trinity health chna report 2016...trinity health approached the chna process as a collaborative...
TRANSCRIPT
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CommunityHealthNeedsAssessment
TrinityHealthSystem
June2016
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COMMUNITYHEALTHNEEDSASSESSMENT
TRINITYHEALTHSYSTEM
Questionsmaybedirectedto:
FredBrower
PresidentandCEO
TrinityHealthSystem
KeithMurdock
Director,CommunityRelations
TrinityHealthSystem
June2016
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ContentsTrinityHealthMissionStatement..........................................................................................................................4
Acknowledgments..................................................................................................................................................5
Introduction...........................................................................................................................................................6
CommunityHealthNeedsAssessment..................................................................................................................6
Requirement.......................................................................................................................................................6
Methodology......................................................................................................................................................7
DefiningtheCommunityServed.........................................................................................................................7
AssessmentofHealthNeeds–MethodologyandDataSources...........................................................................7
QualitativeAssessmentofHealthNeeds............................................................................................................7
QuantitativeAssessmentofHealthNeeds.........................................................................................................9
RankingSystem.............................................................................................................................................10
DataQuality..................................................................................................................................................11
CalculatingScoresandRanks........................................................................................................................11
InformationGaps.................................................................................................................................................11
PrioritizingCommunityHealthNeeds..................................................................................................................11
KeyQualitativeFindings.......................................................................................................................................13
HealthNeedstobeAddressedbyTrinityHealth..............................................................................................16
MentalHealth/SubstanceAbuse..................................................................................................................16
Wellness/Prevention.....................................................................................................................................17
AccesstoPrimaryCare.................................................................................................................................17
Summary..............................................................................................................................................................17
KeyQuantitativeFindings....................................................................................................................................18
CountyProfile...................................................................................................................................................18
HealthOutcomes..............................................................................................................................................20
HealthBehaviors..............................................................................................................................................20
ClinicalCare......................................................................................................................................................21
SocialHealthandMortality..............................................................................................................................21
AppendixA:CommunityResourcestoAddressSignificantHealthNeeds...........................................................23
AppendixB:ImplementationStrategiesbasedonCHNAconductedin2013.........Error!Bookmarknotdefined.
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TrinityHealthMissionStatement
OURMISSION
The Mission of Catholic Health Initiatives is to nurture the healing ministry of the Church, supported by
educationandresearch.FidelitytotheGospelurgesustoemphasizehumandignityandsocialjusticeaswe
createhealthiercommunities.
OURVISION
OurVisionistoliveuptoournameasOneCHI:
o Catholic:LivingourMissionandCoreValues
o Health:Improvingthehealthofthepeopleandcommunitiesweserve
o Initiatives:Pioneeringmodelsandsystemsofcaretoenhancecaredelivery
OURCOREVALUES
o Reverence:Profoundrespectandaweforallofcreation,thefoundationthatshapesspirituality,our
relationshipswithothersandourjourneytoGod
o Integrity:Moralwholeness,soundness,fidelity,trust,truthfulnessinallwedo
o Compassion:Solidaritywithoneanother,capacitytoenterintoanother’sjoyandsorrow
o Excellence: Preeminent performance, becoming the benchmark, putting forth our personal and
professionalbest
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AcknowledgmentsTrinityHealthSystemwouldliketothankthefollowingindividualsandorganizationsfortheirwillingnessto
assistinourprocessofassessingthecommunitythatTrinityHealthserves.
1. ALIVEShelter
2. AmericanRedCross
3. BHSMetroPlanning
4. CityRescueMission
5. DepartmentofHealth,CityofSteubenville
6. EasternGatewayCommunityCollege
7. FamilyandCommunityServices
8. FranciscanUniversity
9. IBEWLocalUnion246
10. JeffersonBehavioralHealthSystem
11. JeffersonCounty4thSt.HealthCenter
12. JeffersonCountyBoardofDevelopmentalDisabilities
13. JeffersonCountyChamberofCommerce
14. JeffersonCountyPreventionandRecoveryBoard
15. JeffersonMetroHousingAuthority
16. PrimeTimeOfficeonAging
17. SteubenvilleCitySchools
18. TherapeuticConnectionsCharitablePharmacy
19. UnitedWay
20. UrbanMission
21. VillageofWintersville
22. Women’sHealthCenter
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IntroductionThe2016TrinityHealthSystemCommunityHealthNeedsAssessment(CHNA)isacomprehensiveevaluation
ofthehealthneedsofthecommunitythatTrinityHealthserves.Thesystemwasformedin1996througha
creative and collaborative partnership with Tri-State Services and Sylvania Franciscan Health, and later
acquiredbyCatholicHealthInitiativesin2014.ThesystemconsistsofTrinityMedicalCenterWestandTrinity
MedicalCenterEastinSteubenvillewithacombinedcapacityof471beds,andTrinityHospitalTwinCity(25
beds) inDennison, providing themost complete health care option in easternOhio. For 20 years, Trinity
Healthhascontinuedtoenhancethequalitiesandservicesfortheresidentsofthetri-stateareatoimprove
theiraccesstoexcellent,person-centeredcare.
CommunityHealthNeedsAssessmentRequirement
As a result of the Patient Protection and Affordable Care Act (PPACA) and as part of the IRS Form 990
Schedule H, all tax-exempt (501(c)(3)) hospitals, beginning in fiscal year 2013, are required to assess the
health needs of their community (through a CHNA), prioritize the significant health needs, and develop
implementation plans for those prioritized health needs the organization has chosen to address. This
assessmentwillbedoneonceeverythreeyears.ACHNAisawrittendocumentdevelopedforahospitalthat
includesdescriptionsofthefollowing:
o Thecommunityservedandhowthecommunitywasdetermined
o Theprocessandmethodsused toconduct theassessment includingsourcesanddatesof thedata
and other information aswell as the analyticalmethods applied to identify significant community
healthneeds
o Howtheorganizationtook intoaccount inputfrompersonsrepresentingthebroadinterestsofthe
communityservedbythehospital, includingadescriptionofwhenandhowthehospitalconsulted
withthesepersonsortheorganizationstheyrepresent
o TheprioritizedcommunityhealthneedsidentifiedthroughtheCHNAaswellasadescriptionofthe
processandcriteriausedinprioritizingtheidentifiedsignificantneeds
o Theexistinghealth care facilities andother resourceswithin the community available tomeet the
significantcommunityhealthneeds
TheCHNArequirementalsostipulatesthathospitalsmustadoptan ImplementationStrategytomeetthe
significant community health needs identified through the assessment. An Implementation Strategy is a
writtenplan that addresseseachof the significant communityhealthneeds identified through theCHNA
andisaseparatebutrelateddocumenttotheCHNAreport.
ThewrittenImplementationStrategymustincludethefollowing:
o Listoftheprioritizedneedsthehospitalplanstoaddressandtherationalefornotaddressingother
significanthealthneedsidentified
o Actionsthehospitalintendstotaketoaddressthechosenhealthneeds
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o Theanticipated impactof these actions and theplan to evaluate such impact (e.g. identify data
sourcesthatwillbeusedtotracktheplan’simpact)
o Identifyprogramsandresourcesthehospitalplanstocommittoaddressthehealthneeds
o Describe any planned collaboration between the hospital and other facilities or organizations in
addressingthehealthneeds
ACHNA is considered conducted in the taxable year that thewritten reportof its findings, asdescribed
above, is approved by the hospital governing body and made widely available to the public. The
Implementation Plan is considered implemented on the date it is approved by the governing body.
ConductingtheCHNAandapprovaloftheImplementationStrategymustoccurinthesamefiscalyear.
Methodology
Trinity Health has developed a Community Health Needs Assessment (CHNA) for the following
facilities:
o TrinityMedicalCenterEast
o TrinityMedicalCenterWest
DefiningtheCommunityServed
TrinityHealthapproachedtheCHNAprocessasacollaborativeeffortbetweenthesetwohospitalswithboth
hospitalsadoptingasinglecommunityserved.Inordertodefinethecommunityservedforthepurposesof
this assessment, Trinity Health evaluated the total population, Trinity inpatient discharges, Ohio/West
Virginia/Pennsylvaniainpatientdischarges,andMedicaremarketshareforthecountiessurroundingTrinity
Health. Trinity Health is dependent on Jefferson County for 71% of its inpatient discharges. A review of
Medicare data also indicates that the majority of Medicare patients (60% market share) who reside in
Jefferson County, seek services at Trinity Health. The surrounding counties are each served by other
providers in the region. Therefore, for thepurposesof theCHNA, the TrinityHealth community served is
definedasJeffersonCounty,Ohio.
AssessmentofHealthNeeds–MethodologyandDataSources
ToassesshealthneedsoftheTrinityHealthcommunity,aquantitativeandqualitativeapproachwasused.In
addition to collecting data, including data collected in 2013 and 2016, from a number of public sources,
interviewsandfocusgroupswereconductedwithindividualsrepresentingcommunityleaders/groups,public
organizations,patients,providers,andTrinityHealthrepresentatives.
Basedupontheassessmentoftheactionstakenduringthe2013-2015period,thesystemconcludedthat
the2013dataand informationsourceswerestill relevanttotheneedsassessment in2016. Throughout
thisreport,referencestoboth2013and2016informationwillbefound.
QualitativeAssessmentofHealthNeeds
TrinityHealthcollaboratedwithother localorganizationsandproviderstotake intoaccountthe inputof
persons representing the broad interests of the community. Representatives included a diverse mix of
individuals from the City of Steubenville Health Department, Jefferson County Health Department and
representative members of other community agencies including the area United Way, public senior
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housing, theYMCAandPrimeTimeServices.Tenone-to-one interviewswereconductedaswellas focus
groupstotalingfortyparticipants.
All fifty Individualsweregrouped intothe followingcategories toensurebroadparticipation:community
leaders/groups, public health and other healthcare organizations, other providers (including physicians),
andTrinityHealthrepresentatives.
The interview questionnairewas designed to understand how participants feel about the general health
statusofthecommunityandthevariousdriverscontributingtohealthissues.Focusgroupsweredesigned
to familiarize community members with the CHNA process and gain a better understanding of the
community’sperspectiveofpriorityhealthneeds.Theywereformattedforindividualaswellassmallgroup
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feedbackandalsohelped identifyother communityorganizationsalreadyaddressinghealthneeds in the
community.
