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
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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
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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.
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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 Commission, Volunteers in Medicine, and Northern Berkshire Community Coalition. The CHI meets routinely throughout the year and sets a common agenda; develops priorities, goals and standards; and identifies best practice and innovative strategies to achieve CHI goals. In addition, BHS facilitates public networking meetings for individuals to gather to discuss relevant population health topics.
BMC, including the North Adams Campus, FVH, as well as our affiliates through their Community Benefits program, have built a common agenda platform aimed at developing these important healthcare services and community-based programs. In addition to guiding future services, programs, and policies for community agencies and organizations, the CHNA and CHIP are also written in accordance with proposed Internal Revenue Service (IRS) regulations pursuant to the Patient Protection and Affordable Care Act of 2010. BHS holds the right to amend the Community Health Implementation Plan as circumstances warrant. For example, certain needs may become more pronounced and merit enhancements to the described strategic initiatives. Alternately, other community organizations may decide to address other priority health needs not included in this document. The Community Health Implementation Plan and its objectives may be realigned at any point in time to account for the ever- changing landscape of population health in the Berkshires.
The 2020 Community Health Implementation Plan (CHIP) outlines and describes how BHS plans to address significant community health needs in 2019 through 2021. The CHIP will serve as a foundation for the next three years and was developed using the key findings from the current community health needs assessment, which includes qualitative data from focus groups, key informant interviews and community forums that were conducted locally; as well as quantitative data from local, state and national indicators to inform discussions and determine health priority areas. BHS has utilized an active community health needs assessment as part of its community benefit process since 1996. The most recent CHNA is accessible at: www.berskhirehealthsystems.org
CHIP Framework & Principles
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The Public Health Accreditation Board defines a community health improvement plan as “a long-term, systematic effort to address public health problems on the basis of the results of community health assessment activities and the community health improvement process. This plan is used by health and other governmental education and human service agencies, in collaboration with community partners, to set priorities and coordinate and target resources. A community health improvement plan is critical for developing policies and defining actions to target efforts that promote health. It should define the vision for the health of the community through a collaborative process and should address the gamut of strengths, weaknesses, challenges, and opportunities that exist in the community to improve the health status of that community. 5
A community health needs assessment gives organizations comprehensive information about the community’s current health status, needs, and issues. This information can help develop a community health improvement plan by justifying how and where resources should be allocated to best meet community needs. Benefits6 include the following:
• Improved organization, coordination, and collaboration • Increased baselines and benchmarks for performance and quality improvement efforts • Guided future implementation and improvement planning initiatives
Building on the framework of the 2018 CHNA and lessons learned through the implementation of the 2016 CHIP, the 2019 CHIP was developed through a transparent and collaborative planning process that involved the CHI Committee, focus groups and informant interviews. A community-driven strategic planning framework called Mobilizing Action through Planning and Partnership (MAPP) 7 was used to guide the CHNA and CHIP process. Since health needs are constantly changing as a community and its context evolve, the cyclical nature of the MAPP planning/implementation/evaluation/correction process allows for the periodic identification of new priorities and the realignment of activities and resources to address them.
In late 2019, the BHS Community Outreach department presented the draft framework to the Leadership Team for community member informant (CMI) interviews based on the strategies outlined in the CHIP. The interview instruments consisted of 27 questions for the CMI Interviews and all were
5 https://www.cdc.gov/publichealthgateway/cha/plan.html 6 Ibid 7 Mobilizing for Action through Planning and Partnerships (MAPP) is a community-driven strategic planning process for improving community health. Facilitated by public health leaders, this framework helps communities apply strategic thinking to prioritize public health issues and identify resources to address them. MAPP is not an agency-focused assessment process; rather, it is an interactive process that can improve the efficiency, effectiveness, and ultimately the performance of local public health systems. 7 | P a g e vetted by the Leadership Team.
Outreach staff engaged in the following tasks in collecting and analyzing the qualitative data: 1. Develop list of survey questions and vet against health literacy criteria using community health workers; 2. Secure locations for CMI interviews; 3. Deliver a quick training on Community Benefits and interview questions to Outreach team; 4. Conduct CMI interviews; 5. Store, compile and analyze data; and 6. Report feedback to Leadership Committee.
A total of 67 community member informant interviews were conducted throughout Berkshire County: North County (16), Central County (39) and South County (12). 80% of individuals felt that the strategies used within the CHIP were of high value, 15% neutral, 2% low value, and 3% were left blank. Representation included people receiving services at food pantries, councils on aging, non-profits, churches, and recreation. 50% of participants completed optional individual demographic information sheets. The demographic questions covered included gender, age range, ethnicity, education, employment status and household income. Names of participants were kept confidential.
In early 2020, members of the County Health Initiative (CHI) and the Community Benefit and Access Committee provided their community stakeholder feedback.
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Health Equity & Social Determinants of Health
Health equity and social determinants of health (SDOH) have been a center point to our work and the effort of many of our partners since at least 2011. They have been purposefully imbedded into our overarching strategic and outcome planning and additionally have been segregated within their own priority category. The Robert Wood Johnson Foundation definition of health equity8 “means that everyone has a “Health equity means that everyone fair and just opportunity to be as healthy has a fair and just opportunity to be as possible. This requires removing obstacles to health such as poverty and as healthy as possible.” discrimination, and their consequences, -Robert Wood Johnson Foundation including powerlessness and lack of access to good jobs with fair pay, quality education and housing, safe environments, and health care.” Healthy People 20209 defines SDOH “as conditions in the environments in which people live, learn, work, play, worship, and age that affect a wide range of health, functioning, and quality-of-life outcomes and risks. Conditions (e.g., social, economic, and physical) in these various environments and settings (e.g., school, church, workplace, and neighborhood) have been referred to as “place.”
We use the Healthy People 2020 framework to address SDOH:
8 https://www.countyhealthrankings.org/what-is-health 9 https://www.healthypeople.gov/2020/topics-objectives/topic/social-determinants-of-health 9 | P a g e
Implementation Plan
BHS is a private, not-for-profit organization, which serves the region through a network of affiliates, which include BMC, BMC North Adams Campus, BMC Hillcrest Campus, Fairview Hospital, Berkshire Visiting Nurse Association, BHS physician practices, and long-term care associate Berkshire Healthcare Systems. Each of these facilities is distinguished by the high quality of its programs and services. All of the employees have the highest credentials, skills, and compassion for their profession. The Community Health Implementation Plan identifies programs and categorizes operations as BMC, FVH, and/or throughout Berkshire County. It is noteworthy to mention that the locations listed in the below section may be operated by multiple BHS affiliates throughout the Berkshires, such as designated campus or physician practice locations (i.e. BMC, FVH, BMC North Adams, BMC Hillcrest, etc.)
