Our Commitment to Community Action Plan for Addressing Community Health Needs, 2023-2025 - Prepared pursuant to section 501(r) of the Internal ...
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Our Commitment to Community
Action Plan for Addressing Community
Health Needs, 2023-2025
Prepared pursuant to section 501(r) of the Internal Revenue Code
1111507 rev1222 1
Table of Contents
Introduction ................................................................................................................................ 3
Executive Summary ................................................................................................................... 3
Figure 1: Olmsted County Top 3 Community Health Priorities ............................................... 4
OMC’s Commitment ................................................................................................................... 4
Mental Health ........................................................................................................................ 4
Drug Use............................................................................................................................... 5
Access to Care...................................................................................................................... 6
Population Health .................................................................................................................. 7
Program Goals ...................................................................................................................... 7
Description of Olmsted Medical Center ...................................................................................... 9
Table 1: OMC Medical and Surgical Services ....................................................................... 9
Description of the Community .................................................................................................... 10
Figure 3: Map of Olmsted Medical Center’s Primary Service Area ........................................ 10
Table 2: Race and Hispanic Origin of Olmsted County Residents ......................................... 10
Table 3: Age Distribution of Olmsted County Residents ........................................................ 10
Overview of Healthcare Resources and Providers in Olmsted County ....................................... 11
Methods ..................................................................................................................................... 13
Table 4: Olmsted Medical Center Representatives................................................................ 13
Overview of Olmsted County CHNA Process ............................................................................. 13
Acknowledgements .................................................................................................................... 13
Appendix 1: Membership of the CHNA Core Group and Workgroups ........................................ 14
Exhibits
Community Health Assessment and Planning
2022 Community Health Needs Assessment (CHNA)
1111507 rev1222 2
Introduction Under the provisions of the Affordable Care Act of 2010, Olmsted Medical Center is required to conduct a formal community health needs assessment every three years. The assessment is to include identification of the most pressing healthcare issues in the community, implementation of programs to address these issues, and documentation of progress towards meeting the needs on the annual Form 990 report. Olmsted Medical Center has completed its assessment and implementation strategy for 2023-2025, and this document provides the details of the process and plan. Executive Summary To arrive at a true community-based health needs assessment, Olmsted Medical Center (OMC) collaborated with Olmsted County Public Health Services (OCPHS) and Mayo Clinic Rochester. These organizations have a long history of cooperation and collaboration with each other as well as with other community partners in addressing local health issues. In early 2012, the three organizations agreed to work together for the first joint health needs assessment, and again in 2016, 2019, and 2022, collaborated on the community health needs assessment (CHNA). The collaborative is referred to as the Olmsted County CHNA Core Group (membership can be viewed in Appendix 1). The work involved a recommitment to our agreement of the meaning of a community health needs assessment and the requirements of the Affordable Care Act as interpreted through Internal Revenue Service regulations as well as a review of what was learned from the 2014-2016, 2017- 2019, and 2020-2022 collaborative CHNA effort. The collaborative also assessed and reviewed the Minnesota Department of Health’s requirements for county health departments to conduct health needs assessments every five years. The collaborative CHNA framework is based on the County Health Rankings format where health indicators are categorized into two broad sections – health outcomes and health factors. Use of this consistent format serves as a snapshot of an issue as well as summarized the relevance of the indicator, the current community perception, key work being done (or gaps in the community) regarding the issue, and the areas for greatest opportunity. A systematic process of identifying local health