QuantitativeAssessmentofHealthNeeds
Inadditiontothequalitative feedback,quantitativehealth indicatorswerecollectedandanalyzedtoassess
community health needs. Sixty-nine indicatorswere evaluated for Jefferson County during the 2013 needs
assessment.Thecategoriesandindicatorsincludedthefollowing:
Population
• HighSchoolGraduationRate
• StudentsGraduatingfromHigh
School
• SomeCollege
• BirthstoUnmarriedWomen
• ChildreninPoverty
• ChildreninSingle-
ParentHouseholds
• ChildrenReceivingSNAPBenefits
• FoodInsecureChildren
• EstimatedNumberof
PersonsLivingBelowthe
PovertyLine
• UnemploymentRate
• PercentRural
• ViolentCrimeRate
• Homicides
Injury&Death
• HeartDiseaseDeathRate
• OverallCancerDeathRate
• ChronicLowerRespiratory
Disease(CLRD)DeathRate
• StrokeDeathRate
• UnintentionalInjuryDeathRate
• Alzheimer'sDiseaseDeathRate
• PrematureDeath
• Motor Vehicle Crash
MortalityRate
MentalHealth
• PopulationtoMental
HealthProviderRatio
• SuicideRate
• PoorMentalHealthDays
• InadequateSocialSupport
HealthOutcomes
• PoororFairHealth
• AverageNumberofPoor
PhysicalUnhealthyDaysinPast
Month
• Cancer(allcauses)Incidence
• BreastCancer
• ColonCancer
• LungCancer
• PercentDiabetic
• AdultsReportingDiagnosed
withHypertension
• InfantMortality
• MothersNotReceivingFirst
TrimesterPrenatalCare
• LowBirthWeight
• PretermBirths
HealthBehaviors
• AdultObesity
• ChildhoodObesity
• PhysicalInactivity
• NoExercise
• PercentConsumingLessThan
5Fruits/VegetablesPerDay
• AdultSmoking
• AdultsEngaginginBinge
DrinkingDuringthePast30Days
• BirthRatetoTeensAge15-17
• TeenBirthRate
• HIVPrevalence
• SexuallyTransmittedInfection
IncidentRate
AccesstoCare
• PercentUninsured
• UninsuredChildren(<17)
• CouldNotSeeaDoctorDue
toCost
• PrimaryCarePhysicians
per100,000population
• PopulationtoPrimary
CarePhysicianRatio
• Dentistsper100,000Population
• PopulationtoDentistRatio
• ThirdGraderswithUntreated
ToothDecay
• PreventableHospitalStays
Prevention
• DiabeticScreening
• MammographyScreening
• PapSmear
• FluVaccine65+
• EverhadPneumonia
VaccineAdults65Yearsand
Older
Environment
• NumberofRecreational&Fitness
Facilities
• %AccesstoParks
• FastFoodRestaurants
• LimitedAccesstoHealthyFoods
• StudentsEligibleforFreeLunch
• DailyParticulateMatterDays
DrinkingWaterSafety
ThisdatawassuppliedbytheCountyHealthRankings&RoadmapsDatabasedatafrom2015.Foreachhealth
indicator,acomparisonwasmadebetweenthecountyleveldataandbenchmarks.Benchmarkswerebasedon
availabledataandincludedtheUnitedStatesandtheStateofOhio.Healthneedswereidentifiedwherethe
countyindicatordidnotmeettheStateofOhiocomparativebenchmark.
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RankingSystem
TheCountyHealthRankingsarebasedoncountiesandcountyequivalents(rankedplaces).Anyentitythat
has itsownFederal InformationProcessingStandard(FIPS)countycode is included intheRankings.Only
counties and county equivalents within a state are ranked. The major goal of the Rankings is to raise
awarenessaboutthemanyfactorsthatinfluencehealthandthathealthvariesfromplacetoplace,notto
producealistofthehealthiest10or20countiesinthenationandonlyfocusonthat.
Countiesineachofthe50statesarerankedaccordingtosummariesofavarietyofhealthmeasures.Those
havinghigh ranks,e.g.1or2,are considered tobe the“healthiest.”Countiesare ranked relative to the
healthofothercountiesinthesamestate.Wecalculateandrankeightsummarycompositescores:
o OutcomesHealthOutcomes
o HealthOutcomes–Lengthoflife
o HealthOutcomes–Qualityoflife
o OverallHealthFactors
o HealthFactors–Healthbehaviors
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o HealthFactors–Clinicalcare
o HealthFactors–Socialandeconomicfactors
o HealthFactors–Physicalenvironment
TheCountyHealthRankingsteamsynthesizeshealthinformationfromavarietyofnationaldatasourcesto
createtheRankings.Mostofthedataweusearepublicdataavailableatnocharge.Measuresbasedon
vital statistics, sexually transmitted infections, and Behavioral Risk Factor Surveillance System (BRFSS)
survey data were calculated by staff at the National Center for Health Statistics and other units of the
CentersforDiseaseControlandPrevention(CDC).Measuresofhealthcarequalitywerecalculatedbystaff
atTheDartmouthInstitute.
DataQuality
TheCountyHealthRankingsteamdrawsuponthemost reliableandvalidmeasuresavailable tocompile
theRankings.Where possible, themargin of errors (95% confidence intervals) are provided for various
measure values. Inmany cases, the valuesof specificmeasures indifferent counties arenot statistically
differentfromoneanother;however,whencombinedusingtheRankingsmodel,thosevariousmeasures
producethedifferentrankings.
CalculatingScoresandRanks
TheCountyHealthRankingsarecompiledfrommanydifferenttypesofdata.Tocalculatetheranks,eachof
the measures is first standardized. The ranks are then calculatedbased on weighted sums of the
standardizedmeasureswithineachstate.Thecountywiththelowestscore(besthealth)getsarankof#1
forthatstateandthecountywiththehighestscore(worsthealth)isassignedarankcorrespondingtothe
numberofplacesthatwererankinthatstate.
The Rankings are based on a model of population health that emphasizes the many factors that, if
improved,canhelpmakecommunitieshealthierplacestolive,learn,workandplay.Buildingonthework
ofAmerica'sHealthRankings,theUniversityofWisconsinPopulationHealthInstitutehasusedthismodel
torankthehealthofWisconsin’scountieseveryyearsince2003.
InformationGaps
Themajorityofhealthindicatorsareonlyavailableatthecountylevel.Inevaluatingdataforentirecounties
versusZIPcodeleveldata,itisdifficulttounderstandthehealthneedsforspecificpopulationpocketswithin
a county. It is also a challenge to tailor programs to address community health needs as placement and
accesstothoseprogramsinonepartofthecountymayormaynotactuallyimpactthepopulationwhotruly
needtheservice.
PrioritizingCommunityHealthNeeds
To prioritize the health needs identified, a prioritization session was facilitated with Trinity Health
representativesandoneexternalrepresentative.Participantsincluded:
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• FredBrower,President&CEO
• SteveBrown,VP,ManagementServicesOrganization
• GrayGoncz,D.O,VP,MedicalAffairs
• JoAnnMulrooney,VP,COO
• LewMusso,VP,HumanResources
• DaveWerkin,VP,Finance&CFO
• KeithMurdock,Foundation/Marketing,PublicRelations
• KathiePasquarella,Director,Education/Training
• MariaDiBartolomeo,Manager,DecisionSupport/Budgeting
• MichelleWilson,YMCAExecutiveDirector(external)
Usingqualitativefeedbackfromtheinterviewsandfocusgroups,aswellasthehealthindicatordata,the
issues currently impacting the community were consolidated and assembled in the following matrix to
assistinidentifyingthesignificanthealthneeds.
*IncludesCOPDandAsthma**Noindictordataforthesemeasures
Theupperrightquadrantofthematrixiswherethequalitativedata(interviewandfocusgroupfeedback)
andquantitativedata(health indicators)converge.Theupperrightquadrantcontains,forthesakeofthis
analysis, themostsignificantcommunityhealthneeds identified.Afterreviewingthecommunityneeds in
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the matrix above, participants agreed to focus prioritization efforts on the upper right quadrant of the
matrix.
The CHNA prioritization process utilized amodified version of amethod developed by Hanlon and his
colleagues (seeHanlon&Pickett, 1990). First, the group selected the criteria bywhich toprioritize the
healthneeds.Theparticipantsreviewedalistofninecriteriacommonlyusedinneedsprioritization.Those
criteriaincluded:
1. Magnitude-Howmanypersonsdoestheproblemaffect,eitheractuallyorpotentially?
2. Consequences -Whatdegreeofdisabilityorprematuredeathoccursbecauseof theproblem?What
arethepotentialburdenstothecommunity,suchaseconomicorsocialburdens?
3. Feasibility-Istheproblemamenabletointerventions?Whattechnology,knowledge,orresourcesare
necessarytoeffectachange?Istheproblempreventable?
4. VulnerablePopulations-Isthereahighneedamongvulnerablepopulations?
5. RootCause-Istheissuearootcauseofotherproblems?Therebypossiblyaffectingmultipleissues.
6. Hospital Capacity -Does thehospital have the capacity to acton the issue, includinganyeconomic,
social,cultural,orpoliticalconsideration?
7. Hospital Strength - Extent to which initiatives that address the health issue can build on hospital
existingstrengthsandresources?
8. Expertise-Availabilityoflocalexpertiseregardingthehealthneed
9. QuickSuccess-Theprobabilityofquicksuccess.Istheproblem“low-hangingfruit?”
Participantsweregiventheopportunitytoremoveitemsoraddadditionalitemstothelistofcriteria.Aftera
discussion the group decided to add the criteria of Current Strategic Alignment – does the organization
currentlyhaveinitiativesthatcouldencompassthehealthneed?Participantswerethenaskedtoselectthe
top3-5prioritizationcriteria.
Usingamulti-votingprocess,thecriteriaselectedincludedmagnitude,feasibility,hospitalstrength,current
strategic alignment, and root cause. After choosing the criteria, participantsworked in small groups and
ratedeachsignificantcommunityhealthneedusingthecriteriaselected.Thisratingprocessdeterminedan
overall score for each significant health need. Health needs that scored the highest against the selected
criteriaservedasthestartingpointforthehealthneedstobeaddressed.
