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Berkshire County Community Health Implementation Plan

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Berkshire County Community Health Implementation Plan Berkshire County Community Health Implementation Plan 2018 2019, 2020, 2021 Berkshire Health Systems Adopted by the Berkshire Health Systems Board of Trustees on March 10, 2020 Revisions adopted on Tuesday, June 8, 2021 1 | P a g e Table of Contents EXECUTIVE SUMMARY...................................................................................................................................... 3 Priority Areas Target Populations INTRODUCATION & BACKGROUND ……………………………………………………………………………………………….…………… 6 CHIP FRAMWORK & PRINCIPLES ..................................................................................................................... 7 ADDRESSING HEALTH EQUITY AND SOCIAL DETERMINANTS OF HEALTH………………………………………..……..…. 9 IMPLEMENTATION PLAN................................................................................................................................ 10 ABOVE AND BEYOND ………………………………………………………………………………………………………………….………….... 29 Events by Community Partnerships/Member Associations CONCLUSION…………………………………………………………………………….……………….……………………………………………… 39 2 | P a g e Executive Summary Berkshire Health System’s (BHS) mission is to improve the health of all people in the Berkshires and surrounding communities, regardless of their ability to pay. Our vision is to provide the region with a premier integrated health system, recognized nationally for delivering the highest-quality, patient- centered care in a learning environment. Community Benefit Mission To identify, prioritize and invest in our community’s health needs by pursuing needed initiatives and programs. Community Benefit Goals Include satisfying unmet needs in the Berkshires and improving the health status of our community with a particular focus on access to healthcare and “at risk” populations. Recognizing the value of BHS’s partnership with our community, BHS will seek input and meaningful collaboration in our effort to meet community need. In an effort to transform this vision into a reality, improving the health of the population served can only be accomplished when we all work together to improve our lifestyle and how we live, work, and play. Collectively, we can help make individual, family, organizational, and environmental changes to improve the health of our community. Our view of the gaps in services encompass the factors that influence BHS but also include community based, socio-economic, physical environment, and lifestyle issues that influence the creation of health as well as the incidence of illness and disease. To accomplish these goals, the Attorney General Office (AGO) outlines the following guiding principles of Community Benefit (CB) Programs: • The governing body should make public a CB mission statement. • The hospital should demonstrate its support for its implementation strategy at the highest levels of the organization. The hospital’s governing board and senior management should be responsible for overseeing the development and application of the implementation strategy. • The hospital should make community engagement a regular part of each stage of Community Benefits planning, implementation, and evaluation, with attention to engaging diverse populations. • The hospital should conduct a community health needs assessment (CHNA), a comprehensive review of unmet health needs of the community, including negative health impacts of social and environmental conditions, by analyzing community input, available public health data, and an inventory of existing programs, which should facilitate regional collaboration. • CB programs must address a need documented in the CHNA. • The hospital should include in its annual implementation strategy the target populations it wishes to support, specific programs or activities that attend to significant needs identified in the CHNA, and measurable short and long-term goals for each program or activity. • Each hospital should submit an annual CB Report to the AGO for publication that includes: 1) its CHNA; 2) its implementation strategy; 3) the self-assessment form; 4) information on its CB programs including program goals and measured outcomes; 5) information on its Community Benefits expenditures; and 6) the optional supplement (if desired). 3 | P a g e To develop a shared vision, plan for improved community health, and help sustain implementation efforts, the assessment and planning process engaged community members and local public health partners through different avenues: 1. Community Benefit Advisory Group- whose membership includes current and former trustees of Berkshire Health Systems, community members well-versed in understanding the health needs and barriers to care in Berkshire County. The group advises Leadership and Board of Trustees of the strategic objectives of community benefits, such as the community health needs assessment (CHNA), community health implementation plan (CHIP), Hospital Self-Assessment, Community Benefit Annual Report, and determining target populations, priorities, and the performance evaluation of outcome measures, goals and objectives. 2. Community Benefits Leadership Team- is responsible for oversight of the strategic objectives of community benefits, such as the CHNA, CHIP, Community Benefit Annual Report, and determining target populations, priorities, and the performance evaluation of outcome measures, goals and objectives. 3. BHS Management team and staff- is responsible for reviewing documents and providing subject matter expertise, developing strategies, outcome measures and short/long term plans for defined programmatic priorities. In the development of the priority areas, BHS Strategic Plan adopted the County Health Rankings and Roadmap framework from the Robert Wood Johnson Foundation. The Robert Wood Johnson Foundation is the United States' largest philanthropy focused solely on health. The foundation's goal, similar to our regional efforts, is to improve the health and health care of all Americans. The County Health Rankings & Roadmaps compare the health of nearly all of the 3,000+ counties in the United States to others within its own state, and supports coalitions tackling the myriad social, economic and environmental influences on health. The annual rankings provides a revealing snapshot of how health is influenced by where we live, learn, work and play. For BHS, it is the starting point for change in communities and thus a blueprint to improve population health in the Berkshires. 4 | P a g e The following priority areas will be addressed in the CHIP: Priority Area #1 Behavioral Health & Substance Use Disorder Goal Provide comprehensive services and resources for individuals with behavioral health conditions and substance use disorders. Priority Area #2 Chronic Conditions & Infectious Disease Goal Reduce and prevent occurrence of chronic conditions and infectious diseases through collaborative approaches. Priority Area #3 Access to Care Goal Improve timeliness and access to care by strengthening partnerships and expanding services. Priority Area #4 Social Economic Goal Reduce burdens of social determinants of health by strengthening collaborations and expanding services. Priority Area #5 Workforce Development Goal Provide a comprehensive recruitment, retention and training program for the healthcare workforce. The following target populations will be addressed in the CHIP: Children/Adolescent 12 Medically Underserved 3 Older Adults 4 1 A young person between infancy and puberty. (Merriam-Webster Dictionary) 2 A young person in the process of developing from a child into an adult. (Oxford Dictionary) 3 Populations experiencing health disparities or that are at risk of not receiving adequate medical care because of being uninsured or underinsured, or due to geographic, language, financial, or other barriers. Populations with language barriers include those with limited English proficiency. Medically underserved populations also include those living within a hospital facility’s service area but not receiving adequate medical care from the facility because of cost, transportation difficulties, stigma, or other barriers. (Internal Revenue Service) 4 Persons aged 65 years and older. (Centers for Disease Control and Prevention) 5 | P a g e Introduction & Background Guided by growing evidence that most of one’s health can be attributed to non-medical determinants such as social, behavioral, and environmental factors, BHS is taking a broad population health stance. BHS community engagement efforts extend far beyond blood pressure screenings, outreach and health activities in Berkshire County. BHS works with community partners to determine target populations (especially those underserved), understand their barriers to health and required needs, and work collaboratively with our partners to bring services directly to those who need them the most. To provide thorough guidance and assistance to help improve the health status of our communities, in 2012 the County Health Initiative (CHI) was formalized with the goal of working more closely with community partners. The diverse set of partners was selected to provide a broader platform for change. The partners include healthcare providers, planning organizations, municipalities, and public health and other community-based organizations representing the county. The leadership team of the CHI included representatives of BMC, Fairview Hospital (FVH), Berkshire County Boards of Health Association, Berkshire Public Health Alliance, Tri-Town Health Department, Pittsfield Health Department, Berkshire Regional Planning
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