2022-10-17T14:13:46-07:00 2021-11-30 990 2020-12-01 941634554 OROVILLE HOSPITAL OROV 5305328509 2767 OLIVE HWY OROVILLE CA 95966 Colleen Duncan CFO 2022-10-17 Colleen Duncan 999009999 2 AAL1 IAL1 FAL1 2020 2022-09-23 18:48:47Z Robert J Wentz 2767 Olive Highway Oroville CA 95966 375407203 false X http://www.orovillehospital.com X 1966 CA Oroville Hospital is dedicated to always providing the finest personalized healthcare to Oroville and the surrounding foothill and valley communities by offering a medical home with a wide range of integrated services, from prevention through treatment to wellness. 8 4 2191 2 224700 7676 0 335096076 370483461 6718540 4246421 1036978 677321 342859270 375407203 0 0 159314260 176678410 0 0 169153080 183807492 328467340 360485902 14391930 14921301 492629911 524360688 366591145 383400629 126038766 140960059 X Oroville Hospital is dedicated to always providing the finest personalized healthcare to Oroville and the surrounding foothill and valley communities by offering a medical home with a wide range of integrated services, from prevention through treatment to wellness. false false 143249718 142019364 Inpatient Care: In 2021 Oroville Hospital provided 47,883 acute and 22,854 post acute days of care for 13,397 patients. There were 1,599 surgeries, 738,839 lab tests, and 38,817 medical images performed. 430 babies were delivered to the people of Oroville and the surrounding foothill communities. 123219760 152061072 Oroville Hospital also provides a variety of outpatient Medical Imaging services, including a Women's Imaging Center and a Radiation Oncology Center. It has Outreach Laboratory Services, Home Health Services, Ambulatory Services, and Outpatient Surgery. Oroville Hospital had 209,604 outpatient visits, 8,348 Home Health visits and performed 3,170 outpatient surgeries in 2021. 70812474 72373092 Rural Health Clinics: Oroville's Hospital has a variety of clinics available to the community surrounding Oroville. Total visits to the clinics during 2021 were 326,797, of which 35% were Medi-Cal, 41% were Medicare and 25% were Other Payors. Oroville Hospital continues to examine the health needs of the community and works to provide those services. Through the development of hospital-based community clinics, Oroville Hospital has improved and increased access to health services throughout the Oroville community. The majority of our outpatient services accept all insurance plans including the State of California's Medi-Cal program. Our community has a disproportionate share of low/no income families. Access to health care services would be extremely difficult for this group were it not for hospital-based clinics. The State of California's Medi-Cal program reimbursement payments to physicians are set at a rate that makes it difficult for an independent physician to accept Medi-Cal patients. As a result, many health care providers throughout the state and our community have eliminated Medi-Cal patients from their roster.Oroville Hospital also provides a medical concierge service. The Medical Concierge is a patient advocate that works closely with individuals to determine their needs and improve access to providers. They navigate patients through the healthcare system by coordinating and identifying a primary care provider, specialists, surgeons and many other needs.In an effort to help the community get access to COVID-19 vaccinations, Oroville Hospital collaborated with the Butte County Public Health to hold COVID-19 vaccinations clinics. By January of 2021, Oroville Hospital was able to start providing the COVID-19 vaccinations to the community. In 2021, Oroville Hospital was able to administer over 34,000 vaccines.Health Services provided in the clinics are:Anti-Coagulation * Gastroenterology * Oncology * Podiatry * Cardiology * General Surgery * Ophthalmology * Pulmonary * Chiropractic * Internal Medicine * Orthopedics * Urgent Care * Dermatology * Nephrology * Pain Mgmt * Urology * Primary Care * OB/GYN * Pediatrics * Vascular Surgery * ENT * Neurology * Endocrinology * Mental Health * Ophthalmology *Dentistry * Rheumatology * Telemedicine * 8644492 3805233 345926444 true false false true false false false false false false true false false true false true false false false false false false false false false false true true false false true true false false false false false true false false false false false false false false true true true false false false true 401 0 true 2191 true true true false false false false false false 0 false false false false false false false X 8 4 false false false false true true false true true false false true true true true true true true true false X OROVILLE HOSPITAL ACCTG DEPT 5305328603 2767 OLIVE HWY OROVILLE CA 95966 Robert J Wentz President & CEO 45.00 5.00 X X 0 1338499 20840 Scott C Chapple COO 45.00 5.00 X 0 830680 22672 Roy C Shannon MD Secretary 40.00 2.00 X 601606 0 0 Matthew J Bazzani MD Chairman 