KeyQualitativeFindings
Thefollowingisarecordingofthequestionsposedandtheirresponses:
1. Howhasthelocalcommunitythatthehospitalservedchangedinthepasttwoyears?
a. Agingpopulation
b. Drugaddiction
c. Economy
d. Increaseinthenumberofunderservedpopulation
e. Obesity
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f. Diabetes
g. Mentalhealthissues
h. Cancerdiagnoses
i. Cardiac-relatedissues
j. HepatitisC
2. Whatgradewouldyougivetothecurrenthealthstatusofthecommunity?
a. “C”–5
b. “D”–45
Focusgroupparticipantswereaskedto“grade”thehealthofthecommunitybasedonanA-Fscale,
andprovidefeedbackintermsofthatgrade.ForthecommunityservedbyTrinityHealth,theaverage
grade for thehealthof thecommunitywasa “C.”Muchof thiswasattributed to thedownturn in
unemployment,theagingpopulation,chronicconditions/diseases,prevention/lifestyleissuesandthe
highratesofsubstanceabuse,crimeandviolenceinthearea.Somepositivefeedbackincludedthe
community’soverallstrengthandresilienceandthenumberofhealthresourcesavailable.Barriersto
good health care in this community include lack of insurance coverage, lack of health education,
coordinationofresources,accesstohealthservices(waittimes),andfinancialresources.
3. Inregardtothecommunitythehospitalserves,whatdoyouthinkarethetophealthneeds?
a. Drugabuse/treatment
b. Cancertreatment
c. Cardiaccare
d. Morephysicians(especiallyPCPs)
e. Preventativehealth
f. Mentalhealthservices
g. Programsfortheagingpopulation
4. Whatisthelargestunmethealthneed?
a. Mentalhealth/Substanceabuse
b. Wellness/Prevention
c. Accesstoprimarycare
5. Whathealthcareservicesaremissinginthecommunity?
a. Halfwayhousesforaddictedindividuals
b. Homelessshelters
6. Whatisthenumberonebarriertogoodhealthinthecommunity?
a. Finances
7. Whatconcernsyoumostaboutthehealthofthecommunitythehospitalserves?
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a. Increaseinsubstanceabuse
b. Agingpopulationincludingphysicians
8. Whataretheleadingsocialfactorsthatimpactthehealthofthecommunity?
a. Unemployment
b. Workingpoor
9. Aswelookathealthindicators,whichdoyouthinkwouldbethebestmeasuresofthehealthofthe
community?
a. Numberofoverdoses
b. Ratioofphysicianstopopulation
c. Averageweightandbloodpressureofresidents
d. Numberofdiabetics
e. Cancerdiagnoses
f. Cardiacevents
10. Regardingthecommunitythehospitalserves,arethereanyvulnerablegroups/populationstowhich
weshouldpayspecialattention?
a. Youth
11. Arethereanycommunity-basedorganizationsalreadyaddressingcommunityhealthissues?
a. CityHealthDepartment
b. CountyHealthDepartment
c. OhioValleyHealthCenter(freeclinic)
d. FamilyResourceCenter
e. FamilyServices
f. UrbanMission
g. CityRescueMission
h. PrimeTimeSeniorCenter
12. Intermsofspecificactions/programs,whatdoyouthinkcouldbedonetoaddressthehealthneeds
wehavediscussed?
a. Halfwayhouseforaddictedindividuals
b. Morerecreationalareas
c. Healthscreenings
d. Affordablehealthinsurance
e. Physicianrecruitment
Focus group participants were asked to identify community resources that could help address the health
issues in thecommunity.Someof theresourcesarenoted in the tablebelow.AppendixA includesamore
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comprehensive listofexistingcommunity resourcesavailable toaddress the significanthealthneedsof the
community.
HealthNeedstobeAddressedbyTrinityHealth
TheparticipantsreachedaconsensusregardingthethreemostpressingissuesthatTrinityHealthneedsto
addressthoughanImplementationStrategy:
o MentalHealth/SubstanceAbuse
o Wellness/Prevention
o AccesstoPrimaryCare
ByaddressingtheaboveneedsthroughtheImplementationStrategy,TrinityHealthwillalsoaimtoimpact
theoverallhealthstatusofthecommunitywhichalsoscoredhighintheprioritizationprocess.
MentalHealth/SubstanceAbuse
Every participant was in agreement that opioid addiction was the most serious problem in the local
community.Overdoses have been steadily increasing in the past few years and have reached an alarming
rate.Theuseofoverdose-reversingmedications (Narcan)have reduced thedeath rate,but thenumberof
overdoses continues to increase. Some participants stated that the use of thesemedications was a “free
pass”forthedrugabusersandsomerecountedstoriesofsiblingsandchildrenbeingtaughthowandwhento
injectthesemedicationsintheeventofanoverdosebyasibling,parent,familymemberorfriend.Theyalso
statedthatmanyoftheopioidaddictsbegantouseheroinafterthesupplyoforalopioidswasreducedby
lawenforcementactivityinthemedicalcommunity.Theywerealsoinagreementthatfollowinganoverdose
and treatment at a healthcare facility, many of the drug abusers returned to their previous habits and
overdosedagain.Thegroupwasalsoconcernedabouttheincreaseinthecrimeratebytheseindividualsto
supporttheirdrugabuse.Whenaskedfortherootcauseofdrugabuseinthelocalcommunity,amongthe
several reasons provided, mental Health issues and socio-economic conditions were the most common
responses.Giventheresourcesavailable,itwasdecidedthatacommunityeffortinvolvingalloftheMental
HealthandSubstanceAbuseagencieswasneeded.DonOgden,THSDirectorofBehavioralMedicinewilltake
theleadinthiseffort.
Churches JeffersonCountyBehavioralHealth TrinityHealth
ALIVEShelter Educationsystem SubstanceAbusePrograms
DARE TransitSystem PrimeTime
Women'sHealthCenter CommunityActionCouncil HelpMeGrow
4thStreetClinic FamilyServiceAssociation JeffersonCountyHealthDepartment
UnitedWay UrbanMission MentalHealthCenters
BigBrother/BigSister PrescriptionDrugAssistance TrinityCharityCare
RedCross NursingHomes WIC
SalvationArmy YMCA Agape
ListofIdentifiedCommunityResources
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Wellness/Prevention
The participants realized that the partnership between Trinity Health System and the YMCA has been a
positive step and that other wellness-related facilities have also begun to offer services, but only a small
percentage of the populationwas taking advantage of these services. The participants stated that amore
concertedeffort towardpersonal commitment tomaintaininghealthwasnecessary.Mostagreed that the
local population does not accept personal responsibility for their own health.Mental health issues, socio-
economic conditions and apathywere allmentioned as top reasons for this attitude. Youth activities and
programs for seniorswere recommendedaspossible solutions.Reducing thenumberof cancerdiagnoses,
cardiac-relatedemergencies, diabetesdiagnoses andpulmonary issueswouldbeeffected through suchan
effort.Smokingcessation,exerciseandnutritionshouldbestressedinallsegmentsofthepopulation.JoAnn
Mulrooney,THSVP&COOandKeithMurdock,THSDirectorofCommunityRelationswillleadthiseffort.
AccesstoPrimaryCare
Allparticipantsagreedthatmoreprimarycarephysicianswerenecessaryinthecommunity.Theagingofthe
localmedicalstaffalsoposedaconcerntothegroup.Schedulingappointmentsfornewpatientsandexisting
patientswasbecomingmoredifficult.Participantsstatedthatwithoutastablebaseofphysicianspresently
andintothefuture,thehealthneedsofthelocalpopulationwouldbeinjeopardy.Theyalsorecommended
that Urgent Care facilities such as ExpressCare and the ExpressClinics be expanded to help alleviate the
shortage.Manyoftheparticipantssharedpersonalexperiencesregardingthedifficultytoobtainpromptand
effective treatment through their personal physician. New patients seeking appointmentswerewaiting as
longassixmonthsfortheir firstappointment. Severalstatedthattheyknewofpatientswhosephysicians
had left Trinity Health System, were having similar problems transferring to new physicians on Trinity’s
medical staff.A referral systemwas recommended tomake thisprocessmoreconvenientandeffective.A
hotline for physician referral is presently being organized by TrinityHealth System for this purpose. Steve
Brown,VPofTrinityProfessionalGroupwillleadthiseffort.
Summary
TrinityHealthconductedaCommunityHealthNeedsAssessmentbeginningApril2016toidentifyandbegin
addressingthehealthneedsofthecommunitiestheyserve.Thisassessmenthighlightedanumberofhealth
issuesrelatedtochronicdiseases,lifestylechoices,and/orsocioeconomicenvironmentalfactors.Usingboth
qualitative community feedback as well as publically available and proprietary health indicators, Trinity
Healthwas able to identify and prioritize three community health needs for their hospital system,mainly
mental health/substance abuse, wellness/prevention and access to primary care. These needs will be
addressedthroughanImplementationstrategythatwillbedevelopedandadoptedbythehospitaloverthe
restofthefiscalyear.TheremainderofthisreportwillprovideasummaryofquantitativefindingsforTrinity
HealthSystem.
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KeyQuantitativeFindingsCountyProfile
TheTrinityHealthcommunity isdefinedas theZIPcodes that fallwithin JeffersonCounty limits.Thetable
belowdetailstheZIPcodesincludedinthecommunitydefinition.However,sincethetraditionaldefinitionof
the Trinity service area includes Brooke and Hancock Counties of West Virginia, current County Health
rankingsdatafortheentireserviceareaarealsoincluded.(AppendixB).
