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Providence Alaska Medical Center
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Part V, Section B, Line 5: PAMC conducts the CHNA in collaboration with a diverse stakeholder group of community partners in order to identify and address the most significant community health need priorities in Anchorage. Representatives from each of the partner organizations comprised the Anchorage CHNA Advisory Group, which directed the assessment process from its inception to completion. These organizations were chosen due to the fact that they serve and represent the broadests interests of the community of Anchorage.The persons consulted in conducting the CHNA to ensure broad community representation and process integrity were:-Lisa Aquino, Catholic Social Services-Michele Brown, United Way-Kathleen Hollis, Providence Health and Services Alaska-Nathan Johnson, Providence Health and Services Alaska-Tari O'Connor, Municipality of Anchorage Public Health-Randi Sweet, United Way-Charles J. Utermohle, Ph.D., State of Alaska Division of Public Health-Jon Zasada, Anchorage Neighborhood Health Center
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 5: Over 70 representatives from various agencies participated. 170 invitations were sent out to community leaders and organization representatives. A complete list of those participating is available in the Community Health Needs Assessment.
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Providence St. Peter Hospital
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Part V, Section B, Line 5: A workgroup was convened to review the content of the community health needs assessment, community benefit plan and identify priority health needs. Workgroup members represented a variety of sectors in our community, including organizations that serve the medically underserved, low-income, or minority populations in our community:-Peter Brennan, Executive Director Providence St. Peter Foundation-Kevin Haughton, MD, United Way, Thurston Thrives, PMG -Dan Keahey, Community Board Member-Allen Rohr, Community Board President-Mercy Mvundura, Board Member, Providence Centralia Foundation-Leslie Torve, Community Board Member-Daidre West, Community Board President-Paul Wilkinson, Chief Operating Officer, PSPHOther partners in the CHIP Committee and Community Assessment Participants included various community based organizations that represent medically underserved, low-income and minority populations:-Lewis County Public Health and Social Services-United Way of Lewis County-Valley View Health Centers-Child and Family Studies at Centralia College-CHOICE regional health network-Lewis County Juvenile Court-Morton Hospital-Lewis County CHIP core partners-Lewis County Community Health Partnership-Lewis County Mental Health Coalition-Lewis County Thrives-Love INC-Lewis County Board of Health-Lewis County Chamber of Commerce-Lewis County Community Development-Community members at large in Pe El and Onalaska
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Providence Regional Med. Ctr. Colby
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Part V, Section B, Line 5: The Providence Mission Committee of the Board, which has broad representation from the community, provides guidance to the CHNA work group as the assessment is developed. Providence is also an active participant in community partnerships in order to create healthier communities together. One such partnership, the Snohomish County Public Health Advisory Council, presented data and obtained input from the community through various venues including a public forum, media releases, posting on the Snohomish Health District web page and distribution through community leaders. Other noteworthy partnerships that enabled Providence to obtain information and input to help inform the community needs assessment include:Providence Regional Medical Center Everett CHNA Work Group (Senior Leadership Team)Providence Mission Committee of the BoardSnohomish County Health Leadership CoalitionSnohomish County Public Health Advisory CouncilSnohomish County Health Policy Group
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Providence Regional Med. Ctr. Pacific
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Part V, Section B, Line 5: The Providence Mission Committee of the Board, which has broad representation from the community, provides guidance to the CHNA work group as the assessment is developed. Providence is also an active participant in community partnerships in order to create healthier communities together. One such partnership, the Snohomish County Public Health Advisory Council, presented data and obtained input from the community through various venues including a public forum, media releases, posting on the Snohomish Health District web page and distribution through community leaders. Other noteworthy partnerships that enabled Providence to obtain information and input to help inform the community needs assessment include:Providence Regional Medical Center Everett CHNA Work Group (Senior Leadership Team)Providence Mission Committee of the BoardSnohomish County Health Leadership CoalitionSnohomish County Public Health Advisory CouncilSnohomish County Health Policy Group
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Providence Holy Family Hospital
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Part V, Section B, Line 5: Over 70 representatives from various agencies participated. 170 invitations were sent out to community leaders and organization representatives. A complete list of those participating is available in the Community Health Needs Assessment.
