Presence Saint Joseph Medical Center Presence Villa Franciscan

Transcription

Presence Saint Joseph Medical Center
Presence Villa Franciscan
Presence Home Care
Community Health Needs Assessment (CHNA)
Implementation Strategy
2013 - 2016
Table of Contents
Ministry Overview............................................................................................................................ 2
Target Areas and Populations ........................................................................................................ 5
Identification of Community Needs ................................................................................................. 8
Identifying Community Priorities ..................................................................................................... 15
Development of the Implementation Strategy ................................................................................. 19
Action Plan with Presence Health’s Involvement in Addressing the Needs .................................... 20
Next Steps for Priorities .................................................................................................................. 35
Implementation Strategy Approval .................................................................................................. 36
Implementation Strategy Communication ....................................................................................... 37
Will County Community
2013 - 2016 Implementation Strategy
1
Ministry Overview
Provena Health and Resurrection Health Care merged on November 1, 2011 to form a new
health system, Presence Health, creating a comprehensive family of not-for-profit health care
services and the single largest Catholic health system in Illinois. Presence Health embodies the
act of being present in every moment we share with those we serve and is the cornerstone of a
patient, resident and family-centered care environment. “Presence” Health embodies the way
we choose to be present in our communities, as well as with one another and those we serve.
Presence Health is sponsored by five congregations of Catholic religious women: the
Franciscan Sisters of the Sacred Heart, the Servants of the Holy Heart of Mary, the Sisters of
the Holy Family of Nazareth, Sisters of Mercy of the Americas and the Sisters of the
Resurrection.
Our Mission guides all of our work: Inspired by the healing ministry of Jesus Christ, we
Presence Health, a Catholic health system, provide compassionate, holistic care with a spirit of
healing and hope in the communities we serve.
Building on the faith and heritage of our founding religious congregations, we commit ourselves
to these values that flow from our mission and our identity as a Catholic health care ministry:
 Honesty: The value of Honesty instills in us the courage to always speak the truth, to act
in ways consistent with our Mission and Values and to choose to do the right thing.
 Oneness: The value of Oneness inspires us to recognize that we are interdependent,
interrelated and interconnected with each other and all those we are called to serve.
 People: The value of People encourages us to honor the diversity and dignity of each
individual as a person created and loved by God, bestowed with unique and personal
gifts and blessings, and an inherently sacred and valuable member of the community.
 Excellence: The value of Excellence empowers us to always strive for exceptional
performance as we work individually and collectively to best serve those in need.
PRESENCE SAINT JOSEPH MEDICAL CENTER
Presence Saint Joseph Medical Center (PSJMC) is a 480 bed regional leader of health
services, providing excellence in health care to a 23-community population of close to 700,000.
PSJMC has a medical staff of more than 570 physicians representing over 50 medical
specialties and employs 2,600 professional, technical and support personnel, making it one of
the largest employers in Will County.
PSJMC’s mission of providing healing and hope
is enhanced by the facility’s state-of-the-art
technology and the bed tower’s centered
approach to care. The new facility allows PSJMC
to provide the highest level of patient care for the
best health outcomes. With PSJMC’s new
facility, Will County residents can access the
best doctors and highest quality healthcare
without having to travel to Chicago.
2
Ministry Overview
PSJMC has been part of the Joliet community for over 130 years and continues to carry out the
mission of its dedicated founding Sisters, the Franciscan Sisters of the Sacred Heart, and set
the highest standards of medical care for the community. PSJMC’s roots in the community are
matched only by our unwavering commitment to stay in Will County and grow so we may
continue to provide the best of care to residents here in the future.
PRESENCE VILLA FRANCISCAN
Presence Villa Franciscan (PVF) is a 176 bed skilled nursing home in Joliet. The ministry
includes a 34-bed licensed Alzheimer unit, a 48-bed dedicated short-term rehabilitation unit, and
94 beds of long-term care and short-term rehabilitation units. The short-term rehabilitation
patients comprise 40% of the total population at PVF.
PVF employs 242 employees, ranging from highly skilled
professional positions to entry level positions. The ministry
serves the communities of Joliet, Shorewood, Plainfield,
New Lenox and Morris. The greater Will County area is an
extended service area, but the majority of residents come
from the Joliet area.
The services provided at PVF include 24-hour nursing care, physical, occupational and speech
therapy services, as well as help with physical care and activities of daily living. The nursing
care includes 24-hour skilled nursing assessments, care and treatment for post-hospital care.
PRESENCE HOME CARE
Presence Home Care (PHC) is a ministry of Presence Life Connections and part of the
integrated healthcare delivery network of Presence Health. Presence Life Connections
ministries are located in Illinois, Indiana and Wisconsin.
Presence Home Care consists of five home health
agencies (Gurnee, Elgin, Joliet, Kankakee and
Champaign-Urbana), two hospice agencies
(Elgin/Aurora/Frankfort and Champaign/Urbana) and one
private duty agency covering all service areas. The
average daily census in the home health agencies is
approximately 950, of which 75-80% are Medicare
recipients, with the remaining being a mix of Medicaid,
commercial and self-pay. The average daily census in the
hospice agencies is approximately 45, with a comparable distribution in terms of payer sources.
Private duty currently has approximately 1,500 people subscribed to our patient monitoring
system in the home. Presence Home Care employs approximately 375 employees of which
80% are clinical staff and the remainder clerical or corporate staff.
3
Ministry Overview
This report summarizes the plans for Presence Saint Joseph Medical Center, Presence Villa
Franciscan, and Presence Home Care to sustain and develop new community benefit programs
that 1) address prioritized needs from the Community Health Needs Assessment (CHNA)
conducted by the Will County MAPP Collaborative and 2) respond to other identified community
health needs.
4
Target Areas and Populations
PSJMC, PVF and PHC’s primary and secondary service areas have a combined population of
632,513 in 2010. The 2010 population breakdown is as follows:
Race
Percentage
76.4%
10.8%
3.9%
0.3%
6.3%
2.3%
0.03%
White
African American
Asian
Native American
Other Race
Multi-racial
Native Hawaiian/Pacific Islander
The 2010 population shows that 16.2% are Hispanic, while 83.8% are non-Hispanic. As shown
in the chart below, the majority of Hispanic residents are under the age of 45.
210,000
180,000
150,000
120,000
90,000
60,000
30,000
0
Hispanic
NonHispanic
Ages 0-17
Hispanic
NonHispanic
Hispanic
Ages 18-44
NonHispanic
Ages 45-64
Hispanic
NonHispanic
Age 65+
In 2010, the average household income of our primary service area is $79,175; the average
household income of our secondary service area is $86,823. 18.6% of the service area
population income is below $34,999.