40.00 2.00 X 535473 0 0 Wesley Diquattro CRNA 40.30 0.00 399657 0 116000 Ryan Huish CRNA 40.30 0.00 394885 0 114615 Tyler Bagley CRNA 40.30 0.00 377378 0 109533 Debbie Nendze-Scheitler Dir Clinical SvcOP 36.90 0.00 376278 0 109214 Jaclyn Rockwell CRNA 33.50 0.00 368828 0 107052 Carol Speer-Smith CNO 45.00 5.00 0 445787 20840 Colleen Duncan CFO 45.00 5.00 X 299397 0 86899 Sultan Chopan MD Trustee 40.00 2.00 X 301590 0 0 Ashok P Khanchandani Former CFO 45.00 5.00 0 285344 7557 Jo L Dilbeck CRO 45.00 5.00 0 257731 21615 Denise Lefevre CIO 45.00 5.00 X 215033 0 62413 Margaret Mallette Trustee 0.00 2.00 X 0 0 0 James H Moll Vice Chair 0.00 2.00 X 0 0 0 William N Morris Trustee 0.00 2.00 X 0 0 0 Edward R Gilbert Trustee 0.00 2.00 X 0 0 0 3870125 3158041 799250 406 true true false Modern-Sundt A Joint Venture 3083 Southgate Lane Chico CA 95928 Construction 32250162 AYA Healthcare Inc PO Box 123519 Dallas TX 75312 Locum Tenens/Reg Nurses 2271093 SBAGGA Services 2582 Clubhouse Dr W Rockin CA 95765 Physician Fees 2092548 Lionel S Foster MD 135 Rizal Drive Hillsborough CA 94010 Physician Fees 2008981 Sante Health System Inc 7370 N Palm Avenue Fresno CA 93711 Health Benefit Admin 1955574 135 0 Dietary/Cafeteria 514173 514173 Medical Bldg Services 209641 209641 Net Patient Services 354206085 354206085 Other Income 1486280 1486280 Provider Relief Funds 13869412 13869412 197870 106025 15059 76786 370483461 4213592 4213592 0 0 0 32829 32829 32829 32829 0 0 0 Gain on Investment-CM 561000 677321 677321 677321 375407203 370859296 224700 4323207 X 0 0 0 0 2102411 2102411 0 138946451 132027417 6919034 3828304 3650513 177791 21951000 20905699 1045301 9850244 9393506 456738 0 371661 371661 134500 134500 0 0 0 61488456 60772775 715681 456864 456864 52321220 52204267 116953 8626418 8043020 583398 0 8708723 8025922 682801 601767 585924 15843 0 110488 104839 5649 1344951 1344951 0 9536480 9427595 108885 2450182 2083512 366670 HQAF Fee 18335538 18335538 Purchased Service 14145452 13849208 296244 Other Expenses 4319778 3943975 375803 License and Taxes 765671 246480 519191 89343 89343 360485902 345926444 14559458 0 0 54229197 60665544 0 120948703 148899668 611675 598112 0 2992977 2362302 3629341 4003205 1858600 1665752 291068440 109639648 129435579 181428792 17441853 13920821 0 0 0 161481986 110816492 492629911 524360688 114484787 133824436 225420232 224324913 26686126 25251280 366591145 383400629 X 126038766 140960059 126038766 140960059 492629911 524360688 X 14921301 -8 X false true X true true true X false false false false false false false true 36691 false false false 36691 false false Part II-B, Line 1i - Other Activities Description 1i: Other activities are amounts expended for lobbying through an allocation of dues and special assessments in professional and industry associations. Oroville Hospital is a member of the Hospital Council of Northern & Central California, of which 11.94% of the dues paid is for hospital advocacy programs in the State of California. The hospital is also a member of PEACH, which advocates for Safety Net hospitals. 1231192 1231192 34066183 18992593 15073590 11076329 6559410 4516919 109370605 84087645 25282960 135324131 135324131 181428792 110816492 X Part X : FIN48 Footnote FASB ASC 740, Income Taxes,clarifies the accounting for uncertainty in income taxes recognized in the Hospitals financial statements and prescribes a recognition threshold and measurement attribute for the financial statement recognition and measurement of a tax position taken, or expected to be taken, in a tax return. In addition, FASB ASC 740 provides guidance on derecognition, classification, interest and penalties, accounting in interim periods, disclosure, and transition. The Hospital presently recognizes income tax positions based on managements estimate of whether it is reasonably possible that a liability has been incurred for unrecognized income tax effects by applying FASB ASC 450, Contingencies. true true X true X true X true true false false true true 3251845 731631 2520214 0.00700 110899515 147378059 82738 170131 114234098 148279821 2520214 0.00700 1941366 1941366 0.00540 779713 73567 706146 0.00200 206149 206149 0.00060 2927228 73567 2853661 0.00800 117161326 148353388 5373875 0.01500 257953 257953 0.00070 257953 257953 0.00070 false 8436424 2104382 82863430 55449343 27414087 X true true 1 1 Oroville Hospital 2767 Olive Highway Oroville CA 95966 www.orovillehospital.com 230000022 Oroville Hospital 1 false false true X X X X X X X X X 18 true false true true X www.orovillehospital.com X true 18 true www.orovillehospital.com false false true X 200.0000 400.0000 X X X X X true true X X X X true X www.orovillehospital.com X www.orovillehospital.com X www.orovillehospital.com X X X X X X X true X false X X X X X true X false false Facility: Oroville Hospital - Part V, Section B, Line 5 Methodology of the Community Health Needs AssessmentPrimary data was collected from the following sources