issues was conducted to populate the framework. This process included reviewing 2020-2022 CHNA issues by the CHNA Core Group; CHNA Data Subgroup members; and Community Health Improvement Plan (CHIP) workgroup members; and analyzing results from a new community health needs survey conducted by the CHNA collaborative. The 2022 CHNA Survey was a community survey conducted to gain information on current, local health behaviors and beliefs. While the community survey provided key information for a large segment of the population, the findings did not tell the full story of the community’s health concerns. The CHNA Core Group and the Data Subgroup analyzed survey data and developed a list of the most pressing health issues. Community listening sessions within healthcare, community organizations, neighborhood groups, minority populations, and the general public were also held to obtain perspectives of a broad representation of the community. Additionally, the group followed up with select communities and populations for better information. Olmsted County Public Health along with Olmsted Medical Center, Mayo Clinic, and other community agency groups conducted a prioritization process which resulted in naming the top three community health needs: mental health, drug use, and access to care. 1111507 rev1222 3
Figure 1: Olmsted County Top 3 Community Health Priorities OMC’s Commitment OMC remains committed to working with the CHNA Core Group and its collaborating partners to develop and implement a community health improvement plan. The CHNA Core Group will continue to coordinate the efforts of all involved health providers and agencies in their work on the three major community health priorities as determined by the health needs assessment. A key goal will be to integrate mental health, medical care, and social services for those particularly needy individuals who have multiple chronic medical and mental health problems and who are frequent and high-cost visitors to emergency departments, hospitals, and clinics. OMC's Community Health Needs Assessment efforts are supported by OMC’s Population Health Council as well as clinicians, nurses, dietitians, and administrators who are committed to continuing engagement with our staff in the various community-led efforts through CHNA and CHIP. In addition, this steering group has developed an action plan specific to our patient base to address these and other priorities. While financial stress is an issue beyond the scope of OMC's mission and resources, OMC has established some goals for this issue and intends to participate in any community-wide efforts to address this most difficult issue. For all the goals that follow, the specific needs of OMC patients, feasibility and potential impact of the plans, financial implications, and opportunities to work with community organizations will continue to be evaluated. These goals have been recommended by the OMC Population Health Council as part of OMC’s Commitment to Community, approved by OMC’s management team, and then presented to the Olmsted Medical Center Board of Trustees for formal adoption. The goals and plans will continue to be reviewed and adjusted according to changes in the environment and any emerging issues. Following are goals that OMC is adopting for 2023-2025, beginning with the top three high priority community health needs areas: Mental Health: Mental health includes emotional, psychological, and social well-being. It is important to community health as it is essential to personal well-being, family and interpersonal relationships, and the ability to contribute to the community. Mental health is a common cause of disability and can influence the onset, progression, and outcome of other illnesses. It often correlates with health risk behaviors and contributes to high economic costs for individuals, their families, schools, workplaces, and communities. 1111507 rev1222 4
Mental health can be impacted by a number of factors including access to care, family history of mental health, lack of social support, family, community dynamics, lack of coping, resiliency, mindfulness skills, adverse childhood experiences, and stereotypes and prejudice associated with mental health issues. Olmsted County has a higher proportion of adults reporting depression (25%) than both Minnesota and the United States (20%). Disparities in the number of adults reporting any mental health issues exist among adults with a disability, unmarried adults, and non-heterosexual adults. The OMC mental health team believes that access to mental health services, particularly early diagnosis and treatment, is critical in addressing mental health issues among the community. Because of the great demand for mental health services and the limited number of psychiatry and psychology clinicians, primary care clinicians are generally the first clinicians to see and recognize patients with mental health problems. There continues to be a need for primary care clinicians to be prepared to diagnose and treat those patients that can be managed in the primary care setting. OMC will continue to explore expanding the role and availability of advanced practice clinicians within Psychiatry and Psychology to improve access, education, and support for primary care departments. The Psychiatry and Psychology teams will provide noon sessions to train and advise