Transcription
Piedmont HealthcareCommunity Health Needs AssessmentJuly 2016TABLE OF CONTENTSExecutive Summary . 2Piedmont Atlanta Hospital. 8Piedmont Fayette Hospital. 19Piedmont Henry Hospital. 30Piedmont Mountainside Hospital. 41Piedmont Newnan Hospital. 52Piedmont Newton Hospital . 63Appendix 1: Piedmont Employee Survey Questions . 73Appendix 2: Resources. 76
Community HealthNeeds AssessmentEXECUTIVE SUMMARYThis is the second set of Piedmont Healthcare hospitals’community health needs assessments (CHNAs) inresponse to that federal government regulation, with thefirst having been conducted in Fiscal Year 2013 (FY13).We completed our first CHNA and implementation planfor each Piedmont hospital community back in 2013for use during FY14 to FY16. We repeated thatprocess for our new Fiscal Year 2016 (FY16) CHNAswhich cover a three-year time period of FY17, FY18and FY19. The FY16 Piedmont Healthcare hospitals‘CHNAs serve as a foundation for developing animplementation strategy to address those needs that (a)the hospital determines it is able to meet in whole or inpart; (b) are otherwise part of its mission; and (c) arenot met (or are not adequately met) by other programsand services in the hospital’s service area.As a nonprofit healthcare system, the mission ofPiedmont Healthcare is healthcare marked bycompassion and sustainable excellence in aprogressive environment, guided by physicians,delivered by exceptional professionals, and inspired bythe communities we serve. This mission is evidencedwithin our community benefit programs, which werecreated to provide quality and meaningful access tohealth care services to all members of our community.This report identifies and assesses community healthneeds in the areas served by Piedmont Healthcarehospitals in accordance with regulations put forth bythe Internal Revenue Service pursuant to the 2010Patient Protection and Affordable Care Act (ACA).A CHNA is both the activity and product of identifyingand prioritizing a community’s health needs, and this isaccomplished through input from communitystakeholders and an analysis of relevant data. Oncethat information was gathered, the system thenidentified the top priorities it will address over the nextthree years.The question of how the hospital can best use its limitedcharitable resources to assist communities in need willbe the subject of the hospital’s implementation strategy.To answer these questions, this assessment consideredmultiple data sources, some primary (survey of marketarea residents and hospital discharge data) and somesecondary (regarding demographics, health statusindicators, and measures of health care access). OurCHNAs took into account input from personsrepresenting the broad interests of the communitythrough both a randomized mail survey of householdsin service area counties, and a series of mail surveysand in-person interviews with community leaders.In partnership with our six primary communities, wecrafted strategies to address those prioritized needs,with an end goal of bettering community health, andparticularly that of those most vulnerable. Throughthese programs and strong partnerships betweenconsumers, neighborhood leaders, advocates andhospitals, the hospital’s communities can becomestronger and healthier, both physically and fiscally. TheCHNA guides this work.2
ABOUT PIEDMONT HEALTHCAREAs the flagship hospital of Piedmont Healthcare, Piedmont Atlanta Hospital’s legacy of medical excellence beganmore than 110 years ago. Today it is a 529-bed facility renowned for its high quality, patient-centered healthcare.Located in Fayetteville, Piedmont Fayette Hospital is a 189-bed, acute care community hospital that combinesclinical excellence with a focus on wellness, high-quality and exceptional service. Piedmont Henry Hospital is a215-bed, acute-care, community hospital on a tobacco-free campus in Stockbridge, Georgia. PiedmontMountainside Hospital is a private, not-for-profit, 52-bed, acute-care, community hospital located in Jasper,Georgia. Piedmont Mountainside is the sole hospital provider for Pickens County. Piedmont Newnan Hospital is a136-bed, acute-care, community hospital in Newnan, Georgia. Piedmont Newnan is a cornerstone of wellness asthe only acute-care facility in Coweta County. Piedmont Newton Hospital is a 97-bed, acute-care, communityhospital in Covington, Georgia offering 24-hour emergency services, women’s services and generalmedical/surgical services. Piedmont Newton is the newest addition to the Piedmont family, having joined thesystem in October 2015. Additionally, Piedmont Healthcare includes the Piedmont Heart Institute, PiedmontTransplant Institute, Piedmont Foundation and Piedmont Physicians Group.DaltonPPG Primary Care PracticesPPG Specialty PracticesPiedmont Transplant LocationsPiedmont Urgent Care by WellstreetPiedmont Heart LocationsPiedmont Hospital LocationsMaconHarrisTalbotCrawford3Savannah
