Community Health Improvement Plan

Transcription

Community Health Improvement Plan
FY2016
Executive Letter
We want to better understand the social and
In 2012, Centura Health conducted a Community
Health Needs Assessment (CHNA) for each of
its 15 hospitals. During this process we met and
collaborated with community leaders, public
health officials, and other various community
representatives in order to identify and target specific
environmental issues that our community
grapples with and what we can do to alleviate
some of these pressures.
health issues that are specific to our communities.
This process brought population health to the
forefront with hospital executives, and we began
integrating the CHNA with strategic plans across
our system. From what we learn from the CHNA,
we generate our annual plans of action, called
Community Health Improvement Plans, to carry out
Dennis Barts, CEO
strategies for the advancement of all individuals.
The CHNA is a triennial assessment and this year’s
recent increased access to care, we want our
health and community health, and working to
online patient navigation to be excellent, while
align these strengths within our organization to
also providing invaluable health education.
drive improvement in key health priorities.
If time and distance keep individuals from
the final year of implementing the strategies from
of new plans for 2016 based on our CHNA,
that assessment. Currently, we are conducting
we are striving toward more engagement with
research and evaluation for our next Community
our partners to inspire a culture of health, and
Health Needs Assessment, which will be completed
tackling the factors that contribute to poor
in June of 2016.
heath. This type of evaluation helps us to
past three years, there have been significant lessons
learned that we will build upon as we conduct our
2016 assessment. Most importantly, we will continue
to strive toward excellence and value for the people
and communities we serve by utilizing existing
relationships and resources to meet and understand
the needs and preferences of the community, by
building upon our organizational strengths and
expertise, and improving our structure of care for
acute crisis and chronic disease management.
av i s ta a d v e n t i s t h o s p i ta l a n d c e n t u r a h e a lt h
expertise across all disciplines in population
As we move forward with the development
short-term goals, strategies, and tactics over the
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we are not doing our duty as a hospital. With
Community Health Improvement Plan represents
In the development and implementation of long- and
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We are also enhancing our capabilities and
improve upon our skills by catering to your
concerns and needs. We want to better
understand the social and environmental issues
that our community grapples with and what we
reaching a physician, we want to use
technology to bring them together. As issues
arise in the future, we want to be there to lend
a helping hand.
In 2014 Centura Health launched a systemwide Community Health Advocate program
that focused efforts on increasing health
access and empowering individuals to
effectively manage their health. Just last year,
Centura enrolled over 5,500 individuals into
can do to alleviate some of these pressures.
health insurance and we expect that number
We are moving outside of the clinics and
more and more individuals. We are actively
into the lives of all those in our community
in order to educate and prevent. Unless we
work cohesively with both stakeholders and
community members to keep children, men,
and women informed about their health and
the risks and benefits of everyday choices,
to continue to grow as this program reaches
pushing toward a new norm of health care;
one that teaches and learns, helps and hears,
intervenes and adapts. Our goal is to extend
care beyond our original confines, and the
Community Health Improvement Plan is where
it starts.
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Contents
Access to Care
Diabetes & Obesity
Improve the biometric results of
participants in the community wellness
program
Reduce uninsured rates in La Plata and
Archuleta counties
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Community Health Improvement Mission
8
Community Alignment
9
Community Health Needs Assessment
11
Success Story
14
Priority: Access to Care
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Priority: Diabetes Care Management and Obesity
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Priority: Behavioral Health—Mental Health and Substance Abuse
22
Additional Community Health Improvement Programs and Goals
25
Centura Health: Regional Health Care Leader
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Community Health Improvement Advisory Committee
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Behavioral Health
Hire an additional behavioral health
provider within our primary care clinic
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About Avista Adventist Hospital
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About Avista Adventist Hospital
Avista Adventist Hospital
100 Health Park Drive
303-673-1000
More than 100 years ago, the Seventh-day
Adventist Church established a sanitarium
in Boulder, Colorado (Boulder Memorial
Hospital), dedicated to providing health care
for the surrounding communities. Expanding
