KAISER FOUNDATION HOSPITALS: Form 990, tax year 2019
View the entire original 990 at ProPublica ↗
- Organization
- KAISER FOUNDATION HOSPITALS (EIN 94-1105628)
- Tax period
- 2019-01-01 to 2019-12-31
- Filed
- 2020-11-13
- IRS object ID
- 202013189349300041
- Schema version
- 2019v5.1
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2020-11-13T07:17:32-06:00 | ReturnTs |
| Tax Period End | 2019-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PricewaterhouseCoopers LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 2001 MARKET ST SUITE 1800 | AddressLine1Txt |
| City | PHILADELPHIA | CityNm |
| State Abbreviation | PA | StateAbbreviationCd |
| ZIP | 19103 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2019-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 941105628 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | KAISER FOUNDATION HOSPITALS | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| In Care Of | % CHIEF ACCOUNTING OFFICER | InCareOfNm |
| Business Name Control | KAIS | BusinessNameControlTxt |
| Phone | 5102716611 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | ONE KAISER PLAZA 15L | AddressLine1Txt |
| City | OAKLAND | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 94612 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | MICHAEL P WALTON | PersonNm |
| Person Title | VP & CHIEF TAX OFFICER | PersonTitleTxt |
| Phone | 5102716611 | PhoneNum |
| Signature | 2020-10-26 | SignatureDt |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | ROBERT W FRIZ | PreparerPersonNm |
| PTIN | P00438748 | PTIN |
| Phone | 2673303000 | PhoneNum |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 155.201.35.65 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Federal Original Submission Id | 23522320203185000002 | FederalOriginalSubmissionId |
| Federal Original Submission Id | 2020-11-13 | FederalOriginalSubmissionIdDt |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | 96D298EEFAA49CAFA55784A527D7E90F72BA6D7B | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | C9D900096142CB839109172147C67BACA754734E | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2019 | TaxYr |
| Build TS | 2021-01-29 14:40:06Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | GREGORY A ADAMS | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | ONE KAISER PLAZA 15L | AddressLine1Txt |
| City | OAKLAND | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 94612 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $48,220,994,960 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.kp.org | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 1948 | FormationYr |
| Legal Domicile State | CA | LegalDomicileStateCd |
| Activity Or Mission | to provide high-quality, affordable health care services to improve the health of our members and the communities we serve. | ActivityOrMissionDesc |
| Voting Members Governing Body | 13 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 12 | VotingMembersIndependentCnt |
| Total Employee | 87092 | TotalEmployeeCnt |
| Total Volunteers | 11101 | TotalVolunteersCnt |
| Total Gross UBI | $1,220,259 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $136,210,181 | PYContributionsGrantsAmt |
| CY Contributions Grants | $131,322,546 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $26,270,046,242 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $27,250,671,562 | CYProgramServiceRevenueAmt |
| PY Investment Income | $1,855,957,653 | PYInvestmentIncomeAmt |
| CY Investment Income | $3,025,251,168 | CYInvestmentIncomeAmt |
| PY Other Revenue | $35,436,930 | PYOtherRevenueAmt |
| CY Other Revenue | $37,535,661 | CYOtherRevenueAmt |
| PY Total Revenue | $28,297,651,006 | PYTotalRevenueAmt |
| CY Total Revenue | $30,444,780,937 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $133,361,309 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $435,125,101 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $9,300,950,001 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $9,541,165,664 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $15,853,581,525 | PYOtherExpensesAmt |
| CY Other Expenses | $16,734,037,145 | CYOtherExpensesAmt |
| PY Total Expenses | $25,287,892,835 | PYTotalExpensesAmt |
| CY Total Expenses | $26,710,327,910 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $3,009,758,171 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $3,734,453,027 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $51,713,833,331 | TotalAssetsBOYAmt |
| Total Assets EOY | $52,964,463,128 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $25,122,934,454 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $23,090,642,829 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $26,590,898,877 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $29,873,820,299 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | TO PROVIDE HIGH-QUALITY, AFFORDABLE HEALTH CARE SERVICES TO IMPROVE THE HEALTH OF OUR MEMBERS AND THE COMMUNITIES WE SERVE. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $22,699,339,371 | ExpenseAmt |
| Grant | $3,962,425 | GrantAmt |
| Revenue | $25,947,846,693 | RevenueAmt |
| Desc | PROVIDES HOSPITAL AND MEDICAL CARE, TRAINING AND CHARITY CARE. KAISER FOUNDATION HOSPITALS (KFH) PROVIDES HOSPITAL, MEDICAL AND SURGICAL CARE, INCLUDING EMERGENCY SERVICES, EXTENDED CARE AND HOME HEALTH CARE WITHOUT REGARDS TO AGE, SEX, RACE, RELIGION OR NATIONAL ORIGIN OR THE ABILITY TO PAY. KFH EDUCATES AND TRAINS MEDICAL STUDENTS, PHYSICIANS AND OTHER HEALTH CARE PROFESSIONALS AND PROMOTES SCIENTIFIC RESEARCH AND MEDICAL AND NURSING EDUCATION IN ORDER TO IMPROVE CARE FOR OUR MEMBERS AND OUR COMMUNITY. KFH DIRECTLY INVESTS IN IMPROVEMENTS IN COMMUNITY HEALTH BY WORKING TO INCREASE ACCESS FOR THE UNDERSERVED, DISSEMINATING CARE IMPROVEMENTS, ALTERING THE SOCIAL DETERMINANTS OF HEALTH AND EDUCATING TO IMPROVE HEALTH. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $1,819,607,679 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $1,159,482,673 | RevenueAmt |
| Desc | MEDICAID AND OTHER GOVERNMENT SPONSORED PROGRAMS. KAISER FOUNDATION HOSPITALS (KFH) IS COMMITTED TO IMPROVING MEDICAL CARE FOR BENEFICIARIES OF MEDICAID AND OTHER GOVERNMENT SPONSORED PROGRAMS, NOT ONLY FOR KAISER FOUNDATION HEALTH PLAN, INC. MEMBERS, BUT ALSO WITHIN THE COMMUNITIES WE SERVE. AT THE END OF 2019, OVER 791,000 INDIVIDUALS WERE RECEIVING ACCESS TO INPATIENT AND EMERGENCY CARE AT KFH'S FACILITIES UNDER MEDICAID MANAGED CARE PROGRAMS IN THE STATES OF CALIFORNIA, HAWAII, OREGON, AND WASHINGTON AND UNDER THE CHILDREN'S HEALTH INSURANCE PROGRAM (CHIP). IN ADDITION, KFH PROVIDED HEALTH CARE ON A FEE-FOR-SERVICE BASIS FOR MEDICAID BENEFICIARIES WHO WERE NOT ENROLLED AS KAISER FOUNDATION HEALTH PLAN, INC. MEMBERS. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $321,188,439 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $9,624,917 | RevenueAmt |
| Desc | CHARITY CARE (MEDICAL FINANCIAL ASSISTANCE AND CHARITABLE HEALTH COVERAGE). KAISER FOUNDATION HOSPITALS (KFH) PROVIDES CHARITY CARE TO LOW-INCOME VULNERABLE PATIENTS THROUGH THE MEDICAL FINANCIAL ASSISTANCE (MFA) AND CHARITABLE HEALTH COVERAGE (CHC) PROGRAMS. KFH OFFERS FINANCIAL ASSISTANCE THROUGH THE MFA PROGRAM TO HELP FAMILIES AND INDIVIDUALS WITH A DEMONSTRATED FINANCIAL NEED PAY FOR ALL OR PART OF THE COST OF EMERGENCY OR MEDICALLY NECESSARY CARE PROVIDED IN KAISER PERMANENTE FACILITIES AND/OR BY KAISER PERMANENTE PROVIDERS. IN 2019, THIS PROGRAM ASSISTED OVER 246,000 PATIENTS THROUGH FINANCIAL ASSISTANCE. THE CHC PROGRAMS OFFER REGULAR KAISER FOUNDATION HEALTH PLAN MEMBERSHIP AT MINIMAL COST TO LOW INCOME FAMILIES WHO ARE NOT ELIGIBLE FOR OTHER PUBLIC OR PRIVATELY SPONSORED COVERAGE. APPROXIMATELY, 15,000 PATIENTS WERE RECEIVING ACCESS TO COMPREHENSIVE HEALTH CARE THROUGH THESE PROGRAMS AT THE END OF 2019. | Desc |
Prog Srvc Accom Acty Other ProgSrvcAccomActyOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $776,504,561 | ExpenseAmt |
| Grant | $431,162,676 | GrantAmt |
| Revenue | $133,717,279 | RevenueAmt |
| Desc | See part iii, line 4a-d description | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $776,504,561 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $431,162,676 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $133,717,279 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $25,616,640,050 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | false | LobbyingActivitiesInd |
| Subject To Proxy Tax | false | SubjectToProxyTaxInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| Donor Rstr Or Quasi Endowments | false | DonorRstrOrQuasiEndowmentsInd |
| Report Land Building Equipment | Yes (true) | ReportLandBuildingEquipmentInd |
| Report Investments Other Sec | Yes (true) | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | false | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | false | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | false | ForeignOfficeInd |
| Foreign Activities | Yes (true) | ForeignActivitiesInd |
| More Than5000 K To Org | Yes (true) | MoreThan5000KToOrgInd |
| More Than5000 K To Individuals | false | MoreThan5000KToIndividualsInd |
| Professional Fundraising | false | ProfessionalFundraisingInd |
| Fundraising Activities | false | FundraisingActivitiesInd |
| Gaming Activities | false | GamingActivitiesInd |
| Operate Hospital | Yes (true) | OperateHospitalInd |
| Audited Financial Stmt Att | Yes (true) | AuditedFinancialStmtAttInd |
| Grants To Organizations | Yes (true) | GrantsToOrganizationsInd |
| Grants To Individuals | Yes (true) | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | Yes (true) | TaxExemptBondsInd |
| Invest Tax Exempt Bonds | Yes (true) | InvestTaxExemptBondsInd |
| Escrow Account | false | EscrowAccountInd |
| On Behalf Of Issuer | false | OnBehalfOfIssuerInd |
| Engaged In Excess Benefit Trans | false | EngagedInExcessBenefitTransInd |
| PY Excess Benefit Trans | false | PYExcessBenefitTransInd |
| Loan Outstanding | false | LoanOutstandingInd |
| Grant To Related Person | false | GrantToRelatedPersonInd |
| Business Rln With Org Mem | false | BusinessRlnWithOrgMemInd |
| Business Rln With Fam Mem | Yes (true) | BusinessRlnWithFamMemInd |
| Business Rln With35 Ctrl Ent | false | BusinessRlnWith35CtrlEntInd |
| Deductible Non Cash Contri | false | DeductibleNonCashContriInd |
| Deductible Art Contribution | false | DeductibleArtContributionInd |
| Terminate Operations | false | TerminateOperationsInd |
| Partial Liquidation | false | PartialLiquidationInd |
| Disregarded Entity | Yes (true) | DisregardedEntityInd |
| Related Entity | Yes (true) | RelatedEntityInd |
| Related Organization Ctrl Ent | Yes (true) | RelatedOrganizationCtrlEntInd |
| Transaction With Control Ent | Yes (true) | TransactionWithControlEntInd |
| Trnsfr Exmpt Non Chrtbl Rltd Org | false | TrnsfrExmptNonChrtblRltdOrgInd |
| Activities Conducted Prtshp | false | ActivitiesConductedPrtshpInd |
| Schedule O Required | Yes (true) | ScheduleORequiredInd |
| Info In Schedule O Part V | Yes (X) | InfoInScheduleOPartVInd |
| IRP Document | 2722 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 87092 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | Yes (true) | UnrelatedBusIncmOverLimitInd |
| Form990 T Filed | Yes (true) | Form990TFiledInd |
| Foreign Financial Account | Yes (true) | ForeignFinancialAccountInd |
| Foreign Country | BD | ForeignCountryCd |
| Foreign Country | BR | ForeignCountryCd |
| Foreign Country | CI | ForeignCountryCd |
| Foreign Country | CH | ForeignCountryCd |
| Foreign Country | CO | ForeignCountryCd |
| Foreign Country | EZ | ForeignCountryCd |
| Foreign Country | EG | ForeignCountryCd |
| Foreign Country | GR | ForeignCountryCd |
| Foreign Country | HK | ForeignCountryCd |
| Foreign Country | HU | ForeignCountryCd |
| Prohibited Tax Shelter Trans | false | ProhibitedTaxShelterTransInd |
| Taxable Party Notification | false | TaxablePartyNotificationInd |
| Nondeductible Contributions | false | NondeductibleContributionsInd |
| Quid Pro Quo Contributions | false | QuidProQuoContributionsInd |
| Form8282 Property Disposed Of | false | Form8282PropertyDisposedOfInd |
| Rcv Fnds To Pay Prsnl Bnft Cntrct | false | RcvFndsToPayPrsnlBnftCntrctInd |
| Pay Premiums Prsnl Bnft Cntrct | false | PayPremiumsPrsnlBnftCntrctInd |
| Indoor Tanning Services | false | IndoorTanningServicesInd |
| Subj To Tax Rmnrtn Ex Prcht Pymt | Yes (true) | SubjToTaxRmnrtnExPrchtPymtInd |
| Subject To Excs Tax Net Invst Inc | false | SubjectToExcsTaxNetInvstIncInd |
| Info In Schedule O Part VI | Yes (X) | InfoInScheduleOPartVIInd |
| Governing Body Voting Members | 13 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 12 | IndependentVotingMemberCnt |
| Family Or Business Rln | Yes (true) | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | Yes (true) | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | false | MembersOrStockholdersInd |
| Election Of Board Members | false | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | false | DecisionsSubjectToApprovaInd |
| Minutes Of Governing Body | Yes (true) | MinutesOfGoverningBodyInd |
| Minutes Of Committees | Yes (true) | MinutesOfCommitteesInd |
| Officer Mailing Address | false | OfficerMailingAddressInd |
| Local Chapters | false | LocalChaptersInd |
| Form990 Provided To Gvrn Body | Yes (true) | Form990ProvidedToGvrnBodyInd |
| Conflict Of Interest Policy | Yes (true) | ConflictOfInterestPolicyInd |
| Annual Disclosure Covered Prsn | Yes (true) | AnnualDisclosureCoveredPrsnInd |
| Regular Monitoring Enfrc | Yes (true) | RegularMonitoringEnfrcInd |
| Whistleblower Policy | Yes (true) | WhistleblowerPolicyInd |
| Document Retention Policy | Yes (true) | DocumentRetentionPolicyInd |
| Compensation Process CEO | Yes (true) | CompensationProcessCEOInd |
| Compensation Process Other | Yes (true) | CompensationProcessOtherInd |
| Investment In Joint Venture | false | InvestmentInJointVentureInd |
| States Where Copy Of Return Is Fld | CA | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | GA | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | OR | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
| Other | Yes (X) | OtherInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | CHIEF ACCOUNTING OFFICER | PersonNm |
| Phone | 5102716611 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | ONE KAISER PLAZA 15L | AddressLine1Txt |
| City | OAKLAND | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 94612 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (84 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Bernard Tyson | ||||||||||
| Chairman & CEO | 15.0 | 35.0 | Yes (X) | Yes (X) | $0 | $16,114,729 | $19,364,810 | |||
| Kathryn Lancaster | ||||||||||
| EVP & CFO | 14.5 | 35.5 | Yes (X) | $0 | $6,221,959 | $498,376 | ||||
| Gregory Adams | ||||||||||
| Chairman & CEO | 14.9 | 35.1 | Yes (X) | Yes (X) | $0 | $5,505,365 | $707,892 | |||
| Arthur Southam | ||||||||||
| EVP, Health Plan Operations | 5.0 | 45.0 | Yes (X) | $0 | $5,331,038 | $506,745 | ||||
| Richard Daniels | ||||||||||
| EVP, Chief Information Officer | 25.0 | 25.0 | Yes (X) | $0 | $2,586,247 | $1,372,683 | ||||
| Julie Miller-Phipps | ||||||||||
| Region President - SCAL | 24.5 | 25.5 | Yes (X) | $0 | $2,265,177 | $1,411,757 | ||||
| Janet Liang | ||||||||||
| Regional President - NCAL | 25.0 | 25.0 | Yes (X) | $0 | $2,155,864 | $1,386,842 | ||||
| Kimberly Horn | ||||||||||
| Regional President - MAS | 5.0 | 45.0 | Yes (X) | $0 | $1,607,411 | $1,896,063 | ||||
| Patrick Courneya | ||||||||||
| EVP, Chief Medical Officer | 22.0 | 28.0 | Yes (X) | $0 | $1,751,323 | $1,238,244 | ||||
| Charles Columbus | ||||||||||
| SVP, Chief HR Officer | 25.0 | 25.0 | Yes (X) | $0 | $2,568,164 | $192,629 | ||||
| Mark Zemelman | ||||||||||
| SVP, General Counsel & Secy | 17.0 | 33.0 | Yes (X) | $0 | $2,074,271 | $328,680 | ||||
| Wade Overgaard | ||||||||||
| SVP, Health Plan Ops - CA | 10.0 | 40.0 | Yes (X) | $0 | $1,826,621 | $415,863 | ||||
| Paul Swenson | ||||||||||
| SVP, Chief Strategy Officer | 5.0 | 45.0 | Yes (X) | $0 | $1,943,187 | $155,186 | ||||
| Kathryn Beiser | ||||||||||
| SVP Chf Communications Officer | 4.5 | 45.5 | Yes (X) | $0 | $1,567,330 | $478,464 | ||||
| Chuck Bevilacqua | ||||||||||
| SVP, Health Plan Svc & Admin | 10.0 | 40.0 | Yes (X) | $0 | $1,664,238 | $376,489 | ||||
| Ruth Williams-Brinkley | ||||||||||
| Region President - NW | 25.0 | 25.0 | Yes (X) | $0 | $1,571,747 | $415,575 | ||||
| James Simpson | ||||||||||
| Region President - GA | 5.0 | 45.0 | Yes (X) | $0 | $1,647,644 | $322,345 | ||||
| George Disalvo | ||||||||||
| SVP, CFO - SCAL | 25.0 | 25.0 | $0 | $1,646,585 | $242,502 | Yes (X) | ||||
| Susan Mullaney | ||||||||||
| Region President - WA | 5.0 | 45.0 | Yes (X) | $0 | $1,152,270 | $671,616 | ||||
| Anthony Barrueta | ||||||||||
| SVP, Government Relations | 24.5 | 25.5 | Yes (X) | $0 | $1,277,566 | $456,601 | ||||
| Donald Orndoff | ||||||||||
| SVP, NFS | 14.0 | 36.0 | Yes (X) | $0 | $1,556,215 | $176,921 | ||||
| Michael Rowe | ||||||||||
| SVP, Chf Bus Dev & Strat Exec | 10.0 | 40.0 | $0 | $1,420,058 | $292,114 | Yes (X) | ||||
| Diane Comer | ||||||||||
| SVP, Business Info Officer | 50.0 | 0.0 | $0 | $1,477,242 | $201,858 | Yes (X) | ||||
| Roland Lyon | ||||||||||
| SVP, Natl Del System Strategy | 0.0 | 50.0 | $0 | $1,259,869 | $319,706 | Yes (X) | ||||
| Vita Willett | ||||||||||
| SVP, Area Manager - Riverside | 50.0 | 0.0 | $0 | $1,151,198 | $413,692 | Yes (X) | ||||
| Michael Sutten | ||||||||||
| SVP Info Technology & CTO | 50.0 | 0.0 | $0 | $1,454,365 | $96,278 | Yes (X) | ||||
| Michael Ramseier | ||||||||||
| Region President - Colorado | 5.0 | 45.0 | Yes (X) | $0 | $1,251,141 | $262,203 | ||||
| Thomas Hanenburg | ||||||||||
| SVP, Chief Operating Officer | 25.0 | 25.0 | $0 | $1,248,508 | $255,713 | Yes (X) | ||||
| Kathleen Scheirman | ||||||||||
| SVP, IT Operations | 50.0 | 0.0 | $0 | $1,295,367 | $173,530 | Yes (X) | ||||
| Jeffrey Collins | ||||||||||
| SVP,Health Plan &Hospital Opns | 50.0 | 0.0 | $0 | $1,251,808 | $187,418 | Yes (X) | ||||
| Arlene Peasnall | ||||||||||
| Interim SVP, Chief HR Officer | 25.0 | 25.0 | Yes (X) | $0 | $1,091,088 | $347,414 | ||||
| Thomas Meier | ||||||||||
| SVP, Corporate Treasurer | 18.0 | 32.0 | Yes (X) | $0 | $1,177,748 | $260,343 | ||||
| Ron Groepper | ||||||||||
| SVP, Area Manager - Greater SF | 50.0 | 0.0 | $0 | $1,234,432 | $157,553 | Yes (X) | ||||
| Mark Costa | ||||||||||
| SVP, Area Manager Large | 50.0 | 0.0 | $0 | $1,160,768 | $200,992 | Yes (X) | ||||
| William Caswell | ||||||||||
| SVP, Operations | 50.0 | 0.0 | $0 | $1,144,707 | $212,272 | Yes (X) | ||||
| Chandrika Bhalla | ||||||||||
| SVP, CFO - NCAL | 25.0 | 25.0 | $0 | $1,040,064 | $305,846 | Yes (X) | ||||
| Corwin Harper | ||||||||||
| SVP, Area Mgr - Central Valley | 50.0 | 0.0 | $0 | $1,106,277 | $227,261 | Yes (X) | ||||
| Laurel Junk | ||||||||||
| SVP, Enterprise Shared Svcs | 10.0 | 40.0 | Yes (X) | $0 | $1,039,388 | $282,228 | ||||
| Vanessa Benavides | ||||||||||
| SVP,Chf Compliance & Priv. Off | 20.0 | 30.0 | Yes (X) | $0 | $1,058,543 | $257,086 | ||||
| Bechara Choucair | ||||||||||
| SVP, Chief Cmty Health Officer | 25.0 | 25.0 | Yes (X) | $0 | $983,868 | $326,601 | ||||
| Janet O'Hollaren | ||||||||||
| VP, COO | 0.0 | 50.0 | $0 | $799,487 | $510,108 | Yes (X) | ||||
| Colleen Mckeown | ||||||||||
| SVP, Area Manager Large | 50.0 | 0.0 | $0 | $947,021 | $347,486 | Yes (X) | ||||
| Christine Robisch | ||||||||||
| SVP,Operations-Op Strat &Impln | 50.0 | 0.0 | $0 | $884,891 | $406,646 | Yes (X) | ||||
| Elizabeth Finley | ||||||||||
| SVP, Area Manager - San Diego | 50.0 | 0.0 | $0 | $776,896 | $410,614 | Yes (X) | ||||
| Ronald Vance | ||||||||||
| Interim Regional President -HI | 20.0 | 30.0 | Yes (X) | $0 | $1,186,875 | $0 | ||||
| Greg Christian | ||||||||||
| SVP, Area Mgr - San Bernadino | 50.0 | 0.0 | $0 | $859,365 | $323,456 | Yes (X) | ||||
| Christopher Boyd | ||||||||||
| SVP, Area Manager Large | 50.0 | 0.0 | $0 | $1,000,194 | $168,385 | Yes (X) | ||||
| Alfonse Upshaw | ||||||||||
| SVP,Corporate Controller & CAO | 15.0 | 35.0 | Yes (X) | $0 | $948,792 | $200,172 | ||||
| Tami Lamp | ||||||||||
| SVP, Chief HR Officer | 25.0 | 25.0 | Yes (X) | $0 | $1,111,557 | $25,770 | ||||
| Lesley Wille | ||||||||||
| SVP, Operations | 50.0 | 0.0 | $0 | $788,885 | $327,744 | Yes (X) | ||||
| Patricia Harvey | ||||||||||
| SVP, Qlty, Reg, & Clinical Ops | 50.0 | 0.0 | $0 | $744,071 | $293,376 | Yes (X) | ||||
| David Underriner | ||||||||||
| Region President - HI | 25.0 | 25.0 | Yes (X) | $0 | $987,719 | $19,237 | ||||
| Michelle Gaskill | ||||||||||
| SVP,Health Plan &Hospital Opns | 50.0 | 0.0 | $0 | $828,997 | $171,410 | Yes (X) | ||||
| John Yamamoto | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $657,242 | $337,340 | Yes (X) | ||||
| Philip Young Jr | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | Yes (X) | $0 | $606,595 | $273,517 | ||||
| Gerald A Mccall | ||||||||||
| SVP, Operations | 50.0 | 0.0 | $0 | $817,677 | $25,008 | Yes (X) | ||||
| Max Villalobos | ||||||||||
| COO - North County | 50.0 | 0.0 | $0 | $507,734 | $297,992 | Yes (X) | ||||
| Matthew Weber | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | Yes (X) | $0 | $549,146 | $209,093 | ||||
| Hong-Sze Yu | ||||||||||
| VP, Brd & Corp Gov & Asst Secy | 13.5 | 36.5 | Yes (X) | $0 | $383,934 | $286,903 | ||||
| Frank Richardson | ||||||||||
| Assistant Secretary - HI | 25.0 | 25.0 | Yes (X) | $0 | $384,859 | $230,842 | ||||
| Kristin Bear | ||||||||||
| Assistant Secretary | 17.0 | 33.0 | Yes (X) | $0 | $369,075 | $214,980 | ||||
| Cesar Villalpando | ||||||||||
| SVP, Enterprise Shared Svcs | 0.0 | 0.0 | $0 | $211,698 | $268,565 | Yes (X) | ||||
| Bernice Gould | ||||||||||
| Assistant Secretary | 20.5 | 29.5 | Yes (X) | $0 | $234,945 | $198,256 | ||||
| Judith Coffey | ||||||||||
| SVP, Area Manager Group - NCAL | 50.0 | 0.0 | $0 | $353,140 | $71,494 | Yes (X) | ||||
| Deborah Friberg | ||||||||||
| Bus Planning & Corp Dev't Exec | 0.0 | 50.0 | $0 | $302,967 | $120,193 | Yes (X) | ||||
| Rochelle Roth | ||||||||||
| Assistant Secretary | 14.0 | 36.0 | $0 | $225,154 | $146,499 | Yes (X) | ||||
| Margaret E Porfido J | ||||||||||
| Director | 2.0 | 4.0 | Yes (X) | $0 | $301,762 | -$23,196 | ||||
| Edward YW Pei | ||||||||||
| Director | 3.0 | 4.5 | Yes (X) | $0 | $252,531 | $19,000 | ||||
| Cynthia A Telles PHD | ||||||||||
| Director | 3.2 | 6.5 | Yes (X) | $0 | $270,608 | -$6,498 | ||||
| Leslie S Heisz | ||||||||||
| Director | 2.0 | 3.0 | Yes (X) | $0 | $253,287 | $8,494 | ||||
| Judith A Johansen JD | ||||||||||
| Director | 3.0 | 6.0 | Yes (X) | $0 | $272,875 | -$13,027 | ||||
| Regina M Benjamin MD | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $219,168 | $36,843 | ||||
| Ramon F Baez | ||||||||||
| Director | 2.0 | 3.9 | Yes (X) | $0 | $250,030 | $1,555 | ||||
| Maryann Bodayle | ||||||||||
| Assistant Secretary | 22.0 | 28.0 | Yes (X) | $0 | $177,929 | $69,541 | ||||
| Richard P Shannon MD | ||||||||||
| Director | 2.0 | 3.5 | Yes (X) | $0 | $235,500 | $8,391 | ||||
| David J Barger | ||||||||||
| Director | 3.5 | 6.5 | Yes (X) | $0 | $227,000 | $4,554 | ||||
| David F Hoffmeister | ||||||||||
| Director | 4.0 | 5.5 | Yes (X) | $0 | $234,880 | -$3,793 | ||||
| Jeffrey E Epstein | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $251,395 | -$26,164 | ||||
| A Eugene Washington | ||||||||||
| Director | 3.0 | 4.0 | Yes (X) | $0 | $232,045 | -$8,669 | ||||
| Raymond Baxter | ||||||||||
| SVP, CB Research & Hlth Policy | 0.0 | 0.0 | $0 | $115,609 | $39,447 | Yes (X) | ||||
| Mary Ann Barnes | ||||||||||
| Region President - HI | 0.0 | 0.0 | $0 | $153,060 | $0 | Yes (X) | ||||
| Daniel Garcia | ||||||||||
| SVP, Chief Compliance Officer | 0.0 | 0.0 | $0 | $58,564 | $0 | Yes (X) | ||||
| Kim J Kaiser | ||||||||||
| Director | 0.0 | 0.5 | $0 | $39,460 | $0 | Yes (X) | ||||
| William Graber | ||||||||||
| Director | 0.0 | 0.0 | $0 | $10,284 | $0 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $0 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $69,343,318 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $33,843,653 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 35822 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | Yes (true) | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| CARDINAL HEALTH | |||||
| 5426 LANDERS RD | SHERWOOD | AR | 72117 | CONSULTING SERVICES | $435,701,040 |
| ROSE INTERNATIONAL INC | |||||
| 16305 SWINGLEY RIDGE RD STE 350 | CHESTERFIELD | MO | 63017 | STAFFING SERVICES | $433,657,992 |
| COGNIZANT TECHNOLOGY SOLUTIONS | |||||
| 500 FRANK W BURR BLVD | TEANECK | NJ | 07666 | DIGITAL TECHNOLOGY | $167,309,620 |
| BLACKSTONE CONSULTING INC | |||||
| 11726 SAN VICENTE BLVD | LOS ANGELES | CA | 90049 | CONSULTING SERVICES | $165,374,851 |
| ORACLE AMERICA INC | |||||
| 500 ORACLE PKWY | REDWOOD SHORES | CA | 94085 | CONSULTING SERVICES | $119,925,667 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 315 | CntrctRcvdGreaterThan100KCnt |
| Fundraising | $0 | FundraisingAmt |
| Related Organizations | $0 | RelatedOrganizationsAmt |
| Government Grants | $110,148,632 | GovernmentGrantsAmt |
| All Other Contributions | $21,173,914 | AllOtherContributionsAmt |
| Noncash Contributions | $0 | NoncashContributionsAmt |
| Total Contributions | $131,322,546 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (4 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt | ExclusionExclusionAmt |
|---|---|---|---|---|---|
| HOSPITAL SERV REV | 622110 | $22,993,152,035 | $22,993,152,035 | $0 | $0 |