and methods:1. Together We Can! Healthy Living in Butte County Community HealthAssessment (CHA) SurveyA Community Health Assessment Survey was developed by the Together WeCan! Healthy Living in Butte County collaboration to gain insight into issues that affect the health of those living and working in Butte County. The survey consisted of 47 questions. Participation in the survey was voluntary, and care was taken to ensure that respondents answers were confidential in accordance with laws pertaining to privacy of personal and protected health information. The survey was made available in English, Spanish and Hmong; and in both paper and electronic formats for each language. For the purpose of this CHNA,participant surveys from the Oroville Hospital primary service area werestratified and analyzed. A total of 170 surveys were completed. Data analysis was completed by the California State University, Chicos Center for Healthy Communities (CHC).2. Focused ConversationsTogether We Can! Healthy Living in Butte County conducted focusedconversations to collect input from community members all over Butte County.Three focus groups were conducted throughout the Oroville community, targeting the medically underserved, low-income and minority populations. The first focus group was located at the African American Family and Cultural Center and had a total of 12 participants. The second focus group was located at the Feather River Senior Center and had a total of 51 participants. The last focus group was at the Hmong Cultural Center of Butte County and had a total of 10 participants.A fourth focus group had been planned to target the business owners and community leaders from throughout the primary medical service area, but due to a lack of participation, the focus group was canceled.3. Follow-Up Focused ConversationsFocused conversation guidelines were prepared by the CHC and adapted from Together We Can! Healthy Living in Butte County. In addition to focus gropus that of which targeted a specific population, Oroville Hospital also hosted a Community Meeting that was open to the general public. Invitations were sent out to all residents living within Oroville Hospitals primary medical service area. A total of 45 participants were present at the meeting.Secondary DataSecondary data was retrieved and compiled from local, state, national and other data resources. Local sources included Butte County Department of Public Health,Butte County Coroners Office and Butte County-wide Homeless Continuum of Care. Facility: Oroville Hospital - Part V, Section B, Line 16j Office of Statewide Health Planning and Development Website Facility: Oroville Hospital - Part V, Section B, Line 20e Our hospital does not pursue collection of amounts from patients determined to qualify for charity care. Oroville Hospital Post Acute Center 1000 Executive Parkway Oroville CA 95966 Skilled Nursing Facility Part I, Line 7 - Explanation of Costing Methodology The costs were determined using a cost-to-charge ratio. The cost-to-charge computation is based on hospital specific data included in the audited financial statements. The formula used for the computation equals financial statement data as follows: Total Operating Expense less the sum of Non Patient Care Activities, Mcal Provider Taxes and Total Community Benefit & Building Expense. This amount is then divided by the Gross Patient Care Charges reduced by charges for Community Benefit Programs. The ratio for 2021 equaled 31.18%. Part III, Line 2 - Methodology Used To Estimate Bad Debt Expense Accounts are considered delinquent and subsequently written off as bad debts based on individual credit evaluation and the specific circumstances of the account. Ratios are determined from those actual historical collection experiences and applied to outstanding receivables. Payments on patients accounts reduce the outstanding receivables. Discounts on patients accounts are recorded as an adjustment to revenue, not bad debt expense. Part III, Line 3 - Methodology of Estimated Amount & Rationale for Including in Community Benefit It is our belief that $2,104,382 amount of bad debt should be included as community benefit. As a tax-exempt hospital we must provide necessary services regardless of the patient's ability to pay for the service provided. As a not-for-profit, patient care is provided to all, regardless of ability to pay for that care. Making quality patient care available to all in our community, regardless of their economic means, qualifies bad debts as a community benefit. We applied a percentage based on our historical experiences to our total amount of bad debt for self-pay patients to estimate the portion of self-pay bad debt that is likely attributable to individuals eligible for the hospital's financial assistance policy. Part III, Line 4 - Bad Debt Expense Patient Accounts Receivable The Hospital reports patient accounts receivable for services rendered at net