to serve an ever-growing community, in 1990
a new hospital was opened in Louisville,
now called Avista Adventist Hospital. Sitting
with magnificent views of the Rockies, Avista
Adventist Hospital is a full-service, 114-bed,
acute-care hospital with a medical staff of more
than 600 physicians. In addition to providing
first-rate critical care services (emergency,
trauma, and intensive care), Avista Adventist
Hospital is home to the area’s leading birthing
services and largest Neonatal Intensive Care
Unit. Known for devotion to whole person
care and tireless attention to creating a safe,
compassionate, and healing environment, Avista
and its associates have been recognized for
excellence by an impressive list of independent
organizations that assess quality and patient
satisfaction. Avista Adventist Hospital is a part
of Centura Health and its integrated statewide
network of hospitals and health care delivery
services.
Avista Adventist Hospital provides state of the
art technology and offers advanced care, with
special expertise and distinctive services in the
following areas:
• Named among the Top 100 Hospitals for
Patient Experience by WomenCertified®
Louisville, CO 80027
www.avistahospital.org
• Award-winning Intensive Care Unit –
Beacon Award for Critical Care Excellence
• Award-winning New Life Center
• Pain management program with the
latest treatments for painful conditions,
often with fewer side effects, less risk
of complications, and less reliance on
medication
• Award recipient for continuous
performance improvement from Colorado
Performance Excellence (CPEx) with
consistent high scores in consumer
satisfaction, as measured by national
survey on patient experiences (HCAHPS)
• Emergency department and level III trauma
center feature private rooms, a special
area for children, and dedicated diagnostic
equipment for fast test results
Our community benefits approach is to
respond to identified community health needs,
increase access to care, and improve health
status, especially for the most vulnerable
and underserved individuals and families
in our community. In all of our communitybased service efforts we seek a link to our
organizational strengths, comprehensive clinical
services, and our mission commitments.
First-rate critical care services and home
to the area’s leading birthing services
and largest Neonatal Intensive Care Unit
• Recognized leader and award winner in
joint and spine care
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Community
Health
Improvement
Mission
Community Alignment
Across the country, hospitals are among the
health improvement activities into four
largest employers in their cities and have
categories:
enormous impact on their local economies.
They also attract a highly educated workforce
and can strengthen and transform the
communities they serve.
As a faith-based institution, Centura Health
is committed to our role as an anchor in
The mission of Centura Health is to “… extend the healing
the communities we serve. At the same
nurturing the health of the people in our communities.”
overreliance on hospital-based care. Our vision
The mission of Community Health Improvement at Centura
account the importance of collaboration with
ministry of Christ by caring for those who are ill and by
Health is to put the second part of the organization’s
mission statement into practice. It is the responsibility of
Avista Adventist Hospital to create and operationalize data-
driven, evidence-based, and innovative health improvement
programming to support this effort. We accomplish this by:
99Assessing the health needs of the communities we
time, we want to be careful not to create an
of Community Health Improvement takes into
community partners, thus creating a health
care definition much broader than medical care
alone.
As a community anchor institution, Avista
• Access and Insurance Enrollment:
activities focused on improving the access
and availability of health care services
• Community Engagement/Activation:
activities focused on establishing
and advancing the hospital’s role
as a community anchor and health
improvement leader
• Wellness and Obesity: programmatic
health improvement activities focused on
skills transfer, motivational support, and
knowledge activation opportunities in
the pursuit of sustained health behavior
change and obesity reduction
Adventist Hospital classifies its community
serve
99Establishing programmatic responses to identified
health needs
99Collaborating with statewide and local civic, non-profit,
and private partners, to scale health improvement
efforts and establish common agendas
99Providing accessible, high-quality care and services to
those in our community, regardless of their ability to pay
99Encouraging citizens to improve health by creating
opportunities in their communities to participate in their
health care, and to become responsible for healthy
decision-making
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Community Health Needs Assessment
Boulder County Demographic Comparison Profile
DEMOGRAPHICS
Boulder County
Broomfield County
Colorado
Population
294,567
600,158
5,029,196
Median Household Income
$67,403
$80,483
$57,684
0-18 yrs.
(state avg. 24%)
20.5%
25%
24%
65+ yrs.
(state avg. 11%)
12%
11.8%
12.3%
87.2% white
89% white
88% white
12.8% other races
11% other races
12% other races
Age Trends
Race
Language Preferences:
English, Spanish
Bachelor’s degree or higher (exceeding
58%
the state average of 34%)
47%
36.7%
