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        <ExplanationTxt>The development of the Community Health Needs Assessment (CHNA) included both quantitative and qualitative research components. To obtain broad input from the community, the CHNA development process included data gathering utilizing an online community survey, key informant surveys and community representation on the Steering Committee and in the CHNA development prioritization session. Approximately 936 online community surveys were completed by individuals from varied demographic and socioeconomic backgrounds. Individuals completing the key informant survey were identified as individual most likely aware of, and or involved in addressing community health needs. Approximately 55 individuals, "Key Informants", completed the key informants' survey. These individuals included representatives from social services agencies; religious and faith-based organizations; public health and healthcare organizations; elected officials; educational institutions or system and other community leaders. Community members participating in the prioritization session included representative from the local health department, local university schools of public health and nursing, elected officials, health system's foundation board, religious leaders and senior staff from the organization.</ExplanationTxt>
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        <ExplanationTxt>In the most recently completed Community Health Needs Assessment (CHNA), nine community health needs were identified and prioritized in a prioritization session which included 16 community representatives. Following the prioritization session, and in advance of submitting the recommended Implementation Plan to the Board for approval, the organization identified which prioritized needs would be addressed. The criteria used to determine the needs to address included the ability to: 1. Sustain and leverage existing efforts aligned with the CHNA, current and most recent, and prioritized needs; 2. Develop and/or support additional partnerships, programs and initiatives to address the needs; and 3. Account for the health system's resources and expertise, mission and strategic goals. The chosen community health needs to be addressed will be addressed based on these criteria. In addition, addressing these needs will include: continuation of current programs and efforts; collaborative work with other community partners and support of new and existing community wide efforts. As outlined in the approved Implementation Plan, Regional One Health will not address the following community health needs: drug abuse, mental healthcare, TB or poverty. Regional One Health does not possess the subject matter expertise to address these needs. In addition, the unaddressed needs are beyond the health system's ability to have a direct impact, i.e. poverty. There are numerous community, government and social service organizations, as well as specialty healthcare providers more capable and experienced in addressing these needs.</ExplanationTxt>
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        <ExplanationTxt>Schedule H, Part V, Section B, Line 20 - The organization discounts self-pay charges using JAR (Tennessee Joint Annual Report) cost to charge ratio times 175%</ExplanationTxt>
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        <ExplanationTxt>The organization discounts self-pay charges using JAR (Tennessee Joint Annual Report) cost to charge ratio times 175%. Financial assistance is granted, then charges are written off at 100%.</ExplanationTxt>
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            <StateAbbreviationCd>TN</StateAbbreviationCd>
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      <SupplementalInformationDetail>
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        <ExplanationTxt>Regional One Health uses multiple sources to assess the health care needs of the communities served. These sources include publicly reported health statistics and vital records, commissioned research and reports by non-profit organizations (i.e., Urban Child Institute) in the local community and across the state, and our community health needs assessment. Organization sends uncompensated care applications to patients for completion and submission of income proof to determine eligibility for the uncompensated care program.</ExplanationTxt>
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        <ExplanationTxt>- Regional One Health is located in Memphis, Tennessee. Memphis is in Shelby County and part of the Memphis Tennessee, Metropolitan Mississippi and Arkansas MSA. The total population of Memphis is approximately 650,000 and the approximate population of Shelby County is 935,000. More than two-thirds of the county's population resides in Memphis. In Memphis, 63.3 percent of the population is black and 29.4 percent is white, compared to a 52.3 percent black population and 43.6 percent white population in Shelby County. Twenty-six percent of the population in Memphis lives below the poverty level. The median earnings for workers in Memphis is $24,882, and the median household income is $37,000. Twenty-three percent of Memphis population over the age of 25 has a bachelor's degree</ExplanationTxt>
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        <ExplanationTxt>Regional One Health partnered with and /or supported numerous organizations and initiatives aimed at building our community during fiscal year 2013. Organizations that we partnered with and/or supported included Memphis Tomorrow, Healthy Memphis Common Table, Memphis Medical District, Memphis Area Chamber of Commerce, City of Memphis Innovation Delivery Team, and the Downtown Commission. Regional One Health's affiliations with these &amp; other groups are varied, and include being paid members or sponsors as well as in-kind support. Members of Regional One Health staff serve as volunteer board members or in leadership capacities with several community organizations. The aforementioned organizations and others have a primary focus on improving the quality of life in the community through health improvement initiatives, environmental issues, and economic development. Community building activities are planned, and necessary partnerships formed to improve the quality of life and health in our community based on needs identified by our staff, through our planning process, community requests and our resource capacity. Our community building activities are also planned-based needs identified and reported by other organizations. In addition to the previously mentioned affiliations, Regional One Health supports and partners with March of Dimes, local colleges and universities, Susan Komen, American Heart Association, Memphis Symphony and a myriad of other organizations to respond to identified community health improvement needs.</ExplanationTxt>
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        <CompReportPrior990FilingOrgAmt>0</CompReportPrior990FilingOrgAmt>
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      <RltdOrgOfficerTrstKeyEmplGrp>
        <PersonNm>SUSAN COOPER</PersonNm>
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      <RltdOrgOfficerTrstKeyEmplGrp>
        <PersonNm>BRET PERISHO</PersonNm>
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        <PersonNm>STEPHEN KING MD</PersonNm>
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        <PersonNm>LETICIA TOWNS fache</PersonNm>
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        <PersonNm>PAMELA CASTLEMAN</PersonNm>
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        <PersonNm>SARAH M COLLEY</PersonNm>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Schedule J, Part I, Line 4</FormAndLineReferenceDesc>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Section B, Line 11b</FormAndLineReferenceDesc>
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      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Section B, Line 12c</FormAndLineReferenceDesc>
        <ExplanationTxt>Legal and Compliance conduct an ongoing annual request for submission of conflict of interest forms. Process is monitored by Corporate Compliance to ensure that all forms are completed.</ExplanationTxt>
      </SupplementalInformationDetail>
      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Section B, Line 15</FormAndLineReferenceDesc>
        <ExplanationTxt>Compensation of the executive management team was approved by the Human Resource Committee and was deemed to be competitive based on business circumstances and prevailing market conditions. The organization purchases compensation/salary information annually from three national consulting groups and the state hospital association, and has a compensation consultant provide periodic reviews. The information is used as a reference in determining levels for internal and external equity. The last periodic review for all of the positions was finalized in October 2016.</ExplanationTxt>
      </SupplementalInformationDetail>
      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part VI, Section C, Line 19</FormAndLineReferenceDesc>
        <ExplanationTxt>The organization makes its governing documents, conflict of interest policy, and financial statements available to the public upon request.</ExplanationTxt>
      </SupplementalInformationDetail>
      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part IX, Line 11g</FormAndLineReferenceDesc>
        <ExplanationTxt>Purchased Medical Services</ExplanationTxt>
      </SupplementalInformationDetail>
      <SupplementalInformationDetail>
        <FormAndLineReferenceDesc>Form 990, Part XI, Line 9</FormAndLineReferenceDesc>
        <ExplanationTxt>Primarily due to increase in Cash &amp; Accounts Receivable</ExplanationTxt>
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</Return>