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Providence Centralia Hospital
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Part V, Section B, Line 5: A workgroup was convened to review the content of the community health needs assessment, community benefit plan and identify priority health needs. Workgroup members represented a variety of sectors in our community, including organizations that serve the medically underserved, low-income, or minority populations in our community:-Peter Brennan, Executive Director Providence St. Peter Foundation-Kevin Haughton, MD, United Way, Thurston Thrives, PMG-Dan Keahey, Community Board Member-Allen Rohr, Community Board President-Mercy Mvundura, Board Member, Providence Centralia Foundation-Leslie Torve, Community Board Member-Daidre West, Community Board President-Paul Wilkinson, Chief Operating Officer, PSPHOther partners in the CHIP Committee and Community Assessment Participants included various community based organizations that represent medically underserved, low-income and minority populations:-Lewis County Public Health and Social Services-United Way of Lewis County-Valley View Health Centers-Child and Family Studies at Centralia College-CHOICE regional health network-Lewis County Juvenile Court-Morton Hospital-Lewis County CHIP core partners-Lewis County Community Health Partnership-Lewis County Mental Health Coalition-Lewis County Thrives-Love INC-Lewis County Board of Health-Lewis County Chamber of Commerce-Lewis County Community Development-Community members at large in Pe El and Onalaska
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Providence St. Mary Medical Center
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Part V, Section B, Line 5: PSMMC participated in a community health needs assessment coalition in 2014 sponsored by Walla Walla County Public Health (Community Health) which included input from stakeholders representing children's and youth services, substance abuse counseling groups, school district officials, health care agencies, local government, and various other social services agencies, including Catholic Charities. This coalition met four times to conduct a SWOT analysis of the healthiness of the community and to prioritize key areas of concern. In addition, data was reviewed from separate interviews conducted by Public Health staff with key informants representing services to vulnerable populations, including:Aging and Long Term Care, Blue Mountain Heart 2 Heart, Children's Resilience Initiative, Commitment to Community, Family Medical Center (federally funded health clinic), the Housing Authority, Snake River Housing (Broetje Orchards), Trilogy Recovery Community, SOS Clinic, Walla Walla Council on Homelessness, Walla Walla County Mental Health, and the Russian community. Information was also reviewed from a survey sent out to the community in 2013 by Public Health on health behaviors and lifestyles. This survey had a response from 742 citizens with representation from City of Walla Walla 69.8%, College Place 17.2%, and other areas of the county 13%.PSMMC representatives also participated in a similar, but smaller start-up coalition in Umatilla County representing the residents of Milton-Freewater, Oregon identified within our hospital service area.
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 5: Survey to community members placed in local newspapers. Over 55 representatives from various agencies participated. A complete list of those participating is available in the Community Health Needs Assessment.
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Providence St. Joseph's Hospital
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Part V, Section B, Line 5: Survey to community members placed in local newspapers. Over 55 representatives from various agencies participated. A complete list of those participating is available in the Community Health Needs Assessment.
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Providence Kodiak Is. Medical Center
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Part V, Section B, Line 5: PKIMC conducts the CHNA in collaboration with a diverse stakeholder group of community partners in order to identify and address the most significant community health need priorities in Kodiak. Representatives from each of the partner organizations comprised the Kodiak CHNA Advisory Group, which directed the assessment process from its inception to completion. These organizations were chosen due to the fact that they serve and represent the broadests interests of the community of Kodiak.The persons consulted in conducting the CHNA to ensure broad community representation and process integrity were:-Donald Rush, CEO, Providence Kodiak Island Medical Center-Bud Cassidy, Manager, Kodiak Island Borough-Carol Juergens, MD, Owner, Kodiak Island Medical Associates-Elsa DeHart, RN, Director, State of Alaska Kodiak Public Health Center-JC Rathje, Executive Director, Kodiak Community Health Center-Julie A. Tierney, Clinic Supervisor, U.S. Coast Guard Rockmore-King Medical Clinic-Mary Guilas Hawver, Director, Providence Kodiak Island Counseling Center (PKICC) and President, Filipino American Association-Pat Branson, Executive Director, Senior Citizens of Kodiak-Stewart McDonald, Superintendent, Kodiak Island Borough School District-Tammy Hansen, Vice President of Health Services, Kodiak Area Native Association-TC Kamai, Kodiak Chief of Police, City of Kodiak
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Providence Seward Medical & Care Center