| NON-PLAN & IND REV | 622110 | $913,459,220 | $913,459,220 | $0 | $0 |
| OTHR PRGM SERV REV | 622110 | $2,896,880,729 | $2,894,757,433 | $2,123,296 | $0 |
| MEDICARE PAYMENTS | 622110 | $447,179,578 | $447,179,578 | $0 | $0 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $27,250,671,562 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,775,084,932 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | -$3,955,724 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,779,040,656 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,379,723 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,379,723 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,379,723 | TotalRevenueColumnAmt |
| Exclusion | $2,379,723 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $19,024,181,201 | SecuritiesAmt |
| Other | $2,199,058 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $17,770,393,053 | SecuritiesAmt |
| Other | $5,820,970 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $1,253,788,148 | SecuritiesAmt |
| Other | -$3,621,912 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,250,166,236 | TotalRevenueColumnAmt |
| Exclusion | $1,250,166,236 | ExclusionAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Fundraising Gross Income | $0 | FundraisingGrossIncomeAmt |
| Fundraising Direct Expenses | $0 | FundraisingDirectExpensesAmt |
Net Incm From Fundraising Evt NetIncmFromFundraisingEvtGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gaming Gross Income | $0 | GamingGrossIncomeAmt |
| Gaming Direct Expenses | $0 | GamingDirectExpensesAmt |
Net Income From Gaming NetIncomeFromGamingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Sales Of Inventory | $0 | GrossSalesOfInventoryAmt |
| Cost Of Goods Sold | $0 | CostOfGoodsSoldAmt |
Net Income Or Loss NetIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Other Revenue Misc OtherRevenueMiscGrp (3 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | ExclusionExclusionAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|---|
| CAFETERIA | 722310 | $23,725,837 | $0 | $23,725,837 | |
| PARKING GARAGES | 812930 | $8,798,705 | $0 | $8,377,414 | $421,291 |
| KP VENTURES | 900099 | $2,631,396 | $0 | $0 | $2,631,396 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $35,155,938 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $30,444,780,937 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $27,248,548,266 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $1,220,259 | UnrelatedBusinessRevenueAmt |
| Exclusion | $3,063,689,866 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $433,926,623 | TotalAmt |
| Program Services | $433,926,623 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,158,000 | TotalAmt |
| Program Services | $1,158,000 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $40,478 | TotalAmt |
| Program Services | $40,478 | ProgramServicesAmt |
Benefits To Members BenefitsToMembersGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $582,599 | TotalAmt |
| Program Services | $550,920 | ProgramServicesAmt |
| Management And General | $31,679 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,916,822,506 | TotalAmt |
| Program Services | $6,540,722,168 | ProgramServicesAmt |
| Management And General | $376,100,338 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $876,588,696 | TotalAmt |
| Program Services | $828,924,425 | ProgramServicesAmt |
| Management And General | $47,664,271 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,262,955,249 | TotalAmt |
| Program Services | $1,194,282,402 | ProgramServicesAmt |
| Management And General | $68,672,847 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $484,216,614 | TotalAmt |
| Program Services | $457,887,468 | ProgramServicesAmt |
| Management And General | $26,329,146 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $471,974 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $471,974 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $3,969,739 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $3,969,739 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Fees For Services Lobbying FeesForServicesLobbyingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Services Prof Fundraising FeesForServicesProfFundraising
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Fees For Srvc Invst Mgmnt Fees FeesForSrvcInvstMgmntFeesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $90,731,752 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $90,731,752 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,685,847 | TotalAmt |
| Management And General | $5,685,847 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $421,138,110 | TotalAmt |
| Program Services | $398,238,840 | ProgramServicesAmt |
| Management And General | $22,899,270 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,166,219,926 | TotalAmt |
| Program Services | $1,102,807,036 | ProgramServicesAmt |
| Management And General | $63,412,890 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $456,392,957 | TotalAmt |
| Program Services | $431,576,714 | ProgramServicesAmt |
| Management And General | $24,816,243 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $17,817,531 | TotalAmt |
| Program Services | $16,848,708 | ProgramServicesAmt |
| Management And General | $968,823 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Pymt Travel Entrtnmnt Pub Ofcl PymtTravelEntrtnmntPubOfclGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Conferences Meetings ConferencesMeetingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $16,274,009 | TotalAmt |
| Management And General | $16,274,009 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $994,608,540 | TotalAmt |
| Program Services | $940,526,972 | ProgramServicesAmt |
| Management And General | $54,081,568 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,017,733,997 | TotalAmt |
| Program Services | $962,394,988 | ProgramServicesAmt |
| Management And General | $55,339,009 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $70,813,130 | TotalAmt |
| Program Services | $66,962,685 | ProgramServicesAmt |
| Management And General | $3,850,445 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt | FundraisingFundraisingAmt |
|---|---|---|---|---|
| PURCHASED MEDICAL SERVICES | $4,605,291,647 | $4,605,291,647 | $0 | $0 |
| BASIC CONTRACTUAL PAYMENTS | $3,593,064,090 | $3,593,064,090 | $0 | $0 |
| MEDICAL & OTHER SUPPLIES | $2,548,883,277 | $2,410,288,444 | $138,594,833 | $0 |
| PURCHASED NON-MEDICAL SVC | $626,901,986 | $592,814,361 | $34,087,625 | $0 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,098,038,633 | TotalAmt |
| Program Services | $1,038,333,081 | ProgramServicesAmt |
| Management And General | $59,705,552 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $26,710,327,910 | TotalAmt |
| Program Services | $25,616,640,050 | ProgramServicesAmt |
| Management And General | $1,093,687,860 | ManagementAndGeneralAmt |
| Fundraising | $0 | FundraisingAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part X | Yes (X) | InfoInScheduleOPartXInd |
Cash Non Interest Bearing CashNonInterestBearingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $318,017,493 | BOYAmt |
| EOY | $519,270,127 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Pledges And Grants Receivable PledgesAndGrantsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Accounts Receivable AccountsReceivableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $533,652,487 | BOYAmt |
| EOY | $527,150,692 | EOYAmt |
Receivables From Officers Etc ReceivablesFromOfficersEtcGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Rcvbl From Disqualified Prsn RcvblFromDisqualifiedPrsnGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Oth Notes Loans Receivable Net OthNotesLoansReceivableNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,812,474,736 | BOYAmt |
| EOY | $2,838,084,045 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $473,052,659 | BOYAmt |
| EOY | $514,691,337 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $719,234,877 | BOYAmt |
| EOY | $637,129,017 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $38,745,834,388 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $20,680,109,112 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $17,858,613,936 | BOYAmt |
| EOY | $18,065,725,276 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,215,262,848 | BOYAmt |
| EOY | $18,462,356,061 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $8,636,049,253 | BOYAmt |
| EOY | $9,773,569,998 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,147,475,042 | BOYAmt |
| EOY | $1,626,486,575 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $51,713,833,331 | BOYAmt |
| EOY | $52,964,463,128 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,234,469,783 | BOYAmt |
| EOY | $3,422,091,586 | EOYAmt |
Grants Payable GrantsPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Deferred Revenue DeferredRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $313,288,761 | BOYAmt |
| EOY | $248,756,704 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,117,070,000 | BOYAmt |
| EOY | $5,257,410,000 | EOYAmt |
Escrow Account Liability EscrowAccountLiabilityGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Loans From Officers Directors LoansFromOfficersDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Mortg Notes Pybl Scrd Invst Prop MortgNotesPyblScrdInvstPropGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $15,458,105,910 | BOYAmt |
| EOY | $14,162,384,539 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $25,122,934,454 | BOYAmt |
| EOY | $23,090,642,829 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Org Does Not Follow FASB117 | Yes (X) | OrgDoesNotFollowFASB117Ind |
Cap Stk Tr Prin Current Funds CapStkTrPrinCurrentFundsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Pd In Cap Srpls Land Bldg Eqp Fund PdInCapSrplsLandBldgEqpFundGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $56,982,009 | BOYAmt |
| EOY | $52,869,875 | EOYAmt |
Rtn Earn Endowment Incm Oth Fnds RtnEarnEndowmentIncmOthFndsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $26,533,916,868 | BOYAmt |
| EOY | $29,820,950,424 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $26,590,898,877 | BOYAmt |
| EOY | $29,873,820,299 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $51,713,833,331 | BOYAmt |
| EOY | $52,964,463,128 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $3,734,453,027 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$986,296,263 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | $534,764,658 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule D IRS990ScheduleD
| Field | Value | IRS element (for citing) |
|---|---|---|
| Art Public Exhibition Amounts | ArtPublicExhibitionAmountsGrp | |
| Held Works Art | HeldWorksArtGrp | |
| CY Minus3 Yr Endwmt Fund | CYMinus3YrEndwmtFundGrp | |
| CY Minus4 Yr Endwmt Fund | CYMinus4YrEndwmtFundGrp |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,050,846,363 | OtherCostOrOtherBasisAmt |
| Book Value | $1,050,846,363 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $25,090,237,247 | OtherCostOrOtherBasisAmt |
| Depreciation | $12,368,085,848 | DepreciationAmt |
| Book Value | $12,722,151,399 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $335,857,857 | OtherCostOrOtherBasisAmt |
| Depreciation | $238,558,375 | DepreciationAmt |
| Book Value | $97,299,482 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $3,767,128,900 | OtherCostOrOtherBasisAmt |
| Depreciation | $3,083,815,675 | DepreciationAmt |
| Book Value | $683,313,225 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $8,501,764,021 | OtherCostOrOtherBasisAmt |
| Depreciation | $4,989,649,214 | DepreciationAmt |
| Book Value | $3,512,114,807 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $18,065,725,276 | TotalBookValueLandBuildingsAmt |
| Financial Derivatives | FinancialDerivativesGrp | |
| Closely Held Equity Interests | CloselyHeldEquityInterestsGrp |
Other Securities OtherSecuritiesGrp (3 entries)
| DescDesc | Book ValueBookValueAmt | Method ValuationMethodValuationCd |
|---|---|---|
| ABSOLUTE RETURN FUNDS | $2,272,560,910 | F |
| PRIVATE EQUITY FUNDS | $6,563,522,865 | F |
| RISK PARITY FUNDS | $937,486,223 | F |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $9,773,569,998 | TotalBookValueSecuritiesAmt |
| Federal Income Tax Liability | $0 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (10 entries)
| DescDesc | AmtAmt |
|---|---|
| DUE TO RELATED ENTITIES | $4,803,779,192 |
| LOANS PAYABLE TO EXTRNL ENTITY | $4,462,730,999 |
| POST RETIREMENT LIABILITIES | $2,728,217,340 |
| OTHER LONG-TERM LIABILITIES | $452,722,908 |
| RESERVE FOR WORKERS COMP RISKS | $426,344,921 |
| COMMERCIAL PAPER | $380,930,871 |
| OPERATING LEASE LIABILITIES | $352,131,059 |
| RESERVE FOR PROF/PUBLIC LIAB | $262,642,408 |
| OTHER CURRENT LIABILITIES | $193,799,324 |
| BROKER PAYABLES | $99,085,517 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $14,162,384,539 | TotalLiabilityAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | Schedule D, Part X | FormAndLineReferenceDesc |
| Explanation | ASC 740 Footnote: The organization's financial statements do not include a footnote under ASC 740. | ExplanationTxt |
Schedule F IRS990ScheduleF
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Account Activities Outside US AccountActivitiesOutsideUSGrp (8 entries)
| RegionRegionTxt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|
| South America | Investments | $198,358,000 |
| East Asia and the Pacific | Investments | $312,547,000 |
| Europe (Including Iceland and Greenland) | Investments | $444,262,000 |
| Russia and the Newly Independent States | Investments | $2,362,000 |
| Middle East and North Africa | Investments | $23,623,000 |
| South Asia | Investments | $2,486,000 |
| Sub-Saharan Africa | Investments | $1,437,000 |
| Central America and the Caribbean | Investments | $6,124,469,000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Spent | $7,109,544,000 | SubtotalSpentAmt |
| Total Spent | $7,109,544,000 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (2 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt |
|---|---|---|
| North America | Research | $20,303 |
| North America | Research | $20,175 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 2 | Total501c3OrgCnt |
| Transfer To Foreign Corp | Yes (true) | TransferToForeignCorpInd |
| Interest In Foreign Trust | false | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (true) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | Yes (true) | PassiveForeignInvestmestCoInd |
| Foreign Partnership | Yes (true) | ForeignPartnershipInd |
| Boycott Countries | false | BoycottCountriesInd |
Schedule H IRS990ScheduleH
| Field | Value | IRS element (for citing) |
|---|---|---|
| Financial Assistance Policy | Yes (true) | FinancialAssistancePolicyInd |
| Written Policy | Yes (true) | WrittenPolicyInd |
| All Hospitals Policy | Yes (X) | AllHospitalsPolicyInd |
| FPG Reference Free Care | Yes (true) | FPGReferenceFreeCareInd |
Free Care Oth Percentage FreeCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Free Care Other | 350. | FreeCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| FPG Reference Discounted Care | false | FPGReferenceDiscountedCareInd |
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | Yes (true) | FinancialAssistanceBudgetInd |
| Expenses Exceed Budget | Yes (true) | ExpensesExceedBudgetInd |
| Unable To Provide Care | false | UnableToProvideCareInd |
| Annual Community Bnft Report | Yes (true) | AnnualCommunityBnftReportInd |
| Report Publically Available | Yes (true) | ReportPublicallyAvailableInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $321,188,440 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,624,918 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $311,563,522 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01170 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,815,901,650 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,157,859,172 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $658,042,478 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02460 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $3,706,029 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,623,501 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $2,082,528 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,140,796,119 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,169,107,591 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $971,688,528 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03640 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $51,157,924 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $51,157,924 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00190 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $143,825,469 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $23,282,995 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $120,542,474 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00450 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $150,507,493 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $110,434,284 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $40,073,209 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00150 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $431,320,265 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $431,320,265 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01610 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $776,811,151 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $133,717,279 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $643,093,872 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02410 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,917,607,270 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,302,824,870 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,614,782,400 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.06050 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $0 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $0 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $384,011,808 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $477,603,444 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$93,591,636 | MedicareSurplusOrShortfallAmt |
Costing Methodology Used CostingMethodologyUsedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Written Debt Collection Policy | Yes (true) | WrittenDebtCollectionPolicyInd |
| Financial Assistance Prvsn | Yes (true) | FinancialAssistancePrvsnInd |
| Hospital Facilities | 42 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (42 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Teaching HospitalTeachingHospitalInd | Research FacilityResearchFacilityInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Facility Reporting GroupFacilityReportingGroupCd | Critical Access HospitalCriticalAccessHospitalInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| KAISER FDN HOSPITAL - LOS ANGELES | |||||||||||||
| 1 | 4867 SUNSET BLVD | LOS ANGELES | CA | 90027 | http://www.kp.org | 930000077 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL- ROSEVILLE | |||||||||||||
| 2 | 1600 Eureka Rd | Roseville | CA | 95661 | http://www.kp.org | 550001681 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL - FONTANA | |||||||||||||
| 3 | 9961 SIERRA AVE | FONTANA | CA | 92335 | http://www.kp.org | 240000159 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SANTA CLARA | |||||||||||||
| 4 | 700 LAWRENCE EXPRESSWAY | SANTA CLARA | CA | 95051 | http://www.kp.org | 070000661 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - OAKLAND | |||||||||||||
| 5 | 275 W MACARTHUR BLVD | OAKLAND | CA | 94611 | http://www.kp.org | 140000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSP - SUNNYSIDE MED CTR | |||||||||||||
| 6 | 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97105 | http://www.kp.org | 1073 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | F | ||
| KAISER FOUNDATION HOSPITAL - DOWNEY | |||||||||||||
| 7 | 9333 IMPERIAL HIGHWAY | DOWNEY | CA | 90242 | http://www.kp.org | 930000078 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| MAUI MEMORIAL MEDICAL CENTER | |||||||||||||
| 8 | 221 Mahalani Street | Wailuku | HI | 96793 | mauihealthsystem.org | 3-H | Yes (X) | Yes (X) | Yes (X) | E | |||
| KAISER FDN HOSPITAL - SD (Clairemont) | |||||||||||||
| 9 | 9455 CLAIREMOMT MESA BLVD | SAN DIEGO | CA | 92123 | http://www.kp.org | 080000062 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FDN HOSPITAL- SOUTH SACRAMENTO | |||||||||||||
| 10 | 6600 BRUCEVILLE RD | SOUTH SACRAMENTO | CA | 95823 | http://www.kp.org | 030000228 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SAN FRANCISCO | |||||||||||||
| 11 | 2425 GEARY BLVD | SAN FRANCISCO | CA | 94115 | http://www.kp.org | 220000188 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - HONOLULU | |||||||||||||
| 12 | 3288 MOANALUA RD | HONOLULU | HI | 96819 | http://www.kp.org | OHCA#31-H | Yes (X) | Yes (X) | Yes (X) | Yes (X) | G | ||
| KAISER FOUNDATION HOSPITAL - ANAHEIM | |||||||||||||
| 13 | 3440 E LA PALMA AVE | ANAHEIM | CA | 92806 | http://www.kp.org | 060000091 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FOUNDATION HOSPITAL - VALLEJO | |||||||||||||
| 14 | 975 SERENO DR | VALLEJO | CA | 94589 | http://www.kp.org | 110000026 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SACRAMENTO | |||||||||||||
| 15 | 2025 MORSE AVE | SACRAMENTO | CA | 95825 | http://www.kp.org | 030000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - WALNUT CREEK | |||||||||||||
| 16 | 1425 S MAIN ST | WALNUT CREEK | CA | 94596 | http://www.kp.org | 140000290 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SAN LEANDRO | |||||||||||||
| 17 | 2500 MERCED ST | SAN LEANDRO | CA | 94577 | http://www.kp.org | 550002678 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL- RIVERSIDE | |||||||||||||
| 18 | 10800 MAGNOLIA AVE | RIVERSIDE | CA | 92505 | http://www.kp.org | 250000327 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - MODESTO | |||||||||||||
| 19 | 4601 DALE RD | MODESTO | CA | 95356 | http://www.kp.org | 030000393 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | D | |
| KAISER FOUNDATION HOSPITAL - SAN JOSE | |||||||||||||
| 20 | 250 HOSPITAL PARKWAY | SAN JOSE | CA | 95119 | http://www.kp.org | 070000117 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - ONTARIO | |||||||||||||
| 21 | 2295 S VINEYARD AVE | ONTARIO | CA | 91761 | http://www.kp.org | 240000159 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SOUTH BAY | |||||||||||||
| 22 | 25825 S VERMONT AVE | HARBOR CITY | CA | 90710 | http://www.kp.org | 930000079 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - IRVINE | |||||||||||||
| 23 | 6640 ALTON PARKWAY | IRVINE | CA | 92618 | http://www.kp.org | 060000091 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FDN HOSPITAL - BALDWIN PARK | |||||||||||||
| 24 | 1011 BALDWIN PARK BLVD | BALDWIN PARK | CA | 91706 | http://www.kp.org | 930000920 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | D | |
| KAISER FDN HOSPITAL- SAN DIEGO(ZION) | |||||||||||||
| 25 | 4647 ZION AVE | SAN DIEGO | CA | 92120 | http://www.kp.org | 0800062 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FDN HOSPITAL - SANTA ROSA | |||||||||||||
| 26 | 401 BICENTENNIAL WAY | SANTA ROSA | CA | 95403 | http://www.kp.org | 110000213 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - W LOS ANGELES | |||||||||||||
| 27 | 6041 CADILLAC AVE | LOS ANGELES | CA | 90034 | http://www.kp.org | 930000081 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FDN HOSPITAL - PANORAMA CITY | |||||||||||||
| 28 | 13652 CANTARA ST | PANORAMA CITY | CA | 91402 | http://www.kp.org | 930000080 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER FOUNDATION HOSPITAL - FRESNO | |||||||||||||
| 29 | 7300 N FRESNO ST | FRESNO | CA | 93720 | http://www.kp.org | 040000384 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - REDWOOD CITY | |||||||||||||
| 30 | 1100 VETERANS BLVD | REDWOOD CITY | CA | 94063 | http://www.kp.org | 220000021 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - WOODLAND HILLS | |||||||||||||
| 31 | 5601 DE SOTO AVE | WOODLAND HILLS | CA | 91367 | http://www.kp.org | 930000358 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C | |
| KAISER WESTSIDE MEDICAL CENTER | |||||||||||||
| 32 | 2875 NW STUCKI ROAD | HILLSBORO | OR | 97124 | http://www.kp.org | 14-1472 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | F | ||
| KAISER FOUNDATION HOSPITAL- VACAVILLE | |||||||||||||
| 33 | 1 QUALITY DR | VACAVILLE | CA | 95688 | http://www.kp.org | 550001207 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - ANTIOCH | |||||||||||||
| 34 | 4501 SAND CREEK RD | ANTIOCH | CA | 94531 | http://www.kp.org | 550000614 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSP - SOUTH SAN FRANCISCO | |||||||||||||
| 35 | 1200 EL CAMINO REAL | SOUTH SAN FRANCISCO | CA | 94080 | http://www.kp.org | 220000022 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SAN RAFAEL | |||||||||||||
| 36 | 99 MONTECILLO RD | SAN RAFAEL | CA | 94903 | http://www.kp.org | 110000357 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - FREMONT | |||||||||||||
| 37 | 39400 PASEO PADRE PARKWAY | FREMONT | CA | 94538 | http://www.kp.org | 140000053 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - MORENO VALLEY | |||||||||||||
| 38 | 27300 IRIS AVE | MORENO VALLEY | CA | 92555 | http://www.kp.org | 550000810 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - RICHMOND | |||||||||||||