81.1% of the population primarily speaks English at home, while 11.4% speaks Spanish at
home and 7.5% speaks other languages at home.
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The educational attainment of Will County residents is as follows:
Educational Attainment of Will County Residents
< High School
4.2%
Some High School
6.4%
High School Diploma/GED
28.5%
Some College
22.6%
Two-year/Associate’s Degree
8.3%
Four-year/Bachelor’s Degree
19.9%
Post-graduate Degree
10.0%
The map below illustrates the primary (purple), secondary (orange) and tertiary (green) service
areas. These areas are the main focus of the PSJMC, PVC, and PHC community benefit
programs.
6
PSJMC also reviewed its own Emergency Department (ED) data to determine if there were
ways to target access to care by identifying those patients in need of primary care services that
were presenting to the ED. From January 2011 through December 2011, the payor distribution
of patients for all ED visits is listed below.
PSJMC ED Payor Distribution
Other 4.2%
Medicare 20.6%
Self‐pay 10.8%
Commercial
34.9%
Medicaid 29.4%
The target areas for PSJMC’s community benefit initiatives are disproportionate unmet healthrelated needs (DUHN) communities.
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Identification of Community Needs
Process Used to Identify Community Needs
Every five years, local health departments in Illinois must complete a community needs
assessment and health plan as a requirement for recertification with the Illinois Department of
Public Health (IDPH). This process is known as Illinois Project for Local Assessment of Need,
(IPLAN). For the 2010 assessment and planning process, the Will County Health Department
used the Mobilizing for Action through Planning and Partnerships (MAPP) process as an
equivalent for IPLAN. In June 2008, the Will County Health Department and Presence
Saint Joseph Medical Center partnered to facilitate the MAPP process.
MAPP is a process that provides a comprehensive framework for assessing community needs,
and developing and addressing strategic issues. The purpose of the Will County MAPP process
is to provide a community plan that is developed by and for the community. The benefits of Will
County engaging in this process include:
• A healthier community that improves the quality of life for the people who live and work
in it.
• Increased visibility of public health in the community.
• Increased awareness and knowledge about public health issues.
• Preparation of our local public health system to better anticipate, manage and respond
to changes in the county.
• Greater collaboration and sharing of resources
among partners.
• Reflection of priorities in hospital
implementation strategies.
MAPP has six phases. The first five phases were
completed over twenty-two months. Phase six, the
action cycle, is an ongoing process of planning,
implementing and evaluating. Will County is currently in
phase six of the process.
Phase 1: Organizing for Success
The Will County Health Department and PSJMC
identified staff that would co‐lead the MAPP Project. Staff attended MAPP training in May 2008.
Several meetings were held between June and October 2008 to plan the process, identify
potential partners for the MAPP Steering Committee and to identify resources needed to carry
out MAPP.
A core group of partners met in October 2008 to review the MAPP process, the benefits of
engaging in MAPP and the initial list of potential partners to participate on the MAPP Steering
Committee. Additional partners were identified and invited to participate. In January 2009, the
MAPP Steering Committee was initiated with a broad cross‐section of participants comprising
the 25‐member Steering Committee that guided the overall MAPP process.
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Phase 2: Visioning
During February and March 2009, a survey was developed and distributed among Steering
Committee member organizations to solicit input from consumers on what defined a healthy
community. Fifty‐eight surveys were returned and the results were incorporated into the
visioning process held with MAPP Steering Committee members in April 2009. Additionally, two
focus groups were held with survey respondents to field test the vision statement prior to the
MAPP Steering Committee’s adoption of the following vision:
Will County Vision
In Will County, every life has value. All individuals have the opportunity to realize their full potential and to achieve the highest quality of life. We are a community rich in diversity,
where involvement and commitment have deep roots among our residents.
We strive to be a progressive community that maximizes the use of community partnerships and collaboration among all sectors to ensure, enhance and promote comprehensive, quality and equitable education, healthcare and social services.
Phase 3: Conducting Four MAPP Assessments
Four separate assessments were conducted during this phase of the MAPP process between
June 2009 and March 2010. Assessment subcommittees were established with members of the
MAPP Steering Committee serving as chairs to oversee the groups.
Local Public Health System Assessment (LPHSA)
Over 100 public health system partners were invited to participate in the Will County Public
Health System forum held in September 2009 at New Life Church in New Lenox. Approximately
70 partners participated in assessing how well the Will County public health system provides the
ten Essential Public Health Services (EPHS) in Will County.
The highest ranking service was EPHS 2: diagnose and investigate health problems and health
hazards. This essential service includes:
• Epidemiologic investigation of disease outbreaks and patterns of infectious and chronic
diseases, environmental hazards, and other health threats
• Active infectious disease and epidemiology programs
• Access to a public health laboratory capable of conducting rapid screening and high
volume testing
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The lowest ranking service was EPHS 7: link people to personal health services. This essential
service includes:
• Identifying populations with barriers to personal health services
• Identifying personal health service needs of populations with limited access to a
coordinated system of clinical care
• Assuring the linkage of people to appropriate personal health services through
coordination of provider services and development of interventions that address barriers
to care (e.g. culturally and linguistically appropriate staff and materials transportation
services)
The complete listing of voting results from the LPHSA is below:
Summary of Essential Public Health Services Scores
Monitor health status to identify community health problems
Diagnose and investigate health problems and health hazards
Inform, educate and empower people about health issues
Mobilize community partnerships to identify and solve health problems
Develop policies and plans that support individual and statewide health efforts
Enforce laws and regulations that protect health and ensure safety
Link people to needed personal health services and assure the provision of
health care when otherwise unavailable
Assure a competent public and personal health care workforce
EPHS 8
Evaluate effectiveness, accessibility and quality of personal and populationEPHS 9
based health services
Research for new insights and innovative solutions to health problems
EPHS 10
Overall Score
EPHS 1
EPHS 2
EPHS 3
EPHS 4
EPHS 5
EPHS 6
EPHS 7
91
100
71
60
86
92
41
53
68
66
78
Community Themes and Strengths Assessment (CTSA)
Three separate methods of data collection were used in conducting the CTSA: a community
survey, focus groups and photovoice. In a county-wide random sample, 5,000 residents were
mailed a community survey between October and December 2009. The survey was 10 pages in
length and took about 20 minutes to complete. It asked questions about residents’ perceptions
on the quality of life in Will County. There were 485 respondents.
After survey results were collected, the MAPP Steering Committee realized that the survey
respondents did not reflect the demographics of Will County. In order to obtain the perspective
of residents underrepresented in the survey, ten targeted focus groups were held from January
through March 2010 to get a broader perspective from those who did not complete the survey.