Zip DominantCounty PostOfficeName CBSAName
43901 JeffersonCounty,OH Adena Steubenvi l le-Weirton,OH-WVMetro
43903 JeffersonCounty,OH Amsterdam Steubenvi l le-Weirton,OH-WVMetro
43908 JeffersonCounty,OH Bergholz Steubenvi l le-Weirton,OH-WVMetro
43910 JeffersonCounty,OH Bloomingdale Steubenvi l le-Weirton,OH-WVMetro
43913 JeffersonCounty,OH Bri l l iant Steubenvi l le-Weirton,OH-WVMetro
43917 JeffersonCounty,OH Di l lonvale Steubenvi l le-Weirton,OH-WVMetro
43925 JeffersonCounty,OH Bloomingdale Steubenvi l le-Weirton,OH-WVMetro
43926 JeffersonCounty,OH Toronto Steubenvi l le-Weirton,OH-WVMetro
43930 JeffersonCounty,OH Hammondsvi l le Steubenvi l le-Weirton,OH-WVMetro
43932 JeffersonCounty,OH Irondale Steubenvi l le-Weirton,OH-WVMetro
43938 JeffersonCounty,OH MingoJunction Steubenvi l le-Weirton,OH-WVMetro
43939 JeffersonCounty,OH Di l lonvale Steubenvi l le-Weirton,OH-WVMetro
43941 JeffersonCounty,OH Di l lonvale Steubenvi l le-Weirton,OH-WVMetro
43943 JeffersonCounty,OH Rayland Steubenvi l le-Weirton,OH-WVMetro
43944 JeffersonCounty,OH Richmond Steubenvi l le-Weirton,OH-WVMetro
43948 JeffersonCounty,OH Di l lonvale Steubenvi l le-Weirton,OH-WVMetro
43952 JeffersonCounty,OH Steubenvi l le Steubenvi l le-Weirton,OH-WVMetro
43953 JeffersonCounty,OH Steubenvi l le Steubenvi l le-Weirton,OH-WVMetro
43961 JeffersonCounty,OH Toronto Steubenvi l le-Weirton,OH-WVMetro
43963 JeffersonCounty,OH Ti l tonsvi l le Steubenvi l le-Weirton,OH-WVMetro
43964 JeffersonCounty,OH Toronto Steubenvi l le-Weirton,OH-WVMetro
43970 JeffersonCounty,OH Amsterdam Steubenvi l le-Weirton,OH-WVMetro
43971 JeffersonCounty,OH Yorkvi l le Steubenvi l le-Weirton,OH-WVMetro
19
AsofJuly1,2015,thepopulationinJeffersonCountyisestimatedtobe67,347,a3.4%decreasefrom2010.
By 2018, this population is projected to decrease by 4.0 %. Across the state and country however,
populationhasgrown innumber.39%of the county is considered rural.While the largestportionof the
population ismade up ofWhite Non-Hispanics (90.8%), in the next 5 years the only race/ethnic groups
projectedtohavegrowtharetheHispanicandMultiracialpopulations.
ThemedianageinJeffersonCountyis44.3yearswhichismuchhighercomparedtothestate’smedianage
(39.1years)andthecountry’smedianage(37.4years).Acrossthecounty,thenumberofpeopleunderthe
ageof18yearshavedecreasedoverthepast fiveyears.Whereas, theseniorcitizenpopulation(65years
andolder)hasincreasedacrossthecounty,stateandthecountry.
PopulationEstimates April1,2010 July1,2015 %Change
USA 308,758,105 321,418,820 4.10%
Ohio 11,536,725 11,613,423 0.70%
JeffersonCounty 69,709 67,347 -3.40%
PopulationGrowth-April1,2010-July1,2015
Race JeffersonCounty Ohio USA
Whitealone 91.9% 83.0% 77.4%
Whitealone,NotHispanic
orLatino90.8% 80.1% 62.1%
BlackorAfricanAmerican
alone5.5% 12.6% 13.2%
AmericanIndian/Alaskan
Nativealone0.2% 0.3% 1.2%
Asianalone 0.4% 2.0% 5.4%
NativeHawaiian/Other
PacificIslanderalone0.0% 0.1% 0.2%
Twoormoreraces 1.9% 2.1% 2.5%
HispanicorLatino 1.4% 3.5% 17.4%
RaceDistribution-July1,2014
ChangeinPersonsof
CertainAgeUnder5years Under18years
65yearsand
older
USA
Ohio
JeffersonCounty
AgeDistribution-April1,2010-July1,2014
-5% -4% -3% -2% -1% 0% 1% 2% 3% 4% 5%
85+years
75- 79years
65- 69years
55- 59years
45- 49years
35- 39years
25- 29years
15- 19years
5- 9years
AgeDistributioninJeffersonCounty
July1,2014
Men Women
20
1.2%of thecounty’spopulation ismadeupof foreign-bornpersons,with2.6%speaking languagesother
thanEnglishathome.Anaveragehouseholdinthecountyconsistsof2.32memberswithmedianincomeof
$40,816. 17.5% of the county’s population live in poverty, which is a much higher percentage when
comparedtothestate(6.7%)andthecountry(15.6%).17.9%ofhouseholdsacrossthecountydependedon
foodstampsorSNAPbenefitsover2014.Thoughpersons inJeffersonCounty livebelowthepoverty line,
the county’s unemployment rate (5%) is much lower compared to the rest of the state (5.8%) and the
country (5.8%). 89.5% of the county’s population have graduated from high school and 15.2% have a
Bachelor’sdegreeorhigher.
HealthOutcomes
Health-Related Quality of Life (HRQoL) is a multi-dimensional concept that includes domains related to
physical,mental, emotional, and social functioning. It goes beyonddirectmeasures of life expectancy, and
causesofdeath,andfocusesontheimpactthathealthstatushasonqualityoflife.118%ofthecounty’sadult
population(aged18yearsandolder)reportpoororfairhealth2,with4.1physicallyunhealthydays3and4.4
mentallyunhealthydays.4Thecountyrecorded10,700yearsofpotentiallifelostbeforetheageof75years.
JeffersonCountyperformedworsethanthestateandthecountryinallmeasuresandisrankedat81outof88
countiesinthestate.
HealthBehaviors
Though 70% of the county’s adult population have adequate access to recreational facilities and exercise
opportunities,29%reportnotimeforleisureactivityand34%ofthecounty’sadultpopulationwasrecorded
asbeingobese.
1 Healthy People 2020 accessed at the Office of Disease Prevention and Health Promotion website
2 General health status is defined as the percentage of a county’s adult population that report poor or fair health over a 30 day period.
3 Physically unhealthy days is defined as the average number of days that a county’s adult population report that their physical health
is not good. 4 Mentally unhealthy days is defined as the average number of days that a county’s adult population report that their mental health is
not good.
21
Diabetesaffectsanestimated23.6millionpersonsinthecountryandisthe7thleadingcauseofdeath.Outof
13%ofadultsinthecountydiagnosedwithDiabetes,only80%ofthediabeticMedicareenrollees(aged65–
75years) receiveddiabeticmonitoring.539.3deathsper100,000populationbetween2005and2011were
attributedtoDiabetes.
21%adults engage in smokingand17%of adults in the countyengage inbinge-drinking leading to40%of
deaths in the county being attributed to alcohol-impaired driving. 27 deaths per 100,000 populationwere
attributedtodrugpoisoningoroverdoses.
86personsper100,000populationlivewithadiagnosisofhumanimmunodeficiencyvirus(HIV)infectionwith
320.2 cases of Chlamydia (per 100,000 population) being diagnosed in 2013. 35 births per 1,000 females
between2007and2013wereborntofemalesaged15–19years,and8%ofalllivebirthsinthecountywere
babiesbornwithverylowbirthweight(lessthan2,500grams).
ClinicalCare
13% of the county remains uninsured with adults making up 15% and children 5%. The amount of price-
adjustedMedicare reimbursements per enrollee totaled up to $11,994whichwas higher than health care
costs across the country ($10,177). The county sawanaverageof1primary carephysician forevery2,340
persons,1mentalhealthproviderforevery810personsand1dentistforevery2,330persons.6
SocialHealthandMortality
174violentcrimeoffenseswerereportedper100,000populationleadingto7homicidesand87injurydeaths
per100,000population.
Analytics supplemented thepublicallyavailabledatawithestimatesofdiseaseprevalence forheartdisease
andcancer,emergencydepartmentvisitestimates,andthecommunityneedindex.
HeartdiseaseestimatesindicatethemajorityofheartdiseaseprevalenceintheTrinityHealthcommunityhas
hypertensionastheprimarydiagnosis(20,691cases).Otherdiagnosesincludeischemicheartdisease(4,818
cases),arrhythmias(3,779cases),andcongestiveheartfailure(2,144cases).Giventhenatureofheartdisease
thereissignificantco-morbiditybetweenthediseasesreferencedabove.
The2013cancer incidenceestimates revealat least40newcasesofeachof the following typesof cancer:
prostate, lung and breast. For the community served, 331 new cancer caseswere diagnosed in 2013, and
203.6cancerdeathsper100,000population.
12.9% of the county’s population reported having Alzheimer’s contributing to 23.5 deaths per 100,000
population due to the disease. The county also recorded 18.1 chronic kidney disease deaths, 44.3 stroke
deaths,and245.6majorheartdiseasedeaths.7
5 Blood sugar being monitored using a test of glycated hemoglobin (HbA1c) levels
6 Following Figures and Data provided by Truven Health Analytics
7 Community Health Status Indicators
22
23
AppendixA:CommunityResourcestoAddressSignificantHealthNeeds
ProgramName Description Website PhoneNumberHealthNeed
4thStreetHealthClinic ProvidequalityhealthcaretotheuninsuredadultsofJeffersonCountywhoareat
200%federalpovertylevel.Providescreenings,education,referralsand
prescriptionassistance.
www.jcfshc.org 740-283-2856 AccesstoCare
A.L.I.V.E.Shelter A.L.I.V.E.providesshelterandservicesfordomesticviolenceanddatingviolence
victims.
www.unitedway-
jc.org/members.html
740-283-3444 Socio-economic
AdenaUnited
MethodistChurch
FoodPantry n/a 740-546-3785 Socio-economic
AIMWomen’sCenter Women’sclinicwithservicesincludingpregnancytest,ultrasound,
medical/legalreferral,adoptioninformation,educationalprograms,andpost
abortionhealingretreats.
www.aimwomenscenter.com/ser
vices
740-283-3636 TeenPregnancy
AlcoholicsAnonymous/
NarcoticsAnonymous
SupportGroups area53aa.org
www.na.org
740-283-7020 BehavioralHealth,
OverallHealthStatus
Alzheimer’sAssociation
ofGreaterEastOhio
Alzheimer’sSupportGroup www.alz.org/akroncantonyoungs
town/
740-264-5591 BehavioralHealth,
OverallHealthStatus
AreaAgencyonAging
Region9
AAA9workswithpeople,communitiesandorganizationstoeducate,prepareand
assisttheminmeetingtheneedsofaging.Programandresourcesinclude:assisted
living,carecoordination,care-giversupportandeducation,long-termcare
consultation,pre-admissionreview,energyassistance,andadultprotective
services.