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Part V, Section B, Line 5: The CHNA Advisory committee was formed by Leadership at PSMCC. The committee was tasked with completing key objectives outlined by the IRS CHNA requirements, including the identification of health issues and prioritized health needs within the community. These partners were selected to ensure the assessment process was guided by community stakeholders that represent the broad interests of the community. As such, the partners represented the public health perspective and the interests of members of medically underserved, low-income, and minority populations, or individuals. The committee consisted of the following members:-Dave Paperman, Lead Department of Residence Life (Alaska's Institute of Technology (AVTEC))-Gertrude (Trudy) Valenza, Tobacco Prevention and Control Program (TPC) Coordinator (Chugachmiut)-Kris Erchinger, MPA, CGFM, Finance Director (City of Seward)-Sarah Spanos, Personnel Officer (City of Seward)-Lois Daubney, RN, BSN (Public Health)-Joe Fong, Administrator (Providence Seward Medical & Care Center)-Doug Capra, Chair and member of the Providence Region Community Ministry Board (Providence Seward Health Advisory Council)-John (Craig) Williamson, EdD, Licensed Alaska Psychologist (Providence Seward Health Advisory Council)-Joe Forscher, MS LPC, Behavioral Health Director (SeaView Community Services)-Patrick Linton, Executive Director (Seward Community Health Center (SCHC))-Maya Moriarty, Manager/Owner (Seward Family Dentistry (Dr. Michael P. Moriarty, P.C.))-Martha Fleming, Counselor/Teacher (Seward High School)-Karen Sturdy, Director (Seward Parks and Recreation Department and Seward Parking Operation)-Katie Cornwell, Seward Prevention Coalition Coordinator (Seward Prevention Coalition)-Dana Paperman, Executive Director (Seward Senior Center)-Jim Doepken, Pastor (United Methodist Churches of Seward and Moose Pass)
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Providence Valdez Medical Center
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Part V, Section B, Line 5: CHNA Advisory Committee was tasked with completing key objectives outlined by the IRS CHNA requirements, including the identification of health issues and prioritized health needs within the community. The committee consisted of the following members:-Barbara Bigelow, Chief Administrative Officer, Providence Valdez Medical Center.-Joshua Buffington, Administrative Coordinator, Valdez Fisheries Development Association, Inc.-John Cullen, MD, General Partner, Valdez Medical Clinic.-Dave Dengel, CEO, Copper Valley Telecom.-Pauline Doucet, Assistant Administrator-Director of Clinical Services, PVMC.-Marianne Freebury, PVMC Health Advisory Council Member.-Joan Heikens, BSN. Care Coordinator, Valdez Senior Center and PVMC Health Advisory Council Member.-Valencia (Val) Hiebert.-Ruth E. Knight, Teacher- Valdez City Schools.-Nancy Lethcoe.-Jeremy O'Neil, CFO - PVMC.-Cindy Rymer, Administration, City of Valdez Public Works Department and PVMC Health Advisory Council Member.-Pam Shirrell, Registered Nurse.-Todd Wegner, Assistant City Manager - City of Valdez.-Tina Fifarek.-Hope Finley, Sound Wellness Alliance Network (SWAN) Coordinator - PVMC.-Jenny Heckathorn, Biology/PE/Health Teacher, Valdez High School.-Sarah Histand, Health & Fitness Center Coordinator, Prince William Sound Community College (PWSCC).-Joe Kuchin, Valdez Operations Business Strategy Manager, Alyeska Pipeline Service Co.-Sara Pullen, Public Health Nurse, State Division of Public Health.-Mo Radotich, Director of Ancillary Services, PVMC.-Captain Darryl P. Verfaillie, USCG (Ret), Director, City of Valdez Parks, Recreation & Cultural Services Department.
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 6a: Providence Holy Family Hospital
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Providence St. Peter Hospital
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Part V, Section B, Line 6a: Providence Centralia Hospital
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Providence Holy Family Hospital
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Part V, Section B, Line 6a: Providence Sacred Heart Medical Center
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Providence Centralia Hospital
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Part V, Section B, Line 6a: Providence St. Peter Hospital
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 6a: Providence St. Joseph Hospital
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Providence St. Joseph's Hospital
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Part V, Section B, Line 6a: Providence Mount Carmel Hospital
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Providence Alaska Medical Center
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Part V, Section B, Line 6b: The CHNA for Providence Alaska Medical Center was prepared in collaboration with United Way of Anchorage, Municipality of Anchorage, Anchorage Neighborhood Health Center, and Catholic Social Services.
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Providence Alaska Medical Center
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Part V, Section B, Line 7d: Although the facility completed the CHNA, as required, before December 31, 2015 and that CHNA was available for public inspection in paper form at the various facilities, the CHNA was inadvertently not posted to the facility websites in a timely manner. This omission was discovered during the first quarter of 2016.The CHNA was posted to the facility websites during February, 2016.An internal system of checks and balances has been established between Community Benefit staff and the on-site web staff to insure that this situation will not occur in the future.