Over 100 participants gave their input on strengths and assets of their community and their
perception about the quality of life in Will County through these focus groups.
10
Photovoice was the third method used for data collection. Photovoice is a technique that
enables community residents of all ages and languages to share information about their
communities through pictures. Five residents responded by submitting photos of their
community.
Many crosscutting themes were identified across the community survey, focus groups and
photovoice project:
• Communication – There is a need for better communication of the resources and
availability of programs and services in the county. Some residents are aware of
programs and services available to them in the county, but many are not aware of these
existing services. Better communication would alleviate this issue.
• Equity/Accessibility – Sometimes people are aware of services, however, these
services are not always accessible to them. Transportation and affordability were the two
issues that arose most often concerning accessibility. Equity was another cross-cutting
theme throughout the reports. Not all communities have the same quality of services
available to them.
• Youth – Youth involvement in the community provides an opportunity for developing
mentoring programs and leadership. There is a disconnect between adult perception of
resources and program availability for youth and how the youth view access to these
services themselves.
• Building Relationships – Collaborations with organizations and leveraging existing
resources is important to not only the residents of the community, but also to the service
providers. More sharing of information and resources is important to improve the quality
of life in Will County.
Community Health Status Assessment (CHSA)
The CHSA committee comprised of MAPP Steering Committee members, data and planning
staff from the three local hospitals and the health department’s epidemiologist. The assessment
initiated in June 2009 and was completed in March 2010. This team reviewed key health
indicators and the health department’s epidemiologist analyzed the data gathered to provide
insight into the trends and top issues.
Forces of Change Assessment (FOCA)
The FOCA was completed in March 2010 with 30 participants, consisting of MAPP Steering
Committee members and other community leaders. Factors and trends most impacting Will
County includes the current economy with rising unemployment, loss of services and programs,
and increased need for mental health services.
Additional forces of change noted that are reflective of many issues on the national agenda. For
example, health care reform, immigration reform, regulation of medical malpractice, use and
overuse of technology, and need for sustainable energy resources are issues being considered
on the national level, but they would also have an impact on local and state health care and
social service delivery systems.
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Phase 4: Identifying Strategic Issues
In May 2010, the Illinois Public Health Institute (IPHI) facilitated a half‐day strategic issues
session. Participants consisted of the MAPP Steering Committee members, committee
members from each assessment and additional community leaders. Approximately 25
participants attended the strategic issues session. Data points were drawn from each of the four
assessments and reviewed with the group. Brainstorming and nominal voting processes were
used to identify and prioritize issues and problems that were cross-cutting throughout the
assessments. Small group discussion further explored the problems to determine if they met the
criteria for strategic issues. Additional community involvement in this phase was solicited via an
online survey to assist in identifying priorities. Community partners participating in the LPHSA,
in addition to all committee members, were e-mailed an invitation to participate in the online
survey, with 50 partners responding.
During this strategic planning session, the following priorities were identified for Will County over
the next five years are:
• Access to primary and specialty health care
• Awareness of services
• Behavioral health and substance use disorders
• Prevention and management of chronic care issues
• Youth services
Phase 5: Formulating Goals and Strategies
All partners participating in the survey to identify and prioritize strategic issues were given the
opportunity to sign up for participation in the planning and implementation phases of the
process. Additionally, they were asked to recommend other members of their organizations or
community they felt would be appropriate for the planning committees. Based on self‐identified
interests; members participated in workgroups to set goals, objectives and strategies for the
identified priorities.
The work groups met in June and August 2010 to complete the strategic plan. The following
goals were developed for the identified strategic issues.
Access to Primary and Specialty Health Care
• Increase access to primary and specialty health care for the under-insured and
uninsured populations of Will County.
• Increase access to age-based and culturally competent behavioral health and substance
abuse related services.
Awareness of Services
• Keep Will County residents informed about services available to promote health,
wellness, and safety.
• Increase Will County residents’ understanding of the importance of having a primary
care provider/ health care home.
• Reduce the stigma related to behavioral health and substance use disorders.
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Prevention and Management of Chronic Care Issues
• Reduce the number of chronic care illnesses in Will County.
• Increase the awareness of Will County residents on the signs and symptoms of chronic
illnesses.
• Decrease obesity among Will County youth.
Systems Collaboration and Linkage
• Increase cohesiveness amongst systems across Will County that impact youth and their
families to ensure that youth receive the necessary services throughout all stages of
development.
Phase 6: Action Cycle
Planning, implementation and evaluation of the strategic plan are the key components to this
phase of the MAPP process. After the goals, objectives and strategies were completed, the
work groups continued to meet and transitioned into action teams. Four action teams were
identified to address the strategic priorities. There was some additional grouping of issues
based on overlapping strategies; however, the goals and objectives for each priority were
maintained.
• Access to Care – addresses issues of access to primary and specialty healthcare,
behavioral health and substance use disorders.
• Awareness of Services – addresses communication gaps between organizations and
residents and communication gaps between providers. Health promotion and health
education not related to the other priorities will also be addressed in this priority area.
• Systems Collaboration and Linkages – addresses linkages of services, particularly
among youth in Will County, ages 0‐18. This action team will look at continuity of
services as youth move along the developmental stages. How the Will County public
health system works together to collaborate and link individuals to needed services will
also be addressed with this team.
• Prevention and Management of Chronic Care Issues – addresses the prevention and
management of certain chronic care conditions including: asthma, diabetes, obesity,
heart disease and their many risk factors.
Additionally, a Monitoring and Evaluation team is being developed to provide ongoing data
collection, assessment, monitoring and evaluation of the strategic plan.
As the MAPP Project moved into to the action cycle, the MAPP Steering Committee identified
the need to continue the momentum and the process. The MAPP Steering Committee was
initially formed to oversee the MAPP planning process. After submission of the plan to the
Illinois Department of Public Health, the MAPP Steering Committee formed a transition team to
define the future structure of the MAPP Collaborative. The MAPP Steering Committee became
the MAPP Executive Committee and bylaws were developed to set guidelines for the future of
the MAPP Collaborative.
13
Results of the 2012 Needs Assessment
Based on the MAPP CHNA, the top identified needs in Will County are:

Access to care (primary, specialty, behavioral health, substance use disorders)

Awareness of services and how to access them

Collaboration and linkage within systems

Prevention and management of chronic care issues
Although some needs are the same as they were in 2006 (access to care and chronic care
issues), there are also additional areas that were identified through the MAPP process that are
of concern to community residents (awareness of services and collaboration/linkage among the
public health system).
