthe

ExpressClinics,andahostofotherrelevant

issues.Wewillcontinuetousethetaskforce

toidentifyopportunitiesandchallengesto

improvingprimarycareaccessandqualityfor

thepeopleofourregion.

December

2018

*Thefollowingcancerincidenceratesalsoexceedstatebenchmark(JeffersonCounty/OhioState):Breast(122.5/121/9,Colon(67/52.9,Lung(88.1/75)

trinity health chna report 2016...trinity health approached the chna process as a collaborative...

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