While demographic, socioeconomic and health status indicators provide an effective means of identifying potential needs and/or problems, such a broad-based view cannot identify all of the health and human service problems facing a community. This is rather one step of many in an on-going process of collecting and disseminating health status information so that, working together we address most of the identified health needs of our community and help to ensure better outcomes for all the people living in Berkshire County. Additionally, an important part of this process is to identify preexisting programs and resources in the community to avoid duplication of efforts and siloed work. We know that collaborating with our partners we can build a stronger more resilient community that can address most of our community needs. When partner organizations are already addressing a priority health need, BMC may not provide direct service or funds however supports that program by providing referrals, connections, data, and/or other modalities of support. Based on this approach, most of the identified health needs are being addressed by BMC or partner organizations. However, two health needs that have been identified but are not currently being addressed in the county are Alzheimer’s and palliative care. The organization is very thoughtful about identifying needs that are not being addressed and reviews the list annually, then formulates a rationale and potential plans for future ways to address them.
Three key community benefit and access advisory committee members submitted their community representative feedback form to the hospital and Attorney General Office. Additionally, the hospital submitted their self-assessment document to the Attorney General Office.
The following pages outline the goals, objectives, strategies, target population, outcome measures, and partners for the five (5) health priority areas outlined in the CHIP. Please note, the below document is for informational purposes only, will be updated annually and may not reflect real-time changes.
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2020 Overview Priority Areas Goals Objectives Expand services and collaborations to assess and treat behavioral 1.1 Provide health conditions, substance use disorders, depression and suicide. comprehensive Strengthen the county-wide network of care for individuals with services and 1.2 Behavioral behavioral health conditions and substance use disorders. resources for Health & 1 individuals with 1.3 Support efforts to build a recovery-friendly community. Substance behavioral health Support and expand efforts associated with the SUDs Medical Home Use Disorder 1.4 conditions and Model. substance use Increase services and programs for mothers and their babies with disorders. 1.5 substance use disorders and/or co-occurring behavioral health conditions. Reduce and prevent Chronic occurrence of chronic 2.1 Expand initiatives that support collaborative efforts to prevent, Conditions & conditions and 2 identify and treat chronic conditions and infectious diseases. Infectious infectious diseases Support local initiatives that promote health and wellness across all Diseases through collaborative 2.2 approaches. age groups but especially older adults. Strengthen strategic partnerships between hospital, Community 3.1 Health Programs-FQHC and other healthcare providers to improve access. Improve timeliness Support efforts that increase access and timeliness to care through and access to care by Access to 3.2 care coordination services, interpreter services, telehealth and 3 strengthening Care insurance coverage. partnerships and expanding services. 3.3 Support and expand initiatives that improve transitions of care across the continuum. Provide education to improve understanding of appropriate use of 3.4 primary care, urgent care, and emergency department. Develop strategic partnerships with organizations that address Reduce burdens of 4.1 housing tenancy, homelessness, food insecurity, access to health social determinants foods, and transportation. Social of health by 4 Increase efforts to support services in the community that support Economic strengthening 4.2 healthy behaviors (i.e., daycare, behavioral health, food pantries, collaborations and etc.) expanding services. Support initiatives that strengthen emergency preparedness, 4.3 pandemic planning and neighborhood safety. Provide a 5.1 comprehensive Foster existing and new partnerships with academic institutions. recruitment, Workforce 5 retention, and Development training program for 5.2 the healthcare Invest in recruitment, retention, and skill development of the workforce. healthcare force.
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Implementation Strategy Priority #1 Behavioral Health & Substance Use Disorder Provide comprehensive services and resources for individuals with behavioral health conditions and Goal substance use disorders. Expand services and collaborations to identify and treat mental health, substance use disorders, Objective 1.1 depression and suicide. Strengthen the county-wide network of care for individuals with behavioral health conditions and Objective 1.2 substance use disorders. Objective 1.3 Support efforts to build a recovery-friendly community. Objective 1.4 Support and expand efforts associated with the SUDs Medical Home Model. Increase services for mothers and their babies with substance use disorders and/or co-occurring Objective 1.5 behavioral health conditions. Outcome Measure #1 2% Reduction in Total Cost of Care Outcome Measure #2 5% Reduction in Avoidable ED Utilization Outcome Measure #3 5% Reduction in BH/SUD Admissions/1000 Outcome Measure #4 Hospital Annual Community Benefit Reporting
Priority #2 Chronic Conditions & Infectious Diseases Reduce and prevent occurrence of chronic conditions and infectious diseases through collaborative Goal approaches. Expand initiatives that support collaborative efforts to prevent, identify and treat chronic conditions and Objective 2.1 infectious diseases. Support local initiatives that promote health and wellness across all age groups but especially older Objective 2.2 adults. Outcome Measure #1 2% Reduction in Total Cost of Care Outcome Measure #2 Improved Blood Pressure Control in patients Outcome Measure #3 Improved smoking prevalence rates in Berkshire County Outcome Measure #4 Evaluation of cancer screening results and activities Outcome Measure #5 Hospital Annual Community Benefit Reporting
Priority #3 Access to Care Goal Improve timeliness and access to care by strengthening partnerships and expanding services. Strengthen strategic partnerships between hospital, Community Health Programs-FQHC and other Objective 3.1 healthcare providers to improve access. Support efforts that increase access and timeliness to care through care coordination services, interpreter Objective 3.2 services, telehealth and insurance coverage. Objective 3.3 Support and expand initiatives that improve transitions of care across the continuum. Provide education to improve understanding of appropriate use of primary care, urgent care, and Objective 3.4 emergency department. Outcome Measure #1 2% Reduction in Total Cost of Care Outcome Measure #2 5% Reduction in Avoidable ED Utilization Outcome Measure #3 2% Reduction in Readmissions/1000 Outcome Measure #4 Hospital Annual Community Benefit Reporting
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Priority #5 Workforce Development Continue to provide comprehensive recruitment, retention and continuing education programs for the Goal healthcare workforce. Objective 5.1 Foster existing and new partnerships with academic institutions. Objective 5.2 Invest in recruitment, retention and skill development of the healthcare force. Outcome Measure #1 Annual reporting of provider and specialty position recruitment, training and tuition reimbursement. Outcome Measure #2 Calculation of employee hours committed to partnership engagement. Outcome Measure #3 Hospital Annual Community Benefit Reporting
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Priority #1 – Behavioral Health & Substance Use Disorder
Program Name #1: SUDs Medical Home
Medication-assisted treatment (MAT) provider and support staff (LPN/Recovery Coach) Description: offering MAT and supportive services to members. Based in primary care practice.