PSJMC’s review of current community benefit programs found that the medical center is
meeting community needs through:
 Addressing access to care issues (primary, specialty, behavioral health and substance
use disorders) through Mental Health First Aid and mobile health units.
 Developing a federally-qualified health center (FQHC) outside of our Emergency
Department to increase access to primary care services.
 Expanding and enhancing the existing Healthy Kids Club initiative targeting childhood
obesity, as well as expanding the Joliet Partners for Healthy Families (JPHF) into all
community sectors.
 Working with the MAPP Systems Collaboration and Linkages (SCL) Action Team with
the goal of increasing cohesiveness amongst systems in Will County.
PSJMC will partner with Will County organizations to address other needs in the community as
feasible. PVF and PHC will work specifically with the MAPP Prevention and Management of
Chronic Care Issues Action Team to address respiratory issues in the county].
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Identifying Community Priorities
PSJMC, PVF and PHC recognize that priority setting is a critically important step in the
community benefit planning process. Decisions around priorities have a pivotal impact upon the
effectiveness and sustainability of the endeavor. PSJMC, PVF, and PHC worked with the Will
County MAPP Collaborative to identify priority issues for the county.
Description and Purpose
MAPP defines strategic issues as “those fundamental policy choices or critical challenges that
must be addressed in order for a community to achieve its vision.” During this phase of the
MAPP process, participants developed an ordered list of the most important issues facing the
community. Strategic issues were identified by reviewing the results of the four MAPP
assessments, identifying recurring themes, issues and ideas, and determining how those issues
affect the achievement of the shared vision of Will County. This process is necessary in setting
priorities and for future goal setting for the Community Health Plan.
Community Involvement
The community was engaged in the strategic issues phase on several levels. The MAPP
Steering Committee, assessment committees and invited community members participated in
an all-day planning session to review data, identify issues and develop a prioritized list of issues
and health problems.
Broader community participation was sought via a brief online survey where they were given the
list of potential strategic issues and asked to rank them. Thirty partners attended the all-day
strategic issues session. Fifty partners participated in the online survey.
Process
On May 17, 2010, the Will County MAPP Steering Committee, assessment committee and other
invited community members, engaged in an all-day strategic issues planning session, facilitated
by the IPHI. Approximately thirty people participated.
Prior to the meeting, participants were sent meeting packages with the defined criteria to identify
a strategic issue as well as an e-mail link to access the reports online to review and identify any
issues, needs or themes across the four assessments.
MAPP staff presented an overview of the data and provided data points from each assessment
for review. Aunt Martha’s Youth Service Center presented data and information on their
upcoming FQHC being built in Will County.
A large group discussion followed, allowing participants the opportunity to identify and discuss
any cross-cutting themes or issues emerging from the assessment results. Some grouping of
similar issues occurred. A list of potential strategic issues was developed followed by using a
nominal voting process to narrow the potential strategic issues for discussion in smaller
breakout groups.
15
Participants’ self-assigned to groups based on their interest and knowledge of the strategic
issue. The task for the groups was to review the data and potential strategic issues to determine
if it was strategic. Each group was given a strategic issues worksheet and relationship diagram
to guide and record their discussion. Copies of the assessment data points and hard copies of
the assessments were made available to each team.
The following criterion was used:
• Issue is grounded in data from the MAPP assessments
• Issue is forward-thinking
• Issue is cross-cutting
• Issue seizes on current opportunities
• Issue represents a fundamental choice to be made at the highest levels of the
community and local public health system
• Issue centers on a tension or conflict to be resolved
• Issue may have no obvious solution
• Issue is something the public health system can address
• Issue requires multi-sector, collaborative approach
The small groups reported out to the larger group to review the findings. Using the nominal
group process, the participants identified the top five priorities.
A three-question survey was developed to validate the prioritization and to gain additional input
from public health system partners. Using an online survey, all assessment committee
members, MAPP Steering Committee members and partners attending the LPHSA were invited
to participate in the identification and prioritization of strategic issues.
The MAPP Steering Committee decided to use the full list of potential issues in the community
survey in order to ensure the group had captured the priorities of the community.
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Potential Strategic Issues Identified
Awareness of services and how to access them
Access to quality primary care for uninsured/under‐insured
Chronic care management (i.e. obesity, diabetes, asthma)
Inequity of services
Mental health/behavioral health needs
Workforce development
Youth needs
Crime/personal safety issues
Food borne illness
Infant mortality
Traffic congestion
Unemployment
Addressing the needs of the growing senior population
Addressing the needs of the growing Latino population
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The rankings from the strategic issues meeting and the two survey questions were listed in rank
order under their respective categories. Staff identified the strategic issues listed in all three
categories. The top five issues were identified as the priority issues to address. The MAPP
Steering Committee gave final approval of the strategic issues.
Summary of Key Findings
Fourteen potential strategic issues were identified during the large group brainstorming session
(see page 14.) Following the group discussions and second voting, the participants identified
the following five strategic issues:
• Access to quality primary and specialty care for the uninsured and under-insured
• Awareness of services and how to access them
• Chronic care management
• Mental health/behavioral health
• Youth services
Comparison of meeting prioritization and survey results yielded the same priorities.
(Note: all other responses represent the combination of all other responses selected).
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The five strategic issues/health problems identified were:
•
•
•
•
•
Strategic Issue #1: Access to Healthcare
Strategic Issue #2: Awareness of Services
Strategic Issue #3: Chronic Care Management
Strategic Issue #4: Mental Health/Behavioral Health
Strategic Issue #5: Youth Services
18
Development of the Implementation Strategy
PSJMC, PVF and PHC’s CHNA Implementation Strategy was developed based on the findings
and priorities established by the Will County MAPP CHNA and a review of the hospital’s existing
community benefit activities. PSJMC co-facilitated the MAPP CHNA process with the Will
County Health Department and was involved not only in the initial planning of how to assess the
county but also organized the community assessments and helped develop the action teams
working on implementation. Other partners involved in the Will County MAPP Collaborative are
listed in Appendix A (see page 27).
The local hospitals and the health department financially contributed to the MAPP CHNA, while
other community partners provided in-kind support through their time in serving on the
Executive Committee and MAPP Action Teams, as well as by providing meeting space, printing
and other resources as needed. The Will County MAPP Collaborative has grown in size during
the implementation phase. New partners were added who had expertise in the respective action
teams. Their insight is crucial to move the work of the action teams forward to improve the
quality of life for Will County residents.