This implementation plan was created with a
goal to align with local, state, and federal health
improvement priorities. Those opportunities
are noted when applicable throughout this
document.
Boulder County’s Public Health Improvement
Process (PHIP) has allowed the public health
system to identify key focus areas for population
health improvement in our community. The
PHIP for Boulder County Public Health (BCPH)
assessed current population health indicators
and the capacity of our current public health
system and then identified three health focus
areas for improvement: promoting mental health,
reducing substance abuse, and encouraging
healthy eating and active living.
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extensive data assessment work in Boulder
Centura Health conducted a comprehensive
County. As background, The Boulder County
Community Health Needs Assessment (CHNA).
Civic Forum is an organization that is supported
The CHNA is a triennial assessment, and this
by businesses, government, foundations,
year’s Community Health Improvement Plan
and individuals. Their mission is to “Promote
represents the final year of that implementation
healthy decision making that will sustain the
strategy. Currently, we are conducting research
environmental quality, economic vitality and
and evaluation for our next Community Health
livability of the Boulder County region.” Fifty
Needs Assessment, which will be completed in
health indicators were selected to reflect this
June of 2016.
vision and, in partnership with other Boulder
For the 2012 CHNA, Avista Adventist Hospital
collaborated with The Boulder County
Civic Forum, which is the research arm of
Source: US Census Bureau
• Behavioral Health: activities focused on
expanding the availability and accessibility
of behavioral health services
In 2012, Avista Adventist Hospital (AAH) and
The Community Foundation because of its
County hospitals, a biennial publication of
Boulder County TRENDS (www.commfound.
org/trendsmagazine) was produced. The
publication reports on the tracking of
community indicators and offers a longitudinal
Colorado’s 10 Winnable Battles: Colorado’s
Winnable Battles are key public health and
environmental issues targeted for progress over
the next five years. The 10 Winnable Battles
were selected because they provide Colorado’s
greatest opportunities for ensuring the health of
our citizens and visitors and the improvement
and protection of our environment.
Healthy People 2020: Healthy People provides
science-based, 10-year, national objectives
for improving the health of all Americans. For
three decades, Healthy People has established
benchmarks and monitored progress over time
in order to:
• Encourage collaborations across
communities and sectors
• Empower individuals toward making
informed health decisions
• Measure the impact of prevention activities
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gauge of what the community is doing well,
1. A Community Benefit Advisory Committee
where improvement is possible, and how to
was created consisting of members from the
get involved. Additional collaborators included
following organizations:
the Boulder County Health Improvement
Collaborative, Boulder County Public Health,
• Avista Adventist Hospital (senior leaders)
and Clinica Family Health Services.
• Avista Adventist Hospital Board of Trustees
Data collection methods consisted of the
• Boulder County Public Health Department
following:
• Boulder County Civic Forum
• Boulder County Public Health—Public
Health Improvement Process (PHIP)
• Lutheran Medical Center
• Colorado Department of Public Health and
Environment’s (CDPHE) Behavioral Risk
Factor Surveillance System (BRFSS, 20032010); used to determine information about
adult behaviors that impact health
• Clinica Family Health Services
• National Youth Risk Behavior Survey
(YRBS, 2003-2010); used to determine
information about behaviors that affect the
health of students in grades 9-12
• CDPHE mortality rates for a variety of
health indicators
• Boulder County Public Health PHIP (via
contracted firm Primetime Research and
Evaluation)
• Community leader interviews consisting of
representatives from Boulder Valley School
District, law enforcement, City of Boulder
and Longmont, health care providers, and
non-profit community organizations
The process to identify and prioritize the
community’s health needs included the following
• Boulder County Health Improvement
Collaborative
2. Community interviews and focus group
meetings were held.
3. Input and the ranking questionnaire
responses were gathered from hospital
stakeholders, community leaders, and patients.
The CHNA process was successful in identifying
opportunities for Avista Adventist Hospital to
address many of the most prevalent health- and
wellness-related issues and concerns within the
community.
Other data sources: (previously noted with detail
on page 10)
• Colorado Department of Public Health and
Environment—Colorado’s 10 Winnable
Battles
• Healthy People 2020
activities:
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Success Story
Centura Health is focused on improving the health of the communities it serves and has renewed its focus
to accurately report community benefit activities. Community benefit reporting is integral in supporting our
Mission and Vision, and maintaining our nonprofit status. By utilizing our resources and talent to connect with
our communities, we can move beyond direct patient care and further demonstrate our ministry’s commitment