Primary Care Physicians on handling depression and other mental health issues while managing primary care of patients. Education for staff is an important focus for OMC, particularly in the areas of anxiety disorders, de- escalation, and suicidal ideation, and mitigation of these issues. Nursing staff in specialty care were assigned suicide risk and crisis intervention training. Staff were given access to training courses: “Mental Health - Doing the Right Thing,” Mental Health Assessment, “Mental Health - Stress Less.” “Mental Health Safety & RAP (Recognize, Act, Plan)” presentation by OMC Psych department was held during the 2021 Nurses Week. Staff were assigned De-escalation training each year from 2020-2022, Psychiatry/Psychology provide quarterly online education sessions for all clinical staff and Clinical Social Services (CSS) has presented to OB/GYN and BirthCenter department meetings annually. The Psychiatry & Psychology department has developed and completed a suicide assessment process using the Columbia-Suicide Severity Rating Scale and SAFE-T tools. A demonstration was provided to the Emergency department clinicians and staff on how the assessment tools work. This department will continue its work using the Columbia screening scale and by developing comprehensive procedures for working with patients with suicide ideation. CSS completes GAD-7 and PHQ-9 screenings with patients at least every 6 months. Patients that screen positive for generalized anxiety disorders are provided with therapeutic exercises that help decrease anxiety and help promote relaxation. To improve on the accuracy of PHQ-9 screenings, patients will be allowed to complete these screenings using tablets. Drug Use: For this assessment, drug use is defined as individuals identified either by self-report or consequences of use of a drug for non-medical purposes. Drug use is important to community health as it has a major impact on individuals, families, and communities. The effects of drug use are cumulative, significantly contributing to costly social, physical, mental, and public health problems. These problems include teenage pregnancy, sexually transmitted infections, domestic violence, child abuse, motor vehicle crashes, physical fights, crime, homicide, and suicide. In addition to continued work with the Medication-Assisted Treatment (MAT) clinic, screening patients for substance misuse at clinic and hospital visits, providing education to patients about the impacts of substance use, and sharing information and resources to provide continuity of care to prevent overdoses, OMC will establish a controlled substance care team to review controlled substance prescribing practices and ensure safe patient care. 1111507 rev1222 5
OMC will also focus on the effects of drug use on mothers and their newborn children. The OMC team will keep neonates that are in withdrawal at our BirthCenter to keep mom and baby together and to decrease costs. OMC will participate in the Mother/Infant Opioid Substance Use Treatment and Recovery Effort (MOSTaRE) as well. The MOSTaRE initiative will emphasize family-centered care that maintains the maternal-infant dyad and addresses treatment and prevention of substance exposure during pregnancy for mother and infant. This 12-month quality improvement initiative starting fall 2022 is open to all Minnesota birthing facilities. Engagement will include monthly action calls (available only to hospital teams) and monthly ECHO calls available to all. This project will satisfy new CMS guidelines for hospitals to collaborate with state PQCs. Hospitals interested will receive an orientation packet with details. OMC will continue to screen patients for substance use at clinic and hospital visits and provide education to patients about the impacts of substances and reducing or quitting substance use. Access to Care: Access to healthcare is defined as "the timely use of personal health services to achieve the best health outcomes." For this assessment, access to care includes medical, dental, and mental health care. The importance of access to care for a community’s health is a social determinant that directly affects health outcomes. It can impact one’s overall physical, social, and mental health status, and quality of life. People with a primary healthcare provider have better health outcomes, fewer health disparities, lower healthcare costs, reduced disability, reduced premature death, the ability to get preventative services, and reduced hospitalizations. In Olmsted County, 15% of adults do not have a primary care provider and 32% self-report that they delayed any type of healthcare. The statement "It costs too much" was one of the top three reasons adults reported delaying medical, dental, and/or mental health care in 2021. The proportion of Olmsted County adults without a healthcare provider has decreased since 2018 and the number of Olmsted County adults lacking a primary care provider is lower than the state and national average; less Olmsted County adults delay any type of healthcare compared to the state and national average. Disparities in the number of Olmsted County adults who report delaying any healthcare exist among adults with a disability, adults with fair/poor health, and non-heterosexual adults. The OMC team will continue their efforts in bridging the gap for accessible care in communities