•  All not-for-profit hospitals are required to complete a Community Health Needs Assessment (CHNA). A CHNA is designed to identify, prioritize and address health issues in a hospital’s primary service area and, according to IRS regulations, must be completed at least once every three years.

    Data from numerous sources was compliled in the 2013 Community Health Assessment (CHA) for Oneida County. Faculty and staff from the Central New York Master of Public Health Program provided technical support to a team made up of representatives of Rome Memorial Hospital and other local hospitals, the Oneida County Health Department and community agencies. The 2016-2018 Oneida County Community Health Assessment (CHA)/Community Service Plan (CSP) and Community Health Improvement Plan (CHIP) is an appendix and update to the comprehensive 2013-2017 Oneida County CHA/CSP and CHIP. The report summarizes the health status of the community and public health and hospital Prevention Agenda health improvement goals for the residents of the County of Oneida

    In 2014, a regional Community Needs Assessment (CNA) was conducted by the Central New York Care Collaborative in preparation for the New York State’s Delivery System Reform Incentive Payment (DSRIP) Program. Rome Memorial Hospital is one of 11 hospitals in the collaborative. Hundreds of individuals participated in meetings and/or were interviewed by John Snow, Inc. (JSI) or other CNYCC partners. These participants included representatives from health and social service provider organizations, public health departments, community advocacy groups, community businesses, and many other types of community organizations, as well as from the community at-large. The information gathered as part of these efforts allowed JSI, its partners, and the CNA Steering Committee to engage the community and gain a better understanding of community capacity, strengths, and weaknesses as well as community health status, barriers to care, service gaps, underlying determinants of health, and overall community need.

    The data from the CHA guides the hospital in the development of tactics in support of its strategic plan, which is organized under the following pillars:

    Quality:  Deliver best practice in safety, quality and the patient experience
    - Commitment to a culture of safety with high reliability.
    - Achieve the 90th percentile for patient satisfaction nationally.
    - Evolve and sustain a patient-centered comprehensive care transitions model for improve patient outcomes across the continuum of care.

    People: Create a culture of safe, competent, compassionate connected care to support our mission through education, communication, leadership and values as we strive to be an employer of choice.
    - Develop the skills of our staff throughout their career from novice to expert, from recruitment to retirement.
    - Engage and encourage the growth of our staff and sustain their commitment to each other, our patients and their families through relationship based care.
    - Increase communication and transparency through consistent, relevant and timely messaging.

    Growth: Pursue strategic growth through the expansion and development of targeted healthcare services to meet community needs and thrive in pursuit of fulfilling our mission and vision.

    - Expand Access to Primary Care
    - Grow/Revitalize Existing Service Lines
    - Expand into New Markets
    - Invest Strategically in Stakeholder Awareness

    Finance: Optimize financial viability via shared accountability among all stakeholders.
    - Increase Revenue/Cash Flow
    - Generate Cost Savings and Efficiencies

    Comments regarding the data collected and the priorities and implementation strategies identified may be made by contacting Rome Memorial Hospital's Public Relations Department at 315-337-5309 or e-mailing Cassie Winter, Vice President Communications/Marketing