| 39 | 901 NEVIN ST | RICHMOND | CA | 94801 | http://www.kp.org | 140000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - MANTECA | |||||||||||||
| 40 | 1777 W YOSEMITE AVE | MANTECA | CA | 95336 | http://www.kp.org | 030000393 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KULA HOSPITAL | |||||||||||||
| 41 | 100 Keokea Place | Kula | HI | 96790 | mauihealthsystem.org | 25-H | Yes (X) | Yes (X) | Yes (X) | E | Yes (X) | ||
| LANAI COMMUNITY HOSPITAL | |||||||||||||
| 42 | 628 SEVENTH STREET | LANAI CITY | HI | 96763 | mauihealthsystem.org | 28-H | Yes (X) | Yes (X) | Yes (X) | E | Yes (X) | ||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (7 entries)
| First Licensed CY Or PYFirstLicensedCYOrPYInd | Tax Exempt Hospital CY Or PYTaxExemptHospitalCYOrPYInd | CHNA ConductedCHNAConductedInd | Community DefinitionCommunityDefinitionInd | Community DemographicsCommunityDemographicsInd | Existing ResourcesExistingResourcesInd | How Data ObtainedHowDataObtainedInd | Community Health NeedsCommunityHealthNeedsInd | Other Health IssuesOtherHealthIssuesInd | Community Hlth Needs Id ProcessCommunityHlthNeedsIdProcessInd | Consulting ProcessConsultingProcessInd | Prior CHNA ImpactPriorCHNAImpactInd | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Other WebsiteOtherWebsiteInd | Other Website URLOtherWebsiteURLTxt | Paper Copy Public InspectionPaperCopyPublicInspectionInd | Implementation Strategy AdoptImplementationStrategyAdoptInd | Implementation Strategy AdptImplementationStrategyAdptYr | Strategy Posted WebsiteStrategyPostedWebsiteInd | Strategy Website URLStrategyWebsiteURLTxt | Organization Incur Excise TaxOrganizationIncurExciseTaxInd | Elig Criteria ExplainedEligCriteriaExplainedInd | FPG Family Incm Lmt Free DscntFPGFamilyIncmLmtFreeDscntInd | FPG Family Incm Lmt Free CareFPGFamilyIncmLmtFreeCarePct | FPG Family Incm Lmt Dscnt CareFPGFamilyIncmLmtDscntCarePct | Other CriteriaOtherCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Provided Nonprofit ContactProvidedNonprofitContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP Avlbl On Request No ChargeFAPAvlblOnRequestNoChargeInd | FAP App Avlbl On Request No ChrgFAPAppAvlblOnRequestNoChrgInd | FAP Sum Avlbl On Request No ChrgFAPSumAvlblOnRequestNoChrgInd | Notified FAP Copy Bill DisplayNotifiedFAPCopyBillDisplayInd | Communtity Notified FAPCommuntityNotifiedFAPInd | FAP TranslatedFAPTranslatedInd | Other PublicityOtherPublicityInd | FAP Actions On NonpaymentFAPActionsOnNonpaymentInd | Permit No ActionsPermitNoActionsInd | Collection ActivitiesCollectionActivitiesInd | Provided Written NoticeProvidedWrittenNoticeInd | Made Effort Orally NotifyMadeEffortOrallyNotifyInd | Processed FAP ApplicationProcessedFAPApplicationInd | Made Presumptive Elig DetermMadePresumptiveEligDetermInd | Nondis Emergency Care PolicyNondisEmergencyCarePolicyInd | Look Back Medicaid Medcr PrvtLookBackMedicaidMedcrPrvtInd | Amounts Generally BilledAmountsGenerallyBilledInd | Gross ChargesGrossChargesInd | Prospective Medicare MedicaidProspectiveMedicareMedicaidInd | Other Actions TakenOtherActionsTakenInd | Look Back MedicareLookBackMedicareInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A-26 Facilities - See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 350. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |||
| B-1 FACILITY - SEE PART V SEC C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | false | false | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 350. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |||
| C-7 Facilities - See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | Yes (true) | false | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 350. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |||
| D-2 Facilities See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | false | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 350. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |||
| E-3 Facilities See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 250. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.mauihealth.org | Yes (X) | http://www.mauihealth.org | Yes (X) | http://www.mauihealth.org | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (true) | false | false | Yes (X) | |||||
| F-2 Facilities See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 300. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | http://www.kp.org/mfa/ | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | false | false | Yes (X) | Yes (X) | |||
| G-1 Facility See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 19 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 20 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 300. | 0. | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | http://www.kp.org/mfa/hawaii | Yes (X) | http://www.kp.org/mfa/hawaii | Yes (X) | http://www.kp.org/mfa/hawaii | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | ||
Supplemental Information SupplementalInformationGrp (74 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Glossary | Adverse Childhood Experiences (ACES) Community Based Organization (CBO) Community Benefits Advisory Council (CBAC) Community Health Impact Coalition (CHIC) Community Health Needs Assessment (CHNA) Federally Qualified Health Center (FQHC) Health Eating and Active Living (HEAL) Kaiser Permanente (KP) Maui Health System (MHS) Regional Occupational Program (ROP) A, 1, KFH - LOS ANGELES EXPLANATIONS PART V, SECTION B. Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under- resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Los Angeles service area, community engagement efforts set out to target those geographies most under- resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH-West Los Angeles Line 6B: A Place Called Home Asian Pacific AIDS Intervention Team Bienestar Bravo Medical Magnet High School Brotherhood Crusade California Community Foundation CHIRLA Esperanza Community Housing Corporation Foothill Family Services Heart of Los Angeles Hollywood Community Housing Corporation Hollywood DMH JWCH Institute LA Care LA Conservation Corps LA Promise Fund Los Angeles Christian Health Services Los Angeles Neighborhood Legal Services LURN Mayors Office of Resident Engagement Mi Centro/Latino Equality Alliance My Friends Place Office of Councilmember Mitch OFarrell Office of Councilmember Riu Office of Deputy Supervisor Sheila Kuehl Office of State Senator Maria Elena Durazo Pasadena Black Infant Health Program Pasadena Public Health Department Pasadena Public Health Department, Tobacco Control Pasadena Unified School District PATH RootDownLA South Central Family Health Services SPA 4 Health Office St. Barnabas St. Francis Center STEM Academy StepUp on 2nd TEACH Public Schools The Center at Blessed Sacrament The Los Angeles LGBT Center To Help Everyone Health and Wellness Centers TransLatin@ Coalition Youth Policy Institute Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Strategic Priorities (intermediate goals) 1. Increase coverage, access and utilization of health care services for populations that are underserved, uninsured and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Sample Interventions 1. Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 2.1 Support access to care for underserved community members through grant- making and/or collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - Through grant-making and/or collaboration, support efforts to provide care coordination for medically discharged, underserved patients, including the homeless, from hospitals emergency departments or inpatient facilities. - Through grant-making, support efforts to provide community-based, in-home supportive services to underserved, low-income individuals dealing with chronic disease. - Through grant-making and/or collaboration, support efforts to reduce non- critical emergency room use and help reduce hospital readmissions. 2.2 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. - Through partnerships and collaborations, support health care pipeline and training programs. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic Priorities (intermediate goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1. Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes a multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increases access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food retailers. 2. Support programs that procure, recover and/or redistribute food to food-insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envisions food services as a potential source of nutritious meals for the broader community by distributing food to food-insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. - Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. |
| - The Kaiser Permanente Thriving Schools Healthy Eating Active Living | (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at-risk of or experiencing homelessness. - Through grant-making, support safety net services focused on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions, chronic illness and homelessness. - Through grant-making and collaboration, improve early identification and tracking of individuals at risk of homelessness or suffering from chronic homelessness. 2.2 Support and participate in collaboratives that coordinate resources and funding streams for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Through grant-making expand training and employment opportunities to vulnerable or marginalized populations including the disabled, and increase workers incomes, through efforts such as earned income tax credits and increasing the minimum wage. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence- based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities (intermediate goals) 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Through grant-making and collaboration, support efforts to improve and increase early detection using evidenced- based mental health screening tools in clinical settings, organizations, agencies and other community settings. - Through grant-making and collaboration, support efforts to improve access to high quality substance abuse treatment, including medication- assisted treatments, to decrease the burden of addiction and promote resiliency and recovery. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Through grant-making, increase access for the underserved to mental and behavioral health professionals using a variety of new, technology- based modalities, such as telehealth. - Through grant-making and collaboration, support efforts to link uninsured and underinsured families to medical, mental and other supportive services. 1.3 Support community-based, multi-sector collaborative efforts that support mental health and behavioral health for underserved, low-income individuals and their families. - Support access to outpatient and inpatient mental and behavioral health services for vulnerable low-income community members. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - Support training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs (STRTP). - Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Support the expansion of mental and behavioral health certification and training programs to increase the availability of culturally and linguistically qualified practitioners. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Support efforts to educate individuals to reduce their misconceptions about mental health and learn about trauma, resilience, and resources, including proper use of medication. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 4: Sexually Transmitted Infections/HIV Long Term Goal Improve health and quality of life through prevention, detection, and treatment of STIs/HIV and the associated risk factors. Strategic Priorities (intermediate goals) 1. Improve access to STI/HIV preventive and treatment services including affordable medications and behavioral counseling and support. Strategies & Sample Interventions 1.1 Build capacity for organizations to expand their offering of evidence-based programs addressing STI/HIV prevention and management, and behavioral and mental health services to populations at high risk for or with STIs/HIV. - Through grant-making and collaboration, support awareness of STIs/HIV risk factors and proactively offer on-demand STIs/HIV screenings and prophylactic treatment to vulnerable populations. - Through grant-making, promote and encourage referral to and provision of high-quality health care including specialty care for populations at high-risk for STIs/HIV and their partners. - Through grant-making, support STIs/HIV education, prevention and stigma reduction efforts. - Through grant-making, support efforts to integrate primary, mental and behavioral health to reduce transmission of STIs/HIV. Health needs KFH-Los Angeles does not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Los Angeles to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Los Angeles is in a position to meaningfully address the need. All of the selected health needs are those that meet this criteria an which KFH-Los Angeles is in a position to directly address. While structural exclusion has not been selected as a priority health need per se, many of the interventions have been developed to respond specifically to situations in which vulnerable populations (LGBTQ, immigrants, Latinos, African Americans and the homeless) have experienced structural exclusion. Therefore, a response to this health need has been woven throughout the implementation strategy outlined by KFH-Los Angeles. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| B, 2, KFH ROSEVILLE Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members through key informant interviews, group interviews, and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 11: Health need 1: Access to Care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low income, rural, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the system and use evidence-based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low income individuals and families to community and government resources (Thrive Local) - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyles resources Expected outcomes - Increased number of low income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non-medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 2: Economic Security Long term goal - All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase connections to support services for individuals experiencing homelessness Strategies - Increase baseline spending for local and diverse businesses - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative Expected outcomes - Increased hospital spending in local and diverse businesses - Increased enrollment and participation in public benefit programs - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships Health need 3: Healthy Eating Active Living (HEAL) Long term goal - All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low income families and individuals - Increase access to healthy food options - Increase access to safe parks and public spaces - Increase practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Leverage Kaiser Permanente clinical expertise to develop a pilot program to promote healthy eating, active living practices in the community as an obesity and diabetes mitigation strategy - Support community networks that promote for physical activity and use of existing public spaces - Support collaborations and partner with local community-benefit organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of health care resources Expected outcomes - Increased enrollment and participation in public benefit programs - Reduction in food insecurity - Increased access to healthy and affordable foods in schools - Increased access to safe parks and green spaces - Strengthened network of support services, coordinated efforts, and funding to promote HEAL and reduce chronic diseases |
| Health need 4: Mental and Behavioral Health | Long term goal - All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase the capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based, and other organizations) - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Support culturally competent mental health services for low income and uninsured individuals - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals (e.g., career pathways at local high schools with existing health care programs) - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency - Increased participation in prevention programs and support services for those at risk of family violence Health needs KFH-Roseville does not intend to address One health need prioritized in the 2019 KFH-Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Women and Childrens Well-being. Roseville CHIC members ranked it lowest among the health needs as part of the Implementation Strategies prioritization process. This health need was not selected as a standalone priority, based on the 2019 CHNA data. Rather, the KFH-Roseville and the Roseville CHIC members decided that, there was ample evidence that women and children should be priority populations within each of the other health needs, such as Access to Care and Economic Security. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 3, KFH FONTANA & A, 21 ONTARIO Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Fontana and Ontario service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6B: KFH-Fontana and Ontario is an active participant in several countywide collaboratives and convenings whose work helped inform the CHNA, including the Oral Health Action Coalition-Inland Empire, the Hospital Association of Southern California Homeless Systems Assessment of Care, the San Bernardino County Homeless Partnership, Office of Homeless Services, the High Desert Food Collaborative, and a Kaiser Permanente San Bernardino County Area Community Mental and Behavioral Health Convening. Line 11: Health need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - In collaboration with the San Bernardino County Public Health, provide Local Oral Health Program to improve access to oral health care and integration of services (medical, dental, etc.) for low income uninsured. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - With support of grant funding, Community Based Organizations and Faith-Based organizations will raise awareness and link among African-American pregnant women to early prenatal care where geographic disparities exist (Hesperia, Rialto, Victorville, San Bernardino, Fontana) due to lower birthweight infants and higher infant mortality. - In collaboration with the Community Health Association Inland Southern Region, support the advocacy and delivery of resources and networking opportunities to 20 member organizations, representing 103 community-based primary care health centers and clinics. 1.3 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. 1.4 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 2.1 Strengthen the capacity of community clinics to prevent and manage chronic disease. - With support of grant funding, community clinics and CBOs support individuals with early identification and management of asthma, diabetes, obesity. Health Need 2: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. At least 200 partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. - In collaboration with mental health partners from diverse multi- sectors, develop the Regional Behavioral Health Collaboration to convene organizations for capacity building, practice sharing, learning, leveraging of training, resources, and general network building. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, Faith-Based and Community Based Organizations will provide counseling services and support groups in school-based family resource centers. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services So. California Child Welfare Collaborative Phase 2 will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With the support of grant funding, Cal State University, San Bernardino will develop a Culturally Competent Behavioral Health Workforce by integrating education and training into the psychology and social work graduate programs with the goal to serve a diverse population in the Inland Empire. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, ROP school programs will expand Mental Health Education and Career Pathways. |
| 3.1 Support efforts to improve the community and social support | systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide 500 families with culturally-informed materials and toolkits to help connect them to health coverage, understand benefits available to them, and get needed care. - The Kaiser Permanente Child and Adolescent Psychiatry Team will provide therapy to Fontana Unified School Students, including talks about Mental Health and You addressing depression, anxiety, suicide prevention. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Kaiser Permanente Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences. - With support of grant funding, the San Bernardino County Superintendent of Schools (Office of Education) will provide Mental Health First Aid training across school districts. - With support of grant funding, the Adverse Childhood Experiences (ACEs) Task Force of San Bernardino will provide education, training, and technical assistance to develop organizational capacity related to Trauma-Informed Care. - Kaiser Permanentes Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 3: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1. Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative includes CalFresh enrollment campaign which utilizes multi- modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 2. Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision food services as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 3. Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Hospital based Farmers Market accepts EBT enabling low income individuals to obtain fresh produce. 1. Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of grant funding, Inland Empire United Way lead agency for 2-1-1 San Bernardino County, hires homeless health outreach workers to coordinate with community health centers and hospital systems to identify and support homeless clients unmet needs. - With the support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness. 2. Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - In collaboration with the Housing Solutions Collaborative, build the capacity and understanding of regional stakeholders on how to advance permanent supportive housing developments. 1. Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - The Kaiser Permanente, Build for Impact incorporates community analysis lens into the planning, designing, and execution of Kaiser Permanentes capital projects. 2. Provide educational attainment and pipeline pathway programs to increase high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - With the support of grant funding, ROP programs, school districts, and community-based organizations will implement education and pipeline programs to support students as they transition from elementary, middle, and high school. Health needs KFH-Fontana and Ontario do not intend to fully address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Fontana and Ontario to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Fontana and Ontario are in a position to meaningfully address the need. Oral health, obesity, diabetes, substance abuse, and maternal and infant health are being addressed through the strategies and interventions of the three selected health needs: access to care, economic opportunity, and mental health. For example, strategies and interventions for addressing food insecurity is a key approach for preventing the onset of diabetes and obesity; strategies to address access to quality mental health care will include addiction treatment as an approach to addressing substance abuse. Raising awareness and linking pregnant women to early prenatal care and to regular care after giving birth will be a key access to care intervention to address maternal/infant health. Lastly, building the core capacity of community clinics to prevent and manage chronic disease (such as asthma and diabetes), will be critical to supporting community members to have access to quality care. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| A, 4, KFH SANTA CLARA Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the county public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: El Camino Hospital Kaiser Foundation Hospital San Jose Lucile Packard Childrens Hospital Stanford OConnor Hospital-Verity Stanford Health Care Saint Louise Regional Hospital-Verity Line 6B: Santa Clara County Community Benefit Coalition Hospital Council of Northern & Central California Santa Clara County Public Health Department Line 11: Health need 1: Health Care Access and Delivery Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Improve the capacity of health care systems to provide quality health care services - Increase access to a diverse, culturally competent health care workforce Strategies - Medicaid. Deploy KP resources to provide high-quality medical care to Medicaid participants who would otherwise struggle to access care. - Charitable health coverage. Deploy KP resources to provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - Medical financial assistance. Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support patient navigation programs associated with community clinics and school health clinics, especially for low-income community members and/or monolingual non-English-speakers - Support increased access to oral health care for low-income and geographically remote community members via comprehensive low-or no-cost mobile dental services - Support medically tailored meal programs for low-income individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - For low-income and vulnerable populations: - Improve access to health care coverage - Reduce financial barriers to care - Increase use of preventive care - Increase quality of care provided - Increase diversity of care providers Health need 2: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support organizations offering behavioral health services to individuals experiencing homelessness - Support organizations working with service providers on strategies to address opioid use disorder - Support for substance use recovery-related programming - Support for grief and loss counseling and related support for low- income and/or minority populations - Support for programs that strengthen families and lead at-risk teens to make positive life choices - Support for programs that improve parenting skills among at-risk populations - Support for mentoring programs for youth of color - Support social-emotional learning for children and youth - Support programs that train youth to intervene in peer bullying - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KP's Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Reduce the likelihood of family and community trauma - Increase individuals coping skills to reduce the impact of trauma, including reducing use of drugs and alcohol - Increase use of behavioral health services, especially among low-income and vulnerable populations - Increase diversity and cultural competence of behavioral health care providers Health need 3: Healthy Eating and Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Improve access to healthy food in schools - Increase access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Support healthy food incentive programs for CalFresh participants - Support medically tailored meal programs for low-income individuals - Support organizations that make healthy food available to low-income, minority families - Support farmers markets on college campuses for low-income young adults and other community members - Support for school-based healthy meals and health & wellness policies - Support fitness programs for older adults at public community centers - Support after-school fitness programs at schools - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members Expected outcomes - For low-income community members, improve food security - Improve food environment, especially in schools - Increase healthy eating, especially among youth, older adults, and low-income individuals - Increase physical activity, especially among youth and older adults |