where these disparities exist and will work to educate this population on technologically available healthcare services. Virtual Care and On-Demand video visits, the expansion of eConsult technology and availability into additional clinical areas, focusing on increasing the number of patients using MyChart to improve access to information, scheduling, and messaging, and beginning the development of a digital health program to invite and engage patients are all new initiatives centered on increasing access to healthcare through technology. OMC will also increase the availability of interpreter services via tablets at appointments so that patients whose first language is not English can better understand medical information and patient education. An investment in our community, partnering with social services and community organizations, improving access to information on alternatives to once thought of inaccessible healthcare, and providing new resources, such as transportation for after-hour appointments, further our mission to advance access to care. Operationally, OMC continues work on its hospital expansion which includes a new emergency department that better serves its patients. 1111507 rev1222 6
Population Health: Population Health promotes the equitable optimal outcomes of a defined group of individuals. The goal of population health management at Olmsted Medical Center is to improve health outcomes of our patients by constant improvement of our data-driven team-based strategies. By using clinical data submitted by our patients, collected by our electronic medical record, organized by our dashboards, and sorted by risk analytic tools, OMC care teams can more proactively and continuously engage our patients with the right care by the right providers at the right time. The population health approach is important because it uses data more effectively to improve care. It also focuses on wellness in addition to sick care. Population health engages patients in their care and coordinates care that may have been previously siloed or fragmented. In 2023 and beyond, our growth strategy will be patient- and community-centered, being accountable to current and future patients for their healthcare needs and exploring other ways we can improve health equity through addressing community health needs and social determinants of health. Elements for success include developing new clinical services, direct contracting strategies, exploring medical relationships, alignment with community health needs plans as well as community investment and outreach programs, and improving patient satisfaction. An increase in the number of patients with a completed social determinant of health screening will occur by implementing a social determinants of health (SDoH) screening tool in MyChart. OMC will run a campaign to educate patients on SDoH and encourage completion of the screening tool. Our team will collaborate with social services and community partners to help meet the various social needs of patients. These include analyzing SDoH data to identify areas of greatest need, social connections with the LSS and Senior Companion Program, food insecurity and transportation with after-hours rides. To continue our established focus on improving all aspects of healthcare within the diverse communities we serve, OMC will put processes in place to focus on the disparities in Chronic Care and Preventive Care Management by analyzing the chronic disease registries and SDOH data to identify the areas of greatest need and improve communication with regards to the A1C test and tools for control. OMC will improve Breast Cancer Screening Rates to 70% with a focus on underserved groups with greatest disparities. Expanding interpreter services will occur by increasing the of iPads and integration of the Language Line into the Electronic Medical Record. OMC will continue participation in the AMGA RIZE to Immunize Learning Collaborative, with the goal of remaining a high performer in at least one area of vaccinations, and developing and implementing campaigns to encourage patients to get vaccinated. Our teams will assist operations with helping patients excel at the basics to achieve our patient experience system goals. Program Goals: Beyond Population Health, other OMC teams demonstrate Our Commitment to Community as part of our 2023-2027 strategic plan. The following pursuits continue at OMC in 2023 and beyond. At OMC, our patients are our highest priority. A primary focus is to serve our patients and families choosing OMC through improved access to healthcare and other services by offering convenient hours of service at convenient locations, developing organizational telehealth strategies, and emphasizing coordination of care for our patients. To be accessible to our patients and families to meet their needs, 1111507 rev1222 7