www.aaa9.org 800-945-4250 AccesstoCare,Overall
HealthStatus,Socio-
economic
AutismSocietyof
America
SupportGroups www.autism-society.org 740-537-4718 BehavioralHealth,
OverallHealthStatus
BetterBreathersClub COPDSupportGroup www.trinityhealth.com/calendar/
event/39/
740-264-8196
740-264-8098
BehavioralHealth,
OverallHealthStatus
BigBrotherBigSister BigBrothersBigSistersstrivetoprovidepositiverolemodelstogivetoday's
youthhopeandthecouragetoavoidnegativepeerpressure.
www.bbbsjeff.org 740-264-3306 Disadvantaged
Children
BlessedSacrament
Church
FoodPantry wintersvilleparishes.yolasite.co
m/
740-264-9547 Socio-economic
BreastCancerSurvivors
SupportGroup
SupportGroup www.trinityhealth.com/programs-
services/additional-
services/womens-health
740-283-7407 BehavioralHealth,
OverallHealthStatus
24
BureauforChildrenwith
MedicalHandicaps(BCMH)
AhealthcareprogramintheOhioDepartmentofHealth(ODH).BCMHlinks
familiesofchildrenwithspecialhealthcareneedstoanetworkofquality
providersandhelpsfamiliesobtainpaymentfortheservicestheirchildrenneed.
LocatedattheJeffersonCountyHealthDepartment
www.odh.ohio.gov/odhprograms
/cmh/cwmh/bcmh1
740-283-8541 Disadvantaged
Children
CHANGEInc. CHANGE,Inc.encouragestheintegrationofservices,thebuildingof
partnerships,andtheconsolidatingofresourcestoempowerfamiliestowards
healthyself-sufficientliving.Servicesincludemedicalcareandhealth,housing,
transportation,food,emergencyandeconomicassistance.
changeinc.org 740-314-8258 AccesstoCare,
Socio-economic,
OverallHealth
StatusCharityHospice GriefSupportGroup www.charityhospice.org 740-264-3443 BehavioralHealth,
OverallHealthStatus
CommunityActionCouncil TheCACiscommittedtorestoreandrevitalizethequalityoflifeinJefferson
County,andmovetheresidentstowardsself-sufficiency.CACadaptsandprovides
programsthatareaccessible,affordable,andculturally-sensitivetomeetthe
needsofthecommunity.Programsinclude:HeadStart,SeniorCompanions,
EmergencyHomelessProgram,EmergencyMedicalAssistance,HomeEnergy
AssistanceProgram(HEAP),adultanddislocatedworkerprograms,OhioMeans
Jobs,SeniorCommunityServiceEmploymentProgram(SCSEP),housingprograms,
homebuyingprograms,andTeenParenting
jeffersoncountycac.com 740-282-0971 Socio-economic,
Disadvantaged
Children,
OverallHealth
Status
DARE D.A.R.E.providesstudentswiththeskillsnecessarytorecognizeandresist
pressurestoexperimentwithdrugsandtoavoidgangsandviolence.Themost
importantfacetofD.A.R.E.istheuseofspeciallytrainedpoliceofficerstodeliver
thecurriculumwithintheschools.
www.dare-oh.org;
www.cityofsteubenville.us/police
740-283-6000 Disadvantaged
Children
Family&ChildrenFirst OhioFamilyandChildrenFirst(OFCF)isapartnershipofstateandlocal
government,communitiesandfamiliesthatenhancesthewell-beingofOhio’s
childrenandfamiliesbybuildingcommunitycapacity,coordinatingsystems
andservices,andengagingfamilies.
www.fcf.ohio.gov 614-752-4044 Disadvantaged
Children,Socio-
economic,Overall
HealthStatus
FamilyServiceAssociation TheMissionoftheFamilyServiceAssociationofSteubenville,Ohioisto
strengthenandsupportfamiliesandindividualsbyprovidingqualityServices
whichinclude:MentalHealthCounseling,Guardianship,RepresentativePayee,
andLicensedChildCare.
www.facebook.com/pages/Family-
Service-
Association/424027760975659
740-283-4763 BehavioralHealth,
Disadvantaged
Children
GoodwillIndustriesof
GreaterClevelandand
EastCentralOhio,Inc
Workstoimprovethequalityoflifeandemploymentopportunitiesforall
people.Servicesincludeemploymentandlifeskills(e.g.
www.goodwillgoodskills.org/east-
central-ohio
800-942-3577 Socio-economic
HeartlandHealthFair Designedasthe"LargestHeartRiskAppraisalUnderOneRoofTrinityHealth
SystemsponsorsthisprogramalongwithPrimeTimeOfficeonAgingtohelp
communitymembersimprovetheirhealththroughscreeningsandinformation.
www.trinityhealth.com 740-264-8296 HeartDisease/
Hyper-tension
25
Program
NameDescription Website PhoneNumber HealthNeed
HelpMeGrow HelpMeGrowisahome-based,child-developmentprogram. www.jchealth.com/helpmegrow 740-283-8530 Disadvantaged
Children
Homeless
Shelters
CathedralApartments
HuttonHouse
n/a 740-282-5150
740-282-8903
Socio-economic
JeffersonCounty
BehavioralHealth
System
JeffersonBehavioralHealthSystemisafullservicementalhealthanddrug&alcohol
treatmentfacilitythatoffersservicestoadults,children,andfamilies.AlsoprovidesBeacon
HouseSafeHavenapermanentresidentialhousingandservicesforhomelessmentallyill
adultswhomayfinditdifficulttosecureandmaintainhousing.
www.jcprb.org 740-264-7751 BehavioralHealth
JeffersonCounty
Children'sServices
TheChildrenServicesDivisionisresponsibleforrespondingtoreportsofchild
abuse/neglect/dependency,Providesfoster-careservices,achildren'shome,andadoption
servicestochildreninneedofalternativeplacementoutsideofthehome.TheDivisionworks
tomaintainfamilieswhileassuringchildprotection.
www.jcdjfs.com/ChildrenServic
es.aspx
740-283-0961 Disadvantaged
Children
JeffersonCounty
Health
Department
ProvidetoJeffersonCountyGeneralHealthDistrictresidentsWIC(women,infant,andchild)
programsincludingnutritionandbreastfeedingclasses,registered/licenseddietitianconsults,
nutritioncollaborationwithHeadStart,hemoglobintestingandothereducationaltalks.Public
nursingservicesalsoprovidedtoresidentsincludinginfectiousdiseases,childandfamilyhealth
services,physicals,immunization,outreachclinics,bloodpressurescreenings,childrenwith
medicalhandicapsandfluimmunizations.
www.jchealth.com 740-283-8530 AccesstoCare,
Prevention,Environment,
Conditions/Diseases,
BehavioralHealth,Socio-
economic,OverallHealth
Status
LupusSupport LupusSupportGroup www.lupus.org/ohio 740-282-8010 BehavioralHealth,
OverallHealthStatus
MendedHearts HeartPatientSupportGroup mendedhearts.org 740-283-7210 BehavioralHealth,
OverallHealthStatus
MobileLabServices TrinityHealthSystemGoLabMobile www.trinityhealth.com 740-264-8185
740-632-7827
AccesstoCare
Mom’sMeals MealDeliveryService www.MomsMeals.com 877-508-6667 AccesstoHealthyFoods
OhioDepartmentof
Health
Programsinclude:primarycareandruralhealth,PrimaryCareOffice,primarycarephysician
recruitment,SafetyNetClinics(dentalcare),school-baseddentalsealantprograms(S-BSPs),
PreventiveHealthandHealthServicesBlockGrant(PHHSBG),UninsuredCareProgram,Ohio
Adolescent Health Partnership (OAHP), WIC, Breast and Cervical Cancer Project,
Comprehensive Cancer Control Program, Cancer Incidence Surveillance System (OCISS),
TobaccoUsePreventionandCessationProgram,OhioHeartDiseaseandStrokePrevention
(HDSP)Program,OhioDiabetesPreventionandControlProgram(ODPCP).
www.odh.ohio.gov/atoz/atoz.aspx#p800-266-4346 AccesstoCare,
Prevention,Environment,
Conditions/Diseases,
BehavioralHealth,Socio-
economic,OverallHealth
Status
26
Program
NameDescription Website PhoneNumber HealthNeed
OtherShelters GillHouse
YWCA
ProjectsforAssistanceinTransitionfromHomelessness(PATH)
www.facebook.com/pages/YWCA-
Steubenville-Ohio/136078316502519
PATH:pathprogram.samhsa.gov
GillHouse740-
282-5338
YWCA740-282-
1261
PATH740-264-
7751
Socio-economic,Overall
Healthstatus
Overeaters
Anonymous
Supportgroup www.oa.org 740-264-2424 BehavioralHealth,
OverallHealthStatus
PrimeTime Mission is to keep PrimeTimemembersHealthy Independent and Productive (HIP) as they
age.Servicesinclude:meals,transportationformedicalappointments,legalassistance,health
educationandexercise,safety,mobilemedicalscreenings,andParkinson’sSupportgroup
www.facebook.com/PrimeTime
OfficeOnAging
740-283-7470 AccesstoCare,
Lifestyle/Prevention,
Environment,Socio-
economic,OverallHealth
Status
ReachtoRecovery BreastCancerPatientSupportGroup www.trinityhealth.com/programs-
services/additional-
services/womens-health
740-283-7407 BehavioralHealth,
OverallHealthStatus
RedCross Disasterassistance:shelter,meals,healthandmentalservices,andemergencypreparedness www.redcross.org/oh/wintersville 740-264-7244 BehavioralHealth,
OverallHealthStatus
Smoking
Cessation
Program
SmokingCessationSupportGroup www.trinityhealth.com/calendar/
event/29/
740-264-8196
740-264-8098
BehavioralHealth,
OverallHealth
Status
SoupKitchens HolyNameCathedral
St.Paul'sEpiscopalChurch
UrbanMission
n/a 740-264-6177
740-282-5366
740-282-8010
Socio-economic
TheSalvationArmy TheSalvationArmyinSteubenvilleisdedicatedtoservingthemen,women,andchildren
whoareat-riskandinneedoffinancial,socialservice,andspiritualsupport.Inteaching
lifeskills,SalvationArmyprovidesindividualswithanopportunitytomaximizetheir
physical,emotional,andspiritualbeingtoeffectlifechange.
www.use.salvationarmy.org 740-282-5121 Socio-economic
Trinity
ExpressCare
Offersexpressservicesforsuchthingsascolds,flu,rashes,stitchesandfractures.