Applicable Objectives: 1.1, 1.2, 1.3, 1.4 Measure # Measure 1 Total count of ED visits (of engaged members) 2 Total count of hospital days (of engaged members) 3 Total count of inpatient hospitalization (of engaged members) Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a Alternative Living, Berkshire Clinical Stabilization Services for Substance Abuse, Berkshire Partners: Faculty Services, Berkshire Fallon ACO, Berkshire Medical Center, Keenan House, McGee Recovery Center, The Brien Center, ServiceNet
Program Name #2: Youth Zero Suicide Team Identify youth between the ages of 10-24 years old in Berkshire County who are at risk for Description: suicide and provide evidence-based support once identified. Applicable Objectives: 1.1, 1.2 Measure # Measure 1 Total count of people who receive services if they qualified using a screening Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a 18 Degrees, Berkshire Coalition for Suicide Prevention, Berkshire Community Providers, Berkshire County Regional Housing Authority, Berkshire Faculty Services, Berkshire Fallon ACO, Berkshire Medical Center Units (including ED, Psychiatry, CSS, and McGee Recovery Center), Berkshire Pathways, Clinical Support Options, Community Health Programs-FQHC, Partners: Department of Children and Families, Department of Mental Health, Fairview Hospital, Louison House, National Alliance on Mental Illness, The Brien Center (including ESP and outpatient services, Keenan House, Brenton House, and Pomeroy House), Western Mass Recovery Learning Center
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Program Name #3: Behavioral Health Department Provide optimal treatment to those with substance use disorders and behavioral health Description: conditions. Applicable Objectives: 1.1, 1.2, 1.3, 1.5 Measure # Measure 1 Total admissions to detox 2 Total admissions to CSS 3 Total admissions to Jones 2 4 Total admissions to Jones 3 Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Beacon Recovery Community Center, Berkshire Community Providers, Berkshire County Sheriff's Office, Berkshire District Attorney's Office, Berkshire Faculty Services, Berkshire Fallon ACO, Berkshire Medical Center, Berkshire Opioid Addiction Prevention Collaborative, Partners: The Brien Center, Clinical Support Options, Community Health Programs-FQHC, Fairview Hospital, Healthy Steps, Innovative Care Partners, Keenan House, McGee Recovery Center, Mother's in Recovery, Northern Berkshire Community Coalition, Think First, Youth Zero Suicide
Program Name #4: Healthy Steps Provide screenings for sexually transmitted infections, sharps disposal, syringe service Description: program, overdose education & Narcan distribution (OEND), Tuberculosis (TB) clinic, and HIV case management. Applicable Objectives: 1.1, 1.2, 1.3, 4.2 Measure # Measure 1 Total count of individuals screened for STIs annually 2 Total count of sharps exchanged annually 3 Total count of Narcan kits distributed annually 4 Total count of patients in HIV case management 5 Total count of individuals in the OEND program annually Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Berkshire Community Providers, Berkshire County Sheriff's Office, Berkshire Faculty Services, Berkshire Fallon ACO, Berkshire Medical Center, Berkshire Opioid Addiction Prevention Collaborative, The Brien Center, Christian Center, Clinical Stabilizations Services Partners: Unit, Community Health Programs-FQHC, Fairview Hospital, Keenan House, McGee Recovery Center, Mother's in Recovery, Pittsfield Board of Health, ServiceNet, Spectrum Health, Youth Zero Suicide
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Priority Area #2 – Chronic Conditions & Infectious Disease
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Program Name #3: Care Navigation Provide dedicated contact to eliminate access barriers for those who have a cancer Description: diagnosis by helping patients with questions about cancer related topics.
Applicable Objectives: 2.1, 3.1, 3.2, 3.3 Measure # Measure 1 Total count of patients followed by a nurse navigator Total count of patients who attended support groups and survivorship integrative 2 programs Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a
Berkshire Faculty Services, Dana Farber Cancer Institute, Fairview Hospital, Radiation Oncology, Survivorship/ Integrative services (Support groups: women with Cancer, Partners: Prostate, Caregiver, Intuitive painting, Reiki, Acupuncture, Meditation Group, Exercise, Nutrition/Dietitian, Oncology/social work, Community education programs, Berkshire Breast Health Team
Program Name #4: Operation Better Start Help youth and their families prevent and overcome obesity and other health challenges Description: through medical nutrition therapy, clinical counseling, school and community based health projects, and fitness programs. Applicable Objectives: 2.1, 2.2, 3.3, 4.2 Measure # Measure 1 Total count of clinical visits Total caseload for the Growth and Nutrition Program will meet or exceed 80% of state 2 assigned caseload Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a Massachusetts Department of Public Health, WIC, Boys and Girls Club of the Berkshires, Partners: Pittsfield Public Schools, Head Start, Fallon Healthcare, PCTV
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Program Name #5: Wellness at Work Provide worksites and communities with health risk analysis, health screenings, and a Description: range of programs to support healthier lifestyles. Applicable Objectives: 2.1, 2.2, 3.2, 3.3, 4.2 Measure # Measure 1 Total count of employees reached 2 Total count of community participants reached Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Adams Community Bank, BCARC, Berkshire Bloodmobile, Berkshire Family YMCA, Berkshire Health Group, Berkshire Housing, Berkshire Medical Center, BFAIR, Community Outreach, Diabetes Education, Elder Services, Fairview Hospital, Get Cuffed Program, Partners: Greylock Federal Credit Union, Hillcrest Ed Centers, Interprint, Iredale Cosmetics, local exercise establishments, MCLA, Operation Better Start, Tobacco Treatment, US Navy, Walk with me in the Berkshires, WIC, Williams College
Program Name #7: Tobacco Cessation Offer support services for individuals with a diagnosis of cancer and who want to quit Description: smoking that can help with the physical and emotional reactions to quitting. Applicable Objectives: 2.1, 3.3, 4.2 Measure # Measure 1 Total count of individuals who receive tobacco treatment services Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a Partners: Cancer Center Care Navigation, Wellness at Work 18 | P a g e
Program Name #8: Stroke Education Improve community education outreach about stroke risk factors, warning signs, and Description: treatment options. Applicable Objectives: 2.1,2.2, 5.1 Measure # Measure 1 Total count of outreach events attended 2 Total count of people reached Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a American Heart Association, American Stroke Association, Berkshire Medical Center, Partners: Community Outreach, Coverdell, Department of Public Health, EMS partners in the community, Fairview Hospital, National Stroke Association
Program Name #9: Lung Cancer Screening Provide reduced rate for self-pay studies for patients at low and moderate risk of lung Description: cancer. Applicable Objectives: 2.1, 2.2 Measure # Measure 1 Total count of people reached Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a American Cancer Society, Lung Cancer Alliance, Berkshire Hematology Oncology, Primary Partners: Care Physician Practices, BFS Pulmonary, Interventional Radiology, Pathology, Radiation Oncology
Program Name #10: Berkshire Visiting Nurses Association Provide in-home health services to individuals and wellness clinics to support the Description: community. Applicable Objectives: 2.1, 2.2, 3.1, 3.2, 3.3 Measure # Measure 1 Total count of individuals who receive free in home health care 2 Total count of wellness clinics held Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a Advocacy for Access, Berkshire Community Providers, Berkshire Faculty Services, Berkshire Partners: Fallon ACO, Berkshire Medical Center, EcuHealth, Fairview Hospital, Home-Care Agencies, Interpreter Services
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Program Name #11: Cancer Center-Support Groups and Community Education Description: Provide programs to support and educate patients with cancer and their caregivers.