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Providence Seward Medical & Care Center
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Part V, Section B, Line 7d: Although the facility completed the CHNA, as required, before December 31, 2015 and that CHNA was available for public inspection in paper form at the various facilities, the CHNA was inadvertently not posted to the facility websites in a timely manner. This omission was discovered during the first quarter of 2016.The CHNA was posted to the facility websites during March, 2016.
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Providence Alaska Medical Center
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Part V, Section B, Line 11: PAMC developed Anchorage Community Health Improvement Plan in response to the needs identified in the 2015 CHNA. The development process included input from Providence caregivers, community partners and the Providence Health and Services Alaska Community Ministry Board. Great attention has been paid to establishing meaningful measures by which we intend to evaluate the impact of our activities and the activities of our partners. In some cases, our efforts have been confounded by the lack of or limited availability of data. The effort to measure our impact will be an ongoing challenge and journey as we seek to improve the health of our community.Prioritized Community Health Needs:-Poverty: Serving the poor and vulnerable is core to Providence's Mission. However, providing the basic food and shelter needs of the community directly is not within the core competencies or services of Providence. To address this issue, Providence collaborates with, and provides community investment funding support to sister agencies and organizations that directly address the causes and impacts of poverty. -Healthy Behaviors: Continue SQORD pilot partnership with the Anchorage School District in an effort to increase physical activity and reduce overweight and obesity amongst school-age children. The Providence SQORD program leverages technology and social connectivity to create fun - a new way to inspire a life-long habit of healthy behaviors. Providence is providing 10,000 Anchorage students with a durable, 3-axis accelerometer called Boosters that convert intensity and duration of activity into points that are tracked online. In the virtual environment, individuals can customize a PowerMe avatar, check their activity tracker, earn medals and rewards by collecting points, join in friendly challenges, and communicate with others. This unique hardware-software platform is designed to make physical activity more interactive and engaging for kids.-Substance abuse: Continue to add ambulatory psychiatric/substance-abuse detoxification services to the Crisis Recovery Center to help address unmet need in the community for detox services. Continue to provide and expand chemical dependency programs to help address the growing need for substance abuse programs in Anchorage and Alaska. Increase remote and out-of-clinic access to care by piloting two tele-health initiatives. Continue providing this necessary community service to address emergent community need for acute psychiatric and substance abuse care, especially as there is no other provider doing so in the Anchorage community.-Access to affordable care: Continue to provide medically necessary health care services to members of the community who are unable to pay for such services. Increase the service capacity in the Senior Clinic to address the health care needs of the aging by addressing the shortage of providers accepting Medicaid and/or Medicare in the community. Continue to provide primary care services at the Alaska Family Medicine Residency on a sliding fee scale to remove cost as a barrier to needed care. Continue support of the Nurse Family Partnership program, providing education and support services to first-time low-income mothers to improve maternal-child outcomes.There was an extensive list of needs and issues identified through this assessment process and the organization is unable to address all of them, but PH&S-WA will support organizations that are working to address these needs through collaboration, partnerships and in some cases through financial support for community based projects and programs.
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 11: Providence Sacred Heart Medical Center & Children's Hospital has developed a community health improvement plan designed to address key health needs identified in the community health assessment. These are:1. Mental health - Respond to mental health needs by addressing substance abuse, dementia, depression, adverse childhood experiences, including child abuse and child welfare, and access to care.2. Dental - Improve access to providers and resources, prevention education and address substance abuse, nutrition and mental health.3. Diabetes - Prevention, education, treatment and access.4. Immunizations - Increase education about the health benefits of immunizations and increase access to immunizations in rural and low income populations.5. Stable housing - Stability of family and home to aid in physical, mental and emotional health and healing.Needs not directly addressed: accelerate to a high-performing economy. Providence Health Care is one of the largest employers in eastern Washington, and in keeping with our commitment to social justice, pays caregivers (all employees) sustainable wages. Providence Health Care has made significant investments in education and training opportunities to promote the development of its workforce and encourage internal recruitment. In these ways, we have an indirect but important positive impact on our local economy. However, this need is not as pressing as the other identified needs to address at this time and by addressing the other we can inadvertently address this need.
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Providence St. Peter Hospital
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Part V, Section B, Line 11: There was an extensive list of needs and issues identified through this assessment process and the organization is unable to address all of them - social determinants of health such as education, housing, and employment.Advanced Care Planning:Advance Care Planning, following the Respecting Choices principle allows us to impact the community and cost of health care in a large scale. We will be partnering with others in the state and across Providence.Childhood Obesity:Diabetes is becoming an epidemic in this country and in our community. Targeting youth allows us to move upstream and teach healthy habits early to ensure good health and wellness for future generations. This also allows for more purposeful partnering with other organizations in our community.Access to Mental Health Services: Mental Health and Chemical Dependency are a challenge for the entire state. Providence currently provides Psychiatric Services, Chemical Dependency outpatient services to adults and adolescents. The Recovery Care Unit will allow us to provide care to patients who are in need medically as they go through withdrawals and provide a much needed resource for the community.