After consolidating overlapping issues identified in the MAPP CHNA, the top identified needs in
Will County are:
• Access to care (primary, specialty, behavioral health, substance use disorders)
• Awareness of services and how to access them
• Collaboration and linkage within systems
• Prevention and management of chronic care issues
For 2013, PSJMC will continue to serve on the MAPP Executive Committee and MAPP Action
Teams to address the identified needs in Will County within the next three to five years. Our
overall focus will be on:
• Addressing access to care issues (primary, specialty, behavioral health and substance
use disorders) through mental health first aid and mobile health units.
• Developing a federally-qualified health center (FQHC) outside of our emergency
department to increase access to primary care services.
• Expanding and enhancing the existing Healthy Kids Club initiative targeting childhood
obesity, as well as expanding the Joliet Partners for Healthy Families into all community
sectors.
• Working with the MAPP Systems Collaboration and Linkages (SCL) action team with the
goal of increasing cohesiveness amongst systems in Will County.
19
Action Plan with Presence Health’s Involvement in Addressing the Needs
PARTNERSHIP WITH THE WILL-GRUNDY MEDICAL CLINIC (WGMC) & AUNT MARTHA’S YOUTH SERVICES CENTER
Program Description
PSJMC has budgeted $35,000 to donate to the Will-Grundy Medical Clinic in 2013. In addition to this donation, PSJMC will continue
to provide clinical staff volunteers, and will contribute free services and leadership through service on WGMC’s board of directors.
PSJMC will also continue to accept patients from Will-Grundy Medical Clinic for surgical procedures and related services to provide
better access to care, particularly specialty care. In December 2012, an Aunt Martha’s Federally Qualified Healthcare Center
(FQHC) was opened adjacent to our Emergency Department. PSJMC is providing rental space to the FQHC for $1 per year.
Community Need: Access to Care
Aim Statement: The WGMC is a not-for-profit 501(c)3 organization that provides free medical and dental care to adults who have no health insurance or
medical care entitlements and meet prescribed income guidelines. Care is provided by physicians, dentists and other professionals who volunteer their time and
expertise to WGMC. Aunt Martha's Youth Service Center's is a non-for-profit 501c3 organization that provides an array of social services that offer a safe haven
for youth in crisis and empower them to succeed and high quality and accessible healthcare for the whole family regardless of the ability to pay.
2013 Objectives
2013 Strategies
2013 Progress
Ministry Role
Provide free or
discounted healthcare
services to the
residents of Will
County.
Federally-qualified
health centers
• WGMC’s
partnership with
PSJMC and other
local hospitals
• PSJMC’s
development of an
FQHC (Aunt
Martha’s) outside of
its Emergency
Department (ED).
In 2012, 904 WGMC
patients were treated
at the Medical Center
including 29 surgical
cases.
PSJMC donates
$35,000 annually to
the WGMC and
provides clinical staff
volunteers. PSJMC
will also continue to
accept patients from
WGMC for surgical
procedures and
related services to
provide better access
to care, particularly
specialty care.
Aunt Martha’s West
Clinic was opened in
late December 2012
proving primary,
pediatric as well as
OB/GYN care.
Community Partner
Role
Silver Cross Hospital,
Adventist Bolingbrook
Hospital and Morris
Hospital also
financially contribute
to WGMC and provide
free services for
patients.
Measureable
Outcomes
The number of
patients who receive
free or discounted
healthcare.
PSJMC provides
rental space to Aunt
Martha’s West for $1
per year to offset
20
clinic operating costs.
PSJMC also provides
reimbursement costs
for OB/GYN
recruitment as well as
reimbursement for
self-pay patients.
2013 Baseline
The number of
patients who receive
free or reduced
healthcare.
2013 Outcome
In 2012, the WGMC
clinic had 6,050
patient visits. In 2012
PSJMC treated 904
WGMC patients
including 29 surgical
cases.
2014 Target
Objective
To continue
partnership with
WGMC & Aunt
Martha’s to increase
number of patients
who can receive free
or reduced
healthcare.
2014 Measureable
Outcomes
Number of patient
visits for 2013.
The Aunt Martha’s
West Clinic did not
open until late
December 2012, so
no data is available at
this time. Through
October 2013, the
clinic saw 6,796
patients.
21
MAPP ACCESS TO CARE ACTION TEAM
Program Description
The MAPP Access to Care Action Team is one of the teams created under the Will County MAPP Collaborative. This team is
comprised of PSJMC, other local hospital staff, the health department and other behavioral health providers with the goal of
increasing access to primary, specialty and behavioral health services for Will County residents.
The two strategic questions this team looks to address over the next three years are:
• How can the Will County community collaborate to maximize and expand resources that will increase access to and
awareness of primary and specialty health care that is affordable, geographically accessible and culturally sensitive?
Aim Statement: To increase access to primary and specialty health care for the underinsured and uninsured populations of Will County.
2013 Objectives
2013 Strategies
2013 Progress
Ministry Role
Community Partner
Role
By 2015, the percentage
of Will County
emergency room visits
due to Ambulatory Care
Sensitive Conditions
(ACSCs) will decrease
by 3%.
To determine a baseline
of patients to monitor &
develop an evaluation
plan.
• Hospital data staff met
December 2012 to
determine appropriate
ED reports to monitor
data.
• The EDs are reporting
avoidable ED visits for
patients 55 & older.
PSJMC Decision
Support staff will run the
ED reports and analyze
the data from other
hospitals.
2013 Baseline
2013 Outcome
2014 Target
Objective
2014 Measureable
Outcomes
In 2012, PSJMC has
314 avoidable ED visits
by patients 55 & older.
A decrease in number of
avoidable ED visits by
patient 55 & older.
The number of
avoidable ED visits by
patients 55 & older.
Edward Hospital is
leading this action team.
Adventist Bolingbrook
Hospital and Silver
Cross Hospital are also
engaged.
Measureable
Outcomes
In 2012, PSJMC has
314 avoidable ED visits
by patients 55 & older.
The number of visits in
2013.
22
JOLIET PARTNERS FOR HEALTHY FAMILIES (JPHF) COALITION
Program Description
In 2007, PSJMC created the JPHF coalition to help combat childhood obesity in Will County. The partnership includes the Joliet
Public School District 86, the Joliet Park District, Greater Joliet Area YMCA, Harvey Brooks Foundation, University of St. Francis, the
University of Illinois Extension and the Will County Health Department. The mission of JPHF is to enhance the quality of life and
improve the overall health and wellness of our community for people of all ages, abilities and diverse backgrounds.
In keeping with its mission, PSJMC identified vulnerable populations to target with its Healthy Kids Club
initiative. The target areas that PSJMC serves have disproportionate unmet health-related needs (DUHN).