Applicable Objectives: 2.2 Measure # Measure 1 Total count of support groups held 2 Total count of outreach events held 3 Total count of outreach events attended Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a Berkshire Faculty Services, Care Navigation, Dana Farber Cancer Institute, Fairview Hospital, Radiation Oncology, Survivorship/ Integrative services (Support groups: women Partners: with Cancer, Prostate, Caregiver, Intuitive painting, Reiki, Acupuncture, Meditation Group, Exercise, Nutrition/Dietitian, Oncology/social work, Community education programs, Berkshire Breast Health Team
Program Name #12: Sports Medicine & Wellness Program Program focused on injury prevention, and providing valuable information on nutrition, Description: concussion management, and many other issues that challenge area athletes.
Applicable Objectives: 2.1, 2.2, 3.3 Measure # Measure 1 Total count of participants in program 2 Total count of programs offered Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a All Berkshire County High Schools, Berkshire Community College, Berkshire Council of Aging, Berkshire County School Nurses Board, Berkshire Physical Therapy and Wellness, Berkshire Sports and PT, Berkshire YMCAs, BHS Diversity Committee, BMC Nutrition and Wellness Committee, Dalton CRA, Downtown Pittsfield Inc.(DPI), DPI Quality of Life Committee, Gateway PT, Gladys Allen Reynolds Center and Girls Inc., Gymfest and Partners: Timeless Training, Healthy Pittsfield, Hillcrest Commons and Healthy Heroes, Jacob’s Pillow, MCLA Athletic Training Program, MCLA Department of Athletics, Miss Hall’s School, OneBerkshire, Operation Better Start, Pittsfield Parks and Recreation Department, The Berkshire School, The Darrow School in New Lebanon NY, The In-Field Baseball Organization, The Pittsfield Suns, Williams College, Williamstown PT, Williamstown Youth Center
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Priority Area #3 – Access to Care
Program Name #1: Advocacy for Access
Description: Maintain current services offered by MassHealth or other health coverage programs.
Applicable Objectives: 3.2 Measure # Measure 1 Total count of patients enrolled/re-enrolled 2 Total count of outreach events attended Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Berkshire Community Providers, Berkshire County Jail & House of Correction, Berkshire Faculty Services, Berkshire Fallon Health Collaborative, Berkshire Medical Center, Care Navigation, Community Health Programs-FQHC, Community Legal Aid, Community Partners: Outreach, Elder Services of Berkshire County, Fairview Hospital, Healthy Steps, Interpreter Services, Massachusetts Law Reform Institute, Volunteers in Medicine, Wellness at Work, WIC
Program Name #2: Telemedicine Address limitations to clinical and behavioral health services in the community by use of Description: telecommunication. Applicable Objectives: 2.1, 3.2, 3.3 Measure # Measure 1 Total count of patients enrolled 2 Total count of appointments Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Berkshire Community Providers, Berkshire Faculty Services, Berkshire Medical Center, Partners: Emergency Department, Fairview Hospital, Recreational Children’s Camps, Urgent Care
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Program Name #4: Translation Services Provide medical interpreting and translation services in-person, over the phone, and Description: through video in up to 140 languages using qualified interpreter. Applicable Objectives: 2.1, 3.2, 4.2 Measure # Measure 1 Total count of people served 2 Total count of translation requests Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Advocacy for Access, All BHS offices and its affiliates, Berkshire Community Providers, (Macony, East mountain, CHP, Brain center, PDC, VIM), Berkshire Faculty Services, Partners: Berkshire Immigrant Center, Berkshire Medical Center, Berkshire Visiting Nurse Association, Care Navigation, Fairview Hospital, Get Cuffed Program, Healthy Steps, Home- Care Agencies, Telemedicine
Program Name #5: Patient Pharmacy Benefits and Durable Medical Equipment (DME) Support patients without insurance by signing them up for an appropriate plan, and Description: fill/back fill prescriptions needed for discharge and/or to get them to their next appointment. Applicable Objectives: 3.1, 3.2, 3.3 Measure # Measure 1 Total count of patients served Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Advocacy For Access, Berkshire Fallon ACO, BMC Case Management, BMC Pharmacy, BVNA, Partners: Clinical Support Options, Medical and Behavioral Health Floors 22 | P a g e
Priority Area #4 – Social Economic
Program Name #1: Hospital Based Community Health Worker (CHW) Program A CHW dedicated to visiting members when they are in the ED/inpatient setting in order to Description: engage with the member initially and provide smooth transition to the POD team for ongoing care management and engagement. Applicable Objectives: 2.1, 3.1, 3.2, 3.3, 4.2 Measure # Measure 1 Total count of patients outreached 2 Total count of Post ED Assessments completed (in 2020, 2021) Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Berkshire Bounty, Berkshire Community Providers, Berkshire County Regional Housing Authority, Berkshire Faculty Services, Berkshire Immigrant Center, Berkshire Medical Center, Child Care of the Berkshires, Community Health Programs-FQHC, Community Health Programs- Partners: Mobile Health Van, Diabetes Education, Fairview Hospital, Food Bank of Western MA, Get Cuffed Program, Healthy Steps, Operation Better Start, ServiceNet, Volunteer's in Medicine, WIC
Program Name #2: BMC Security Improve the safety of patients, visitors, and staff through 24-hour security and routine safety Description: exercises. Applicable Objectives: 4.3 Measure # Measure 1 Total count of safety exercises completed Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Action EMS, Adams Ambulance Service, Becket Ambulance Department, Berkshire County Community Emergency Response Team, Berkshire County Regional Emergency Operations Planning Committee, Berkshire County Sheriff's Office, Berkshire Medical Center, Central Berkshire Regional Emergency Planning Commission, County Ambulance, Department of Homeland Security, Dalton Ambulance, District Attorney's Office, Emergency Medical Services Partners: of Berkshire County, Emergency Preparedness, Hinsdale Ambulance, Lanesborough Ambulance, Lee Ambulance, Lenox Ambulance, Mass State Police, Northern Berkshire EMS, Northern Berkshire Regional Emergency Planning Committee, North Adams Police and Fire, Pittsfield Fire Department, Pittsfield Police Department, Richmond Ambulance, Safety & Security, Secret Service, Western Massachusetts Health and Medical Coordinating Coalition, Western Massachusetts Hospitals Emergency Planning Committee, Windsor Ambulance