we will develop and adopt comprehensive business case(s) to improve access to existing services and to enhance offered services, including a case for our telehealth strategy. OMC will focus on developing clearer communication and documentation of the Primary Care Providers (PCP) of our patients. We will improve the number of active patients with an accurate primary care provider in the electronic health record (EHR), and we will ensure patients seen in an acute care setting are referred to primary care to establish a relationship with a PCP as appropriate. By improving upon the community resource guide functionality within the EHR, staff and patients will be provided with better, more detailed information about community services available based on their SDoH and other patient needs. The efficiency of our eCheck-In Process will improve by offering an increased availability of iPads that allow for eCheck-in to occur upon arrival and developing a robust process to include appropriate patient questionnaires at eCheck-in. OMC will foster relationships with leaders of underserved communities to help develop plans to reach patients by reducing barriers to care and developing outreach events to build trust. A campaign/outreach schedule will be developed to promote chronic and preventive services aimed at improving outcomes and reducing disparities, implement Intrado House Calls to create improved efficiency and effectiveness for patient campaigns and increase volume of campaigns completed and patients reached in 2023. OMC will explore the development of a heart failure registry to be used in tandem with a heart failure program in the Cardiology department. Optimizing the Rooming Process will also be a priority that is accomplished by redesigning workflow, increasing eCheck-in completions, streamlining information needed during the rooming process, developing areas of focus to be captured during eCheck-in and/or the rooming process to help achieve additional goals throughout the organization, and reviewing data elements collected for necessity and determining optimal methods of this data collection. To continue improving on patient accessibility and utilizing the efficiencies of technology, OMC will implement remote patient monitoring to engage patients between visits and improve outcomes. To improve upon quality care outcomes, OMC will develop scheduling tickets for chronic and preventive care appointments and services to allow patients to handle their own scheduling of appointments and follow-ups. OMC will continue to participate in the Accountable Care Organization (ACO) and expand the number of participants in this quality-based program which aims to decrease cost to patients and reduce unnecessary emergency department visits. OMC will also create documentation for patient-centered medical home (PCMH) requirements and Gap Closure, an education plan, and a staff incentive and recognition program. 1111507 rev1222 8
Description of Olmsted Medical Center
Located in Rochester, Minnesota and in eleven surrounding Table 1: OMC Medical and
communities, Olmsted Medical Center Surgical Services
(http://www.olmstedmedicalcenter.org) is an integrated community • Advanced Wound Healing
healthcare provider known for convenient, easily accessible, and
• Anesthesiology
personalized primary care delivered in small clinic and hospital
settings. • Anticoagulation
• Asthma & Allergy
Olmsted Medical Center (OMC), a 501(c)3 non-profit organization, • Audiology
has been southeastern Minnesota’s hometown healthcare provider • Bariatric Surgery
since 1949. OMC’s 168 clinicians join over 1,300 other healthcare • Cardiology
professionals serving at over 20 locations, including two multi- • Dermatology
specialty clinics, a Level IV trauma hospital with 24-hour emergency
• Ear, Nose, & Throat
room, a Skyway Clinic in downtown Rochester, and 11 community
• Emergency Medicine
branch clinics. OMC also offers walk-in FastCare and Acute Care
clinics. • Endocrinology
• Family Medicine
OMC has more than 35 specialties (Table 1) and is best known for its • General Surgery
convenient, quality personal care. Each year, the OMC team sees • Infusion Therapy Services
over 330,000 patients, performs nearly 4,800 major surgical • Internal Medicine
operations, cares for over 21,000 patients in our Emergency Care • Medication-Assisted Treatment
department, and delivers nearly 1,000 babies.
• Musculoskeletal
• Neurology
Olmsted Medical Center offers preventive, primary, and specialty
care. Because our patients' overall health and well-being are our • Neuropsychology
priorities, many of our healthcare services overlap and are connected • Obstetrics & Gynecology
with each other. For example, bariatric (weight-loss) surgery • Occupational Health
combines the services of our psychology & psychiatry, nutrition • Ophthalmology
education, and surgery caregivers. By written policy, OMC accepts all • Pain Management
patients regardless of race, religion, age, gender, sexual orientation, • Pediatrics
source of payment, or ability to pay.
• Plastic Surgery
• Podiatry
• Psychiatry & Psychology
• Radiology
• Rehabilitation Services
• Respiratory Therapy
• Rheumatology
• Sleep Medicine
• Sports Medicine &
Athletic Performance
• Travel & Immunization
• Urology
• Urogynecology
1111507 rev1222 9Description of the Community
OMC considers the community it serves to be all of those patients who elect to receive services
at its clinics and hospital, and estimates that 92,000 patients in its service area receive most or
all of their primary care at OMC, although all patients are not seen annually. The majority of
these patients reside in Olmsted County. OMC also believes that it has a duty to serve the
community at large by working with the Olmsted County Public Health Service, other county
health services, and other local organizations on health issues of general interest.