| Health need 4: Housing and Homelessness | Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability - Improve job readiness for people with barriers to employment Strategies - Support programs that help low-income homeowners stay in their homes - Support temporary rental subsidies and related supportive services for individuals experiencing homelessness - Support for transitional housing, which includes case management, job and housing search assistance, financial literacy, and life skills education - Support long-term housing and support services for domestic violence victims and their children who are homeless or at risk of homelessness - Support efforts to house transitional-aged former foster youth - Explore partnership with Santa Clara County to support medical social work through backpack medicine, mobile clinics, medical respite, and/or KP volunteers at local clinics - Support mobile hygiene outreach programs offered in combination with supportive services - Support employment opportunities for individuals experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Prevent homelessness among low-income and vulnerable individuals - Increase number of permanent housing units - Improve access to support for individuals experiencing homelessness - Improve access to jobs for individuals experiencing homelessness Health needs KFH Santa Clara does not intend to address Asthma. This need scored lower on CHNA priority, and scored much lower on leveraging local assets and existence of evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than two of the four chosen needs with regard to leveraging KP assets. Cancer. This need scored much lower on CHNA priority and leveraging local assets compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs with regard to both feasibility and leveraging KP assets. Community and Family Safety. This need scored lower on CHNA priority and leveraging KP assets, and scored much lower on evidence- based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs on feasibility. Economic Security. This need scored lower on CHNA priority compared to the four needs that were selected to be addressed. With regard to evidence- based or promising approaches, leveraging KP assets, and feasibility, it scored lower than three of the four chosen needs. Environment. This need scored lower on all five selection criteria compared to the four needs that were selected to be addressed Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 5, KFH OAKLAND Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Alta Bates Summit Medical Center (three campuses) John Muir Health UCSF Benioff Childrens Hospital Oakland Line 6B: Alameda County Health Care Services Alameda County Public Health Department Alameda Health Consortium Alameda County Behavioral Health Services First 5 Alameda County Line 11: Health need 1: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well-trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support FQHC capacity to screen and connect patients to mental health services - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support programs providing direct mental health services in schools - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - KP Behavioral Health Training program - Advance city policiesCity Health - Control the amount of alcohol sales - Raise the legal age for the sale of tobacco products to 21 - Smoke free indoor air policies Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for misuse of drugs and alcohol prompted by stigma reduction campaigns |
| Health need 3: Economic Security | Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Increase opportunities for asset preservation and wealth creation - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Reduce food insecurity among low- income families and individuals Strategies - Provide support for programs that offer basic skills and other training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that partner with school districts, health systems and community partners (e.g., immigration, housing) to provide nutritious foods to people who experience food insecurity - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Facilitate a formal partnership with Bay Area Community Services to house 500 frail seniors in the city of Oakland - Increase baseline spend for local and diverse businesses - Advance inclusionary zoning policies (CityHealth) Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Oakland does not intend to address Healthy Eating / Active Living. The Healthy Eating / Active Living health need received high scores from CHIC members but was a lower priority in the CHNA process. In addition, CHIC members noted that significant investments had already been made. The group agreed to incorporate one element of this health need - food security - into the Economic Security emphasis. Housing and Homelessness. Housing and Homelessness was ranked in the middle of the health needs by the CHIC members. This health need received lower scores than most of the other health needs (except Transportation / Traffic and Climate / Natural Environment) in terms of leveraging community assets and was also in a lowest tier in terms of the feasibility of Kaiser Permanente having an impact. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need and is also being addressed by national strategies in the KFH-Oakland service area. Education and Literacy. This health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Community and Family Safety. This health need received relatively low rankings from CHIC members for the availability of evidence-based or promising approaches, the ability to leverage Kaiser Permanente expertise or assets, and the feasibility of making an impact. However, some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of domestic violence and human trafficking), and supporting interventions that increase economic security and reduce homelessness (such as providing specialized educational and behavioral health services designed for those experiencing re-entry or homelessness. Climate/Natural Environment. This health need was recognized as a factor in health outcomes but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. It also received a low priority from the CHNA process. Transportation/Traffic. Although CHIC members recognized that transportation and traffic create barriers to health by lengthening commutes, increasing stress, and affecting access to care, they also gave this health need the lowest overall ranking of all the health needs, seeing few opportunities to leverage community or Kaiser Permanente assets, apply evidence-based or promising approaches, or feasibly make an impact. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| F, 6, KFH KAISER SUNNYSIDE & F, 32, KAISER WESTSIDE MED CTR Explanations | Part V, Section B. Line 5: Community input from across the primary and secondary service areas was incorporated into the CHNA process to identify and prioritize health needs. Employees accounted for community input as part of the CHNA process in the following ways: A broad range of community members provided input through town halls and listening sessions. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. - Community Town Halls Four town halls were conducted, one in each of the four Portland metro area counties, including Clackamas, Clark, Multnomah, and Washington. Leaders and staff from community-based organizations serving the local residents were invited to participate. The town halls used a world cafe style group learning exercise that mixed presenting, interpreting, and discussing community surveillance data. - Community Listening Sessions Eighteen listening sessions were conducted, with 217 participants across the four-county region from October to December 2018. Each listening session was hosted by a community- based organization serving the priority population. local indicators with state and national benchmarks. - Strategic Planning - The Oregon Health Equity Alliance (OHEA) facilitated sessions in which ten community partners made recommendations regarding KFH Hospitals community health strategies in four areas: place- based initiatives, mental health and wellness, the KFH Hospitals Health Career Scholarship Program, and the capacity-building initiative. In addition to facilitating community engagement and serving on the strategic planning team, OHEA also provided guidance and recommendations around how to most equitably integrate community input into the strategic planning process. KFH Hospitals also leveraged additional data sources beyond those included in the CHNA Data Platform. The sources included data from county Community Health Implementation Plans and other regional reports selected to highlight the strengths and needs of specific populations. Line 6A: KFH Westside and KFH Sunnyside conducted a joint CHNA. Both KFH hospitals share the same primary service area. Line 6B: KFH Hospitals helped found and participated in the development of Healthy Columbia Willamette, a collaborative effort including 15 area hospitals and health systems as well as four county health departments and a Coordinated Care Organizations (CCO). Healthy Columbia Willamette was formed to support member organizations in responding to the new ACA federal requirements and to catalyze the collective efforts of health and public health leaders in the Portland metropolitan area to have coordinated and meaningful impact on the health of the region. Community Health staff contributes to the on-going assessment efforts of Healthy Columbia Willamette to expand Kaiser Permanentes community partnerships and improve community health in the Northwest region. Members of Healthy Columbia Willamette collaborative: Adventist Medical Center Legacy Health System (5 hospitals) Oregon Health and Science University PeaceHealth Southwest Medical Center Providence Health (4 hospitals) Tuality Community Hospital Health Share of Oregon Clackamas County Public Health Division Clark County Public Health Department Multnomah County Health Department Washington County Public Health Division Line 11: KFH hospitals prioritized and selected three health needs to address throughout our service area. Access to Care Access to comprehensive, affordable, quality medical and dental care is an important factor in determining quality of life. When communities across our region speak about access to care, they note the need for support in navigating the system, multiple language options, providers with cultural awareness and humility, and culturally diverse providers. Barriers to accessing care include racism and discrimination; financial insecurity due to medical and medication costs; cultural, social, and geographic isolation; lack of affordable and reliable transportation options; and lack of insurance and affordable and local care options. Community Health Workers are an integral part of overcoming barriers to health care access because they are from the community, speak the language, and are culturally aware. Mental Health and Wellness Mental health and wellness affects all areas of life, including a persons physical well-being and ability to work, perform well in school, and participate fully in family and community activities. Communities across our region experience significant stress, often because of racism, discrimination, and exclusion due to their race/ethnicity, socio-economic status, LGBTQI identities, disability status, and citizenship status. They also describe the need for help easing depression and other mental health concerns. Culturally-specific community members often feel isolated from their support systems and express the desire for community spaces, support for maintaining cultural values, and establishing a sense of belonging. While access to affordable, local, quality mental health and addiction programs and services is critical, strategies also need to include programs and services that strengthen resilience and promote social and emotional wellness for everyone in the community. Economic Security Social and economic conditions, including income, education, food security, and safe and stable housing are strongly associated with a persons health. Community members struggle with financial insecurity due to unaffordable housing costs, rent hikes, evictions, and instability in emergency housing. Racism and discrimination greatly impact economic security. Transportation barriers are also a concern. Financial insecurity impedes communities ability to eat healthy foods and be physically active. Communities would like walkable access to grocery stores, farmer's markets, and community events. Immigrants and refugees face additional financial challenges, such as a lack of credit history to assist in financial endeavors, or the lack of transferable job skills and education from their home countries. Community members in our region believe that investing in businesses-particularly family-oriented and culturally diverse businesses - would encourage economic growth and financial security for the entire community. Two medium priority health needs from the 2019 CHNA will not be the focus of this Implementation Strategy. 1. Obesity/HEAL/Diabetes Not ranked as highly as three priority needs. Although, by investing in strategies focused on the social determinants of health through economic security, we expect to see an improvement in indicators related to chronic disease. 2. Maternal and Infant Health Not ranked as highly as three priority needs. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NW Line 20E: 1) Provided written notice on all patient statements informing patients that MFA is available for those who qualify. 2) Provided the PLS with first patient billing statement. |
| A, 7, KFH DOWNEY Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Downey service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (82%) represented the community service providers. 18% represented community residents (adult and youth), including Spanish speaking residents. Additionally, engagements were conducted in five cities within the KFH-Downey service area community. Line 6A: KFH-Downey collaborated with PIH Health Hospitals, St. Francis Medical Center and their consultant supporting their CHNA process, Biel Consulting, Inc. on the primary data collection. Line 6B: Community partners contributed time and resources to assist with primary data collection by hosting focus groups and supporting participant recruitment: Interfaith Food Center, Santa Fe Springs Kaiser Permanente Watts Counseling and Learning Center Compton YouthBuild Los Angeles County Service Area 7 - Health Action Lab Coalitions Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services in a coordinated delivery system. Strategic Priorities (Intermediate Goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve the capacity of health care systems to provide quality health care, including interventions to address the social determinants of health. Strategies and Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for community residents through collaboration among community clinics, clinic networks and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic Priorities (Intermediate Goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies and Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of grant funding, the Los Angeles Christian Health Center is partnering with the Skid Row Housing Trust to develop the Joshua House Health center, which is placed in a permanent and supportive housing complex to serve the health needs of residents with chronic illness. - With the support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Social Enterprises strategy provides competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. 3.2 Support educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - Through grant funding, support community organizations that provide career pathway programs and improve educational opportunities for minority youth. |
| Health Need 3: Mental Health | Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities (Intermediate Goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies and Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Through grant funding, support community organizations that provide mental health care and supportive services. 1. Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma toward mental health conditions. Health needs KFH-Downey Medical Center does not intend to address The Implementation Strategy planning process requires KFH-Downey Medical Center to conduct a health needs selection process based on critical criteria including, health need severity, magnitude, inequity, and the extent to which KFH-Downey Medical Center is in a position to meaningfully address the need. There are no priority health needs that the hospital does not intend to address. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| E, 8, 41, 42 MHS, KULA, LANAI Explanations Part V, Section B. | Line 5: COMMUNITY INPUT WAS PROVIDED BY A BROAD RANGE OF COMMUNITY MEMBERS THROUGH THE KEY INFORMANT INTERVIEWS. INDIVIDUALS WITH KNOWLEDGE, INFORMATION, AND EXPERTISE RELEVANT TO THE HEALTH NEEDS OF THE COMMUNITY WERE CONSULTED. THESE INDIVIDUALS INCLUDED REPRESENTATIVES FROM THE STATE, LOCAL, TRIBAL, OR OTHER REGIONAL GOVERNMENTAL PUBLIC HEALTH DEPARTMENTS (OR EQUIVALENT DEPARTMENT OR AGENCY) AS WELL AS LEADERS, REPRESENTATIVES, OR MEMBERS OF MEDICALLY UNDERSERVED, LOW- INCOME, AND MINORITY POPULATIONS. ADDITIONALLY, WHERE APPLICABLE, OTHER INDIVIDUALS WITH EXPERTISE OF LOCAL HEALTH NEEDS WERE CONSULTED. Line 6A: OTHER HOSPITAL FACILITIES THAT PARTICIPATED IN THE CHNA PROJECT WERE: KULA HOSPITAL (MAUI HEALTH SYSTEM), MAUI MEMORIAL MEDICAL CENTER (MAUI HEALTH SYSTEM), LANAI COMMUNITY HOSPITAL (MAUI HEALTH SYSTEM), MOLOKAI GENERAL HOSPITAL (QUEENS) Line 6B: THE FOLLOWING ORGANIZATIONS SHARED INSIGHT AND KNOWLEDGE ABOUT HEALTHCARE, PUBLIC HEALTH, AND THEIR RESPECTIVE COMMUNITIES AS PART OF THIS GROUP. HEALTHCARE ASSOCIATION OF HAWAII, HAWAII PUBLIC HEALTH INSTITUTE, CENTER FOR COMMUNITY HEALTH AND EVALUATION, LANAI HIGH AND ELEMENTARY SCHOOL, BOYS & GIRLS CLUBS OF MAUI, HALE MAKUA, HANA HIGH SCHOOL, HEALTH FOUNDATION, HMSA, HUI NO KE OLA PONO,KA HONUA MOMONA, KAISER PERMANENTE, KIHEI YOUTH CENTER, LANA'I HOSPICE, LILIUOKALANI TRUST, MAKENA 'O KA LA, MAUI DISTRICT HEALTH OFFICE, MAUI ECONOMIC OPPORTUNITY, MAUI FISHPOND ASSOCIATION, MAUI PUBLIC HEALTH NURSING, MOLOKA'I HEALTH FOUNDATION, NA PUUWAI, PILI GROUP CONSULTING, PULAMA LANAI, SENSEI FARMS, STATE OF HAWAII DEPARTMENT OF HEALTH, STATE OF HAWAII DEPARTMENT OF HUMAN SERVICES, SUSTAINABLE MOLOKAI, WAIOHULI HAWAIIAN HOMESTEADERS ASSOCIATION, NA HOALOHA 'EKOLU Line 11: HEALTH NEED 1 ACCESS TO CARE LONG TERM GOAL Provide access to high quality health care services in the Maui and Lanai communities INTERMEDIATE GOALS - Increase access to providers for primary care and specialty services to meet the needs of the Maui and Lanai communities. - Improve health care services and delivery systems for the Maui and Lanai Communities STRATEGIES - Explore strategies to address health care provider shortages - Work together with local government, private medical group practices, Federal Qualified Health Centers, and other community- based organizations to improve collaboration in healthcare - Establish a Clinically Integrated Network (CIN) to support efforts to improve quality and collaboration amongst providers - Work with government and private entities to identify areas of need and explore options to provide care - Medical Financial Assistance. Deploy MHS resources to provide temporary financial assistance to low- income individuals who receive care at MHS facilities and cant afford medical expenses and/or cost sharing. HEALTH NEED 2 VIOLENCE AND INJURY PREVENTION LONG TERM GOAL Work with the County and State to improve access to behavioral health care and reduce the incidence of trauma INTERMEDIATE GOALS - Enhance community education on injury prevention - Increase resources for behavioral health STRATEGIES - Work with local government and community partners involved in behavioral health to identify and maximize current resources and to bring additional resources to Maui. - Provide community with trauma education. - Engage multi-stakeholder local partnerships to develop a comprehensive, community- wide initiative that breaks the cycle of violence and increases awareness around the role that the social/equity determinants of health play in lived experiences that contribute to all forms of violence. The health needs identified through the CHNA that MHS does not plan to address at this time include: mental health, economic security, substance abuse, climate and health. While these health needs are not the focus of this Implementation Strategy, MHS may consider investing resources in these areas as appropriate, depending on opportunities for MHS to leverage its assets in partnership with local communities. This report does not encompass a complete inventory of everything MHS does to support the health of our communities, including our commitment to environmental stewardship. Line 13A: MHS PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 15% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE MHS WEBSITE AT www.mauihealthsystem.org/medical-financial-assistance/ |