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Program Name #3: Women, Infants, and Children (WIC) Provide nutrition and health education, healthy food, and breastfeeding education free of Description: charge to families who qualify. Applicable Objectives: 2.1, 2.2, 3.1, 4.1, 4.2 Measure # Measure 1 Total usage of WIC benefits and retention of participants 2 Total WIC caseload 3 Begin Good Food Project nutrition classes in 2020 Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a
Berkshire Bounty, Berkshire Community Providers, Berkshire County Head Start, Berkshire Faculty Services, Berkshire Immigrant Center, Berkshire Medical Center, Berkshire Nursing Families, Child Care of the Berkshires, Community Health Programs-FQHC, Community Health Partners: Programs- Mobile Health Van, Community Outreach, Diabetes Education, Fairview Hospital, Food Bank of Western MA, local farmer's markets, Operation Better Start, Volunteer's in Medicine
Program Name #4: Be Well Berkshires Support policy, systems, and environmental change strategies for equitable food access and Description: active living opportunities through Be Well Berkshires/Mass in Motion grant funding and Massachusetts Department of Public Health (MDPH) directives. Applicable Objectives: 2.2, 4.1, 4.2 Measure # Measure By the end of FY20, the Food Access Collaborative Steering Committee will implement 1 1 recommendation from the Berkshire County Community Food Assessment By the end of FY20, the Healthy Food Retail and Distribution working group will meet 4 times 2 and will have established method and timeline for implementing additional healthy food access points Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Age Friendly Berkshires, Berkshire Bounty, Berkshire Bridges, Berkshire Grown, Berkshire Medical Center, Berkshire Regional Planning Commission, Berkshire United Way, Community Health Programs, Councils on Aging, Fairview Hospital, Food Bank of Western MA, local farmers Partners: markets, local food pantries, Multicultural BRIDGE, Northern Berkshire Community Coalition, Pittsfield Community Development and City Planner, Pittsfield Health Department, South Berkshire Rural Health Network, Tri-Town Health Department, WIC
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Program Name #6: County Health Initiative
Improve the health of Berkshire County by fostering a healthy lifestyle environment by Description: collaborations among diverse community partners through the County Health Initiative.
Applicable Objectives: 3.1, 4.1 Measure # Measure 1 Berkshire Health Systems holds two seats on the committee Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a
Berkshire Medical Center, Berkshire Opioid Abuse Prevention Collaborative (BOAPC), Berkshire Partners: Regional Planning Commission, Fairview Hospital, Pittsfield Health Department, Northern Berkshire Community Coalition, Tri-Town Health Department, Volunteer's in Medicine
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Program Name #7: Think First Reduce the number of injuries caused by participation in risk-associated activities through the Description: Think First/Teens at Risk program. Applicable Objectives: 4.3 Measure # Measure 1 Total count of Think First programs offered 2 Total count of participants who attended Children/Adolescence Older Adults Medically Underserved Target Population: a 2019 2020 2021 Implementation Years: a Berkshire County Court System, Berkshire Medical Center, District Attorney's Office, Juvenile Partners: and Adult Probation, Local Police, Pittsfield Public Schools
Program Name #8: Stop the Bleed Teach techniques to stop life threatening bleeding from an injury until medical professionals Description: arrive. Applicable Objectives: 2.2, 4.3 Measure # Measure 1 Total count of events attended 2 Total count of participants who attended Children/Adolescence Older Adults Medically Underserved Target Population: a a a 2019 2020 2021 Implementation Years: a a a Berkshire AHEC, Berkshire Medical Center, Emergency Preparedness, Fairview Hospital, Fire Partners: departments, Local EMS Agencies, Local and State Police, Northern Berkshire Community Coalition, nursing staff
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Program Name #9: Family Health Education Program Programs designed to help mothers and their family make informed choices about their Description: delivery, caring for themselves, and caring for their newborn. Applicable Objectives: 1.5,2.2, 4.2 Measure # Measure 1 Total count of Baby Box Classes held 2 Total count of Childbirth Series held 3 Total count of Spectrum Childbirth Series held 4 Total count of Clean Slate Childbirth Series held Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a a
The Family Birthplace @ Berkshire Medical Center, BHS Quality management, Berkshire OB- GYN, Community Health Programs- FQHC, Fairview Hospital, CHP in Gt. Barrington, Clean Slate, Partners: Spectrum, DPH, Brien Center, Keenan House for Women, Northern Berkshire Pediatrics, Dr. Brian Dempsey, Dr. Vicki Smith, Northern Berkshire Early intervention, Berkshire Nursing Families, Pediatric Development Center
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Priority Area #5 – Workforce Development
Program Name #1: Recruitment of Staff Recruitment of credentialed and qualified acute need positions (e.g. primary care provider, Description: specialty providers, surgical tech, medical asst., surgical and ED RN). Applicable Objectives: 5.2 Measure # Measure 1 Recruitment meets demand by position 2 Number of providers recruited compared to separations 3 Time-to-Fill (days) compared to target Time-to-Fill Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a
All BHS entities (BMC, BFS, BMS, FVH, BHS Long Term Care), Berkshire Community Providers, Business Community, Local hiring agencies (Molari, Masshire, etc.), Local/Regional colleges Partners: (Including, but not limited to Berkshire Community College, Massachusetts College of Liberal Arts, Williams, UMass, Springfield Technical Community College, Springfield College, Albany Med, Sage, Elms, Quinnipiac), National recruitment agencies (Kirby Bates, BE Smith)
Program Name #3: Community Health Worker Training & Certification Description: Offer CHW training opportunities with ACO affliliated partners. Applicable Objectives: 5.1, 5.2 Measure # Measure 1 Number of trainings offered 2 Number of individuals enrolled in training programs Children/Adolescence Older Adults Medically Underserved Target Population: a a 2019 2020 2021 Implementation Years: a a
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Above & Beyond
BHS continues its commitment to providing comprehensive healthcare services throughout the region, serving Berkshire County with numerous outreach programs, enhancing access to care and promoting healthy lifestyles. Each year as outlined in the annual Community Benefits Report, BHS goes above and beyond the call of duty to support health initiatives in the Berkshires.