realizable amounts from third-party payors, patients, and others. The Hospital provides an allowance for doubtful accounts based upon a review of outstanding receivables, historical collection information, and existing economic conditions. As a service to the patient, the Hospital bills third-party payors directly and bills the patient when the patient's liablility is determined. Patient accounts receivable are due in full when billed. Accounts are considered delinquent and subsequently written off as bad debts based on individual credit evaluation and specific circumstances of the account. No interest is charged to patients for delinquent accounts. Part III, Line 8 - Explanation Of Shortfall As Community Benefit Medicare Cost Reports that the hospital is required to file does not include all of the costs required to treat Medicare patients. Therefore the amount reflected on the Cost report will likely differ from actual costs. The hospital's DSH payments and Uncompensated Care Payments are $5,778,125. The excess is used to subsidize charity and bad debt, and to improve patient care through programs, training, and acquired capital. Part III, Line 9b - Provisions On Collection Practices For Qualified Patients Any self-pay, uninsured patient who indicates an inability to pay is screened for a charity discount. Additionally, "high cost" patients as defined are also screened for a charity discount when the patient requests such screening. Screening for discounts will occur only after all other potential resources have been exhausted. The screening process will optimally occur at the time of service but may occur anytime during the collection process including post assignment to an outside collection agency. Part VI, Line 2 - Needs Assessment As part of the 2010 Patient Protection and Affordable Care Act, Oroville Hospital has developed an ongoing, community-based assessment that has become part of the strategic plan on a long-term, continuing basis. This 2019 Community Health Needs Assessment (CHNA) includes the communitys perspective regarding health care needs and available services. Special consideration has been taken to ensure input was received from community representatives that possess broad interests of the community served by Oroville Hospital, including those who have particular knowledge or expertise in public healthPoor health status can result from a variety of factors including: genetic, environmental, behavioral, and socioeconomic. The best way to address this is by identifying the causes of these diseases, conditions and challenges and developing interventions in order to decrease the incidence or prevalence of these conditions. Oroville Hospital has a partnership with Together We Can! Healthy Living in Butte County and two other Butte County Hospitals, Enloe Medical Center (Chico and Orchard Hospital (Gridley) to better identify, strategize and implement action plans. Together We Can! Healthy Living is a county-wide Community Health Assessment that started in May 2014. This effort brought together about 100 different organizations across the county. The group as a whole is currently working on activities to improve the health of Butte County that were developed in the Community Health Improvement Plan. These new partnerships offer future capability to address a broader scope of the community's needs rather than just Oroville Hospital's clinical abilities.Primary Data was collected from the following sources and methods:Two versions of the 2019 Community Health Needs Survey were developed using the framework of the 2013 and 2016 Community Health Needs Surveys. The first version was targeted to residents of Oroville Hospitals Primary Medical Service Area, and the second version was targeted to employees of Oroville Hospital. Adjustments were made to the 2013 and 2016 Community Health Needs Surveys to ensure the content and feedback that we received was applicable to current times.Three focus groups were conducted throughout the Oroville community, targeting the medically underserved, low-income and minority populations.In addition to the focus groups that of which targeted a specific population, Oroville Hospital also hosted a Community Meeting that was open to the general public to collect input from the community. Invitations were sent out to all residents living within Oroville Hospitals primary medical service area.The purpose of the focus groups and meeting was to seek out and utilize the input of groups that represent medically underserved, low-income and minority populations. Input that was received was used to help identify and prioritize the health needs facing our community, resources available or new resources that could help mitigate these needs and how past action plans provided by Oroville Hospital have assisted the community in addressing the identified health needs.Questionnaires were sent to community leaders to obtain their vision was for the