Referralstoanyareaspecialistforadvancedcare.
www.trinityhealth.com/programs-
services/outpatient-services/trinity-
expresscare
740-346-2702 AccesstoCare
TrinityHealth
BehavioralHealth
Medicine
Provideinpatientandoutpatientbehavioralhealthandaddictionrecoveryservices www.trinityhealth.com 740-264-8296 BehavioralHealth
27
Program
NameDescription Website PhoneNumber HealthNeed
TrinityHealth
PastoralCare
GriefSupportGroup www.trinityhealth.com 740-264-8130 BehavioralHealth,
OverallHealthStatus
UnitedWayof
JeffersonCounty
UnitedWayallowsforthefinancialsupportof18memberagenciesandprograms
throughmonthlyallocationdistributions.UnitedWayincreasestheorganizedcapacityof
peopletocareforoneanotherthroughthesupportofthelocalUnitedWayagency.In
March2013theJeffersonCountyUnitedWay211Information&ReferralSystembecame
operational.
www.unitedway-jc.org/index.html 740-284-9000 OverallHealthStatus
UpperOhio
ValleySexual
AssaultHelp
Center
SupportGroup n/a 740-282-6022 BehavioralHealth,
OverallHealth
Status
UrbanMission TheUrbanMissionistheoneofthelargestcharitiesintheUpperOhioValley,offering
food,shelterandotheressentialservicestoourcommunity'slowincomefamilies.
Providehungerrelief,shelterforfamilies,hotmeals,furniture,clothingandspiritual
care.
www.urbanmission.org(Note:
websiteunderconstruction)
www.facebook.com/UrbanMissi
onInc/info
740-282-8010 Socio-economic
ValleyHospice S.H.A.R.EoftheUpperOhioValley–supportforthosewhohaveexperiencedaloss
duringpregnancy/childhood.
www.valleyhospice.org 304-233-4778 BehavioralHealth,
OverallHealthStatus
ValleyHospice
Compassionate
Friends
CommunityGriefSupportGroup www.valleyhospice.org 740-284-4440 BehavioralHealth,
OverallHealthStatus
Veterans
Services
Commission
Providestemporaryfinancialassistancetoneedyveterans,dependents,and/orwidows.
Eligibilityandverificationofadefinitefinancialneedisdeterminedthroughtheapplication
process.Assistanceisprovidedthroughfoodordersandcashvouchers.
www.jeffersoncountyoh.com/Co
untyOffices/VeteransServiceCo
mmission.aspx
740-283-8571 Socio-economic
YMCA TheYMCAisamembershiporganizationdedicatedtoimprovingthequalityoflifeinour
community.Throughprograms,serviceandleadership,theYMCApromotesethicalvalues
thatcontributetoitsmembers’growthinbuildinghealthyspirits,mindsandbodies.The
YMCAisopenforall,providingfinancialassistancetothoseinneed.Programsincludefitness
facilitiesandclasses,wellnessorientationsandcardio-strengthcenters,andreducedcostfor
youthandadultsportsprograms.
www.ymcanet.org/Steubenville 740-264-7183 Lifestyle/
Prevention,Overall
HealthStatus
YWCA YWCAisdedicatedtoeliminatingracismandempoweringwomen.Programsincludejob
training,financialliteracy,childcareprograms,scholarshipsandmore.
www.ywca.org 740-282-1261 Socio-economic
28
Community Health Needs Assessment
Accomplishments for FY 2017
The following is a compilation of the achievements of the Trinity Health System as part of the Community Health Needs Assessment Implementation Plan during
FY 2017. Three Issues were selected as the most pressing needs: Mental Health and Substance Abuse, Wellness and Prevention and Access to Primary Care.
Mental Health and Substance Abuse
1. Partner with local Mental Health Board to increase access
a. Create ambulatory detox program
i. Program put on hold due to staffing, space and funding issues. Trinity continues to provide the only inpatient detox service in our 8-bed
inpatient detox unit.
b. Expand residential program
i. Received approval to expand residential beds.
ii. No additional funding from local Board was obtained so expansion of residential unit did not take place.
iii. Residential unit was closed on May 26, 2016 after funding from local Board was discontinued.
iv. A new business model was developed to evaluate the possibility of providing residential treatment without outside funding. Re-opened on
December 12, 2016 with a 4-bed unit.
c. Add additional services
i. Transitions Program for opioid addicted mothers-February 2015
ii. Relapse Prevention Group-November of 2015
iii. School-based counseling services-September 2016
d. Formed Opioid Task Force-November 2016
i. 11/17/16 Bob Fowler, Director of Brooke County EMS. Meeting at Trinity with Bob and his Assistant.
ii. 12/19/16 Meeting with local judges, Joe Tasse, Don Ogden to discuss the opioid addiction issue, which resulted in collaboration on court
placements in Trinity’s residential program beds. Trinity now has court navigators in the various courts.
JohnJ.Mascio,MunicipalCourt
DaveScarpone,CountyCourt
LisaFerguson,CountyCourt
Mike Bednar, County Court
iii. 2/9/17 106.3 The River radio interview at Heartland and Channel 5 News spot by J. Tasse on the opioid epidemic in our area, increasing
community awareness on this serious problem in our community.
29
iv. 2/21/17 Jefferson County Schools Education Session, by Don Ogden, Dr. Figel, Dr. Columbus, J. Tasse with school superintendents,
teachers, athletic directors and Chuck Kokiko, Jeff County School Superintendent; on the opioid crisis in the schools.
v. 3/20/17 EMS Meeting with D. Ogden, J. Mulrooney, Dr. Columbus, D. Louk, A. Lindsey, J. Tasse, improving communication among the
pre-hospital care community and Trinity Health System to improve healthcare access:
WeirtonAreaAmbulanceandRescueSquad,Inc.(WAARS)
BudCole,Chief
Rick Antol, Supervisor/Squad Training Officer
New Cumberland Ambulance Service
JoePolgar,Owner
Matt Cashdollar, EMS Supervisor
vi. 3/30/17 Commissioner Dave Maple with D. Ogden, J. Mulrooney, J. Tasse re: Jefferson County Prevention and Control Board (317)
funding opportunities
vii. 4/6/17 106.3 The River, Radio Interview on Opioid Crisis, with Joe Tasse by Joey Klaypek, further communicating to the community
regarding the epidemic we are facing.
viii. 5/9/17 EMS Squad Meeting with J. Mulrooney, D. Louk, Dr. Columbus, Dr. Figel, A. Lindsey
MingoJunctionFireDepartment/EMS
JohnD.Wright,Chief
Jim Raha, Assistant Chief
TorontoTEMSJointAmbulanceDistrict
Chief Clark Crago
AmbulanceServiceInc.
Bob Herceg
ix. 5/10/17 Community Mental Health Providers Coordinating Meeting
JeffersonCountyPreventionandRecoveryBoard(317Board)
PamPetrilla,Director
Dan Obertance, Associate Director
FamilyRecoverCenter
Eloise Traina, CEO
JeffersonCountyColemanProfessionalServices
NelsonBurns,CEO
Lisa Ward, Chief Officer
30
TrinityHealthSystem
DonOgden,Director,BehavioralHealth
JoAnnMulrooney,COO
Joe Tasse, Interim President & CEO
2. Identify and/or organize support groups
a. Created list of AA/NA meetings in area
i. Communicated with Chairpersons of AA/NA meetings held at Trinity
b. Obtained list of Grief Support Groups
c. Started Aftercare Group for patients discharged from Mood Disorders Program
d. Collaborated with Sexual Anonymous members to start a meeting at Trinity
e. Collaborated with Gamblers Anonymous members to start a meeting at Trinity
3. Develop Emergency Department Liaison
a. Position not approved, but collaborated with Jefferson Behavioral Health System to provide liaison services.
b. Awaiting approval for community Medicaid status to be able to provide and bill for case management services in the emergency room as well as
the primary care offices.
Prevention and Wellness
1. Conducted health screenings
a. Heartland 2017
i. Screened 1,000 individuals with a comprehensive blood analysis.
b. Monthly Blood Screenings
i. Screened 450 individuals with a comprehensive blood analysis at Prime Time Center at monthly screenings.
c. Skin Cancer Screenings
i. Conducted three Skin Cancer Screenings with Dr. Oser in March, April and May, 2017.
d. Prostate Screening
i. Screened 57 individuals at the yearly Minority Health Day.
e. Colon Cancer Screening
i. Offered 30 free colonoscopies to under-served and under-insured population in March, 2017.
f. Nutrition
i. Provided monthly nutrition counseling at YMCA.
g. The Cancer Dietary Initiative at the Teramana Cancer Center – Provides food baskets to 100 patients per month. Fit for Life.
i. Continued the Fit for Life Program in conjunction with Dr. McKnight and YMCA.
h. Freedom From Smoking
31
i. Offered monthly smoking cessation courses for 130 individuals.
i. Better Breathers
i. Offered monthly educational opportunities for individuals with COPD.
j. Weight Loss
i. Offered monthly weight loss programs in conjunction with Dr. Colella and the Bariatric Program
Access to Primary Care
1. In fiscal 2017, we added two new Primary Care physicians:
a. Porsche Beetham, MD – Family Practice
b. Maria Tranto, DO – Internal Medicine
2. In fiscal 2017, we also added several Advanced Practice Providers to improve access to primary care:
a. Melissa Buksa, CNP, joined Mark Kissinger, MD – Family Practice
b. Lindsey Lee, CNP, joined Matt Colflesh, MD – Internal Medicine
c. Melody Wright, CNP, joined John Figel, MD – Family Practice
3. In fiscal 2017, we added / completed the opening of our Express Clinic (Walk-In, Same Day APP Primary Care) in Calcutta (where we now see an
average of 25 patients a day).
a. Our Express Care Walk-In clinic in Wintersville continues to grow and is now seeing an average of 75 patients per day.
b. Our Express Walk-In Clinic in Toronto continues to grow and is now serving an average of 25 patients per day.
c. In 2017, a multi-disciplinary team has worked to design a new Primary Care / Express Clinic for Cadiz, expected to open late FY 2018 /
early fiscal 2019. Plans are complete and construction has started. We will have both Primary Care physicians and Advanced Practice
Providers proving care at this new location.