Financial Support Since the healthcare industry evolves rapidly, BHS supports community partners in the pursuit of their missions, fostering the improvement of health and wellness of the overall community. BHS is proud to have the opportunity to financially support organizations, community programs, events, and provide in-kind donations.
The priorities identified in the 2018 Community Health Needs Assessment guide our decisions on charitable giving.
The primary focus is making life-changing, long-term differences in population health for residents in Berkshire County. Below are the last several years of net charity care for the patients we served. In accordance with the regulations set forth from the Massachusetts Hospital Association (MHA) and Attorney General’s Office, the net charity care calculations are derived from the following sources: health safety net assessment and shortfall as well as Division of Health Care Finance and Policy Operational Assessment paid by hospitals, health safety net denied claims, and the free or discounted care provided to patients that meet the hospitals’ financial assistance policy.
Net Charity Care Fiscal Year Expenditures 2016 $2,472,795 2017 $2,377,340 2018 $2,350,153 2019 $2,851,528 2020 $2,230,997
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In the Community
BMC and FVH, through its affiliation with BHS, support additional wraparound services to individuals and communities in Berkshire County that are not directly linked to hospital services yet address community health needs. In addition, BMC and FVH both participate in community partnerships that work collaboratively to further our mission. The summary of efforts listed below are directed at empowering the community to thrive.
Gifting to the Berkshires In FY 2020, BHS donated to a wide variety of community organizations and initiatives including health- related organizations such as the Brien Center (mental health and addiction treatment), the Elizabeth Freeman Center (rape and sexual assault support), Hillcrest Educational Centers (education for youth with developmental disabilities), and the Berkshire County chapters of the American Foundation for Suicide Prevention and the National Alliance on Mental Illness (behavioral health education, advocacy, and support). BHS also supported significant community educational and cultural institutions in our area including Community Access to the Arts (cultural programming for persons with disabilities) and the Berkshire United Way (early childhood and youth development and community workforce development).
Berkshire Bridges – Working Cities Pittsfield BHS is a proud partner of the Berkshire Bridges – Working Cities Pittsfield Initiative. The initiative is designed to support the journey from poverty to sustainability by collaboratively building community resources and removing barriers. The goal is to improve individual, institutional, social fairness and respect in the community, and thus support individuals moving out of poverty.
BHS is committed to using the evidence-based Bridges Out of Poverty model, which is proven to effectively bring people from all sectors and economic classes together in communities around the country. Volunteers apply this model in educational seminars and integrate a common language, which will help them identify policies, competencies and procedures within their organizations that must be changed to better work with our Berkshire neighbors.
Keenan House- North BHS purchased, renovated, and donated a house in North Adams to the Brien Center. The updated house named ‘Keenan House North’ has the capacity to serve 16 residents and is now the latest addition of recovery homes in Berkshire County. Keenan House-North along with two other recovery homes in Pittsfield, provides comprehensive services and connections to community support for individuals living with both mental illness and addiction. Onsite counseling, group treatment, nursing and case management are all offered. The enhanced care supports individualized pathways to recovery in a home-like setting.
Residents at Keenan access the full array of services offered by the Brien Center, including medication assisted treatment for addiction, outpatient psychiatry and therapy appointments. Keenan staff work individually with residents to help them establish healing networks and promote their independence. During their stay, the residents are encouraged to achieve goals that are achievable and assist with promoting a healthy journey such as connecting with employment, pursuing education, and reconnecting with children and family.
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Taking care of the community during the COVID-19 Public Health Pandemic The 2019 Novel Coronavirus (COVID-19) was first identified in late December 2020 and has since spread to many countries around the globe, including the US. On January 30, 2020, the World Health Organization designated COVID-19 outbreak as a Public Health Emergency of International Concern. On March 5, 2020, Berkshire Health Systems confirmed its first COVID-19 positive case. On March 10, 2020, Charles Baker, Governor of the Commonwealth of Massachusetts, proclaimed a state of emergency. Since then, this virus variation has resulted in tens of thousands of confirmed human infections and associated deaths in the US.
As the predominant emergency medical service provider in the Berkshires, BHS was quickly overwhelmed by the demand for highly technical testing and treatment services for the pandemic. This demand for highly technical services to combat the public health emergency required BHS to modify existing practices and facilities that increased treatment capacity, stand up testing facilities, and launch a COVID-19 specific call center to expand its triage, education, and diagnosis function. BHS persevered and quickly responded to the evolving public health emergency.
Oct 1, 2019 through September 30, 2020 Data
30,285 42,656 3,446 660 109 Positve COVID Call Unique COVID Tests Patients Center Antibody Test Positive Performed Treated in Volume Patients Hopsital
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Extraordinary initiatives to meet the demands associated with COVID-19 and safety take care of the community are listed out below: COVID-19 Call BHS activated a COVID-19 specific call center to increase its capacity to triage and diagnose Center potential COVID-19 cases and disseminate information to the public.
COVID-19 Hotline, 855-BMC-LINK, or 855-262-5465. The call center is typically open daily from 8 am to 4:30 pm.
COVID-19 Testing Earlier during the pandemic, BHS setup and operated a specific and temporary testing tent in the Centers parking lot of its primary facility to increase its capacity to triage and diagnose potential cases. The facility consisted of prefabricated tents large enough to accommodate vehicles to be driven into the facility as well as staff, supplies, and equipment. Staff performed testing and diagnosis of patients while the patient remained isolated in their vehicles.