| C, 9, KFH SAN DIEGO & C, 25 SAN DIEGO (Zion) Explanations Part V, Sec B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-San Diego and Zion service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: In addition to the KFH-San Diego and Zion specific CHNA process, KFH-San Diego and Zion participated in a collaborative CHNA process with the Hospital Association of San Diego and Imperial Counties (HASD&IC). HASD&IC's board of directors represents all member sectors and provides policy direction to ensure the interests of member hospitals and health systems are preserved and promoted. The CHNA Committee is comprised of representatives from all seven participating hospitals and health care systems and is responsible for the implementation and oversight of the 2019 CHNA. The CHNA Committee includes representative from the following: Kaiser Foundation HospitalSan Diego and Zion Palomar Health Rady Children's HospitalSan Diego Scripps Health Sharp HealthCare Tri- City Medical Center University of California San Diego Health Line 11: Health Need 1: Access to Health Care (including primary, specialty, and mental health care) Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cannot afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through supporting programs that develop community based organizations, leaders and networks and build their capacity to advance equity and that enhance collaboration among community clinics, clinic networks, and other safety net providers - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - With support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships - KFH-San Diego and Zion financially supports local Community Based Organizations (CBOs) to participate in 2-1-1 San Diegos Community Information Exchange (CIE). The CIE is an ecosystem comprised of multidisciplinary network partners that use a shared language, a resource database, and an integrated technology platform to deliver enhanced community care planning. Care planning tools enable partners to integrate data from multiple sources and make bi-directional referrals to create a shared longitudinal record. By focusing on these core components, a CIE enables communities to shift away from a reactive approach to providing care toward proactive, holistic, person-centered care. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. - Kaiser Permanente provides Professional Workforce Development Programs for non-physician emerging leaders. - KFH-San Diego and Zion established the High School Health Care Career Pathway Program to help develop the future health care workforce. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. - Implement food insecurity screening in hospital departments and partner with 2-1-1 San Diego for referrals and navigation support. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-San Diego and Zion Family Medicine residents volunteer their time to work at community-based organizations, community clinics, and Federally Qualified Health Centers (FQHC) in San Diego County to reach underserved community members Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi- pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - KFH-San Diego and Zion partners with 2-1-1 San Diego and refers patients to be screened through the CalFresh Initiative. 2-1-1 San Diego/Imperial is a phone-based outreach and application assistance. 2-1-1 can complete the entire CalFresh application over the phone and submit it to the County electronically on the individuals behalf. They then help guide the next steps to send necessary documentation directly to the County without having to physically go into the office. - KFH-San Diego and Zion partners with 2-1-1 San Diegos Health Navigation team to offer comprehensive needs assessments for clients to determine the services that are needed including; health education, case planning, advocacy, connection to resources, and ongoing care coordination. |
| 1.2 Support programs that procure, recover, and/or redistribute food to | food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envisions food services as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Support for programs that expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. - With support of grant funding, the Regional Task Force on the Homeless, Inc. is upgrading the Homeless Management Information System Redesign and Implementation. - With support of grant funding, Step Up on Second Streets safety net services focus on permanent supportive housing, vocational training and placement, and supportive services for individuals experiencing mental health conditions and homelessness. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente provides a grant to support the Home Loan RX Program. San Diego is investing to preserve affordable housing in the City Heights area that houses low-and moderate-income families. The developer Housing Innovation Partners plans to keep the rents for this housing stable for residents. Supporting such housing developments that preserve existing affordable housing helps communities prevent more people from falling into homelessness. 3.1 Support policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income, especially programs for populations and geographic areas experiencing high levels of unemployment. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - The Kaiser Permanente Social Enterprises strategy works with competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 3: Mental Health and Wellness Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high-quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental healthcare and substance use disorder treatment in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With support of grant funding, the Cajon Valley Union School District (CVUSD) The Mental Health Therapy for Refugee Children in El Cajon Project seeks to improve access and connection to mental health care in the school setting by providing expanded mental health therapy for refugee students fleeing war and persecution, who are victims of trauma. CVUSD will partner with Survivors of Torture, an international, non-profit organization dedicated to supporting torture survivors for these services. 1.3 Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - KFH-San Diego and Zion partners with community-based organizations that focus on increasing awareness, promoting conversations and creating connections to prevent suicides within the school age population. 1.4 Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. - With support of grant funding, promote community safety net services. 2.1 Support the education and training of licensed mental health professionals including cultural competency. - With the support of grant funding, Hathaway-Sycamores Child and Family Services provides training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant funding, Health Professions Education Foundation Retaining Health Professionals in Areas of Need will grant educational loan repayment awards to qualified health professionals providing direct patient care in medically underserved areas in Southern California. 2.2 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| A, 10, KFH SOUTH SACRAMENTO Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members through key informant interviews, group interviews, and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 6A: Dignity Health Sutter Health University of California, Davis Medical Center Line 6B: Sacramento County Public Health Department Line 11: Health need 1: Mental and Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase the capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low- income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, restaurants, other organizations) - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency Health need 2: Economic Security Long term goal - All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Reduce food insecurity among low-income families and individuals - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase and enhance transitional housing and shelter availability - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness Strategies - Increase baseline spending for local and diverse businesses through procurement, hiring and workforce development, and/or small business development impact purchasing - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Promote use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at farmer's markets or prescription programs - Develop job pipelines for "hard to employ" populations for construction of new health facilities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Leverage the construction of new health facilities to extend job pathways to 'hard to employ' populations such as formerly incarcerated individuals - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Partner with other health systems on interim and respite care for homeless individuals - Support efforts to expand shelter availability and number of overall shelter beds - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Support Community Solutions Built for Zero initiative to participate and help drive collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness Expected outcomes - Increased hospital spending in local and diverse businesses - Increased in enrollment and participation in public benefit programs - Reduction in food insecurity - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships Health need 3: Access to Care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions |
| Strategies | - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low-income, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promoters, including those with lived experience, to help people navigate the system and use evidence-based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyle resources Expected outcomes - Increased number of low-income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non- medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 4: Community and Family Safety Long term goal Cycles of violence are interrupted and toxic stress is alleviated Intermediate goal(s) - Decrease in rates of gun violence - Increase trust between law enforcement and community members of color - Increased access to safe parks and public spaces - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Expand existing partnerships with CBOs and city efforts to reduce community violence - Support efforts to increase crisis support and rapid response efforts to community violence - Support firearm injury prevention efforts - Support community-driven efforts to promote positive interactions between communities and law enforcement - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Reduction in rates of gun violence - Increased crisis response to community violence - Stronger, positive relationship between communities and law enforcement - Strengthened network of support services for community and family safety as a result of strategic partnerships - Increase participation in prevention programs and support services for those at risk of family violence Health needs KFH-South Sacramento does not intend to address Several of the health needs prioritized in the 2019 KFH-South Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Environmental Health, Healthy Eating and Active Living (HEAL), and Women and Childrens Well-being. South Sacramento CHIC members ranked these lowest among the health needs as part of the Implementation Strategies prioritization process. However, although not selected as priority health needs, goals and strategies in health needs that were selected reflect core components of Healthy Eating and Active Living and Women and Childrens Well-being. For example, KFH-South Sacramento and the CHIC members decided that there was ample evidence in the 2019 CHNA data to indicate that women and children should be a focal populations within each of the prioritized health needs. Similarly, strategies to address core components of Healthy Eating and Active Living were integrated into other health needs, including access to CalFresh into Economic Development and increasing access to healthy lifestyle resources into Access to Care. Environmental Health did not rise to the top in the CHIS prioritization process as the CHIC members felt there were fewer organizational assets that could be leveraged to make an impact in this domain. From as strategic point of view, the CHIC members wanted to ensure organization assets were used in ways that would be most beneficial to the community Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 11, KFH SAN FRANCISCO Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives' leaders, representatives and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Chinese Hospital Dignity Health - Saint Francis Memorial Hospital Dignity Health - St. Marys Medical Center Kaiser Permanente KFH San Francisco Sutter Health - California Pacific Medical Center University of California, San Francisco Medical Center Line 6B: San Francisco Health Improvement Partnership (SFHIP). SFHIP Partner organizations include: - African American Community Health Equity Council - APA Family Support Services - Asian Pacific Islander Health Parity Coalition - Chicano/Latino/Indigena Health Equity Coalition - Bayview Hunter's Point Foundation for Community Improvement - Instituto Familiar de la Raza - Rafiki Wellness - Metta Fund - San Francisco Community Clinic Consortium - San Francisco Human Services Network - San Francisco Interfaith Council - San Francisco Department of Public Health - San Francisco Mayor's Office - San Francisco Unified School District - University of California, San Francisco Line 11: Health need 1: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goals - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Participate in Healthy San Francisco to provide subsidized coverage and care for low-income, uninsured individuals and families - Participate in Medi-Cal managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Improve the coordination of social non-medical services across the healthcare delivery system for low income and vulnerable populations, including the homeless - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapists, pharmacists, nurses, and allied health professionals, with the skills and linguistic cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low-income individuals Expected outcomes - Low income individual will have increased access to comprehensive health care coverage - Those facing financial barriers to health care with have increased access to subsidized care - Low income and vulnerable populations will have expanded access to social non-medical services - The health care workforce will be increasingly diverse and culturally competent - Health care systems will have improved capacity to provide quality health care services Health need 2: Behavioral health (mental health and substance abuse) Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goals - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training for front line staff in direct service organizations and schools on trauma-informed care - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth organizations - Provide KPs Education Theater program, Resilience Squad - Increase the capacity of case managers to coordinate across agencies - Support mobile case management teams - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Participate in Medi-Cal managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Support harm-reduction strategies - Advance city policies City Health: - Control the amount of alcohol sales - Raise the legal age for the sale of tobacco products to 21 - Smoke-free indoor air policies Expected outcomes - Organizations and institutions will have an increased capacity to provide trauma-informed services and programs - Low-income and vulnerable populations will have increased access to behavioral health care services - The behavioral health care workforce will be increasingly diverse and well-trained to provide culturally competent care - The misuse of drugs and alcohol will be reduced |
| Health need 3: Healthy eating/active living | Long term goal All community members eat better and move more as part of daily life Intermediate goals - Reduce food insecurity among low-income families and individuals - Increased access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Increase access to healthy food through CalFresh enrollment, food pantries, and other programs - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Bring programming to parks and open spaces to encourage physical activity - Advance complete streets policies (City Health) - Encourage schools to partner with non-profits that work to increase physical activity, especially for Latinx and African American youth Expected outcomes - Low-income families and individuals will have reduced food insecurity - Parks and public spaces will be increasingly safe and accessible - Schools will offer increased opportunities for physical activity Health need 4: Housing and homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goals - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing Strategies - Support individuals and families at risk of falling into homelessness - Partnership with KP Division of Research to develop a predictive model for housing instability - Increase the capacity of case managers working with the homeless to coordinate across agencies - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Advance inclusionary zoning policies Expected outcomes - Individual and families will be increasingly prevented from falling into homelessness - Individuals experiencing homelessness will have increased connections to supportive services - The stock of affordable housing, including deeply affordable and Permanent Supportive Housing, will be increased and preserved Health needs KFH San Francisco does not intend to address The following are the health needs that were not selected for implementation. HIV/AIDS/STDs: The CBAC gave HIV/AIDS/STDs the second lowest ranking of all the health needs rated for implementation. Though they rated the health need highly in terms of partnerships, approaches, expertise, and feasibility, they noted that KFH San Francisco has been focused on treating HIV for many years. The hospital has had a dedicated HIV unit since the 1980s. Furthermore, CHNA data show that, while the incidence of HIV is still significantly higher in San Francisco compared to other areas, strong local health efforts have resulted in a relatively low rate of new infection. For this reason, the health need was ranked as a lower priority during the CHNA process and not selected by the CBAC for implementation. Violence/Injury Prevention: The CBAC gave Violence/Injury Prevention the lowest ranking of all the health needs rated for implementation. The Committee reported that KP only has medium expertise and some community partners in this area, and that there are only some promising approaches for working on this health need as well as medium feasibility. The health need was also ranked as a lower priority in the CHNA. Rather than addressing this health need by itself, the committee plans to address concerns about violence and injury prevention as part of its work on trauma under the Behavioral Health need. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| G, 12, KFH HONOLULU Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using community meetings and key informant interviews. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Adventist Health Castle Kahi Mohala Kahuku Medical Center Kapiolani Medical Center for Women and Children Kuakini Medical Center Pali Momi Medical Center The Queens Medical Center The Queens Medical CenterWest Oahu Rehabilitation Hospital of the Pacific Shriners Hospitals for ChildrenHonolulu Straub Medical Center Wahiawa General Hospital Line 6B: The Healthcare Association of Hawaii (HAH), on behalf of thirteen member hospitals, conducted this CHNA. Islander Institute analyzed and synthesized all qualitative data from the community meetings and key informant interviews. Community members and key informant interviews included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Line 11: The three health needs that KFH Honolulu plans to address are Access to Care, Economic Security, and Exercise, Nutrition and Weight/Diabetes. Health need 1: Economic Security Long term goal All community members experience improved economic security, including access to employment, education, and housing opportunities, and other factors that influence health. Intermediate goal(s) - Increase economic opportunity by how we hire, purchase, invest, build our facilities, and partner with local businesses and communities. - Increase opportunities for local and diverse hiring and entrepreneurship. - Increase access to safe, quality affordable housing and support services for populations affected by homelessness and housing displacement. - Increase opportunities for education, training, and employment for vulnerable and low-income populations. - Strengthen capacity and sustainability of community coalitions and non- profits working to advance equity, economic opportunity, and improved built environments. Strategies: - Economic Opportunity. Support long-term economic vitality of communities through procurement, hiring and workforce development, small business development, impact investing, public policy, and improvements in the built environment. - Inner City Capital Connections (ICCC): Provide training education and mentorship to small businesses seeking to increase their capacity and access to new sources of funding. - Deploy KP assets and support community-based organizations and non-profits that promote capacity building and mentorship for local small businesses. - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Food for Life. Deliver a multi-pronged approach to transform economic, social, and policy environments to improve food security for the communities we serve. - CityHealth. Align health policy work with the CityHealth initiative by supporting community-based organizations to advocate for cities, counties, and the state to adopt and implement evidence-based policies to advance health, prosperity, and equity. Policy priorities include earned sick leave, universal pre-kindergarten, and affordable housing/inclusionary zoning, complete streets, alcohol sales control, tobacco 21, smoke-free indoor air, food safety/restaurant inspection rating, and healthy food procurement. - Collaborate with multi-sector and coalition partners such as the Hawaii Public Health Institute and other advocacy groups to advance policies in alignment with the CityHealth policy agenda. - Housing/Homelessness. Support efforts to reduce homelessness and increase housing stability by transforming health care and housing and strengthening systems to reduce/end homelessness, increase affordable housing supply, shape policy, and catalyze innovations. - Community Solutions Built for Zero: Support efforts to end chronic and veteran homelessness through data-driven and technology-enabled solutions. - Support community-based organizations and non-profits to increase access to affordable housing and complementary support services; provide direct services to homeless individuals and housing insecure families. - Workforce. Leverage KP assets to support K-12 and non-profit STEM programs and pre-apprenticeships and apprenticeships to strengthen education and career pathways for under-represented communities and individuals. - Partner with high schools, local vocational schools, community colleges, workforce investment boards, local hiring halls, or community-based workforce development programs to create pipelines for youth and under-represented communities. Health need 2: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. - Improve prevention, treatment, and management of obesity, diabetes, and/or heart disease. Strategies - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Food for Life. Deliver a multi-pronged approach to transform economic, social, and policy environments to improve food security for the communities we serve. - Increase access and availability of healthy school meals. - Collaborate with the Department of Education and other partners to enhance enrollment and utilization of federal food programs. - CityHealth. Align health policy work with the CityHealth initiative by supporting cities, counties, and the state to adopt and implement evidence-based policies to advance health, prosperity, and equity. Policy priorities related to obesity/HEAL/diabetes include complete streets, food safety/restaurant inspection rating, and healthy food procurement. Support specific policy campaigns to advance health, prosperity and equity for a priority city. - Collaborate with multi-sector and coalition partners such as the Hawaii Public Health Institute and other advocacy groups to advance policies to improve and increase access to healthy food and opportunities for physical activity. - Thriving Schools. Support KP Thriving Schools HEAL initiatives through grants and partnerships to advance the adoption and implementation of HEAL policies and practices. - Deploy the Educational Theater Program to educate the community on healthy eating and physical activity behaviors. - Fund water stations in schools to reduce sugar sweetened beverage consumption in schools and support school wellness policies. - Community Vitality. Build spaces that are open to the public, blurring the lines between community and facility, including gardens, picnic & public event areas, outdoor group meeting spaces, farmers markets & educational gardens, exercise & bicycle paths, and childrens play areas, whenever possible. - Transportation. Support active transportation policies and practices (e.g., walking trails around facilities, bike-sharing programs, traffic calming measures, and location of transit stops near facilities). |