community, and how Oroville Hospital can assist in achieving that vision and how our past action plans have been received. Respondents included members of Butte County Public Health, the University of California Agriculture and Natural Resources and Prestige Assisted Living at Oroville.Secondary data was retrieved and compiled from local, state, national and other data resources. The sources include: United States Census Bureau Center for Disease and Prevention (CDC) United States Department of Health and Human Services United States Department of Agriculture (USDA) Substance Abuse and Mental Health Services Administration (SAMHSA) World Health Organization National Coalition for the Homeless Healthy People 2020 UCLA Center for Health Policy Research California Department of Public Health California Center for Public Health Advocacy Butte County Department of Public Health Butte County Coroners Office Butte County-wide Homeless Continuum of Care Butte County Health RankingsIdentified Primary Health Concerns of the CommunityPrimary and secondary data collection and analysis identified the follow as the most significant health needs for residents of the Oroville Hospital primary medical service area:*Substance Abuse*Overweight/Obesity (Access to Health Food/Food Insecurity)*Mental Health Issues*Access to Health Care*Heart Disease/High Blood Pressure*Diabetes*Homelessness and PovertyHospital Action Plans:The health concerns identified in the 2016 CHNA have been adapted and added to meet the needs of the 2019 health concerns. After identifying the communitys top health concerns, Oroville Hospital has new and existing action plans in place. Since there are many similar prioritized health concerns between the 2016 and 2019 Community Health Needs Assessments, many of the Action Plan items have either remained the same since the services are still needed in the community.In 2018, Oroville Hospital began to strategize with Public Health and the other hospitals within the county to determine the best way to reassess the health need of the community for 2019. The Camp Fire Disaster drastically changed the population and health needs of the county. Oroville Hospital is and will continue to evaluate the effects of the disaster and contnue to work with its recent Health Needs Assessment. We anticipate our action plan will be flexible to meet ongoing community health needs. Part VI, Line 3 - Patient Education of Eligibility for Assistance Oroville Hospital's Financial Assistance Policy is available on the hospital's website, and signs are posted in the business office, the admitting and registration areas and the emergency department informing patients about our financial assistance policies and the availability of charity discounts. The plain language summary includes instructions on how an individual can obtain a copy of the Financial Assistance Policy and FAP Application by mail.Additionally, patient statements include standard language informing patients that they may request financial screening to determine eligibility for charity discounts and how that request may be made. All statements sent to patients contain a plain language summary of the patient's rights pursuant to AB 774 and the Rosenthal Fair Debt Collection Practices Act. Once a charity determination has been made, the outcome is communicated to the patient by a letter and/or phone call and is documented in the patient's account notes. Part VI, Line 4 - Community Information Oroville Hospital is in a rural setting, predominately agricultural based and located in Butte County. Butte County encompasses 1636.46 square miles. The highest point is Humboldt Peak (7,870 feet) and the lowest point is 90 feet above sea level. The primary medical service area population for Oroville Hospital is approximately 85,103. which is comprised of approximately 62.6% Caucasian, 17.3% Hispanic, 6.5% Asian and 1.6% African American, 1.5% Native American. Approximately 43% of the population is 55 years of age or older. The total population of the secondary medical service area is 417,818. 37% of the residents in the primary medical service area live on an annual income of less than $30,000 per year. 15% of the hospital's revenue was derived from Medi-Cal. The hospital's primary medical service area includes Bangor, Berry Creek, Biggs, Gridley, Oroville, and Palermo. There is one other hospital, Orchard Hospital in Gridley, serving the community. Rural, isolated adults, seniors (many living alone) and families and special populations who are at risk for poor health outcomes and behavior are the targeted populations for the Community Benefit Plan. The challenges involved in meeting the ongoing needs of a rural population are many. The majority of adults do not identify with a particular faith community. Many adults and seniors lack a social support system and have limited knowledge on how to effectively access healthcare services and resources. Frequent