BHS is planning to construct three ‘brick and mortar’ testing centers in 2021 that span across the county. Testing centers test anyone who is symptomatic, asymptomatic or may have had close contact with a COVID-19 positive individual(s) with an estimated result turn-around of approximately two days. In addition, individuals who are clinically appropriate can receive rapid PCR testing at Berkshire Health Urgent Care. The centers are also now part of the state's Stop the Spread Program, which provides no-cost testing for individuals who are asymptomatic. Hospital Facility BHS converted areas of their inpatient units to meet the strict ventilation, isolation, and Upgrade equipment requirements to treat COVID-19 patients. Additionally, provided enhanced security measures to secure treatment areas and ensure mandated distancing and isolation requirements.
At the peak of COVID, BHS repurposed its primary medical facility to increase its capacity to treat COVID-19 patients by converting non-ICU rooms into ICU rooms capable of treating COVID-19. Prior to the pandemic BMC had 16 rooms located throughout the hospital for this use of the capacity of 298 licensed beds. These rooms are designed to meet required FGI (Facility Guideline Institute) guidelines published for Hospitals as well as the ASHRE (American Society of Heating & Air Conditioning Engineers). In total BHS was able to convert a total of 48 additional rooms to airborne isolation rooms increasing the total to 64 available negative pressure rooms.
Access to Services During the height of COVID, Governor Baker announced that communities were to lock down and required hospitals to cancel some services such as elective surgeries. The health system very quickly made a ‘pivot’ to secure telehealth platforms and electronic communications (i.e., secure video, teams, zoom, etc.).
Primary Care Practices and Specialty offices continued to see patients in-person, video and telephonically. Additionally, visitation restrictions within the hospital were navigated with compassion and circumstance and allowed for loved ones and care givers to communicate virtually using cell phones, laptops and iPads.
Activation of BHS activated its command center to coordinate emergency medical operations, train and Command Center support essential workers, and disseminate information to the public regarding warnings and guidance.
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Media and BHS engaged the public through multiple mediums to inform and protect the public from the Communications impacts of the virus.
Coronavirus Information Kiosk- https://www.berkshirehealthsystems.org/coronavirus
YouTube Educational Videos-
Stopping COVID Together https://youtu.be/EfctW10gi-s
Don't Delay Care Berkshire Health Systems https://www.youtube.com/watch?v=i--FjFp5h_4
BHS Let Us Take Care of You https://youtu.be/o1B-dMc3sfk
Telephone Town Hall with Dr. James Lederer, Berkshire Health System https://soundcloud.com/user-10611895/telephone-town-hall-with-dr-james-lederer-berkshire- health-system
Efforts to support BHS Wellness at Work provided virtual screenings, phone coaching sessions and online staff and workshops which targeted Berkshire County workers during the Pandemic. Programs such as community Build your Armor, an educational Zoom Series on building your immune system was attended by resiliency almost 400 community members in the fall of 2020. Additionally, calming rooms were designed for staff that created an environment of relaxation, positivity, and self-regulation.
Donation to BHS gifted $50,000 to the COVID-19 Emergency Fund for Berkshire County, co-led by Berkshire support food United Way and Berkshire Taconic Community Foundation and in partnership with Northern security Berkshire United Way and Williamstown Community Chest.
The donation will be split evenly between the Food Bank of Western Massachusetts, which services 12 food pantries in the Berkshires, and the Market Match program that allows low- income Supplemental Nutrition Assistance Program (SNAP) recipients to double their weekly food allowance when shopping at local farmers markets. The Food Bank distributed 186,000 pounds of food in the Berkshires in March and reports a 20% increase in the number of households seeking services.
Berkshire United Way and Berkshire Taconic Community Foundation have been able to leverage BHS’s gift to unlock an additional $100,000 in funding from the MA COVID-19 Relief Fund and the Berkshire Community Action Council to be directed toward food pantries and programs in the county for operations and capacity-building.
COVID related For the safety of our community, many routine community outreach related activities and activities programs were canceled or transitioned to virtual events when possible. In FY 21, the organization will focus on enhanced strategic planning for virtual community engagement activities.
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Care Packages for patients transitioning back to the community during the COVID-19 pandemic BMC was awarded two COVID grants (Berkshire United Way & Health New England) to provide 200+ patients with a one-time basic necessity care package. Care Packages contained items such as: first aid kit, supply of nonperishable food products, basic kitchen utensils to prepare food, cleaning products, medicine box, hygiene items, feminine products for females, plasticware, COVID-19 fact sheet, nutrition education, updated community resource list, etc. Our target included highly vulnerable individuals such as the homeless, elderly, uninsured, and/or undocumented individuals identified by the health system to be at high risk especially after discharge from ED/Hospital; with a special emphasis on those in recovery, testing positive or suspect for COVID-19. Patients reported to our Community Health Workers that they were ‘grateful’ and very ‘appreciative’ for the care packages and allowed them to better ‘focus on their health’ at home.
BMC Independence Day Run Due to COVID-19, the BMC Independence Day Run was not held in 2020. Prior to that the run was held annually and in collaboration with one of the country’s largest Fourth of July parades. Approximately 100,000 people line the Pittsfield parade route, where most of the race is run.
Patient & Family Advisory Council The Patient and Family Advisory Council (PFAC) are dedicated volunteers who focus on the improvement of quality in patient and family care within BHS. PFAC members are comprised of past and present patients and family as well as BHS, BMC and FVH staff members. BHS operates three independent councils to serve the geographical regions within the county as well as a council dedicated to targeted needs of patients and families. The PFAC includes, BMC/North PFAC focusing on Central and North Berkshires, FVH PFAC focusing on Southern Berkshires, and Cancer PFAC focusing on cancer services across the Berkshires. The mission of PFAC is to provide a forum that enables patients and families to have direct input and influence on policies, programs, and practices. PFAC’s primary duty is to act as a liaison between their patient experiences or those in the community and health care providers. Council members listen to and speak of their work with the hospital in the community to garner ideas and initiatives, regularly attend and contribute to monthly meetings, and attend opportunities outside of the recurring monthly meetings to gain exposure to and information on the vast functions of the hospital and health system. BHS understands that patients and their families are often the most knowledgeable members of the care team and offer unique perspectives and valuable feedback regarding the standard of care they receive. As an organization, PFAC continues to serve as a critical link between health care services and improvement in population health.