OUR APPROACH TO COMMUNITY BENEFITCommunity benefits are those programs and activities offered to the community in exchange for a nonprofithospital’s tax-exempt status, and Piedmont Atlanta Hospital is a 501(c)(3) nonprofit organization. These programsshould boost the health of the community the hospital serves, especially that of its more vulnerable populations.Community benefit programs must do at least one of the following: Generate a low or negative margin; Respond to the needs of vulnerable populations; Supply services or programs that would likely be discontinued if the decision to offer this program was madeon a purely financial basis; Respond to an identified public health need; and/or, Involve education or research that improves overall community health.The goal of Piedmont’s community benefit programs is to improve the health status of its communities byidentifying and responding to unmet community health needs, facilitating relationships to create strongercommunities and serving as an example and a leader to others in community benefits. Among these programsinclude: financial assistance for low- and no-income patients, coverage for shortfalls incurred when providing careto patients receiving Medicaid, our Sixty Plus adult services program, our health professions education programs,partnerships with community-based charitable clinics and health education programs, such as nutritionprograms aimed at high-risk low-income families.FY15 PIEDMONT HEALTHCARE STATISTICS8,62556,485Hospital EmployeesSurgeries10,696550,099Newborn DeliveriesOutpatient Encounters328,16469,456Emergency Department VisitsInpatient Admissions4
PIEDMONT IMPACTThis map highlights Piedmont’s FY14-16 community benefit programs and partnerships throughout the largermetropolitan Atlanta area.West End Boys & Girls Club of PickensUGA Extension and Master Gardeners515Pickens County Health DepartmentJasperPiedmont Mountainside Hospital7557598585Piedmont Atlanta HospitalCancer Wellness CenterGood Samaritan Health CenterHealthMPowers at Garden Hills Elementary285Atlanta Beltline PartnershipSixty PlusCaptain Planet FoundationCristo Rey Atlanta Jesuit High SchoolHOPE AtlantaMercy Care AtlantaHEALing Community CenterGrant Park ClinicAtlanta20Willing Helpers ClinicCarrolltonPiedmont Fayette HospitalCovingtonCancer Wellness CenterFayetteSeniorServicesFayette C.A.R.E. ClinicCoweta Samaritan ClinicPeachtreeCityWestern ElementaryNewnanPiedmont Henry HospitalHands of Hope Clinic75FayettevilleHenry County Health DepartmentMcDonoughSixty PlusHealing Bridge Clinic85Piedmont NewtonHospital20University of West GeorgiaPiedmont Newnan HospitalWest Georgia Technical CollegeNewnan/Coweta Boys & Girls ClubUGA Extension and Master Gardeners5
HOW WE CONDUCTED THEFISCAL YEAR 2016 ASSESSMENTThe Piedmont Hospital community health needs assessment was led by the Piedmont Healthcare communitybenefits team. We started first with an analysis of available public health data, which was done in partnership withGeorgia State University’s Georgia Health Policy Center (GHPC). We looked at our entire service region, which iscomprised of approximately 20 counties. These counties were determined by examining internal data as to knowfrom where the majority of our patients come. We paid particular attention to the home counties of our hospitals.From there, and also in partnership with GHPC, we interviewed key stakeholders who have a particular expertiseor knowledge of our communities. Specifically, we interviewed representatives of local and regional public healthentities, minority populations, the faith-based communities, local business owners, the philanthropic community,mental health agencies, elected officials and individuals representing our most vulnerable patients. The PiedmontHealthcare board of directors and leadership from all six hospitals were actively informed and engagedthroughout this process.An internal survey was also conducted throughout the healthcare system for both clinical and non-clinicalemployees. Information was gathered on knowledge and understanding of community benefit and currentprograms, as well as suggestions for how we can better serve our patients and communities. Approximately 775employees spanning the system responded.Additionally, we conducted two focus groups comprised of primarily low-income, uninsured patients. The inputprovided by these focus groups indicates where Piedmont has been successful and where we still have room togrow, particularly in situations that apply to our communities’ most vulnerable populations. These conversationscentered on issues of health care access, as well as issues within the