to nurture the health of the communities we serve. This Community Health Matters Impact Story highlights
Avista Adventist Hospital’s Healing Arts Program. For more information about the Program, or how you can
help, please contact [email protected] .
At Avista Adventist Hospital, we know that
reflected in paintings, sculpture, and other
health is a matter of body, mind, and spirit.
nature-based artwork that helps calm the
Our Healing Arts Program was created
senses and aids in the healing process.
to provide a healing journey for the spirit
Created by regional artists and local
through art.
students, the pieces not only provide a
The Healing Arts program at Avista
Adventist Hospital is providing patients,
beautiful backdrop, but also help celebrate
a sense of community.
family members, staff members and the
Adventist health care is rooted in the power
community with an environment that calms
of God as reflected in nature. That’s why the
and revives the senses during times of
architecture is designed to bring the beauty
stress and anxiety.
of nature indoors with environmentally
The Healing Arts program includes visual
arts, music, nature and community
outreach. All components feature local
artists. This program is fully supported by
community donations.
Music therapy has been shown to reduce
stress and even aid in the healing process.
At Avista Adventist Hospial, certified music
therapists come right to your bedside to
play soothing therapeutic music. Regional
musicians, including local students, also
perform free concerts in public areas of the
hospital, bringing benefits to everyone.
The Visual Arts are everywhere throughout
sound materials and plenty of natural light.
Patients and visitors will find quiet spots
throughout the hospital to sit and reconnect
with the healing power of nature.
The Healing Arts program at Avista
Adventist Hospital is funded entirely through
community donations to the Avista Hospital
Foundation. No hospital or health insurance
dollars are used to pay for this program.
The Avista Hospital Foundation continually
raises funds to help support and expand the
Healing Arts program, for the benefit of all
who stay or come to visit within our walls.
.
the hospital. The beauty of Colorado is
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av i s ta a d v e n t i s t h o s p i ta l
a n d c e n t u r a h e a lt h
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Priority:
Access
to Care
A
ccess to care has historically been a
critical component of achieving and
Health Insurance Status, Health Statistic Region 16 and Colorado, 2008-09
Source: 2008-09 Colorado Household Survey, HCPF, analyzed by the Colorado Health Institute
maintaining good health. The ability to access
health care is influenced significantly by the
1.7%
presence of health insurance. Lack of health
insurance is correlated with a decline in health
screening rates, delayed medical consultation
for adverse health conditions, advanced
disease progression, and higher mortality
Insured
8.7%
1.4%
10.5%
13.5%
Medicare
Medicaid
7.3%
1.3%
3.3%
3.0%
69%
3.8%
Child Health Plus Plan (CHP+)
5.5%
63.7%
7.3%
rates. Because of these issues, the ability to
Individual purchase
Other
provide health care services to the uninsured,
underinsured, and low-income population is
Uninsured
especially important.
Region 16
Colorado
In addition, the inappropriate use of the
We are aware that the effects of the Affordable
emergency department by the uninsured is
Care Act have yet to be fully realized, and we
an expensive and inefficient use of health care
anticipate that these statistics, when compiled
resources. Alternative, less costly, and more
for the years 2014 into 2016, will show that the
appropriate health service settings can greatly
uninsured rates in our communities will have
improve access.
decreased.
As the diagram above shows, in recent years,
8.7% of the population in Boulder County is
uninsured, compared to 13.5% in the state
overall. While the status shows disparities
related to the uninsured, it does not reflect the
increasing challenges for underinsured residents
and barriers to care related to age, race, and
ethnicity. Identifying partnerships and outreach
Last Year Highlights:
Hospital has participated in the Access to
Health/Integrated Enrollment effort, which
achieved 5,721 new enrollees across the
system, thus adding to the 15% system
increase goal.
strategies to address these segments will be
paramount.
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Target Population:
Uninsured and underinsured community
members; those without a designated primary
care provider; those in need of behavioral
health services
Partners:
Centura Health LINKS, Clinica Family
Health Services
Healthy People 2020 Priorities:
Access to Health Services
Colorado’s 10 Winnable Battles
Priority:
Access
Boulder County Priority:
Access
Hospital Priority Category:
Access and Insurance Enrollment
Goals:
• Connect Boulder County residents with
health insurance coverage (Medicaid,
Connect for Health Colorado)
• Increase the number of unattributed
hospital patients with a primary care
provider
• Reduce the number of uninsured
patients in the Avista Adventist Hospital
service area
• Increase the number of area residents
with a primary care provider
• Develop care coordination systems to
reduce demand from over-utilization of
emergency departments by high-risk
patients
FY16 Tactics/Initiatives:

Activate opportunities for Eligibility
Specialists and Community Health
Advocates to target uninsured citizens
through outreach, education, referral,
follow-up, advocacy, and home visit
services to patients at the highest risk for
poor health outcomes
Priority:
Diabetes
Care
Management
and
Obesity

Collaborate with Centura Health LINKS to
create and expand enrollment events in
the Avista Adventist Hospital service area

Continue to support Clinica Family Health
Services patients in service navigation for
primary care provider

Implement ambulatory plan, with
emphasis on Church Ranch
Neighborhood Health, to increase primary
care provider access
W
hile the Community Health Needs
Assessment indicated multiple
community health needs, diabetes care
management was chosen as another key
area of focus. With the recent increases and
projected future increases in the incidence
of Type II Diabetes Mellitus coupled with its
incidence increasing in teenagers and young
adults, the existing public health effect of
diabetes will become greater in years to come.
Despite the strength of the evidence that
Trained over 18 department
leaders within Avista on the
CREATION Health program
to increase participation and
culture integration within the
hospital.
optimizing control of glucose, blood pressure,
and lipid levels will reduce the incidence and
progression of diabetes, metabolic control
remains suboptimal for many patients with
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Target Population:
Adults and school-aged children identified as
Priority:
obese or at risk of becoming obese
Reducing Obesity
Partners:
City of Westminster, Consortium for Older
Adult Wellness, Boulder County Public
Healthy Eating and Active Living, Diabetes
Prevention
Schools, Clinica Family Health Services
Wellness and Obesity
Diabetes, Food Safety, Nutrition and Weight
Status, Physical Health
Goals:
• Increase fruit and vegetable consumption
and levels of physical activity
• Expand education and activation
programming to additional community
settings
• Collaborate in community partner events
directed at-risk populations to provide
screening and education
• Decrease the percentage of Boulder
County adults who are overweight or
obese (Colorado’s 10 Winnable Battles)
• Decrease the percentage of Boulder
County high school students who are
overweight or obese (Colorado’s 10
Winnable Battles)
diabetes. The current health care system too
make it easier for patients to be seen exactly
often fails to adequately manage diabetes,
when needed. The organization began
and is lacking when it comes to providing
offering group visits for diabetes and other
proper education and motivation for patients
chronic diseases to provide patients with
to optimize their metabolic control.
more support and additional time with their
In the past 13 years, our partner Clinica
Family Health Services has made significant
gains in improving the health of its diabetic
patients. When clinic staff decided to funnel
more resources into the care of diabetics,
patients had an average Hba1c of 10.8%.
Staff built registries to track patients and their
needs, and adopted a planned care model so
that patients would know when they needed
to be seen by their clinician again. Clinica
provider. Through these efforts, Clinica has
been able to lower their average Hba1c for
diabetics to 7.8%
• Reduce the incidence of newly
diagnosed Boulder County patients with
diabetes
general population health support, utilizing
Café Well online tool and Community
Health Advocate

Collaborate with CHNA Advisory Council
to develop robust list of wellness class
offerings to be delivered at health
neighborhoods and community locations

Expand engagement of Provider Relations
to increase patient referrals to Healthy
Westminster chronic disease selfmanagement classes (Church Ranch)

Implement target health improvement
protocols to impact 70% of patients who
follow programs in the Chronic Disease
Self- Management (CDSM) community
program, outpatient diabetes, and cardiac
rehab,to show improvement in BMI over
pre-assessment

Collaborate with the Monarch K–8 Public
Schools to increase Healthy Eating and
Active Living events

Expand community availability of chronic
disease self-management programming,
especially targeting chronic conditions
(diabetes, hypertension)

Increase the number of CREATION Health
Coaches to 80% level, to address Avista
Adventist Hospital Associate health
improvement

Launch CREATION Health program for
moved to a same-day scheduling system to
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Priority:
Behavioral
Health—
Mental Health
and Substance
Abuse
Target Population:
Adults and youth
Partners:
Emergency Department, Primary Care
Physicians, Centura Health Physicians Group,
Mental Health Partners, Clinica Family Health
Services
Mental Health and Mental Disorders,
Substance Abuse, Access
Priority:
Access, Mental Health, and Substance Abuse
A
vista Adventist Hospital doesn’t just
Mental Health and Substance Abuse
recognize the importance of physical health.
Treating mental health is equally important to an
CEO’s Community Breakfast
hosted on a bi-weekly basis to
provide opportunity for community
engagement between the hospital
and local business and individual
stakeholders. Since beginning the
CEO breakfast, over 100 community
leaders have attended.
individual’s overall well-being. Monitoring suicide
rates, attempted suicide rates, evaluating early
Behavioral Health
childhood social and emotional development, and
prevention efforts around postpartum depression
are all necessary steps that need to be taken to
improve the overall mental health of the community.
According to the National Institute of Mental Health,
suicide rates are up from 1999-2007. Additionally,
education around substance abuse is necessary
for a healthier community. The statistics around
the effects of substance abuse are staggering. The
National Institute on Drug Abuse reports that $96
billion in health care costs annually are associated
to tobacco use, $30 billion to alcohol, and $11
Goals:
• Increase community engagement/
outreach programming and education
awareness
• Create additional community
partnerships to build coordinated
programmatic efforts
• Reduce mortality rates related to mental
health disorders
• Ensure adequate supply of quality mental
health services and frontline providers
(those who are trained to identify
and respond to mental health issues
among children and adults with proven
prevention and treatment services,
tailored to age, gender, race, and culture)