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Providence Regional Med. Ctr. Colby
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Part V, Section B, Line 11: Access (Primary Care): Funding: 1. Patient Services Representatives initiate financial assistance paperwork and care coordinators directly assist qualified patients with obtaining health insurance. 2. Financial Counseling screening prior to first scheduled visit to Providence Medical Group or post Providence Regional Medical Center visit. 3. Support for Project Access Northwest to provide coordination and referral services for uninsured or underinsured. 4. Providence Everett Healthcare Clinic accepts all patients regardless of their ability to pay. Finding: 5. Community forum with providers to revise structure for patients arriving in the emergency department without an assigned primary care provider. 6. In-person Assistors in collaboration with Whatcom Alliance for Healthcare Advancement to assist the community to learn about, apply for, and enroll in health insurance coverage on the Exchange, including Medicaid, subsidized and non-subsidized qualified health plan. 7. Community Health Fairs to educate the community on value of connecting with a primary care provider. Facilitating: 8. Providence Medical Group Pacific Clinic provides primary care services with a primary focus on Medicaid, uninsured and low-income patients. 9. Providence Everett Healthcare Clinic provides primary care services with a primary focus on the uninsured or underserved. 10. Develop medical home model for Providence Everett Health Care Clinic and Providence Medical Group. Prenatal Care (First Trimester): Funding: 1. Support to DSHS participants to attend Birth/Family education. 2. Support to March of Dimes for "39 Weeks" media campaign. Finding: 3. Centering pregnancy program group based prenatal care. 4. Birth and family education classes. 5. Community education on importance of early prenatal care, how to determine signs of pregnancy, and wellness care processes to help prepare and educate women for timely entry into prenatal care before pregnancy. Facilitating: 6. Providence Maternal Fetal Medicine program provides specialized services for evaluation of high risk pregnancies. 7. Providence Obstetrics and Gynecology provides traditional, routine and high-risk obstetrical services to women of all ages with all forms of insurance. Physical Abuse, Obesity, Suicide and Dental Decay are not areas of emphasis and focus for Providence during this cycle due to funding and resource availability. In addition there are other community organizations focusing on these issues. Providence will be an engaged partner with other community led collaborative efforts.
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Providence Regional Med. Ctr. Pacific
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Part V, Section B, Line 11: Access (Primary Care): Funding: 1. Patient Services Representatives initiate financial assistance paperwork and care coordinators directly assist qualified patients with obtaining health insurance. 2. Financial Counseling screening prior to first scheduled visit to Providence Medical Group or post Providence Regional Medical Center visit. 3. Support for Project Access Northwest to provide coordination and referral services for uninsured or underinsured. 4. Providence Everett Healthcare Clinic accepts all patients regardless of their ability to pay. Finding: 5. Community forum with providers to revise structure for patients arriving in the emergency department without an assigned primary care provider. 6. In-person Assistors in collaboration with Whatcom Alliance for Healthcare Advancement to assist the community to learn about, apply for, and enroll in health insurance coverage on the Exchange, including Medicaid, subsidized and non-subsidized qualified health plan. 7. Community Health Fairs to educate the community on value of connecting with a primary care provider. Facilitating: 8. Providence Medical Group Pacific Clinic provides primary care services with a primary focus on Medicaid, uninsured and low-income patients. 9. Providence Everett Healthcare Clinic provides primary care services with a primary focus on the uninsured or underserved. 10. Develop medical home model for Providence Everett Health Care Clinic and Providence Medical Group. Prenatal Care (First Trimester): Funding: 1. Support to DSHS participants to attend Birth/Family education. 2. Support to March of Dimes for "39 Weeks" media campaign. Finding: 3. Centering pregnancy program group based prenatal care. 4. Birth and family education classes. 5. Community education on importance of early prenatal care, how to determine signs of pregnancy, and wellness care processes to help prepare and educate women for timely entry into prenatal care before pregnancy. Facilitating: 6. Providence Maternal Fetal Medicine program provides specialized services for evaluation of high risk pregnancies. 7. Providence Obstetrics and Gynecology provides traditional, routine and high-risk obstetrical services to women of all ages with all forms of insurance. Physical Abuse, Obesity, Suicide and Dental Decay are not areas of emphasis and focus for Providence during this cycle due to funding and resource availability. In addition there are other community organizations focusing on these issues. Providence will be an engaged partner with other community led collaborative efforts.