| Health need 3: Access to care | Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase coverage and access to comprehensive, quality health care services for low-income and uninsured populations. - Improve health care services & delivery systems for low-income and uninsured populations. - Increase access to social services for vulnerable and low-income populations. - Equitably increase the number of students who have access to school-based health services, including mental health support. Strategies - Medicaid. Deploy KP resources to provide high-quality medical care services to Medicaid participants who would otherwise struggle to access care. - Medical Financial Assistance. Deploy KP resources to provide temporary financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Thrive Local. Participate in Thrive Local or use of similar tools and technology at priority sites, that connects low-income individuals and families to community and government resources, confirms that their needs have been addressed, and incorporates that information into ongoing care plans. - Housing/Homelessness. Support efforts to reduce homelessness and increase housing stability by transforming health care and housing and strengthening systems to reduce/end homelessness, increase affordable housing supply, shape policy, and catalyze innovations. - Community Solutions Built for Zero: Support efforts to end chronic and veteran homelessness through data-driven and technology-enabled solutions. - Support community-based organizations and non-profits to increase access to affordable housing and complementary support services; provide direct services to homeless individuals and housing insecure families. - Safety Net. Strengthen the capacity and sustainability of safety net organizations that address essential medical and social/non-social needs. - Improved Access. Leverage KP assets to improve access to healthcare for underserved, build capacity of the primary care workforce, and improve appropriate utilization of healthcare services. - Transportation. Engage community partners to promote safe transportation, encourage active transportation, and address barriers to health access. - School-based Health. Support community- driven efforts to sustain and expand school-based health centers by leveraging KP assets. The remaining prioritized health needs for Honolulu will not be addressed by KFH Honolulu because they were not ranked as highly as Access to Care, Economic Security, and Exercise, Nutrition, Weight and Diabetes. Based on the prioritization criteria, the health needs identified through the CHNA that KFH Honolulu does not plan to address at this time include: 1. Mental health 2. Climate and health While these health needs are not the focus of this Implementation Strategy, KFH Honolulu may consider investing resources in these areas as appropriate, depending on opportunities for KFH Honolulu to leverage its assets in partnership with local communities. This report does not encompass a complete inventory of everything KFH Honolulu does to support the health of our communities, including our commitment to environmental stewardship. Line 13A: KFH Honolulu provides a 100% discount to all charity eligible patients regardless of whether they are uninsured or underinsured. The discount amount is not adjusted based on income level. Line 13H: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses for eligible services over a 12-month period great than or equal to 10% of their annual household income in eligible for charity care. Line 16J: The FAP program materials are available on the KP website at www.kp.org/mfa/hawaii. Line 20E: 1) Provided written notice on all patient statements informing patients that MFA is available for those who qualify. 2) Provided the PLS with all patient billing statements. |
| C, 13, KFH ANAHEIM & C, 23, KFH - IRVINE Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Anaheim and Irvine service areas, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Hoag Memorial Hospital St. Jude Medical Center St. Joseph Medical Center Mission Hospital CHOC Childrens Hospital Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With the support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - Through grant-making Kaiser Permanente will partner with organizations that have community health navigator programs, such as the Coalition of Orange County Community Health Centers to increase access to care. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. healthcare system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Through grant-making, increase chronic disease prevention, screening and management, including mammography screenings, in partnership with health centers and community partners. - In collaboration with stroke-advocacy organizations, such as the American Heart Association, Kaiser Permanente will expand public awareness about the scale, scope, and nature of stroke and its lifestyle effects in the black community. - Kaiser Permanente will participate on advisory groups and boards to increase advocacy and education on asthma prevention and treatment, including air quality issues, such as the Environmental Justice Advisory Group of the South Coast Air Quality Management District and the local American Lung Association California Board of Directors. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With the support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. - Kaiser Permanente participates as an active member in the Orange County Strategic Plan for Aging; Senior Nutrition/Food Security Committee and part of the Waste Not OC Coalition recovering and redistributing food to food insecure community members. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Through grant making, Kaiser Permanente will partner with organizations to increase the number of housing navigators. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente will partner with the United to End Homelessness initiative, working to create long-term supportive housing and reduce homelessness in Orange County to a functional zero. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. |
| Health Need 3: Mental Health | Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced efforts of stigma. Strategic priorities 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies and Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - Kaiser Permanente will participate in Be Well Orange Countys subgroup on closing treatment gaps and improving access to mental health services. - Kaiser Permanente will collaborate with the newly formed Childrens Mental Health Collaborative to increase access for children to mental health services. - Kaiser Permanentes Center for Healthy Living provides Motivational Interviewing training, an evidence-based counseling method that can be used as an effective short-term intervention with those experiencing addiction, free of charge to community partners. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, Mind OC Be Well Hub will provide co-located mental health and substance abuse services to improve care coordination and reduce emergency room visits. - Kaiser Permanente will work with clinical care sites to expand screening protocols across the lifespan, including for Adverse Childhood Experiences (ACEs) in pediatric offices and mental health screening for older adults in primary care settings. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - In collaboration with MECCA (Multi-Ethnic Collaborative of Community Agencies) Kaiser Permanente will increase cultural competency and better reach underserved communities in Orange County. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Continue to be a member of the OC STEM Initiative and support the collaborative efforts with K-12, community colleges and business and industry, health care employers and stakeholders to convene and address healthcare career pathways. - Provide workforce development opportunities through the Masters Social Work internship program. - Collaborate with public and private partners, such as Childrens Cause Orange County, in support of the formation of a new Orange County Early Childhood Mental Health Workforce Development Initiative. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanente will participate in the Be Well OC initiative for stigma reduction including attending collaborative meeting and supporting the Stigma Free OC initiative. - Kaiser Permanente will participate in collective impact efforts coordinated by Waymakers to prevent substance use among youth in the Capistrano Unified School District and the Newport-Mesa Unified School District. - Through grant-making, Kaiser Permanente will partner with NAMI Orange County to work with the students in schools to raise awareness about mental health and wellness by developing tool-kits, offering writing labs, or peer-to-peer student clubs. - The Kaiser Permanente Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - Kaiser Permanente will collaborate with educational organizations, such as the Orange County Department of Education, to provide trauma-informed training for educators and providers to better understand the impact of trauma on academic achievement and behavior. - Kaiser Permanente will collaborate with MIND OC and other community-based organizations to support suicide prevention efforts at schools and across the county. Health needs KFH-Anaheim and Irvine do not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Anaheim and Irvine to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Anaheim and Irvine are in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: Stroke and Suicide. These health needs were not selected as standalone needs for the purposes of this report, but KFH Anaheim and Irvine plan to address these needs through efforts to improve Access to Care and Mental and Behavioral Health, respectively. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| A, 14, KFH VALLEJO Explanations Part V, Section B. | Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. The research team consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, the team gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: Sutter Health Line 6B: Napa County Health and Human Services Solano County Health and Social Services Community Health Insights Line 11: Health need 1: Mental Health and Wellness Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Provide funding to address trauma and adverse childhood experiences (ACEs) (including screening and counseling). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers). - Support culturally appropriate programming to promote healing in communities with high rates of trauma and/or violence. - Provide funding for programs providing certified, evidence-based parenting programs to vulnerable populations. - Provide support for organizations providing trauma-informed and trauma-responsive trainings for staff/providers. - Provide grant funding to school districts participating in KP Thriving Schools initiatives to support staff and school leadership professional development and resilience. - Fund grants to improve early identification of behavior health needs (e.g. schools, clinics). - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Participate in Healthy Solano Collaborative, Live Healthy Napa County Collaborative, and Solano Elder Justice Coalition. - Provide funding for programs focused on providing mental health services in vulnerable census tracts. - Provide grants for behavioral health case management. - Provide grants for programs that offer substance and tobacco education. - Provide grants for programs that offer resources and support for youth and families dealing with substance abuse. - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth. - Provide KPs Education Theater programs Ghosted, Nightmare on Puberty St., and Peace Signs. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - KP Mental Health Training Program participants rotate through community clinics and other community-based organizations to provide behavioral health services and education. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Provide and distribute KP health education materials and resources to community-based organizations, including community clinics. - ACEs screening through pilot at NSA KP facilities that link KP patients to community resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. Expected outcomes - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased organizational capacity to provide Adverse Childhood Experiences screenings - Increased trauma-informed and trauma-responsive services, policies, and systems - Increased participation in drug and alcohol prevention programs - Improved capacity of systems or organizations to implement non-violent solutions to conflict and offer alternatives to punitive responses - Increased number of low-income patients who receive behavioral health care services - Increased integration of primary and behavioral health care services - Improved access to quality care for youth, families and communities experiencing violence - Increased number of individuals receiving mental health services Health need 2: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Increased access to safe parks and public spaces - Increased access to programs and support services for those experiencing or at risk of family violence - Improve job readiness for people with barriers to employment Strategies - Provide funding for programs focusing on development and/or beautification of neighborhood outdoor spaces servicing low income and vulnerable populations. - Provide funding for programming that promotes physical activity and social cohesion in underserved or vulnerable communities. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers, family justice centers). - Fund prevention programs and support services for those at risk of family violence. - Support domestic violence and child abuse prevention programs that work with victims and/or perpetrators. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by providing training, wraparound services, and help them successfully access and maintain employment. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Utilize KP Cares to recruit volunteers for community-based projects (e.g. neighborhood beautification projects). - Provide opportunities for KP business resource groups to support volunteer projects in the community. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Provide mentorship opportunities for Vallejo high school students through the KP/Touro University California Partnership for Achievement of Total Health in Students (KP/TUC PATHS) program. - Local KP participation in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. Expected outcomes - Increased use of parks and public spaces - Increased community perception of safety - Increased trust between law enforcement and community members - Increased community perception that violence is a preventative public health issue - Increased participation in prevention programs and support services for those at risk of family violence - Increased organizational capacity to offer quality services to individuals and communities experiencing trauma/violence - Increased number of families receiving responsive services - Increased number of families screened for family violence - Increased proportion of referrals made for families experiencing family violence - Increased enrollment and completion of education and job training programs - Decreased recidivism - Increased number of individuals completing job-training program |
| Health need 3: Economic Opportunity | Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Increase high school graduation for underrepresented youth - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment Strategies - Provide grants for youth development programs that support underrepresented students prepare academically for college. - Provide grant funding for programs assisting vulnerable youth access support and resources needed to graduate from high school and prepare them for college. - Provide grant funding for programs working to assist disconnected youth complete high school level education. - Provide support for programs offering education and resources around tenant protections and/or providing free or low-cost legal assistance for tenants facing eviction. - Provide funding for programs that support the connection of residents in affordable housing to a range of critical health and human services. - Provide funding to support rapid rehousing programs. - Support non-profit housing developers, housing programs, and shelters focused on expanding supportive housing and resources for those who are experiencing or at risk of homelessness. - Provide funding to support coordinated entry systems. - Support for programs providing emergency rental assistance to prevent eviction and homelessness. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by proving training, wraparound services, and help them successfully access and maintain employment. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Provide mentorship opportunities for Vallejo high school students through the KP/Touro University California Partnership for Achievement of Total Health in Students (KP/TUC PATHS) program. - Provide opportunities for KP employees (e.g. Multi-cultural business resource groups) to service as speakers or present to local students regarding career paths. - Partnership with KP Division of Research to develop a predictive model for housing instability. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Local KP participation in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. - NSA Local impact hiring strategy will provide opportunities for people with barriers to employment. - Impact purchasing and small business capacity building to strengthen local and diverse businesses through sourcing strategies and programs. Expected outcomes - Decreased rates of chronic absenteeism - Reduced high school dropout rate among low income and vulnerable youth - Increased college access among low income and vulnerable youth - Improvement of reading proficiency scores for third grade students - Increased availability and utilization of affordable housing - Increase in referral and coordination between medical providers and social non-medical services and providers - Increased number of families remaining stably housed while receiving prevention assistance - Increase in the number of assisted families who do not enter or re-enter emergency shelter or transitional housing after receiving housing assistance - Increased number of clients connected to housing opportunities - Increased enrollment and completion of education and job training programs - Decreased recidivism Health need 4: Access to Care and Coverage Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to social non-medical services for low income and vulnerable populations - Reduce food insecurity among low-income families and individuals - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services Strategies - Provide grants for programs focused on (increasing) enrollment in affordable health coverage options. - Funding programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to target populations or census tracts. - Funding to support FQHCs around health education and outreach. - Fund FQHCs to expand and improve primary care access, navigation, and services. - Provide subsidized health care coverage to children (18 & under) in low- income families who lack access to other sources of coverage. - Provide Medical Financial Assistance to patients who are unable to afford the cost of care. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Provide grants for programs that increase enrollment in federal food programs. - Support programs that advocate for equitable access to healthy food (e.g., community gardens, food systems, and local markets). - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support programs focused on connecting vulnerable populations (e.g. seniors, low income families) to social non-medical services and resources (e.g. transportation, food). - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grant funding for programs providing respite and recuperative care for people without stable housing after being discharged. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life). - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (e.g. Thrive Local). - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE). - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Collaborate with HR and other internal stakeholders to develop a high- impact hiring program in NSA. |
| Expected outcomes | - Increased number of low-income patients who receive health care services/coverage provided by KP - Increased number of low-income patients that enroll in health care coverage programs - Increased use of preventative medical services by low utilizers - Increased referrals and coordination between healthcare providers and social non- medical services - Increased enrollment and participation in public benefit programs - Improved transportation for vulnerable populations (e.g. seniors) to necessary healthcare and social non-medical services - Improved capacity of health systems to provide population health management - Increased integration of primary and specialty health care services - Improved capacity of safety net providers to assuming capitated risk - Increased number of people from underrepresented groups enrolling in job training programs - Increased number of culturally and linguistically competent and skilled healthcare providers Health needs KFH-Vallejo does not intend to address Housing: This health need was not selected because, compared to other health needs, it scored relatively lower on the following criteria: disparities, leveraging organizational assets, and feasibility. The strategies identified within Economic Security will largely address the need associated with Housing. Additionally, there is significant existing attention and resources dedicated to addressing this issue in the community. Education: This health need was not selected because, compared to other health needs, it scored relatively lower on the ability to leverage organizational assets. Significant attention and resources in the service area are currently dedicated to addressing this health need, especially in the secondary education system by supporting programs providing mentorship and educational support systems for high school students and disconnected youth. Healthy Eating and Active Living (HEAL): This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. Significant attention and resources in the service area are currently dedicated to this need around the issues of reducing food insecurity, providing access to healthy food, and increasing access to safe parks and outdoor spaces. Maternal & Infant Health: This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. The strategies identified within Access to Care will largely address the challenges specific to the population of mothers and young children. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 15, KFH SACRAMENTO Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members through key informant interviews, group interviews, and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations as well as community leaders, clients of local service providers, and other individuals representing medically underserved, low-income, and sub-populations that face unique barriers to health (e.g., race/ethnic minority populations, individuals experiencing homelessness). Line 6A: KFH-Sacramento coordinated 2019 CHNA efforts with several regional hospital systemsDignity Health, Sutter Health, and the University of California, Davis Medical Center. Line 6B: Sacramento County Department of Public Health Yolo County Department of Health and Human Services Line 11: Health need 1: Mental and Behavioral Health Long term goal - All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase the capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to mental and behavioral health care services for low- income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide KPs Education Theater program, Resilience Squad - Support local efforts to improve the community, school, and social support systems knowledge, attitudes, beliefs, and perceptions about mental health, trauma, and resilience across the lifespan - Increase quality and effectiveness of mental health services in local schools - Support the capacity of clinics, schools, or other community-based organizations to provide trauma-informed care to youth - Reduce stigma in the workplace for accessing mental health care - Enhance community supports and leverage Kaiser Permanente clinical expertise to mitigate impact of adverse childhood experiences - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the mental health care system and use evidence-based tools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based, restaurants, other organizations) - Participate in Medi- Cal Managed care - Provide Charitable Health Coverage - Create partnerships to place mental health post-doctoral residents in local schools and with CBO partners - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Develop or strengthen local mental health professions pipeline and training programs to increase the number of licensed and diverse mental health professionals - Advance city policies related to tobacco sales Expected outcomes - Increased trauma-informed services, policies, and systems - Increased organizational capacity to provide adverse childhood experiences screenings - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs - Increased integration of primary and behavioral health care services - Strengthened network of support services as a result of strategic partnerships to promote mental and behavioral health - Increased number of mental and behavioral health training programs with modules addressing linguistic and cultural competency - Increased number of providers trained in addressing linguistic and cultural competency - Increased control of tobacco sales - Increased legal age of tobacco products to age 21 Health need 2: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Reduce food insecurity among low-income families and individuals - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment - Increase high school graduation for underrepresented youth - Increase availability of affordable housing - Increase and enhance transitional housing and shelter availability - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access new sources of funding - Increase baseline spending for local and diverse businesses through procurement, hiring and workforce development, and/or small business development impact purchasing - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Promote use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at farmer's markets or prescription programs - Develop job pipelines for hard to employ populations for construction of new health facilities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support adult and young adult vocational training; programs may include job search assistance, personal development resources, and other comprehensive support services (e.g., child care) during training - Support the development of transitional jobs (time-limited, subsidized, paid jobs intended to provide a bridge to unsubsidized employment) - Leverage the construction of new health facilities to extend job pathways to hard to employ populations such as formerly incarcerated individuals - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training - Support impact investing strategies to preserve, rehabilitate, and/or expand affordable housing - Partner with other health systems on interim and respite care for homeless individuals - Support efforts to expand shelter availability and number of overall shelter beds - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness - Support Community Solutions Built for Zero initiative to participate and help drive collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness Expected outcomes - Increased hospital spending in local and diverse businesses - Increased enrollment and participation in public benefit programs - Reduction in food insecurity - Increased job pipelines for individuals with barriers to employment - Increased enrollment in training and education programs for living wage employment for individuals - Increased availability of affordable housing - Greater infrastructure for supporting individuals who are at risk of or experiencing homelessness - Strengthened network of support services, as well as coordinated efforts and funding for individuals who are homeless or at risk of homelessness as a result of strategic partnerships |