visits to emergency services and ongoing chronic health conditions are common among the rural adult population. Part VI, Line 4 - Community Building Activities While Oroville Hospital provides vital health care services to a ruralcommunity, it is also the second largest employer in Oroville, offeringmany economic benefits to the area. As a large organization, the hospital employed 2,191 individuals in various service areas for a total of 2,956,000 hours worked during 2021. This results in a workforce that stimulates the local economy by spending a portion of its income in Oroville and the surrounding areas. Being located in a rural area, it is essential to have organizations that employ many people in order to drive economic growth in industries such as real estate, energy and social services. Oroville Hospital is proud to be a mainstay in this community that draws skilled individuals from all economic and educational backgrounds to the city. By offering employment for many, skilled professionals are encouraged to settle in Oroville and nearby towns and cities. In addition, Oroville Hospital strives to purchase goods and services from local suppliers whenever possible, creating ripple effects that provide additional economic value in the form of income and job creation for businesses in the community. For the multi-year hospital expansion project, the hospital has hired many local contractors and, when possible, will purchase supplies and furniture from businesses in the north state to outfit the 159,000-square-foot building. Because the hospital has the ability to provide jobs for many in order to offer quality health care, it is also an organization that presents job stability for its employees. The hospital offers full health care benefits for eligible staff members, making it a desirable employer for the citizens of Oroville and Butte County. Part VI, Line 5 - Promotion of Community Health IMPROVING ACCESSThrough the development of hospital-based community clinics, Oroville Hospital has improved and increased access to health services throughout the Oroville community. The majority of our outpatient services accept all insurance plans including the State of Californias Medi-Cal program. Our community has a disproportionate share of low/no income families. Access to health care services would be extremely difficult for this group were it not for hospital-based clinics. The State of Californias Medi-Cal program reimbursement payments to physicians are set at a rate that makes it difficult for an independent physician to accept Medi-Cal patients. As a result many health care providers throughout the state and our community have eliminated Medi-Cal patients from their roster. EXPANDING COMMUNITY MEDICAL SERVICESAccess to a wide variety of medical services is necessary when it comes to delivering comprehensive medical care to patients. As a health system providing care to a large region of the North State, Oroville Hospital has priortized the recruitment of specialty and primary care providers to deliver quality and timely health care to patients. Since primary care providers are the foundation for excellent health, Oroville Hospital's addition of six primare care medical staff and a new walk-in clinic enables patients to receive the medical attention needed to live a healthy life. The continued growth of outpatient services further illustrates the hospital's commitment to delivering comprehensive medical services, including advanced procedures and state-of-the-art technology, to patients here at home.HELPING BUTTE COUNTY AND OUR COMMUNITYOne of the biggest set-backs from the COVID-19 pandemic was job security. Oroville Hospital is proud to remain one of the largest employers in Butte County, providing more than 2,000 individuals with a steady career that they, and their families, can rely on. Not only do hospital employees reap the benefits of Oroville Hospital, but local businesses also see a great influx of income due to the demands of having such a large establishment in town. In the future to come, Oroville Hospital plans on expanding its already plentiful employment opportunities. With the construction of the new 5-story tower, over time it is estimated that the hospital will be able to offer 700 additional community members a high quality career, with excellent benefitsA COMMITMENT TO EDUCATIONIn 2021, Oroville Hospitals Continuing Medical Education (CME) program achieved the highest reaccreditation decision given by the California Medical Association (CMA), Six Years with Commendation. This designation recognizes those CME providers who not only meet all the accreditation requirements, but further demonstrate that both patient outcomes and community health were improved as a result of the education provided. Our program continues with an active base of Regularly Scheduled Series (RSS). These RSS provide credit for committee activity that identifies existing