In Joliet Public Schools District 86, 70% of the student population is at poverty level with a diverse mix of
students:
• Hispanic: 48%
• African American: 29%
• Caucasian: 16%
• Other: 7%
JPHF expanded in 2012 to include the Rockdale School District, whose student population is 80% at or
below poverty level, as well as the Harvey Brooks Foundation where after-school care is offered to students from underserved areas.
JPHF has been innovative in its collaboration and approaches to childhood obesity by creating the Healthy Kids Club. This initiative
focuses on educating students and families about the importance of balanced nutrition and regular
physical activity through three unique, after-school programs: Camp Fitness, Kids 'n Nature Adventure
and Smith Opportunities for Activities and Recreation (SOAR).
Camp Fitness
The Camp Fitness program works with 3rd grade students within Joliet School District 86 and Rockdale
School District to promote access to play by encouraging exercise and modified eating habits through
after-school programming. The program includes 40 minutes of physical activity and 20 minutes of
nutrition education. It also includes parent workshops and family events such as the Worldwide Day of
Play and Family Wellness Fair to encourage families to get active and eat healthier. Upon completion of
the Camp Fitness program, students receive many items such as healthy snacks and tennis shoes to
encourage them to stay active and eat healthier. This program has increased in size for the 2012/2013
23
school year and now accommodates over 500 students, including a summer component.
Kids ‘n Nature Adventure
Kids ‘n Nature teaches fourth-graders how to grow and cultivate gardens while exposing students
to play behaviors in nature at Pilcher Park Nature Center in Joliet. A naturalist and master
gardener teach the students about nature and how to play in nature through exploration. Nutrition
and physical activity through gardening and hiking 40 minutes are incorporated into each day’s
activities. Children develop skills for growing and preparing fresh foods and engaging in physical
activity that will promote lifelong healthy behaviors. During the 2012/2013 school year, Kids ‘n
Nature had 185 participants enrolled, an expansion from the previous year.
Smith Opportunities for Activities and Recreation (SOAR)
The SOAR program targets fifth grade students within District 86 and Rockdale School District.
SOAR provides a half hour of swim instruction, followed by a half hour of nutrition education and
exercise in the gym at the Smith YMCA. Free transportation is provided to and from the program
for all participants. For the 2012/2013 school year, SOAR had 85 students in its first session, with
80 signed up for the second session.
The goal of expanding and developing new partnerships and programs within the Healthy Kids
Club initiative is to provide continuity so students from third through fifth grade will have the opportunity to participate in physical
activity and will receive proper nutrition education. With this linkage comes the opportunity to measure impact over time. More
detailed information on the programs is listed below.
Commit to Be Fit Contest
In 2013, The JPHF coalition started a three month physical activity contest with the purpose of encouraging
Will County students to incorporate more physical activity into their daily lives. Similar to reading contests
within the schools, the Commit to Be Fit Contest was offered to all Will County students. Students
“committed” to the program by signing up and tracking their daily physical activity. They did this manually on
forms distributed by their teachers or online on the Will County Regional Office of Education’s website. All
participants in the program received a free daily pass to be used at one of several county agencies (i.e.
24
Splash Station, the YMCA, Channahon roller rink, etc.) Students who exceed the recommended 60 minutes of daily physical activity
were entered to win raffle prizes. Incentives were also given to teachers to encourage their classes to participate.
Community Need: Childhood Obesity
Aim Statement: To enhance the quality of life and improve the overall health and wellness of our community for people of all ages, abilities and diverse
backgrounds.
2013 Objectives
2013 Strategies
2013 Progress
Ministry Role
Community Partner
Role
Measureable
Outcomes
In Camp Fitness,
students will increase
flexibility, strength,
endurance and
knowledge.
Camp Fitness is an
after-school program
that includes 40 minutes
of physical activity and
20 minutes of nutrition
education for students.
• PE teachers lead the
Camp Fitness program
• Dieticians or school
nurses teach the
education portion
• JPHF partners provide
financial and in-kind
support as well as
monitor the progress
of the program
PSJMC provides
financial support for the
programs as well as
healthy snacks and
tennis shoes as
giveaways.
• Joliet School District
86 provides free
transportation for
students to participate
in the program. They
also cover the cost of
staff who led the
program (PE teachers
and nurses.)
• The Joliet Park
District’s Registered
Dietician leads the
nutrition component at
several schools.
• USF students
volunteer to assist with
the program.
For Kids ‘n Nature
(KNN), the program
measures the amount of
calories burned in the
activities as well as the
soft skills learned
(leadership, team
building, socialization,
etc.)
KNN teaches fourthgraders how to grow
and cultivate gardens
while exposing them to
play behaviors in nature.
Nutrition and physical
activity through
gardening and hiking 40
minutes are
• A naturalist and
master gardener teach
the students about
nature and how to play
in nature through
exploration.
PSJMC provides
program, as well as
grant writing skills when
needed to apply for
additional funding.
PSJMC also provides
healthy snacks for all
Healthy Kids Club
• The Joliet Park District
donated the land to be
used for the KNN
garden and has
dedicated staff to lead
the program.
• The U of I Extension
provides master
gardeners to teach
Students are given the
following assessments
at the beginning and
end of Camp Fitness to
measure success.
• Sit and reach test
(flexibility)
• Pacer test
(endurance)
• Nutrition quiz
(knowledge)
• Amount of sit ups
(strength)
• BMI
For the 2012-13 school
year, 65% of the student
sample participating in
Camp Fitness increased
in all assessment areas.
year, the 185 students
burned approximately
1564 calories each as
well as increased social
skills and knowledge for
healthy living cultivation.
25
incorporated into each
day’s activities.
programs.
•
In SOAR, students will
advance to the next
swim level through
targeted instruction.
To encourage Will
County students to
incorporate more
physical activity into
their daily lives
SOAR provides a half
hour of swim instruction,
followed by a half hour
of nutrition education
and exercise in the gym
at the Smith YMCA.
Implementation of the
three month activity
contest, Commit to Be
Fit.
• SOAR lifeguards teach
students how to swim
• SOAR will expand to
include additional
schools
The contest took place
in January through
March of 2013.
students about
gardening and nature.
USF students
volunteer to assist with
the program.
The YMCA provides
lifeguards to teach
children how to swim.
Joliet Public School
District 86 provides
staff to oversee the
students.
USF students
volunteer at the
program.
PSJMC provides
program, as well as
grant writing skills when
needed to apply for
additional funding.
PSJMC also provides
healthy snacks for all
programs.
•
PSJMC provided staff
time to plan, implement
& promote the program.
We also provided
marketing materials &
design.
• Will County Regional
Office of Education
provided a tracking
website as well as
promoted contest
among schools.
• The YMCA provided
funding for prizes.
• The Joliet Park District
provided Splash
Station passes.