community. All interviews, survey, and focusgroup data informed the CHNA process, including the identification of key health priorities and potentialimplementation plan strategies.PRIORITIES CHOSEN DURING FY16 ASSESSMENTSeveral key community health needs emerged during the assessment process. The initial list of priorities to beaddressed was determined by the community benefits department and the strategic planning department. Thefollowing criteria were used to establish the initial list of priorities: The number of persons affected; The seriousness of the issue; Whether the health need particularly affected persons living in poverty or reflected health disparities; and, Availability of community and/or hospital resources to address the need.6
FY17 TO FY19 PRIORITIESMaintain and, when possible, increaseaccess to appropriate and affordablecare for low- and no-income patients,including increased efforts ateliminating health disparities.Reduce preventable instances of heartdisease, hypertension and strokethrough educational awareness andpromotion of healthy behaviors,including efforts to reduce tobacco use.Reduce preventable readmissions andemergency department re-encounters,particularly among high-risk patients witha focus on chronic disease management.Reduce obesity rates and obesityrelated diseases, such as Type IIDiabetes, through educationalawareness and promotion of healthybehaviors, including nutritioncounseling and exercise.Increase access to and awareness ofcancer-related programming.FY17 TO FY19 PRIORITIES PER HOSPITALPIEDMONT ATLANTAIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; andreduce preventable instances of heart disease,hypertension and strokePIEDMONT MOUNTAINSIDEIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; andreduce preventable instances of heart disease,hypertension and strokePIEDMONT FAYETTEIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; reducepreventable instances of heart disease and stroke;reduce obesity rates and obesity-related diseases; andaddress senior health issues when possiblePIEDMONT NEWNANIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; reducepreventable instances of heart disease and stroke; andreduce obesity rates and obesity-related diseasesPIEDMONT NEWTONIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; reducepreventable instances of heart disease and stroke; andreduce obesity rates and obesity-related diseasesPIEDMONT HENRYIncrease access to appropriate and affordable care;reduce preventable readmissions and emergencydepartment re-encounters; increase access to andawareness of cancer-related programming; andreduce preventable instances of heart disease,hypertension and stroke7
Community HealthNeeds AssessmentABOUT THE HOSPITALPiedmont Hospital was founded in 1905 as a ten-bed sanatorium locatedin a fifteen-room home in downtown Atlanta. Founded by Drs. LudwigAmster and Floyd W. McRae Sr., the sanatorium was chartered to providethe most modern medical care available in a comfortable, homelikesetting. The hospital remained in this location until the late 1950s, when itmoved to its current location. It has continually grown over the years, andcurrently is a 529-bed full-service tertiary facility serving the region.PROGRESS ON PAH PRIORITIESFY14 TO FY16Several key community health needs emerged during the assessment process. The initial list of priorities to beaddressed was determined by the community benefits department and the strategic planning department. Thefollowing criteria were used to establish the initial list of priorities: The number of persons affected; The seriousness of the issue; Whether the health need particularly affected persons living in poverty or reflected health disparities; and, Availability of community and/or hospital resources to address the need.In Fiscal Year 2013, when we conducted our first assessment, we focused on the following priorities, which weredetermined through the criteria outlined above.Increase access to appropriate and affordable care for low- and no-income patients: Develop and execute aplan to strengthen access points for low- and no-income patients, with a focus on those utilizing high-cost caresettings, such as an emergency department, for their care, and continue to provide necessary care to all patients. Provided financial assistance to eligible patients and covered shortfalls for low-income patients enrolled in governmentprograms (FY14-16) Evaluated our current financial assistance policy and billing process, and designed a new policy and process as to betterserve our patients (FY16) Provided in-kind lab services to Good Samaritan Health Center, the Center for Black Women’s Wellness and Grant ParkClinic at no charge, at an average annual value of 200,000 (FY14-16) Supported clinic capacity-building workshops offered by the Georgia Charitable Care Network (FY14-16) Funded after-hours safety net clinics at the Center for Black Women’s Wellness (FY14-16) and the Good Samaritan HealthCenter (FY14-15)8