performance/knowledge gaps and promotes desired clinical change. Oroville Hospital introduced its first Enduring Materials activity, a self-directed, individual course of study in 2020. In 2021, we placed the groundwork for expanding this option by adding the recordings of live CME events onto the HealthStream platform. Each event was built into an Enduring Materials course providing CME credit. The initial five events will become available to participants early this year. We incorporated MOC guidelines for the eight participating medical boards, Internal Medicine, Anesthesiology, Ophthalmology, Otolaryngology, Pathology, Pediatrics and Surgery, into our program in 2021. We can now offer MOC points for education meeting CME criteria and the specialty-specific practice area requirements.COMMUNITY EDUCATIONOroville Hospital believes that as an evolving community, we should all be Growing Healthy Together. That is why the hospital has put together a series of videos in hopes of motivating our community members to stay healthy and active. These videos showcase some of Oroville Hospitals very own providers, and their contributions in helping the community grow healthy together. These videos also bring awareness, teach preventative measures, and offer information about services that are available at Oroville Hospital that patients may not have known about before.Cardiologists recommend that children should get at least 60 minutes of moderately intense physical activity per day, and adults at least 150 minutes of exercise per week. That is why Oroville Hospital has also compiled a list of recreational videos to show the people of Butte County the many fun, family friendly things there are to do here in our very own community that can help you stay active. Even with COVID-19, it is still extremely important to keep moving, even if outside, not only for your physical health, but for your mental health as well.New Hospital Expansion Oroville Hospital has plans underway for a new five-story medical tower located adjacent to the existing hospital. Upgrades will also be made to the emergency services, dietary and pharmacy departments. Expanded services are ambulatory care, labor and delivery, intensive care unit and medical surgical floors. In addition, a new parking lot will provide ample parking for guests and patients. The tower will have state-of-the-art equipment, private patient rooms and will connect with the original facility via enclosed passageways on the first and second floors. The total investment for the entire project will cost in excess of $200 million. ADDITIONAL SERVICESDue to the COVID-19 pandemic, patients have been required to cook most of their meals exclusively at home. For those who were not used to this lifestyle, it was challenging to abruptly have to learn how to prepare healthy and nutritious meals independently on an ongoing basis. Luckily, Oroville Hospitals Registered Dieticians were ready to teach patients healthy habits and tricks to ensure they were receiving all of the right nutrients, whether they were accommodating for a specific medical condition, or just wished to be generally healthier. Due to mandated COVID-19 precautions, all counseling sessions were safely conducted virtually over video and audio calls.Oroville Hospital pediatric providers are proud to continue to supply their patients with a free, age appropriate book to take home with them at the end of each well-child visit. By introducing and encouraging reading at a young age, a childs brain is better equipped to develop properly and expand their vocabulary comprehension. In addition to free books, bookmarks are also given to children. These bookmarks not only help the child mark their place in the book, it also gives parents helpful examples of activities they can do with their children that encourage talking, reading, and singing. Oroville Hospital remains dedicated to improving reading competency in children, and will continue to develop this program Part VI, Line 7 - States Filing of Community Benefit Report CA Part VI - Additional Information Part II, Ln 8: Oroville Hospital recruits physicians and other healthcare professionals needed in our traditionally underserved community, the cost of which was $257,953 in this tax year. In order to promote the health of the community we serve, Oroville Hospital participates in extensive community building activities which are not included elsewhere on Schedule H. X X X X X false false false false false false false false false Ashok P Khanchandani Former CFO 202412 82932 7557 292901 Carol Speer-Smith CNO 424459 19042 2286 20840 466627 Colleen Duncan CFO 297968 655 774 86899 386296 Debbie Nendze-Scheitler Dir Clinical SvcOP 245287 69708 61283 109214 485492 Denise Lefevre CIO 210572 3273 1188 62413 277446 Jaclyn Rockwell CRNA 368828 107052 475880 Jo L Dilbeck CRO 233921 22622 1188 21615 279346 Matthew J Bazzani MD Chairman 535473 535473 Robert J