•
•
Students are given a
swim aptitude test at the
beginning and end of
each session.
For the 2013 school
year, SOAR had 221
participants, 76% of
which met the goals set
for SOAR and 42% of
participants passed to
the next swim lesson
level.
Nineteen schools
participated in the
inaugural year of the
contest logging 129,580
minutes of physical
activity.
26
Key Lessons Learned
The JPHF Coalition is looking for additional strategies to provide the program(s) to all the students in Will County. The partners plan
to complete a strategic planning session in early 2014 to further focus the collaborative. For the Commit to Be Fit Contest, we
realized that many of the students needed paper copies of log forms. The partners are looking for ways to provide this to the schools
with the highest poverty levels in the county.
2013 Baseline
2013 Outcome
For the 2011- 2012
school year, 71% of the
students participating in
in four assessment
areas (sit-ups, Pacer,
quiz & sit/reach).
In 2011-2012, over
20,000 calories were
burned in KNN and
students learned how to
socialize with one
another
year, 65% of the student
sample participating in
in five assessment
areas (sit-ups, Pacer,
quiz, sit/reach & BMI).
year, the 185 students
burned approximately
1,564 calories each as
well as increased social
skills and knowledge
base for healthy living
cultivation.
year, SOAR had 221
participants, 76% of
which met the goals set
for SOAR and 42% of
participants passed to
the next swim lesson
level.
Nineteen schools
participated in the
inaugural year of the
In 2011-12, 95% of
students advanced to
the next swim level in
SOAR.
2013 was the first year
for the Commit to Be Fit
contest.
2014 Target
Objective
2014 Measureable
Outcomes
Increased fitness in all
assessment areas.
Exceed 2012-13 school
year results.
Increase the calories
burned per student.
year results.
Increase the percentage
of students who met
their goals and who
pass on to next swim
level.
year results.
Increase number of
schools that participate
in the contest as well as
Exceed 2013 results.
27
contest logging 129,580
minutes of physical
activity.
minutes of physical
activity.
COMMUNITY ENROLLMENT IN MARKETPLACE EXCHANGE
Program Description
With the implementation of the Affordable Care Act (ACA) consumers will need various options for enrolling in the marketplace
insurance exchanges. The Medical Center as well as community partners will provide enrollment options for the community we
serve. The Medical Center trained a pool of staff to become Certified Application Counselors (CAC). Our community partners
applied for state grant funding to hire In-Person Counselors to be located in various key locations around the county.
Aim Statement: To assist community members with enrolling in the Marketplace Exchanges or Medicaid.
2013 Objectives
2013 Strategies
2013 Progress
Ministry Role
Community Partner
Role
The Will County
To train our existing
We have partnered
Partner with other
Increase insurance
Health Department as
staff to become CAC
non-profit agencies as with the Will County
coverage by assisting
as well as partner with well as Aunt Martha’s
Health Department to
well as cross train an
residents with
and Care Services,
local nonprofit
place two of their IPC
internal pool of
enrollment into the
Inc. received grant
organizations to
in our Emergency
employees to assist
Affordable Care Act
funding to hire and
provide additional
Department one day
residents with signing
(ACA) Exchange
train IPCs for
enrollment
per week to enroll
up for insurance.
Marketplace as well
community enrollment.
opportunities for the
community members.
as Medicaid.
community.
We have trained
seven of our existing
financial counselors to
become Certified
Applications
Counselors (CAC) to
assist with enrolling
Measureable
Outcomes
The number of
residents who sign up
for the Marketplace &
Medicaid.
28
community members.
MiraMed, our third
party Medicaid
enrollment vendor
currently staffs seven
days a week (A shift)
to meet with all Self
Pay patients at the
bedside for screening
and applications to
Medicaid.
Potentially partnering
with additional nonprofit organizations
(Aunt Martha’s; Care
Services, Inc) to
provide more IPC in
our Emergency
Department during
peak times.
2013 Baseline
There is not baseline
for 2013 at this is a
new initiative.
2013 Outcome
The number of
Medicaid.
2014 Target
Objective
The number of
Medicaid by PSJMC
CACs as well as
partnered IPCs.
2014 Measureable
Outcomes
The number of
residents enrolled in
2013.
29
WEWILL WORKHEALTHY AWARD PROGRAM
Program Description
The WEWILL WorkHealthy award program was created by the MAPP Prevention and Management of Chronic Care (PMCCI) Action
Team to recognize Will County workplaces that are committed to improving employee health and well-being through six main areas
of worksite wellness:
1. Health Promotion/Education
2. Physical Activity
3. Mental Health
4. Environmental Health
5. Nutrition
6. Safety
This award program will eventually include five different sectors: worksites, schools, restaurants, early childhood programs and afterschool programs.
Community Need: Chronic Care
AIM STATEMENT: The goal is to highlight the successful wellness initiatives in all sectors of the county and to help organizations who would like
to implement similar programs to improve the health of those they serve.
2013 Objectives
2013 Strategies
2013 Progress
Ministry Role
Community Partner
Measureable
Role
Outcomes
Silver Cross Hospital, Fifteen businesses
PSJMC & PVF
The application was
The MAPP Chronic
To implement the
submitted applications
Will County Health
assisted in promoting
Care Action Team will created and
WeWill Work Healthy
in 2013. Also, a post
Department,
the Award
distributed by the
develop criteria for
Award, the first
survey was conducted
American Cancer
applications among
Prevention and
award, create the
worksite wellness
with 11 of the 15
Society as well as
area businesses &
Management of
application, promote
recognition program
business responding.
other partners in the
organizations. We
the award among Will Chronic Care Issues
in Will County.
Fifty percent of the
Chronic Care Action
assisted with judging
action team.
County businesses &
respondents believe
Team assisted with
of small-sized
organization, judge
that the application
various steps in the
businesses &
To advertise the
award applicants &
process has changed
implementation
organizations.
program, this action
then present the
33
awards.
team used marketing
methods including
press releases,
presentations by
MAPP members,
phone calls, flyers,
and emails. The
application was sent
out in January. The
team reviewed
applications in June.
A post survey was
created by the team &
conducted in June.
Recipients received
their awards in
September.
process of the award.
As the largest
employer Will County,
PSJMC also applied
for the award to set a
positive example in
the community and to
encourage others to
apply.
how they will view
their employee
wellness efforts. In
addition, 50% of the
respondents said they
will make changes to
their employee
wellness programs
and 40% will change
their employee
wellness policies.
Key Lessons Learned
Based on feedback from area businesses on the post survey as well as discussion among Chronic Care team members, the goals
are to improve marketing as well as outreach efforts for 2014; improve the online application process to be more user friendly with
clearer directions; possibly conduct an employee survey to gather staff input on their own company’s worksite wellness programs &
policies.