| Health need 3: Access to Care | Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services - Increase literacy and practice of healthy behaviors proven to reduce downstream chronic conditions Strategies - Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers - Support school-based health centers - Increase access to health care coverage and access for underserved communities (e.g., low- income, Latinx/Hispanic), including targeted outreach, enrollment, and retention strategies - Train and support community health workers and promotoras, including those with lived experience, to help people navigate the system and use evidence- based tools - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources (Thrive Local) - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Support School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Support collaborations and partner with local community-based organizations to promote healthy behaviors that mitigate chronic diseases - Educate and raise public awareness of healthy lifestyle resources Expected outcomes - Increased number of low income individuals who have comprehensive health care coverage - Increased access to and utilization of individuals with health care subsidies - Increased referrals and coordination between healthcare providers and social non-medical services - Increased number of culturally and linguistically competent health care providers - Increased number of health care career pipelines, training, and certificate programs - Improved capacity of health systems to provide population health management - Ongoing advocacy efforts of community clinic consortia to improve quality health care access for low income individuals - Evidence of increased management of chronic diseases (e.g., diabetes, hypertension) in priority populations Health need 4: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Decrease in rates of gun violence - Increase trust between law enforcement and community members of color - Increased access to safe parks and public spaces - Increase access to programs and support services for those experiencing or at risk of family violence Strategies - Expand existing partnerships with CBOs and city efforts to reduce community violence - Support efforts to increase crisis support and rapid response efforts to community violence - Support firearm injury prevention efforts - Support community-driven efforts to promote positive interactions between communities and law enforcement - Advance complete streets policies (CityHealth) - Support local efforts to screen and serve victims of intimate partner violence (including teens), elder abuse, and abuse of vulnerable adults Expected outcomes - Reduction in rates of gun violence - Increased crisis response to community violence - Stronger, positive relationship between communities and law enforcement - Complete streets policies introduced and implemented - Strengthened network of support services for community and family safety as a result of strategic partnerships - Increase participation in prevention programs and support services for those at risk of family violence Health needs KFH-Sacramento does not intend to address Several of the health needs prioritized in the 2019 KFH-Sacramento CHNA report will not be addressed with the 2020-2022 implementation strategies: Environmental Health, Healthy Eating and Active Living, and Women and Childrens Well-being. Sacramento CHIC members ranked these lowest among the health needs as part of the Implementation Strategies prioritization process. However, although not selected as priority health needs, goals and strategies in health needs that were selected do reflect core components of Healthy Eating and Active Living and Women and Children's Well-being. For example, KFH-Sacramento and the Sacramento CHIC members decided that based on the 2019 CHNA data, there was ample evidence to indicate that women and children should be a focal population within each of the prioritized health needs. Similarly, strategies to address core components of Healthy Eating and Active Living were integrated into other health needs, including access to CalFresh into Economic Development and increasing access to healthy lifestyle resources into Access to Care. Environmental Health did not rise to the top in the CHIS prioritization process as the CHIC members felt there were fewer organizational assets that could be leveraged to make an impact in this domain. From as strategic point of view, the CHIC members wanted to ensure organization assets were used in ways that would be most beneficial to the community. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 16, KFH WALNUT CREEK Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: John Muir Health San Ramon Regional Medical Center Stanford Health Care-ValleyCare Line 6B: Contra Costa County Health Services Department Contra Costa County Employment and Human Services Line 11: Health need 1: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Increase access to trauma-informed services and training within (and around) school systems and organizations serving vulnerable populations (re-entry, foster care, transition aged youth, domestic violence) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi- media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low- income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: Access to Care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non- medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide capacity support for free clinics and those serving hard- to- reach populations - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support screening for social non- medical service needs and connect low- income individuals and families to community and government resources - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer training and employment assistance to re-entry and homeless populations - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that provide nutritious foods to low- income families and individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings |
| Health needs KFH-Walnut Creek does not intend to address | Elements of Education and Literacy, Housing and Homelessness, and Healthy Eating / Active Living were incorporated into the Economic Security health need, particularly food security, job readiness, employment assistance, and navigation/case management services for people at risk for or experiencing homelessness. Health needs identified in the CHNA but not addressed in the Implementation Strategy include Community and Family Safety, Transportation and Traffic, and Climate/Natural Environment. Community and Family Safety received lower scores in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and the feasibility of making an impact. Elements of the Access to Care and Behavioral Health strategies address the needs of survivors of violence, such as addressing trauma through the educational and behavioral health systems and connecting people to social, non-medical services. This is also the case with job training strategies under Economic Security. Transportation and Traffic and Climate/Natural Environment were both lowest on the list of CHNA priorities and on the CHIC rankings, receiving the lowest scores for feasibility, as well as for evidence-based/promising practices. Even though both affect health outcomes, CHIC members were concerned that they would not be able to make much of an impact. However, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) offer potential ways to address the effects of poor air quality and pollution within the service area. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 17, KFH SAN LEANDRO Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Eden Medical Center Kaiser Foundation Hospital-Fremont St. Rose Hospital UCSF Benioff Childrens Hospital Oakland Washington Hospital Healthcare System Line 6B: Alameda County Health Care Services Alameda County Public Health Department Community Health Center Network Alameda County Behavioral Health Care Services First 5 Alameda County Line 11: Health need 1: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support programs providing direct mental health services in schools (MOU required) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support FQHC capacity to screen and connect patients to mental health services - Support organizations that support caregivers by connecting them to navigators and services for themselves and the people for whom they are caring (Support the supporters) - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences (RISE) - Provide KP's Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed Care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services |
| - Increased opportunities for diverse, culturally competent workers to | enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Support outreach efforts to increase enrollment in CalFresh - Support food distribution programs that partner with school districts, health systems and community partners to provide nutritious foods - Provide support for programs that offer training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-San Leandro does not intend to address Three health needs identified through the CHNA process are partially addressed in the strategies listed above. The Healthy Eating / Active Living health need received scores in the middle of the total rankings from CHIC members, and was a lower priority in the CHNA process. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness was ranked second among health needs by the CHIC members, in a tie with Economic Security. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need. The Education and Literacy health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the higher-ranked Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Three health needs were among the priorities that emerged from the CHNA process but are not addressed among the implementation strategies. Community and Family Safety received lower scores from the CHIC in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and feasibility of making an impact. Some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of human trafficking and domestic violence), and supporting interventions that increase economic security and reduce homelessness. Climate/Natural Environment-particularly poor air quality-was recognized as a factor in health outcomes, but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. Instead, some of the improvements in health care access and delivery (such as connecting low- income children and families to care for asthma) were considered more accessible ways to address the effects of climate issues within the service area. Transportation and Traffic create barriers to health by lengthening commutes (making it more difficult for people to spend time being physically active or preparing healthy meals), increasing stress, and affecting access to care. However, CHIC members did not identify specific ways for Kaiser Permanente to address this structural issue. Of all the health needs considered, transportation and traffic received the lowest scores overall and for opportunities to leverage community and/or Kaiser Permanente assets, apply evidence-based approaches, and the feasibility of making an impact. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 18, KFH RIVERSIDE Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Riverside service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH-MORENO VALLEY Line 6B: A few local organizations helped us to gather community input during the engagement process. These include: Borrego Health, Riverside Community Health Foundation, and University of California, Riverside school of Medicine. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of local grant funding, strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation at the county level. 2.1 Support and implement physician and other pipeline and training programs, using evidence- based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - With support of local grant funding, develop and expand pipeline and training programs to increase workforce diversity and inclusion in the healthcare sector. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - KFH-Riverside will implement the Kaiser Permanente Thrive Local initiative that integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-Riverside through local grant funding and collaboration will support community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - KFH-Riverside will participate in collaborative efforts that improve the integration of primary clinical care with oral health, vision and other health services. - Leverage KFH-Riverside assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workshop and improve appropriate utilization of health care services. Health Need 2: Behavioral Health (Mental Health and Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 With support of grant-funding, support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Support capacity building of community organizations and clinics to improve access to quality mental health care. - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, and other organizations.) - Improve screening and early detection of mental health and substance use, using evidenced-based tools in clinical care and other community settings. - Partner with local community-based organizations to improve access to high quality substance abuse treatment, including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services provides training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant-funding, KPH-Riverside will partner with Riverside University Health System (RUHS) Behavioral Health, academic institutions and other mental health service providers to provide training/learning opportunities to develop the future mental health workforce. 3.1 Support efforts to improve individual, the community, organizations, and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Riverside University Health System Foundation collaborates with Rainbow Pride Youth Alliance (RPYA) seeks to reduce mental health stigma and improve resilience of LGBTQ youth within the City of Perris. - The Kaiser Permanente Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences. |
| Health Need 3: Economic Opportunity | Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Through the Invest Health Initiative, KFH-Riverside will partner with others to conduct analysis and recommendations to establish a tiny homes ordinance for the City of Riverside. - Expand and protect the supply of affordable housing in communities at-risk of becoming unaffordable, such as rent control, relocation benefits, rental assistance, and anti-displacement policies. - KFH-Riverside will leverage assets to improve quality of affordable housing, such as safety inspections and remediation for creating habitable living conditions. - Participate in collaboratives that bring service providers and government programs to improve coordinated entry systems. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Participate in the collaborative that supports the Community Solutions Built for Zero (BFZ) initiative uses data-driven and technology enabled solutions to help city/county leaders, service providers, health care agencies, developers and other community leaders to focus their efforts on multiple pathways needed to end homelessness. - Through the collaborative of the Community Solutions BFZ initiative, the team will develop the countys Coordinated Entry System (CES) that connects homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - KFH-Riverside will partner with Inner City Capital Connections (ICCC) to provide training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - KFH- Riverside will seek additional partnership opportunities for High Impact Hiring which is a talent- sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Expected outcomes - Enhanced availability of housing assistance and programs, such as eviction prevention and defense, rental assistance programs, and other supportive services. - Improved coordination of housing resources and services for individuals experiencing and/or at risk of homelessness. - Improved employment opportunities for hard to hire community members. - Improved access to training and workforce development opportunities underserved community members. Health Need 4: Obesity/Diabetes/Stroke Long Term Goal All community members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - KFH-Riverside will continue collaboration with Riverside Food Systems Alliance to adopt healthy food policies and procurement practices to provide healthy food options, including accessible drinking water. - Develop and sustain small-scale markets for healthy food options in under-resourced communities, such as farmers markets, community gardens, and healthy corner store initiatives. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - Collaborate with Residents of Eastside Active in Leadership (REAL) and healthy active eating youth to improve the built environment for access to active transportation, and physical activity, such as safe pedestrian bicycle routes, bicycle safety, and equitable transportation plans. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Riverside to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Riverside is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: asthma, cancer, and HIV/AIDS. Asthma was not selected as an area to address largely because the severity of the issue is not exceedingly alarming at this time-asthma currently results in a 13.3% reduction in length of life per year, which is lower than some of the other top health issues. Cancer was not selected due to the relatively low prevalence, affecting 4.0% of the KFH Riverside service area. In addition, there are community resources currently available to address the issue. HIV/AIDS was not selected because the prevalence is roughly 0.3% in the KFH Riverside service area. Lastly, there are other community organizations working to address HIV/AIDS. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT www.kp.org/mfa/scal |
| D, 19, KFH MODESTO Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local governmental and public health agencies as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: No other hospitals or partner organizations collaborated on the assessment Line 6B: Stanislaus County Health Services Agency Stanislaus County Behavioral Health Services Stanislaus County Office of Education First 5 Stanislaus County Line 11: Health need 1: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high- quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social non-medical service needs and connect low- income individuals and families to community and government resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support development and implementation of programs and policies that improve access to quality health care for low income populations. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income and underserved populations access subsidized care to meet their health needs. - Low income and vulnerable populations have improved access to social non- medical services. - Health care workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed. Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma- informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol. Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling and support groups for students experiencing trauma or with documented ACEs. - Support FQHCs to expand current or initiate new services and programs addressing and preventing use of drugs, tobacco and alcohol. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or private health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low- income and vulnerable populations. - Misuse of drugs and alcohol reduced. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive. Intermediate goal(s) - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. - Increase and enhance transitional housing and shelter availability. - Support exposure to career paths for underserved and underrepresented youth. Strategies - Increase baseline spend for local and diverse businesses - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support job readiness training and programs for very low income, homeless and previously incarcerated adults and youth. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Enhance community organization capacity to provide comprehensive and integrated support services for individuals experiencing/at risk of homelessness. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. Expected outcomes - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the work force. - Individuals experiencing/at risk for homelessness have increased access to supportive services. - Transitional and temporary housing access improved. - Underserved and underrepresented youth have increased awareness of health career paths. Health need 4: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in communities. - Improve access to healthy food in schools. - Increased access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand amount of food provided as well as locations for distribution. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support fresh produce access at school sites for students and families, complemented by healthy eating/cooking education. - Support park activation in selected neighborhoods to increase park safety and encourage increased use. - Support schools/after school programs to increase student participation in physical activities. Expected outcomes - Low-income families and individuals have improved food security. - Community food distribution sites enhance access to healthy food. - Schools provide access to fresh produce. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded physical activity opportunities during the school day/afterschool programs. |