4. Through 10 months FY 2017 (compared to FY 2016), primary care visits are up 12%, 98,295 (2017) versus 83,342 (2016).
5. In FY 2017, we added a Continuity Clinic at the Hospital to provide post discharge outpatient follow up and medication reconciliations for patients
who were either “unassigned” (no primary care physician) or could not get an appointment with their primary care physician with 5 to 10 days
after discharge from the hospital.
6. In FY 2018 we introduced 1-844-TPG – Call, an 800 number for people looking to find a primary care physician. This Call Center fields between
75 and 100 calls per month and has an 80% placement result so far.
7. We are working to better integrate Primary Care with our Behavioral Health Program and our Pain Medicine Program, two overwhelming health
issues growing daily in this region and around the country.
June 2017
32
Community Health Needs Assessment Implementation Plan
Trinity Health System
Three-Year Plan: FY 2017, FY 2018, FY 2019
Mission
The mission of Catholic Health Initiatives (CHI) and the Trinity Health System (Trinity) is to nurture the healing ministry of the Church, supported by education
and research. Fidelity to the Gospel urges us to emphasize human dignity and social justice as we create healthier communities.
Community Served
In order to define the community served, Trinity evaluated the total population, inpatient discharges, Ohio/West Virginia, Pennsylvania inpatient discharges, and
Medicare market share for the surrounding counties. Trinity is dependent on Jefferson County for 71% of its inpatient discharges. A review of Medicare data also
indicates that the majority of Medicare patients (60% market share) who reside in Jefferson County, seek services at Trinity. The surrounding counties are each
served by other providers in the region. Therefore, for the purposes of this report, the Trinity Health System community served is defined as Jefferson County.
Prioritized List of Significant Health Needs Identified in the Community Health Needs Assessment (CHNA)
• Mental Health & Substance Abuse
• Wellness & Prevention
• Access to Primary Care
Other Identified Needs
• Diabetes
• Sexually Transmitted Diseases
• Homicides
• Heart Disease
Trinity Health System addresses Diabetes through our hospital and physician services, and, in particular, is a component of the cardiovascular and bariatric
programs. In addition, heart disease prevention is part of wellness and prevention and is included in this section. However, given limited resources, this need has
not been chosen as a separate program area of focus under this plan. Trinity also does not have the resources to provide a comprehensive STD program and there
are aspects of a STD program which could be counter CHI’s Ethical and Religious Directives. The local health department provides community services in this
area. Additionally, CHI does work in the area of violence prevention but does not have the resources or expertise to create a separate program to focus on
lowering homicide rates in the county.
CommunityHealthNeed MentalHealth&SubstanceAbuse
TrinityHealthPointPerson(s) DonOgden,DirectorofBehavioralHealth
Metric#1 AverageNumberofreportedmentallyunhealthydayspermonthforJeffersonCountyBRFSSrespondentsage18+
2016CHNAMeasure JeffersonCounty:4.4(2005-2011);OhioStateBenchmark:3.8(2005-2011)
DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS);alsoreportedviaCountyHealthRankings
Metric#2 PercentofJeffersonCountyBRFSSrespondentsage18+whoreportnotreceivingsufficientsocial-emotionalsupport
2016CHNAMeasure JeffersonCounty:27.6%(2005-2010);OhioStateBenchmark:19.8%(2005-2010)
DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS);alsoreportedviaCountyHealthRankings
ImplementationPlan–MentalHealth&SubstanceAbuse
33
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
Support
Needed
StepstoAchieve
Step
Estimated
Completion
Date
1
Partnerwith
localMental
HealthBoard
toincrease
access.
(DonOgden)
Createan
ambulatory
detoxprogram
andexpand
residential
services.
Fully
implemented
ambulatory
detoxand
expanded
residential
programs.
June30,
2017
Administration,
MentalHealth
Board
1 MeetwithlocalMentalHealthBoard.August31,
2018
2Securefundingforprogramdevelopmentand
expansion.
October31,
2018
3MeetwithAdministrationtopresent
programplan.
August31,
2018
4 Developandimplementprograms.June30,
2018
2
Develop
gambling
addiction
services
(DonOgden)
Creatingaccess
toservicesfor
thoseinneed
Fully
implemented
servicesfor
gambling
addiction
June30,
2017
Administration,
Gamblers
Anonymous
StateAgencies
1Sitevisitofexistinggamblingtreatment
center.
September
30,2018
2Identifyprogramstandardsforprogram
development.
October31,
2018
3 Securefundingforprogramdevelopment.February28,
2018
4 Implementprogram.June30,
2018
5 Implementmarketingstrategyforservices.September
30,2018
ImplementationPlan–MentalHealth&SubstanceAbuse
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
Support
Needed
StepstoAchieve
Step
Estimated
Completion
Date
3
Identify
and/or
organize
support
groups.
(DonOgden)
Increaseand
supportaccess.
12Support
Groups
September
30,2017
Localsupport
groups,Clergy,
Community
volunteers
1Identifypresentsupportgroupsandperform
gapanalysis.
December
31,2018
2Identifycapacityandresourcestoconduct
additionalsupportgroups.
March31,
2018
3 Provideeducationandtrainingtofacilitators.June30,
2018
4 Implementmarketingstrategyforservices.September
30,2018
4 Develop Increaseaccess Approvaland June30, Administration, 1 Developjobdescriptionforposition. December
34
Emergency
Department
Liaison.
(DonOgden)
tobehavioral
healthservices.
recruitmentof
1.0FTE
2017 ED,Local
Community,
MentalHealth
Board
31,2018
2MeetwithAdministrationtopresentneedfor
FTE.
December
31,2018
3 MeetwithEmergencyDepartmentstaff.March31,
2018
4 Postandrecruitmentfornewposition.June30,
2018
35
CommunityHealthNeed Prevention&Wellness
TrinityHealthPointPerson(s) JoAnnMulrooney,COO
KeithMurdock,DirectorofCommunityRelations
Metric JeffersonCountyaveragenumberofmentallyunhealthydaysreportedinthepast30days(age-adjusted)
2016CHNAMeasure JeffersonCounty:87.4%(2007-2009);OhioStateBenchmark:79.1%(2007-2009)
DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS)
ImplementationPlan–Prevention&Wellness
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
Support
Needed
StepstoAchieve
Step
Estimated
Completion
Date
1
Continue
partnership
withPrime
TimeMealson
Wheels.
(JudyOwings)
Provide
balancedmeals
tothe
community
membersin
need.
56,276mealsDecember
31,2017
Administrati
on,Prime
Time
1 Trackmealsservedquarterly.January31,
2019
2
Workwithstakeholdersonunderstandingif
thereareexistinggapsinMealsonWheels
program.
March31,
2018
3Securefundingforprogramexpansionor
enhancement,ifneeded.
June30,
2018
2
Provide
educationand
evaluatefood
choices
offeredon
Trinity
campuses.
(Bryan
Jenkins)
Helpstaff,
patientsand
visitorsmake
betterchoices
aboutfood.
Over10,000
sessions
December
31,2017
Employee
Health
1
Developorinvestininformationbrochureson
howtoreadfoodlabelsandmakingbetterfood
choices.
March31,
2018
2Evaluatefeasibilityofnutritioncoachingfor
employees.
June30,
2018
3WorkwithFoodServicesonproviding
nutritionalinformationforeachmealserved.
June30,
2018
4WorkwithFoodServicestoevaluatehealthier
cafeteriaoptionsforstaff,patientandvisitors.
June30,
2018
5
Evaluatevendingmachineoptionsthroughout
facilitiesandworkwithsupplieronstockingwith
healthieroptions.
September
30,2018
ImplementationPlan–Prevention&Wellness
# Action Anticipated Metric(s) Action Stakeholder Step
36
(owner) Impactof
Action
Timeline
(provide
date)
Support
Needed
StepstoAchieve
Estimated
Completion
Date
3
Evaluate
partnership
withlocal
Farmer's
Market.
(JudyOwings)
Supportlocal
businessesthat
providehealthy
foodoptionsto
community.
Improvemetric
"limitedaccess
tohealthy
foods"
December
31,2017
TrinityLeader,
LocalFarmer's
Market
Organizer/
Contact
1ContactLocalFarmer'sMarketorganizerto
evaluateopportunitiestoworktogether.
March31,
2018
2Securefundingforprogramdevelopment,if
needed.
September
30,2018
3
Jointlydevelopprogramsthataddressbetter
eatinghabits,nutritionandimpactonlong-
termhealth.
December
31,2018
4Promotepartnership/coordinationeffortson
TrinityHealth'sFacebookPage.
December
31,2018
4
Provide
educationand
nutrition
counseling.
(YMCA/Trinity)
Improve
nutrition
educationand
foodchoices.
12ProgramsDecember
31,2017Trinity,YMCA
1Inventorycurrentnutritionprogramsinthe
community.
March31,
2018
2
Gatherstakeholdersofprogramstodiscuss
coordinatingeffortsoncommunityeducation
directedatnutrition.
June30,
2018
3Develop2co-sponsoredprogramstargeted
atnutritioneducation.
September
30,2018
4Promotepartnership/coordinationeffortson
TrinityHealth'sFacebookPage.
December
31,2018
37
CommunityHealthNeed Prevention&Lifestyle-Smoking
TrinityHealthPointPerson(s) JoAnnMulrooney,COO
KeithMurdock,DirectorofCommunityRelations
Metric PercentofJeffersonCountyrespondentsage18+whoreportsmokingcigarettesallorsomedays
2016CHNAMeasure JeffersonCounty:28.5%(2005-2011);OhioStateBenchmark:21.7%(2005-2011)
DataSource CDC,BehavioralRiskFactorSurveillanceSystem(BRFSS);alsoreportedviaCountyHealthRankings
ImplementationPlan–Prevention&Lifestyle-Smoking
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
SupportNeeded
StepstoAchieve
Step
Estimated
Completion
Date
1
Continue
sponsorship
ofFreedom
from
Smoking
program.