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Providence Holy Family Hospital
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Part V, Section B, Line 11: Providence Holy Family Hospital has developed a community health improvement plan designed to address key health needs identified in the community health assessment. These are:1. Mental health - Respond to mental health needs by addressing substance abuse, dementia, depression, adverse childhood experiences, including child abuse and child welfare, and access to care.2. Dental - Improve access to providers and resources, prevention education and address substance abuse, nutrition and mental health.3. Diabetes - Prevention, education, treatment and access.4. Immunizations - Increase education about the health benefits of immunizations and increase access to immunizations in rural and low income populations.5. Stable housing - Stability of family and home to aid in physical, mental and emotional health and healing.Needs not directly addressed: accelerate to a high-performing economy. Providence Health Care is one of the largest employers in eastern Washington, and in keeping with our commitment to social justice, pays caregivers (all employees) sustainable wages. Providence Health Care has made significant investments in education and training opportunities to promote the development of its workforce and encourage internal recruitment. In these ways, we have an indirect but important positive impact on our local economy. However, this need is not as pressing as the other identified needs to address at this time and by addressing the other we can inadvertently address this need.
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Providence Centralia Hospital
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Part V, Section B, Line 11: There was an extensive list of needs and issues identified through this assessment process and the organization is unable to address all of them - social determinants of health such as education, housing, and employment.Advanced Care Planning:Advance Care Planning, following the Respecting Choices principle allows us to impact the community and cost of health care in a large scale. We will be partnering with others in the state and across Providence.Childhood Obesity:Diabetes is becoming an epidemic in this country and in our community. Targeting youth allows us to move upstream and teach healthy habits early to ensure good health and wellness for future generations. This also allows for more purposeful partnering with other organizations in our community.Access to Mental Health Services: Mental Health and Chemical Dependency are a challenge for the entire state. Providence currently provides Psychiatric Services, Chemical Dependency outpatient services to adults and adolescents. The Recovery Care Unit will allow us to provide care to patients who are in need medically as they go through withdrawals and provide a much needed resource for the community.
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Providence St. Mary Medical Center
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Part V, Section B, Line 11: Priorities for implementation strategies for 2016-18 have been developed by the Mission Committee as follows in order of priority:1. Explore new collaborative opportunities for youth at risk with the Walla Walla Youth Alliance and Blue Mountain Action Council for the proposed Teen Center and homeless youth shelter in the planning and funding stages (2016-2017). Consider 1x donation towards youth homeless shelter capital funding and subsequent part-time MSW or other clinical services support to their program needs once established for counseling and health education for at-risk youth.2. Provide monetary and non-monetary support to The Health Center at Lincoln School for youth at risk to help maintain the tremendous gains that have been made in on ]time graduation rates and reduction in absenteeism.3. Collaborate with local schools to assist with obesity reduction and promotion of physical activity through healthy lifestyles.4. To improve immunization rates in our community continue to provide an annual free flu vaccination drive but also explore new strategies with Department of Community Health to address other adult or pediatric vaccination needs within the community going forward with the ending of the public health department fs immunization services (2016).The following needs identified in the 2015 community needs assessment were not identified for specific action planning in the 2016-18 PSMMC community benefit plan, but PH&S-WA will support organizations that are working to address these needs through collaboration, partnerships and in some cases through financial support for community based projects and programs:-Homelessness-Mental Health Access in the Community-Better Integration of Mental Health & Substance Abuse Care-Availability of Family Living-Wage Jobs
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 11: Family mental health and chemical dependency:1. Partnership with Regional Support Network and New Alliance to expand resources in Stevens County2. Continue relationships with Rural ResourcesPromoting health behaviors1. Education and tools for physicians around immunizations2. Continue partnership with Rural Resources to address smoking cessation and breast exams3. Continue partnership with Get Fit Colville to address obesity.Poverty and difficult life circumstances1. Continue relationship with Hunger Coalition to bring food banks together for collaborative efforts to end hunger in Stevens County2. Support efforts of Hunger Coalition to obtain 501(c)(3) status and expanded grant opportunities3. Utilize model from Hunger Coalition to see if the model could be expanded to outreach coordinator efforts The following health needs will not be addressed at this time:Facility for whole person: resources in one place - many services are looking to consolidate in Spokane.Employment Opportunities - this continues to be an issue in this region.