Wentz President & CEO 1050005 288494 20840 1359339 Roy C Shannon MD Secretary 601606 601606 Ryan Huish CRNA 394885 114615 509500 Scott C Chapple COO 661475 97871 71334 22672 853352 Sultan Chopan MD Trustee 301590 301590 Tyler Bagley CRNA 377378 109533 486911 Wesley Diquattro CRNA 399657 116000 515657 Part III, Additional Information Part II, Column (B)(iii) "Other Reportable Compensation" are the following amounts representing accrued vacation pay partially cashed out to employees Robert J Wentz-$284,930 and Scott A Chapple-$69,012, and to Former Employee Ashok P Khanchandani $82,392. A City of Oroville 946000387 687241AM1 2019-02-26 211846145 Capital Construction false false false B City of Oroville 946000387 2018-06-21 19600000 Refund 2012Bond/DietaryRx Expn false false false A 219538685 14626391 18862858 3514989 100537689 81996759 false false false true B 2315000 20505532 392000 132807 135115 9296215 10549395 true false false true A false false false false false false true B false false false false false false true A false true false false false false false true B false true false false false false false true A true B true Part VI Part II, Line 3, Column A & B: The total proceeds of the issue exceed the issue price due to investment earnings earned from issuance through the end of the fiscal year. Scott Chapple Officer Mortgage X 659500 598112 false true true Denise Lefevre Officer Mortgage X 200000 192812 false true true 790924 Oroville Sports Club OH CEO 400707 Building Lease Pymts false Dove's Landing OH CEO 1311957 Building Lease Pymts false Form 990, Part III, Line 4d: Other Program Services Description OTHER PROGRAM SERVICES 4: Oroville Hospital also provides a variety of outpatient Medical Imaging services, including a Women's Imaging Center and a Radiation Oncology Center. It has Outreach Laboratory Services, Home Health Services, Ambulatory Services, and Outpatient Surgery. Oroville Hospital had 209,604 outpatient visits, 8,348 Home Health visits and performed 3,170 outpatient surgeries in 2021. Form 990, Part VI, Line 11b: Form 990 Review Process Form 990 and supporting schedules are reviewed by the Executive Team prior to filing. The team is comprised of the CEO, COO, CFO, CIO, and CRO. Form 990, Part VI, Line 12c: Explanation of Monitoring and Enforcement of Conflicts Each member of the Board of Trustees must annually sign a Conflict of Interest Statement, and are requested to recuse themselves from voting on any actionable item from which they might benefit. Form 990, Part VI, Line 15b: Compensation Review and Approval Process for Officers and Key Employees The CEO compensation is established after reviewing market studies and comparable hospitals. A compensation committee made up of members of the Board of Trustees reviews the data and establishes the salary. Other officers and key employees salaries are established after reviewing market studies and comparable hospitals, with the CEO and COO making any final decisions. Form 990, Part VI, Line 19: Other Organization Documents Publicly Available Oroville Hospital makes financial, governing, and policy information available to the public through several avenues. The Office of Statewide Planning and Development posts the annual financial disclosure report, quarterly reports, utilization reports, and charge master on an easily assessable internet site. The Internal Revenue Service also makes the Form 990 Return of Organizations Exempt From Income Tax available to the public. In additional, these reports are available to any community member who requests them. Other Changes In Net Assets Or Fund Balances - Other Decreases Rounding = -$8 1000 Executive Parkway 1000 Executive Parkway Oroville CA 95966 464253812 Long Term Care Facility CA 24000 6435541 Oroville Hospital OroHealth Corporation 2767 Olive Highway Oroville CA 95966 942994776 Support subsidiary Oroville Hospital CA 501(c)(3) Line 11B, II NA false Oroville Medical Complex 2809 Olive Highway Oroville CA 95966 680486284 Medical Offices CA NA false false Oroville Sports Club PO Box 7670 Oroville CA 95966 680407127 Hlth/Fitness CA NA false false OHPAC Partners LLC 2767 Olive Highway Oroville CA 95966 821631960 Medical Building CA Oroville Hospital Related -906102 false true 0.51000 Oroville Medical Partners LLC 2767 Olive Highway Oroville CA 95966 814855768 Medical Offices CA Oroville Hospital Related -236637 false true 0.51000 Oroville Solar Partners LLC 2600 Oro Dam Blvd E Oroville CA 95966 815118740 Solar Services CA NA Related -9533 false false 0.50000 OroLake Corporation 2767 Olive Highway Oroville CA 95966 680073855 Sales/Inactive CA NA C-Corp true false false false false false false false false false false true true false false false true false false true OHPAC Partners LLC k -906102 OHPAC Partners LLC s 477101 Capital Distrib Oroville Medical Partners LLC k -236637 Oroville Medical Partners LLC s 54444 Capital Distrib Oroville Solar Partners LLC p -9533