(Stacie
Straughn)
Reducetherate
ofsmokingin
thecommunity.
Increasethe#
ofparticipants
intheprogram
by10%.
December
31,2017Trinity
1Evaluatecurrentmarketingeffortsof
FreedomfromSmokingProgram.
March31,
2018
2
Exploregrantfundingorsponsorshipto
subsidizetheprograminanefforttoincrease
participation.
June30,
2018
3
Reachouttoemployerpartnersthrough
OccupationalMedicineprogramtoexpand
FreedomfromSmokingprogram.
September
30,2018
4
Developmarketingstrategytoincrease
participation(utilizesocialmedia,email
blasts,print,etc.).
December
31,2018
5
Developmarketingstrategytoincrease
participation(utilizesocialmedia,email
blasts,print,etc.).
March31,
2018
2
Developorre-engineerexistingprogramsto
targetpopulationwithknownsmoking
status.
June30,
2018
ImplementationPlan–Prevention&Lifestyle-Smoking
#Action
(owner)
Anticipated
ImpactofMetric(s)
Action
Timeline
Stakeholder
SupportNeeded
StepstoAchieve
Step
Estimated
38
Action (provide
date)
Completion
Date
2
Evaluate
partnership
opportunities
withother
community
organizations
thathave
smoking
cessation
programs.
(Stacie
Straughn)
Improve
coordinationof
effortsto
improve
community
health.
#ofjointly
hosted
programs;
increase
participation
by10%
December
31,2017
TrinityAmerican
Lung
Association
1Inventoryothersmokingcessationsprograms
inthecommunity.
March31,
2018
2
Hoststakeholderdiscussiononwaysto
improvethecoordinationofsmoking
cessationprograms.
June30,
2018
3Explorejointgrantfundingtosubsidize
programs.
September
30,2018
4Developandimplementjointsmoking
cessationprograms.
December
31,2018
5
Developmarketingstrategytoincrease
participation(utilizesocialmedia,email
blasts,print,etc.).
March31,
2018
3
Workwith
internal
stakeholders
tocoordinate
effortson
smoking
cessation.
(Stacie
Straughn)
Targetsmoking
cessationefforts
ondischarged
patientswith
knownsmoking
status.
Reducerateof
smokingin
patient
populationby
10%
December
31,2017Trinity
1
Conductinternalstakeholdermeetingto
explorecoordinationofsmokingcessation
efforts.
March31,
2018
2
Developorre-engineerexistingprogramsto
targetpopulationwithknownsmoking
status.
June30,
2018
39
CommunityHealthNeed Prevention&Lifestyle–LackofExercise
TrinityHealthPointPerson(s) JoAnnMulrooney,COO
KeithMurdock,DirectorofCommunityRelations
Metric PercentofJeffersonCountyadultpopulationthatduringthepastmonthdidnotparticipateinanyphysicalactivityorexercise
2016CHNAMeasure JeffersonCounty:33.3%(2008-2010);OhioStateBenchmark:26.2%(2008-2010)
DataSource CDC,NationalCenterforChronicDiseasePreventionandHealthPromotion;alsoreportedviaCountyHealthRankings
ImplementationPlan
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
Support
Needed
StepstoAchieve
Step
Estimated
Completion
Date
1
Evaluateexercise
classfornew
moms(post-
partum).
(YvonneRozman)
Increase
physical
activity
optionsfor
newmoms.
300participantsDecember
31,2017
Trinity,YMCA,
BirthCenter
1 Developprogramwithstakeholders.March31,
2018
2IdentifyspaceandInstructor(s)forexercise
class.
March31,
2018
3CoordinatemarketingeffortswithYMCAand
BirthCenter.
June30,
2018
2
Continue
sponsorshipof
P3program.
(JustinBaker,
DO)
Improve
physical
fitnessof
program
enrollees.
Pre-andpost-
bloodwork
results;
Enrollment
December
31,2017Trinity,YMCA
1 Evaluatecurrentprogramenrollment.March31,
2018
2
Trackpre-andpost-programbloodwork
resultsofpastenrolleestoestablishbaseline
goalsofenrolleesgoingforward.
June30,
2018
3Evaluategrant/fundingoptionstosubsidize
programparticipation.
September
30,2018
4Developmarketingplantoincrease
enrollment
December
31,2018
3
Providegeneral
physicalfitness
education.(Justin
Baker,DO)
Emphasize
importance
ofphysical
fitnessto
community.
#ofarticles;#
ofFacebook
posts/week;#
ofeducation
classes
December
31,2016Trinity,YMCA
1Inventorycurrentmediaeffortsto
community.
March31,
2018
2Developcampaignthatfocusesonphysical
fitness.
June30,
2018
3
Executecoordinatedmarketingeffortsusing
themostappropriatechannels(socialmedia,
print,email,etc.)toeducatethecommunity.
September
30,2018
COMMUNITYHEALTHNEED AccesstoPrimaryCare
TrinityHealthPointPerson(s) SteveBrown,VP,MSO
40
Metric#1 JeffersonCountyoverallcancerdeathrate(per100,000age-adjusted)
2016CHNAMeasure JeffersonCounty:188.4(2010age-adjusted);OhioStateBenchmark:187.3(2010age-adjusted)
DataSource OhioDepartmentofHealth,DeathStatistics
Metric#2 JeffersonCountyinvasivecancerincidencerate(per100,000age-adjusted)
2016CHNAMeasure JeffersonCounty:539.8(2008age-adjusted);OhioStateBenchmark:465.1(2008age-adjusted)*
DataSource OhioCancerIncidenceSurveillanceSystem(OCISSHS)
ImplementationPlan–AccesstoPrimaryCare
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
SupportNeeded
StepstoAchieve
Step
Estimated
Completion
Date
1
Continueto
recruitPCPs
andAPC
primarycare
providers.
(SteveBrown)
Betteraccessto
PCPs
Primarycare
visits
December
31,2017
Physician
contacts,
Inbound
Marketing
1
PhysicianandAPCrecruitment:in2016and
YTD2017,wehaveaddedthreePrimaryCare
Physicians(Orlang,Tranto,Beetham)and
fourAPC(AdvancedPractitioners)primary
careproviders.
December
2018
2
Incalendaryear2017(annualized)wehave
increasedPrimaryCareVisitsby9,957or12%
(98,295in2017versus83,342in2016.
December
2018
3
ContinuetorecruitPrimaryCarephysicians
andprimaryCareAPCs.WithInbound
Marketing,SocialMedia,andother
conventionaltoolsweareattractingmore
candidates.
December
2018
4
Inadditiontoincreasingvisits,weare
expandingouroutreachtoareaslikeEast
LiverpoolandCadiz,expandingouroutreach.
December
2018
5Planninganotherexpansiontothesouthof
Steubenville,towardsMingoandBrilliant.
December
2018
ImplementationPlan–AccesstoPrimaryCare
#Action
(owner)
Anticipated
Impactof
Action
Metric(s)
Action
Timeline
(provide
date)
Stakeholder
SupportNeeded
StepstoAchieve
Step
Estimated
Completion
Date
41
2
Continue
partnership
withUPMC.
(SteveBrown)
Provide
physiciansin
Steubenville.
NewprovidersDecember
31,2017Trinity,UPMC 1
WorkingwithUPMCtoidentifythirdyear
residentsinterestedintheeasternOhio
region.UPMCisthethirdlargestmedical
trainingfacilityinthecountry.
December
2018
3
Increase
numberof
ExpressClinics.
(SteveBrown)
Expandmarket
outreach
Opennew
pointsof
access
December
2017
TrinityHealth
System
1
OpenExpressClinicinCadiz,Ohio,and
provideoutpatientcare.Planningiscomplete
fortheopeningofaprimarycarefacilityin
CadizbyDecember2017,thecenterwill
includeaprimarycarephysicianandan
ExpressClinic(sameday,walk-inclinic).
December
2018
2
ContinueexpansionofCalcuttaOhioExpress
Clinic.In2016weopenedanExpressClinicin
Calcuttaandhaveseensteadygrowthto
wherewenowserveanaverageof25
patientsperday,sevendaysperweek.
December
2018
3
In2015weopenedanExpressClinicin
TorontoOhio.Sinceopening,wehaveseen
steadyutilizationtowhereweknowservean
averageof25patientsperdaysevendaysa
week.
December
2018
4
Planninghasjustbegunforapotential
ExpressClinic/PrimaryCarefacilityineither
MingoorBrilliantOhio.Planisfora2018
opening.
December
2018
ImplementationPlan–AccesstoPrimaryCare
#Action
(owner)
Anticipated
ImpactofActionMetric(s)
Action
Timeline
(provide
date)
Stakeholder
SupportNeeded
StepstoAchieve
Step
Estimated
Completion
Date
42
4
Forma
PrimaryCare
Strategic
Planning
Taskforceof
physiciansand
APCs.Touse
providersto
developnew
strategiesand
improved
patientquality
access.
(SteveBrown)
Engage
providersinthe
developmentof
ourPrimaryCare
initiatives,
empowerthem
toimprove
access,quality,
andpatient
satisfaction.
Improveaccess
(visits),
improvedPQRS
scores(quality
metrics),and
improved
Patient
Satisfaction
Surveys.
December
2017
Trinity
Physiciansand
PrimaryCare
APCs
1
TheTaskforcewasformedinDecember2016
andmeetsevery6weekstodiscuss,access,
quality,patientsatisfaction,acceptingnew
patients,efficiencies,careprotocols(dealing
withopioids,behavioralhealth,pain
medication,chronicdiseases,patientwait
times,no-showrates,usingourspecialists,
howtobestleverageanAPCforoptimal
productivity,integratingwithandusingthe
ExpressClinics,andahostofotherrelevant
issues.Wewillcontinuetousethetaskforce
toidentifyopportunitiesandchallengesto
improvingprimarycareaccessandqualityfor
thepeopleofourregion.
December
2018
*Thefollowingcancerincidenceratesalsoexceedstatebenchmark(JeffersonCounty/OhioState):Breast(122.5/121/9,Colon(67/52.9,Lung(88.1/75)