The community health needs assessment described here involves Olmsted County, Minnesota,
which includes the cities of Rochester (population 121,465), Byron (population 6,546), Chatfield
(population 2,997), Dover (population 795), Eyota (population 2,015), Oronoco (population
1,806), Pine Island (population 3,841), and Stewartville (population 6,759). The total population
of the county was
estimated at 163,436 2021.
About 73% of Olmsted
Figure 3: Map of Olmsted Medical
County residents live in the
Center’s Primary Service Area
city of Rochester.
The ethnicity of the county
population is shown in
Table 2, and the age
distribution is shown in
Table 3. The demographics
and race of the small
communities that OMC
serves outside of Olmsted
County are similar except
for an average age of about
10 years older than the
Olmsted County population
and less racial diversity. In
2015, an estimated 9.05%
of Olmsted County
residents lived at or below
the national poverty level.
Of note is that minorities
now make up over 20.3% of
the Olmsted County
population; and 14.3% of the people over the age of 5 speak a language other than English in
their homes. The Olmsted County School District reports that the most prevalent languages are
Somali, Spanish, Cambodian (Khmer), Arabic, Vietnamese, Chinese, Lao, and Bosnian.
Table 2: Race and Hispanic Origin of Olmsted County Table 3: Age Distribution of
Residents Olmsted County Residents
Caucasian......................................................................... 82.5% Under age 5...................................................... 6.4%
Asian .................................................................................. 6.7% Under age 18 .................................................. 24.4%
Black................................................................................... 7.5% Age 19-64 ....................................................... 63.1%
Latino.................................................................................. 5.5% Over 65........................................................... 16.1%
American Indian and Alaska Native .................................... 0.5%
Hawaiian and Pacific Islander ............................................. 0.1% Source:
https://www.census.gov/quickfacts/olmstedcountymi
Source: nnesota
http://www.census.gov/quickfacts/table/PST045215/27109,00
1111507 rev1222 10Overview of Healthcare Resources and Providers in Olmsted County In addition to the Olmsted Medical Center, there are a number of other healthcare resources and providers in Olmsted County. They include: • Bluestem Center (www.bluestemcenter.com) provides multidisciplinary evaluation with long- term follow-up for children, adolescents, and adults, with close integration of school and community support services. Bluestem specializes in complex learning and behavior problems, including neuro-developmental disorders. Examples include adolescent mental health, attachment issues, Attention Deficit/Hyperactivity Disorder, Autism and Asperger’s Disorder, habit and tic disorders of childhood, interdisciplinary treatment planning, pervasive developmental disorders, play therapy, Post-Traumatic Stress Disorder, and Tourette’s syndrome. • Community Dental Care (https://www.cdentc.org/) provides community oral healthcare and preventive education to anyone in the community. The clinic is primarily focused on serving low income and patients from all walks of life. • Community Health Service Inc. (https://chsiclinics.org/) provides healthcare needs to agricultural workers throughout Minnesota and North Dakota. In Olmsted County, they serve migrant farm workers and their families in the community who are visiting Rochester and Olmsted County. OMC provides physician supervision for the physician assistant who staffs the Migrant Health Clinic. • Mayo Clinic (http://www.mayoclinic.org) is a well-known healthcare system with locations in southeast Minnesota, southwestern Wisconsin, and northern Iowa, as well as in Arizona and Florida. It operates two hospitals in Rochester and has a Level I emergency department and trauma center serving residents in Olmsted County and throughout southeast Minnesota, including uninsured and under-insured patients. OMC and Mayo Clinic share many patients and have a long-standing collaborative and cooperative relationship. • Community Health Service Inc. (https://chsiclinics.org/locations/rochester/) has catered to the healthcare needs of agricultural workers throughout Minnesota