Improve screening, counsel, and referral
for patients with substance abuse
problems, including prenatal exposure

Host mental health education at hospital
and area Colorado Health Neighborhood
sites to ensure that 20 Associate staff
members are certified in Mental Health
First Aid

Participate in the Boulder County Care
Coalition to develop community safety net
strategies and improve access to care

Leverage CREATION Health program
to support community education and
awareness related to depression, anxiety
and coping (Associate and community
facing)

Collaborate with Clinica Family Health
Services to improve identification and
care coordination of patients with prenatal
exposure

IPN providers placed Arapahoe BHP in
offices to be available for patients at point
of service. Improves coordination of care
through PCP referral post discharge and
reduced ED visits
billion to illicit drugs.
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Additional
Community
Health
Improvement
Programs and
Goals
• Continue active involvement with Boulder County Public
Health Department
• Enhance outreach to Spanish-speaking residents
• Implement a series of Stroke Prevention and Awareness
events, including Strike Out Stroke (spring), Stroke Camp
(summer), and senior living facilities special outreach
• Recruit Avista Adventist Hospital associates for participation
in a Health and Wellness Speaker’s Bureau
• Continue to expand invitation reach of bi-weekly CEO
breakfast for community engagement, with particular
emphasis on mental health services and prevention
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Centura Health
Regional Health Care Leader
Centura Health was established in 1996 by
Centura Health recognizes the importance
two sponsor organizations, Catholic Health
of these issues, and is committed to using
Initiatives and the Adventist Health System.
evidence-based strategies to address these
Independently, the organizations have been
priorities.
serving their communities for more than a
century. Centura Health, the region’s health care
leader, is focused on connecting Colorado and
western Kansas to affordable, world-class care.
Centura Health’s integrated network includes 15
hospitals, six senior living communities, medical
clinics, affiliated partner hospitals, Flight For Life®
Colorado, Colorado Health Neighborhoods, and
home care and hospice services.
Centura Health Physician Group, one of the
largest multi-specialty physician groups in the
region, has earned NCQA Patient-Centered
Medical Home (PCMH) Recognition in 2015
for using evidence-based, patient-centered
processes that focus on highly coordinated care
and long‐term, participative relationships in 31
primary care practices throughout Colorado.
Our strength extends beyond the capabilities of
any single one of the excellent hospitals in our
system—we are creating a unique, collaborative
health care model. Our population health
approach is a potent opportunity for our health
care delivery system, public health agencies,
community-based organizations, and many
other entities to work together to improve health
outcomes in the communities we serve. Our
goal is to align our population health efforts with
our accountable–care quality metrics.
As the region’s largest health care provider,
Centura Health believes that health care
is not merely a business, it’s a calling. Our
mission compels us both to care for the ill
and to improve the health of the people in our
communities.
In addition to the health priorities each individual
hospital in our network has identified in their
Community Health Improvement Plan, Cenura’s
Community Health team will be undertaking
a system-wide effort to improve outcomes
associated with
Health care is not merely a business,
it’s a calling
• Tobacco Cessation
• Influenza Immunization
• Diabetes Self-Management Education
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Community Health Improvement Advisory Committee
Board of County Commissioners
Boulder County Public Health (Heath Harmon)
Boulder County Services (Health Kids, Emergency Operations, Aging,
Judicial, Women’s Health Center, School District, Land Use, and Medical
Society)
Boulder Community Foundation
Boulder Seventh Day Adventist
City of Erie, City of Louisville, City of Superior, City of Westminster
Colorado Chapter—March of Dimes
Colorado Department of Public Health and Environment
Clinica Family Health Services
Flatirons Community Church
Foothills United Way
North Metro Fire Department
Kaiser Permanente
LiveWell Longmont
Regis University
Salud Community Health Center
University of Colorado
Whole Foods
Avista Associates representing Case Management, Foundation, Trauma,
Marketing, and Chaplain