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Providence St. Joseph's Hospital
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Part V, Section B, Line 11: Family mental health and chemical dependency:1. Partnership with Regional Support Network and New Alliance to expand resources in Stevens County2. Continue relationships with Rural ResourcesPromoting health behaviors1. Education and tools for physicians around immunizations2. Continue partnership with Rural Resources to address smoking cessation and breast exams3. Continue partnership with Get Fit Colville to address obesity.Poverty and difficult life circumstances1. Continue relationship with Hunger Coalition to bring food banks together for collaborative efforts to end hunger in Stevens County2. Support efforts of Hunger Coalition to obtain 501(c)(3) status and expanded grant opportunities3. Utilize model from Hunger Coalition to see if the model could be expanded to outreach coordinator efforts The following health needs will not be addressed at this time:Facility for whole person: resources in one place - many services are looking to consolidate in Spokane.Employment Opportunities - this continues to be an issue in this region.
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Providence Kodiak Is. Medical Center
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Part V, Section B, Line 11: In July of 2013, members of the CHNA Advisory Committee were asked to rate the health issues identified previously according to three key criteria, including size, seriousness, and ability to impact. The committee individually rating the health issues and the group convened to identify the top priorities. The CHNA Advisory Committee identified the following two priorities:1. Uninsured and Affordability of Care as Barriers to AccessThe lack of health insurance and the affordability of health care were identified by the community as significant barriers to receiving needed health care services. The impact of these barriers is compounded by the high cost of living in an isolated rural Alaskan community. 28% of Kodiak adults are uninsured which is up from 22% in 2010. 25% of respondents said they did not receive needed health care during the last year due to lack of insurance. Addressing the problem of the uninsured and affordability of health care will help address other problems identified in the needs assessment such as low utilization of preventive care and actively managing chronic conditions.2. Substance AbuseSubstance abuse and the cultural acceptance of substance use were identified as problems in the Kodiak community. 23% of respondents admit binge drinking from one to 28 times(s) in the prior 30 days. This is up from 20% in 2008. The numbers below reflects the percentage of respondents that found it acceptable or acceptable sometimes to use the following substances for recreational or non-medicinal use:-77% Alcohol-37% Marijuana-23% Prescription drugs-2% MethamphetaminesSubstance abuse continues to negatively impact the mental and physical health of the community of Kodiak Island.
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Providence Seward Medical & Care Center
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Part V, Section B, Line 11: In October of 2015, members of the CHNA Advisory Committee were asked to rate the health issues identified previously according to three key variables, including: SIZE, SERIOUSNESS, and ABILITY TO IMPACT. The committee convened after individually rating the health issues to come up with the top priorities as a group. Four priorities were identified by the CHNA Advisory Committee:1. Overweight and lack of physical activitySQORD - Providence intends to continue its SQORD pilot partnership with the Seward Elementary School in an effort to increase physical activity and reduce overweight and obesity amongst school-age children. The Providence SQORD program leverages technology and social connectivity to create fun new way to inspire a life-long habit of healthy behaviors. Providence provided 150 Seward elementary school students with durable, 3-axis accelerometers called Boosters that convert intensity and duration of activity into points that are tracked online. In the virtual environment, individuals can customize a PowerMe avatar, check their activity tracker, earn medals and rewards by collecting points, join in friendly challenges, and communicate with others. This unique hardware-software platform is designed to make physical activity more interactive and engaging for kids.2. Poor mental health and lack of access to mental health servicesTele-health - Providence intends to increase remote and out-of-clinic access to care through piloting two tele-health initiatives. If successful, these two tele-health services could be offered in Seward.3. Alcohol and substance useAlcohol and substance abuse has significant health and social impacts both for individuals and the community. Raising awareness of the impacts of substance abuse, addressing the cultural acceptance of alcohol/substance use and providing healthy alternatives for youth can have a substantial impact on the health of the community.4. Low utilization of preventative care (medical and dental)Emergency Department - Providence will monitor ambulatory sensitive conditions use of the Emergency Department and collaborate with Seward Community Health Center in the effort to get people the care they need at the right time and right setting to avoid unnecessary ED utilization.Duke University - Population Care Coordination Program (PCCP) - Providence will convene a population health steering committee, the members of which will participate in the 12 week PCCP. The Population Care Coordination Process provides a framework for each collaborating provider and organization to deliver more effective multilevel care based on population- and patient-centered principles. The community collaboration will involve Seward Community Health Center and PSMCC, as well as members from clinics and hospitals in Kodiak, Valdez and Anchorage.