PROGRESS ON PAH PRIORITIES (continued)FY14 TO FY16 Supported increased capacity to serve homelessveterans and families through a partnership with HopeAtlanta and Cristo Rey as well as provided funding forHope Atlanta’s awareness campaign (FY15) Kaiser Grant: Decreased the 60-day readmit/reencounterby 15% for low- and no income, uninsured andunderinsured patients through aggressive casemanagement and caregiver support (FY14) Supported the FoodRX Program and Homeless Clinic atGood Samaritan Health Center through fiscal support (FY16) Distributed a resource guide to approximately 4,600individuals through various Piedmont Atlanta access pointsand approximately 45 community benefit partners (FY16)Reduce preventable readmissions and emergencydepartment re-encounters, particularly amonghigh-risk patients: Increase care coordination effortsbetween the hospital and community-based providers tohelp avoid costly readmissions and ED re-encounters. Created a task force to reduce readmissions throughprocess improvement, patient education and casemanagement, through Piedmont Heart Institute (FY14-16) Supported Mercy Care’s Recuperative Care Unit, whichprovides transitional care to homeless individuals recentlydischarged from the hospital, at the Gateway Center(FY15-16) Piloted the Walk with a Doc walking initiative (FY15-16) Supported HealthMPowers, which provided extensivenutrition and physical education to 625 Garden HillsElementary school students (FY14)Piedmont Atlanta’s community benefit spend Designed and executed “What’s in Store,” acomprehensive nutrition and shopping program aimedat low income women (FY15-16)5.0 Created and distributed bi-lingual heart disease,hypertension and stroke awareness campaigns toreduce the risks of these conditions (FY16)IRS reportable % of OE4.0 Supported local school gardening programs in FultonCounty by creating 2,000 recipes cards for two schoolslinking food grown in the school garden to cooking athome (FY15-16) Through funding provided by the Braves Foundation,implemented nutrition education and gardeningprograms in Fulton County (FY16)2.0not includedbecause thefiscal year isstill in process1.00.0 Sponsored a team of students from Douglass HighSchool to create a PSA on healthy living throughReimagine:Atl (FY16)FY14FY15FY16In aggregate, PAH’s community benefit spend for FY14and FY15 is: health professions education and othercommunity benefit programming, including labs forthree partner clinics ( 10.6m), financial assistance( 20.3m), and shortfalls incurred from Medicaid andthe provider fee ( 19.6m). The above chart representsthese totals as a percentage of the hospital’s operatingexpense, a common way to examine community benefitspends. Please note that FY16 totals are not available atthis time.Reduce instances of preventable heart disease,stroke and hypertension through the promotion ofhealthy behaviors: Utilize community-wide awarenesscampaigns and provide education that encouragescommunity members to reduce their risks of heartdisease through healthy behaviors. Provided extensive case management, caregiver supportand other services for older adults through the Sixty Plusprogram (FY14-16)3.09
PAH PRIORITIES AND SELECTIONFY17 TO FY19Using criteria developed during our FY13 assessment, we have determined the following priorities to be the focusof our FY17 to FY19 efforts;Maintain and, when possible, increaseaccess to appropriate and affordablecare for low- and no-income patients,including increased efforts ateliminating health disparities.Increase access to and awarenessof cancer-related programming,including lung cancer screenings andlow-cost mammograms to qualifyingwomen through partnership programs.Reduce preventable readmissionsand emergency departmentre-encounters, particularly amonghigh-risk patients with a focus onchronic disease management.Reduce preventable instances of heartdisease, hypertension and strokethrough educational awareness andpromotion of healthy behaviors,including efforts to reduce tobacco use.Other key health issues emerged that we will not focus on during the FY17 to FY19 implementation plan. Mental health: We currently don't have the resources to make a meaningful impact on mental health as PiedmontAtlanta does not provide these services in-house,
Jul 01, 2014 · Mountainside Hospital is a private, not-for-profit, 52-bed, acute-care, community hospital located in Jasper, Georgia. Piedmont Mountainside is the sole hospital provider for Pickens County. . Supply services or programs that would likely be discontinued if the decision to offer this