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Berkshire United Way Berkshire United Way advances the common good by focusing on early childhood literacy, positive youth development and financial stability – the building blocks for a good quality of life. As the communities leading healthcare provider, BHS is focused on the well-being, health and needs of the community. Berkshire United Way's Live United is a call to action for everyone to be part of the change and to work together to improve the community that we live in for the future of our children. As a significant contributor to the Berkshire United Way, BHS’s commitment to Live United is reflected in our employee participation in the annual giving plan. In 2020, BMC employees raised over $77,951.21, and FVH employees contributed over $6,612.25. In addition to these contributions, employees at BHS partner companies; Berkshire Facility Services $7,194.68 and Berkshire Healthcare employees donated $$27,087.14. In total, BHS, including all subsidiaries, contributed over $118,845.28 to the United Way campaign.
BHS makes every effort to impact each community in Berkshire County. Because environmental factors play a fundamental role in shaping population health, locational issues are of central importance to addressing health disparities. A variety of location-based influences affect health, including physical circumstances, social context, and economic conditions. To ensure BHS services are being accessed and connected throughout the county, additional community outreach events, activities, as well as outreach efforts by the Community Outreach Department and the Berkshire Visiting Nurse Association (BVNA) are continuously being conducted.
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By collaborating with our partners, we can build a stronger more resilient community.
• 18 Degrees • Community Health Programs/FQHC • Beacon Recovery Community Center • Community Provider and Specialty Practices • Berkshire Area Health Education Center • Educational Institutions: Local School • Berkshire Bounty Districts, Berkshire Community College, • Berkshire Breast Health Team Massachusetts College of Liberal Arts, • Berkshire Community Action Council Williams College, University of • Berkshire Community Providers Massachusetts, Springfield Technical • Berkshire County Boards of Health Community College, Springfield College, • Berkshire County Court System Albany Med, Sage, Elms, Quinnipiac • Berkshire Emergency Management • Elder Services of Berkshire County/ Senior Services/Police Departments/Fire Departments Centers/Councils on Aging/RVSP/SHINE • Berkshire County Regional Emergency • Food Bank of Western MA Operations Planning Committee • Greylock Federal Credit Union • Berkshire County Regional Housing • Healthy Steps Authority • Home-care agencies • Berkshire County Regional Planning • Innovative Care Partners Commission • Juvenile and Adult Probation • Berkshire County Sheriff's Office • Keenan House • Berkshire District Attorney office • Local Business Community • Berkshire Emergency Nurse's Association • Local Employment Agencies: Molari, Masshire • Berkshire Faculty Services • Local shelters, meal sites and food pantries • Berkshire Fallon Health Collaborative • Pediatric Development Center • Berkshire Healthcare System • McGee Recovery Center • Berkshire Immigrant Center • National recruitment agencies (i.e. Kirby Bates) • Berkshire Opioid Addiction Prevention • Northern Berkshire Community Coalition Collaborative (BOAPC) • Recreational: Berkshire Boys and Girls Club, • Berkshire United Way Berkshire Family YMCA, Berkshire South • Berkshire Youth Development Project • Regional Pain Collaborative • Be the Match • ServiceNet • Boards of Health: Tri-Town Health • The Brien Center for Mental Health and Department, Berkshire County Boards of Substance Abuse Services Health, Pittsfield Health Department • Volunteers in Medicine • Child Care of the Berkshires • Women, Infants, Children • Clinical Support Options • Zero Suicide Grant
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State/Federal Associations: • American Cancer Society • American Heart Association • Health Policy Commission • Massachusetts Coalition for Suicide Prevention • Massachusetts Department of Public Health, Massachusetts Hospital Association • Massachusetts Public Health Association, University of Wisconsin Population Health Institute
Community-Based Outreach Events by City/Town:
Community Outreach
The Outreach department provides health screenings and education, evidence-based fall prevention classes for older adults (A Matter of Balance Program), specific
health topic presentations, and appropriate clinical and social service referrals.
In 2020, prior to the COVID-19 public health pandemic, the Community Outreach attended 76 events, took 731
blood pressure readings, had 800+ total encounters, and taught 4 Matter of Balance classes.
Berkshire Visiting Nurse Association
Prior to COVID-19, the BVNA provided blood pressure screenings, immunization clinics, and educational
programs throughout the county. During the pandemic, the BVNA focused their efforts on contact tracing, public and congregate housing vaccinations.
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Spreading health and wellness around the county:
BHS Wellness department Berkshire LGBTQ teaching yoga on Pride Festival the lawn at the Hillcrest Campus. BHS Outreach supplying cider and snacks to people waiting in line at a BHS collaborating Thanksgiving with Community turkey giveaway. Health Programs, WIC, and the ACO Mobile Health Unit at a winter coat drive.
Celebrating #BerkshireTough! Community Pride
Laboratory Analysis Delivering fresh food and produce to those in need during the COVID- 19 Pandemic.
Testing Tent Staff
Nurses staffing the COVID call center
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Conclusion
The premise — and the promise — of community benefit investments is the chance to extend the reach of BHS resources beyond the patient community, and address the suffering of our most underserved, at-risk community members. The funds allocated towards Community Benefits programs provide an essential, potentially lifesaving, resource to people who have limited or no access to healthcare. Community Benefit dollars fill important gaps by funding critical, innovative services that would otherwise not be provided in the Berkshires. The Community Health Implementation Plan helps BHS fulfill its mission of improving the health and wellness of the entire community, far beyond the hospital walls.
The CHNA revealed significant areas of health needs in Berkshire County target communities: behavioral health & substance use disorder, chronic conditions & infectious disease, access to care, social economic and workforce development. The priority needs are interconnected in that persons suffering from one of the conditions are likely to face challenges in another. The proposed strategies in this plan have been carefully screened, based on their ability to impact at least one of the five priority areas. The Board of Trustees’ support of the Community Health Implementation Plan allows BHS to continue responding to the most pressing needs faced by the most vulnerable residents in our communities.
BHS has complied with the Attorney General’s Community Benefits Guidelines for Non- Profit Hospitals since the inception of the program in 1994 and is also compliant with the IRS Form 990 Schedule H requirements. This compliance requires ongoing engagement with the community to ensure that identified needs are addressed appropriately—either independently, through collaboration with third party organizations—or, when resources and expertise are not available, by referring residents to appropriate services.
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