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Providence Valdez Medical Center
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Part V, Section B, Line 11: Leveraging community assets through collaborative efforts is the most effective and sustainable way to address community problems. Rather than establish isolated initiatives to address community need, PVMC chose strategies that involved collaboration with other key community stakeholders to address needs identified in the Valdez needs assessment.1. Overweight/Lack of Physical ActivityRoughly 2 out of 3 Valdez adults are either overweight or obese. The obesity rate for Valdez adults is over 3% greater than the rate for Alaskan adults as a whole. Being overweight or obese is directly linked to some of the most life-threatening conditions and diseases, such as diabetes, cancer, coronary heart disease, high blood pressure and stroke. This threat to the health and well being of Valdez residents is compounded by Valdez's remoteness and climate. The remote location of Valdez makes fresh healthy foods costly and its rainy northern climate makes outdoor activity more challenging for during the dark and rainy season.2. Availability and Access to Primary Care ServicesImproved availability and access to primary care services were identified by the community as a significant issue. Nearly 50% of the survey respondents identified "Timely access to care in a physician clinic (appointment in a reasonable timeframe)" as one of the top 3 health care needs in Valdez. According to survey respondents and stakeholder interviews, access to primary care in Valdez has been challenged with issues of clinic through-put, maintaining sufficient physician-to-population ratios, physician recruitment and retention, appointments that are 2-3 weeks out and long wait times. Roughly 1 in 10 respondents indicated they use the emergency room as their main source of healthcare.3. Mental Health/Substance AbusePoor mental health and the related issue of substance abuse were identified as problems in the Valdez community. Rainy climates and long dark winters are known to negatively impact mental health and are frequently associated with increased incidence of substance abuse. Roughly 1 in 7 Valdez adults report needing mental health services in the last 12 months. Thesame number of respondents report having felt so sad or hopeless almost every day for two weeks or more in the last 12 months that they stopped doing some usual activities. Roughly 1 in 20 Valdez adults report having thought about committing suicide ('suicide ideation') during the past 12 months. Drug and alcohol abuse are closely associated with mental illnessand health. Roughly 1 in 20 Valdez residents report having engaged in binge drinking within the past 30 days.PVMC's implementation plan includes elements that address all three of the top health priorities identified by the Valdez CHNA advisory group and the CHNA.
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Providence Alaska Medical Center
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence St. Peter Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Regional Med. Ctr. Colby
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Regional Med. Ctr. Pacific
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Holy Family Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Centralia Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence St. Mary Medical Center
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence St. Joseph's Hospital
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Kodiak Is. Medical Center
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Seward Medical & Care Center
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Valdez Medical Center
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Part V, Section B, Line 16i: Brochures and cards are available in all access points at our facilities telling a patient how to gain information and apply. Also our statements provide information on how to apply by making contact with our business office.
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Providence Alaska Medical Center
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence St. Peter Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Regional Med. Ctr. Colby
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Regional Med. Ctr. Pacific
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Holy Family Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Centralia Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence St. Mary Medical Center
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence St. Joseph's Hospital
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Kodiak Is. Medical Center
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Seward Medical & Care Center
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Valdez Medical Center
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Part V, Section B, Line 22d: The hospital uses a sliding scale based on income levels of the federal poverty guidelines based on full billed charges and approves financial assistance based on the scale of the income of the family.
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Providence Alaska Medical Center
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence SHMC & Children's Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence St. Peter Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Regional Med. Ctr. Colby
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Regional Med. Ctr. Pacific
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Holy Family Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Centralia Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence St. Mary Medical Center
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Mt. Carmel Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence St. Joseph's Hospital
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Kodiak Is. Medical Center
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Seward Medical & Care Center
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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Providence Valdez Medical Center
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Part V, Section B, Line 24: For non medically necessary services a patient may be charged full billed charges.
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SCHEDULE H, PART V, Line 8 - Providence St. Peter Hospital
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Although the facility completed the CHNA, as required, in March of 2014 and that CHNA was available for public inspection in paper form at the facility, the community health improvement plan (CHIP) was inadvertently not completed in a timely manner. The facility is in the process of finalizing the CHIP and will make it available on the hospital's website and for public inspection in paper form in the near future.An internal system of checks and balances has been established between the Community Benefit staff and the on-site web staff to insure that this situation will not occur in the future.
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SCHEDULE H, PART V, Line 8 - Providence Centralia Hospital
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Although the facility completed the CHNA, as required, in March of 2014 and that CHNA was available for public inspection in paper form at the facility, the community health improvement plan (CHIP) was inadvertently not completed in a timely manner. The facility is in the process of finalizing the CHIP and will make it available on the hospital's website and for public inspection in paper form in the near future.An internal system of checks and balances has been established between the Community Benefit staff and the on-site web staff to insure that this situation will not occur in the future.
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