and North Dakota, with a location in Rochester, MN. Their primary goal is improving the health status of its clients through expanding access to healthcare, and providing high-quality, affordable services that are culturally appropriate for the target population. • Olmsted County Public Health Department (http://www.co.olmsted.mn.us/ocphs/Pages/default.aspx) provides a broad spectrum of health and social services to residents of Olmsted County. In particular, OCPHS has received grants from the Minnesota Department of Health for work on the State Health Improvement Project, which concentrates efforts to address the problems of tobacco use, nutrition including infant nutrition, obesity, and physical activity. OMC has been a significant partner with OCPHS regarding infant nutrition and breastfeeding. • PrairieCare Medical Group Rochester (https://www.prairie-care.com/locations/rochester) provides Intensive Outpatient Programming (IOP) to children, adolescents, and adults. This service is an intermediate level of care designed for assessment and stabilization for youth and adults struggling with mental illness. • Rochester Clinic (http://www.rochesterclinic.com/) offers a variety of health and wellness therapies, treatments, and consultative and group sessions. • The Salvation Army Good Samaritan Clinic (http://salvationarmynorth.org/community/rochester/) offers free medical and dental services to 1111507 rev1222 11
uninsured residents and refers many patients needing additional medical services to Olmsted Medical Center. • The Zumbro Valley Mental Health Center (http://zumbromhc.org/) provides adult and child psychotherapy, chemical dependency counseling, case management, crisis services, pharmaceutical services, emergency housing services, and a dental clinic to underinsured residents of Olmsted County. OMC shares many patients with the Zumbro Valley Mental Health Center. 1111507 rev1222 12
Methods
Overview
In January 2022, OMC organized an internal group (Table 4), Table 4: Olmsted Medical Center
representing clinicians, nurses, dietitians, and administrators, Representatives
to develop a plan to address each of the new top community
health priorities of injury prevention, immunizations, Coalition for Community Health
overweight/obesity, mental health, and financial stress. Integration (CCHI)
Maral Kenderian, MD
For each of the priorities, the group brainstormed ideas for Wendy Scheckel
the plan. Following the discussion, responsibilities were
assigned to appropriate work teams and key roles within the Community Engagement Workgroup
organization. Those involved have been tasked with Jeff Harden
researching and implementing those ideas that might Joey White
promote improvement in the health indicators
Core Group
The team group was instructed to factor in existing OMC James Hoffmann, DO
resources, specific needs of OMC patients, feasibility of the Wendy Scheckel
plans, any financial implications, and opportunities to work
with community organizations. Community Health Improvement Plan
(CHIP) Workgroups
Tricia Schilling and Sunshine Norby
(Mental Health and Financial Stress)
Overview of Olmsted County CHNA Process Olivia Cutting and Natalie Winchell
Information about the Olmsted County CHNA Core Group (Substance Use)
can be found on their website at Christopher Kitzmann (Financial
https://www.olmstedcounty.gov/government/county- Stress)
departments/public-health-services/health-assessment-and- Matthew Peterson (Financial Stress)
planning-partnership. Kristy Sutton and Nikki Rabehl
(Access to Care)
Data Subgroup
Chris DeFranco
Acknowledgements
Olmsted Medical Center wishes to express its thanks to Health Assessment Planning
Olmsted County Public Health Services, Mayo Clinic, and all Partnership (HAPP)
of the other participating organizations for their valuable Anna Baldwin
contributions in the planning and conduct of this community Barb Sorensen
health needs assessment. This was a genuine community Tricia Schilling
effort that resulted in the strengthening of existing Terri Finne
relationships and the formation of new relationships that will Joey White
serve the community well as the organizations continue to Nikki Wantoch
work together to address the most significant health
problems facing the people of this county. Quality Improvement/Communications
Workgroup
Barb Sorensen
1111507 rev1222 13Appendix 1: Membership of the CHNA Core Group and Workgroups 1111507 rev1222 14
1111507 rev1222 15
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