2013 Baseline
2013 Outcome
Because this was the
first year for the
award process, there
is not a baseline.
Fifteen businesses
submitted applications
in 2013. Also, a post
survey was conducted
with 11 of the 15
business responding.
2014 Target
Objective
Increase number of
business that submit
applications in 2014
to generate
awareness and
change in their
2014 Measureable
Outcomes
Number of business
that participate in
2014.
31
Fifty percent of the
respondents believe
that the application
process has changed
how they will view
their employee
wellness efforts. In
addition, 50% of the
respondents said they
will make changes to
their employee
wellness programs
and 40% will change
their employee
wellness policies.
wellness programs
and policies.
32
WILL COUNTY CHRONIC CARE COLLABORATIVE (Will Co. CCC)
Program Description
In 2013, The Will County Chronic Care Collaborative was formed to address a targeted chronic care need in Will County that will
assist the underserved with managing their illness. PSJMC, PVLF & PHH have allocated staff time to assist with this initiative.
Additional partners include the Franciscan Communities in both Lemont & Homer Glen. In 2013, the group identified the Will-Grundy
Medical Clinic as agency to partner with to provide assistance to their clients.
In addition, PSJMC, PVF & PHC will continue to meet community needs by providing charity care, Medicaid and State Health
Insurance Assistance Program (SHIP) services.
Community Need: Chronic Care
Aim Statement: The goal is to participate with the Will-Grundy Free Clinic QI project. Focus is on reducing readmissions of their clients to hospitals/ER’s by
providing education and volunteer time at the clinic sites to assist in creating education, counseling/teaching their clients, and assisting in other various ways as
decided.
2013 Objectives
Development of
collaboration with the
Franciscan
Communities. (Will Co.
CCC) The goal was to
analyze the Will County
community needs and
assess what
opportunities the
collaboration will choose
to work on in 2014.
2013 Strategies
Will Co. CCC met
monthly to evaluate
opportunities.
2013 Progress
 Will Co. CCC met 9
times in 2013.
 Evaluated 5 different
ideas. Invited
potential community
partners to join
meetings and present
their community
program and need.
 Assessed feasibility of
the idea, benefit to
community and
success of the
initiative.
 Team chose to
partner with the WillGrundy Medical
Clinic.
Ministry Role
Community Partner
Role
PVLF Administrator
organized and
coordinated Will Co.
CCC (PVLF, PSJMC,
PHH, Franciscan
Communities) meetings.
Managed meetings. Will
Co. CCC team worked
together to manage
assignments between
meetings. Each member
participated in
organizing and
communicating with
potential community
partners including
inviting them to team
meetings.
Will Co. CCC (PVLF,
PSJMC, PHH,
Franciscan
Communities)
established
Will-Grundy Medical
Clinic to work together in
2014 to establish a
formal plan to
participate/volunteer in
the Clinic with a focus
on their QI project to
reduce readmissions to
hospitals and ERs.
Measureable
Outcomes
 Created successful
partnership with
Franciscan
Communities in 2013
and met 9 times.
 Evaluated 5
community ideas.
 Chose Collaboration
with Will-Grundy
Medical Clinic.
 Goal to focus on the
QI to reduce
readmissions to the
hospital and ER for
their clients through
education, counseling,
etc.
33
2013 Baseline
This was the first year
of establishing the
Will Co. CCC team
and establishment of
community
Will-Grundy Medical
Clinic. There is not a
base line for 2013.
2013 Outcome
Accomplished
establishing
collaborating team
and a community
partner.
2014 Target
Objective
Establish formal plan
with the Will-Grundy
Medical Clinic through
continued Will Co.
CCC team meetings,
completion of
volunteer orientation
at the clinic,
establishment of tasks
and a schedule.
2014 Measureable
Outcomes
Clinic data on
reduction of
readmissions to
hospitals and ERs in
2014 through
analyzation of
education, counseling
programs with clients
and any other
programs established
in the 2014 Will Co.
CCC team plan.
34
Next Steps for Priorities
For each of the priority areas listed above, PSJMC, PVF and PHC will work with the Will County
MAPP Collaborative and community partners to:
 Identify any related activities being conducted by others in the community that could be
enhanced by collaborating with one another.
 Develop measurable goals and objectives so that the effectiveness of their efforts can be
measured.
 Build support for the initiatives within the community and other healthcare providers.
 Develop detailed work plans and continually monitor progress.
35
Implementation Strategy Approval
In alignment with our mission of providing compassionate, holistic care with a spirit of healing
and hope in the communities we serve, Presence Health is committed to providing meaningful
and measurable community benefit activities. In order to accomplish our mission, a formal
approval process has been established both at the board and leadership levels. Annually the
Implementation Strategy must be reviewed and approved by the Senior Leadership Team,
Ministry Mission Committee of the Board and the Board of Directors.
The following plan has been developed based on documented community need and analysis
that reviewed community and ministry resources. This plan will be implemented in 2014.
The below signatures signify that this plan has been reviewed and approved for 2014.
___________________________________
President & CEO
_______________
Date
___________________________________
President & CEO
Presence Life Connections
_______________
Date
___________________________________
Vice President, Mission Services
_______________
Date
___________________________________
Vice President, Mission Services
_______________
Date
Insert names and titles of primary staff responsible:
_________________________________________________________________
Plan Prepared By
______________________________________
Mission Committee of the Board Adoption Date
______________________________________
Mission Committee of the Board Adoption Date
_______________________________
Board of Directors Approval Date
____________________________________
Board of Directors Approval Date
36
Implementation Strategy Communication
Presence Saint Joseph Medical Center, Presence Villa Franciscan and Presence Home Care
will share the annual updates to the Implementation Strategy with all internal stakeholders
including employees, volunteers and physicians. This document is available at
www.presencehealth.org/community and is also broadly distributed within our community to
stakeholders including community leaders, government officials, service organizations and
community collaborators.
The following notice is posted in several areas of PSJMC, PVF and PHC to assure community
awareness of the Community Benefit Act. This report is on file with the Illinois Attorney
General’s Office:
Illinois Community Benefits Act
This hospital annually files a report
of its Community Benefit Plan with the
Illinois Attorney General’s Office.
This report is public information and
available to the public by
contacting:
Charitable Trusts Bureau
Office of the Attorney General
100 West Randolph Street, 3rd Floor
Chicago, Illinois 60601-3175
(312) 814-3942
Required by Section 20(c) of Public Act 093-0480
37

Presence Saint Joseph Medical Center Presence Villa Franciscan

Transcription

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