| Health needs KFH Modesto does not intend to address | Substance Abuse/Tobacco: Substance abuse/tobacco received the second lowest number of points during the scoring process to select the health needs to address. This need will be addressed in part by strategies conducted under Mental Health. Cancers: Cancers were categorized as a medium priority during the multi voting process conducted to prioritize health needs during the CHNA. Cancer prevention is addressed in part through Kaiser Permanentes strategies under Obesity/HEAL/Diabetes and Access to Care. Violence/Injury Prevention: Violence/injury prevention was categorized as a medium priority during the CHNA, and received the fewest points during the scoring process to select needs to address. This need will be addressed in part by strategies conducted under Mental Health. Oral Health: This health need was identified as a lower priority during the CHNA. KFH Modesto does not offer dental services and does not have oral health expertise in house. Cardiovascular Disease/Stroke: CVD/Stroke was infrequently mentioned as a high priority in the primary data collected for the CHNA. CVD/Stroke prevention will be addressed through many Obesity/HEAL/Diabetes and Access to Care strategies. In addition, KFH Modesto and other area hospitals conduct ongoing CVD/Stroke prevention, education and screening as part of their clinical and outreach activities. Climate and Health: Climate and health was identified as a lower priority during the CHNA, scoring lowest of all health needs in the CHNA analysis based on secondary data (in terms of severity, disparities) and qualitative data from focus groups and interviews. Asthma: This health need was identified as a lower priority during the CHNA. While KFH Modesto addresses asthma in the clinical setting, there are limited organizational assets to leverage to address asthma in the broader community. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 20, KFH SAN JOSE Explanations Part V, Section B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the county public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: El Camino Hospital Kaiser Foundation Hospital Santa Clara Lucile Packard Childrens Hospital Stanford OConnor Hospital-Verity Stanford Health Care Saint Louise Regional Hospital-Verity Line 6B: Santa Clara County Community Benefit Coalition Hospital Council of Northern & Central California Santa Clara County Public Health Department Line 11: Health need 1: Health Care Access and Delivery Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Improve the capacity of health care systems to provide quality health care services - Increase access to a diverse, culturally competent health care workforce Strategies - Medicaid. Deploy KP resources to provide high-quality medical care to Medicaid participants who would otherwise struggle to access care. - Charitable health coverage. Deploy KP resources to provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - Medical financial assistance. Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support patient navigation programs associated with community clinics and school health clinics, especially for low-income community members and/or monolingual non-English-speakers - Support increased access to oral health care for low-income and geographically remote community members via comprehensive low-or no-cost mobile dental services - Support medically tailored meal programs for low-income individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - For low-income and vulnerable populations: - Improve access to health care coverage - Reduce financial barriers to care - Increase use of preventive care - Increase quality of care provided - Increase diversity of care providers Health need 2: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Support organizations offering behavioral health services to individuals experiencing homelessness - Support organizations working with service providers on strategies to address opioid use disorder - Support for substance use recovery-related programming - Support for grief and loss counseling and related support for low-income and/or minority populations - Support for programs that strengthen families and lead at-risk teens to make positive life choices - Support for programs that improve parenting skills among at-risk populations - Support for mentoring programs for youth of color - Support social-emotional learning for children and youth - Support programs that train youth to intervene in peer bullying - Support the capacity of clinics, schools or other community- based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Reduce the likelihood of family and community trauma - Increase individuals coping skills to reduce the impact of trauma, including reducing use of drugs and alcohol - Increase use of behavioral health services, especially among low-income and vulnerable populations - Increase diversity and cultural competence of behavioral health care providers Health need 3: Healthy Eating and Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Improve access to healthy food in schools - Increase access to safe parks and public spaces - Increase opportunities for physical activity in schools Strategies - Support healthy food incentive programs for CalFresh participants - Support medically tailored meal programs for low-income individuals - Support organizations that make healthy food available to low- income, minority families - Support farmers markets on college campuses for low- income young adults and other community members - Support for school-based healthy meals and health & wellness policies - Support fitness programs for older adults at public community centers - Support after-school fitness programs at schools - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members - Support high-need schools with the adoption and implementation of HEAL policies and practices Expected outcomes - For low-income community members, improve food security - Improve food environment, especially in schools - Increase healthy eating, especially among youth, older adults, and low- income individuals - Increase physical activity, especially among youth and older adults |
| Health need 4: Housing and Homelessness | Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and preserve the stock of affordable housing, including deeply affordable and Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability - Improve job readiness for people with barriers to employment Strategies - Support programs that help low-income homeowners stay in their homes - Support temporary rental subsidies and related supportive services for individuals experiencing homelessness - Support for transitional housing, which includes case management, job & housing search assistance, financial literacy, and life skills education - Support long-term housing and support services for domestic violence victims and their children who are homeless or at risk of homelessness - Support efforts to house transitional-aged former foster youth - Explore partnership with Santa Clara County to support medical social work through backpack medicine, mobile clinics, medical respite, and/or KP volunteers at local clinics - Support mobile hygiene outreach programs offered in combination with supportive services - Support employment opportunities for individuals experiencing homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions' Built for Zero to address chronic and veteran homelessness - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Prevent homelessness among low-income and vulnerable individuals - Increase number of permanent housing units - Improve access to support for individuals experiencing homelessness - Improve access to jobs for individuals experiencing homelessness Health needs KFH San Jose does not intend to address Asthma. This need scored lower on CHNA priority, and scored much lower on leveraging local assets and existence of evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than two of the four chosen needs with regard to leveraging KP assets. Cancer. This need scored much lower on CHNA priority and leveraging local assets compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs with regard to both feasibility and leveraging KP assets. Community and Family Safety. This need scored lower on CHNA priority and leveraging KP assets, and scored much lower on evidence-based or promising approaches, compared to the four needs that were selected to be addressed. It also scored lower than three of the four chosen needs on feasibility. Economic Security. This need scored lower on CHNA priority compared to the four needs that were selected to be addressed. With regard to evidence-based or promising approaches, leveraging KP assets, and feasibility, it scored lower than three of the four chosen needs. Environment. This need scored lower on all five selection criteria compared to the four needs that were selected to be addressed. Transportation and Traffic. This need scored lower on four of the five selection criteria compared to the four needs that were selected to be addressed. With regard to the fifth criterion, evidence- based or promising approaches, it scored lower than three of the four chosen needs. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 22, KFH - SOUTH BAY EXPLANATIONS PART V, SECTION B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-South Bay service area, community engagement efforts set out to target those geographies most under- resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (83%) represented the community service providers. 17% represented community residents (adult and youth). Additionally, engagements were conducted in five cities within the KFH-south Bay service area community. Line 6A: KFH-South Bay collaborated with Providence Little Company of Mary Medical Center and Torrance Memorial Medical Center to plan and implement two focus groups: housing and homelessness and food insecurity. Line 6B: Other community partners contributed time and resources to assist with primary data collection by hosting focus groups and recruiting participants: Boys and Girls Clubs - LA Harbor Boys and Girls Clubs of Metro Los Angeles Boys and Girls Clubs of the South Bay Compton Youthbuild Kaiser Permanente Watts Counseling and Learning Center Positive Results Corporation Save Black Boys ShareFest Community Development Inc. South Bay Coalition to End Homelessness Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care and improved quality of care for patients through collaboration among hospitals, community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent, and/or patient-centered population management modules. - Kaiser Permanentes Career Pathways Workgroup in South Bay supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school- based health centers, community clinics, and homeless shelters. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs and services. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics and nonprofit organizations to effectively address health disparities and the prevention and management of chronic disease (e.g., cardiovascular health and diabetes). - Kaiser Permanentes Equity, Inclusion, and Diversity Council in South Bay is developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services to address unmet social needs, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. |
| Strategies & Sample Interventions | 1.1 Design, pilot, and implement programs and systems for screening community members for food insecurity and enrolling them in food benefit programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans including screening individuals for food insecurity and providing information about and referrals to available local food resources. - With support of grant funding, The Childrens Clinic and Robert F. Kennedy Institute promote and enroll community members in food benefit programs and train other community providers on the enrollment process. - The Kaiser Permanentes Food for Life initiative delivers a multi- pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover, and/or redistribute food to food insecure communities and high-risk populations. - With support of grant funding, The Foodbank of Southern California purchases fresh produce and distributes it to nonprofit organizations serving low-income individuals and families. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and organizations to adopt and implement policies and programs to ensure access to healthy foods and to provide education in support of healthy eating. - With support of grant funding, Common Threads and Black Women for Wellness provide culturally competent nutrition education programs and cooking classes for high-need populations at Kaiser Permanente Medical Office Buildings and through partnerships with community-based nonprofit organizations. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. 2.1 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Partner with the South Bay Coalition to End Homelessness, which aims to transform and end homelessness in the South Bay through education, advocacy and coordination. - In collaboration with South Bay hospitals and Harbor Interfaith Services 1) coordinates referrals for individuals who frequent the emergency departments, including KFH-South Bay, to assist them in securing housing, transportation, and other social service resources and 2) improve early identification, screening, and tracking individuals at risk of or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) in which lead agencies connect homeless individuals to services. 2.2 Support the capacity of communities and organizations to provide supportive services and to reduce and prevent displacement and homelessness among high-risk populations. - With support of grant funding, Home Ownership for Personal Empowerment, Inc. facilitates the procurement of affordable housing units for people with developmental disabilities who are at risk of becoming homeless or displaced from their housing in the South Bay/Harbor and Long Beach communities. - With support of grant funding, New Way of Life Re-Entry provides safe housing reentry services for formerly incarcerated women including shelter, healthy meals, clothing, hygiene items, counseling, employment opportunities, and referrals to community services to facilitate self-sufficiency. 3.1 Support the long-term economic vitality of communities through procurement, hiring, and workforce development, and/or small business development impact investing. - With support of grant funding, KFH-South Bay supports two key nonprofit partners for the Summer Youth Employment Program: 1) EXP provides career exploration, industry mentoring, and summer internships to underserved South Bay high school students; and 2) Long Beach CALL runs a soft and technical skills training summer internship program for 11th-12th grade students who attend Long Beach Unified School District. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Partner with Goodwill of Southern Los Angeles Countys Certified Nurse Assistant Training Program to provide classroom instruction and hands-on clinical training to prepare students for career opportunities. Health Need 3: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support and participate in collaboratives that improve access and coordination and provide funding for mental and behavioral health services. - Support the SPA (Service Planning Area) 8 Youth Suicide Prevention Task Force, a cross-sector group of representatives from organizations and agencies serving youth who meet monthly to share knowledge and best practices, identify resources and gaps, and collaborate on specific, local efforts. - Convene local mental health providers to identify capacity building opportunities and establish partnerships to address systemic challenges and needs. 2.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, two key nonprofit partners provide mental health care services: 1) Jewish Family and Children Services provides urgently needed mental health programs, social services and protective services to those who are without adequate health insurance and/or have limited financial resources; and 2) Mental Health America of Los Angeles Drop-In Center provides individualized services to persons who are homeless and have mental illness. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, One in Long Beach LGBTQ Center provides ongoing group trainings and expanded outreach to area mental health service providers in order to increase community capacity to deliver culturally affirming care to LGBTQ individuals, couples, and families. - With the support of grant funding, the Mental Health America of Los Angeles Jump Start Fellowship Training Project seeks to build the emerging workforce through a 13-week, full time fellowship program that trains and places individuals interested in working in the field of mental health into internships with employers in LA County. 3.1 Support the enhancement of organizational culture, practices, and policies in schools and other institutions to be trauma-informed. - With support of grant funding, The Positive Results Corporation provides capacity training for non-profits, community, and faith-based organizations to create awareness of the impact of trauma youth and young adults of color from interpersonal, intimate, family, teen dating and domestic violence, sexual abuse and bullying. |
| 3.2 Support programs for youth and community efforts that improve | improve knowledge and perceptions about mental health and focus on trauma-informed care, conflict resolution, and mentoring. - With support of grant funding, 1) CSU Dominguez Hills Male Success Alliance improves access, retention, and graduation rates of boys and men of color through training and community discussions focused on violence prevention and behavioral health; and 2) Save Black Boys prevents involvement in gangs and delinquent activities by engaging at risk youth in the Compton area in education and community engagement. 3.3 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma, and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. Health Need 4: Structural Racism & Marginalization Long Term Goal All community members have equitable health care, social, education and economic resources and services required to live a long healthy life. Strategic priorities (intermediate goals) 1. Improve access to and quality of health care, mental health care, and social services for high need populations (race/ethnic groups, seniors, youth, formerly incarcerated, veterans, LGBTQ, etc.) and in geographic communities of prioritized need. 2. Improve economic security for high need populations (race/ethnic groups, seniors, youth, formerly incarcerated, veterans, LGBTQ, etc.) and in geographic communities of prioritized need. Strategies & Sample Interventions 1.1 Incorporate an equity lens throughout planning, implementation, and execution of strategies under access to care and mental health. - Kaiser Permanentes Equity, Inclusion, and Diversity Council in South Bay is developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - With the support of grant funding, One in Long Beach LGBTQ Center provides ongoing group trainings and expanded outreach to area mental health service providers in order to increase community capacity to deliver culturally affirming care to LGBTQ individuals, couples, and families. 2.1 Incorporate an equity lens throughout planning, implementation, and execution of strategies under economic security including education and employment, food insecurity, and housing/homelessness. - With support of grant funding, Common Threads and Black Women for Wellness provide culturally competent nutrition education programs and cooking classes for high-need populations at Kaiser Permanente Medical Office Buildings and through partnerships with community-based nonprofit organizations. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - Kaiser Permanentes Career Pathway Programs in South Bay supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. This aim is to increase the diversity of participants and expose more African Americans and Latinos to various health care careers. Health needs KFH South Bay Medical Center does not intend to address The implementation strategy planning process requires KFH South Bay Medical Center to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH South Bay Medical Center is in a position to meaningfully address the need. KFH South Bay Medical Center has selected and intends to address all needs identified in the Community Health Needs Assessment. Given the alignment of strategies meant to address economic security, the following health needs will be addressed alongside each other: education and employment, food insecurity, and housing/homelessness. In addition, structural racism and marginalization will be addressed by incorporating an equity lens throughout planning, implementation, and execution of all of the selected strategies. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| D, 24, KFH BALDWIN PARK Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Baldwin Park service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. The majority of individuals (93%) represented community residents (adult and youth) as service providers. One focus group included only youth community members. Additionally, engagements were conducted in multiple cities within the KFH-Baldwin Park service area community. Line 6B: KFH-Baldwin Park collaborated with community partners, who contributed time and resources to assist with the primary data collection by hosting focus groups and participant recruitment: San Gabriel Valley Consortium on Homelessness San Gabriel Valley Mental Health Consortium National Alliance on Mental Illness (NAMI) Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and advance local health delivery system transformation through statewide policy. - KFH Baldwin Park Medical Center partners locally with community clinics such as East Valley Health Center and ChapCare, to ensure access and connection to resources for uninsured and vulnerable populations. 1.3 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. - KFH Baldwin Park Medical Center is partnering with the Department of Public Social Services to offer Medi-Cal enrollment opportunities and resources on site. 2.1 Support and implement physician and other pipeline programs, using evidence-based, culturally competent and patient-centered population management modules. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships 3.1 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices (Riverside, LA County Medical Centers) Health Need 2: Economic Opportunity Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 3. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - KFH Baldwin Park Medical Center is partnering with the Department of Public Social Services to promote enrollment of CalFresh and use of CalFresh and WIC benefits for purchasing fresh fruits and vegetables, including at the medical centers onsite farmers market. - KFH Baldwin Park Medical Center is implementing the Food for Life initiative, which delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign, which utilizes a multi-modal outreach to increase CalFresh enrollment for eligible community members. - KFH Baldwin Park Medical Center provides small-scale markets for healthy food options in under-resourced communities, specifically through the on-site farmers market and with support of grant funding, support community gardens through the signature Garden Gourmets Program at the Baldwin Park and West Covina Unified School Districts. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - KFH Baldwin Park Medical Center is leveraging assets for the Kaiser Permanente Food Recovery and Food Redistribution program, which envisions foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - KFH Baldwin Park Medical Center participates in the Food Finders program which connects donated perishable food to local nonprofit pantries and shelters in Southern California, including the San Gabriel Valley. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. |
| 3.1. Improve educational attainment and employment opportunities. | - With support of grant funding provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - KFH Baldwin Park Medical Center facilitates the Hippocrates Circle Program (HCP) and provides Navigating High School and Study Skills events for local students, a Healthcare Career Day for students in underserved high schools, and medical center campus tours. - The Kaiser Permanente High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. KFH Baldwin Park Medical Center is partnering with the San Gabriel Valley Conservation Corps and Goodwill Industries for local High Impact Hiring opportunities. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school- based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies / practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula - With support of grant funding, KFH Baldwin Park Medical Center will support local school-based mental health services and partners with resources and technical assistance on best policies / practices related to mental health, such as trauma-informed care 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings - With the support of grant funding, the Foothill Family Services Mental Health Workforce Development Project seeks to build the current and emerging workforce by training and educating direct service staff, including graduate interns, to be culturally competent and current in evidence-based practices. 2.1 Support the education and training of licensed mental health professional to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With the support of grant funding, KFH Baldwin Park Medical Center will continue to collaborate with community organizations to expand access to quality culturally competent mental health resources and programs. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed - KFH Baldwin Park Medical Center and Kaiser Permanentes Educational Outreach Program will provide Mental Health First Aid to local schools in the San Gabriel Valley to support trauma-informed practices. Grant funding will also support enhancement of organizational culture, policies, and practices. Health needs KFH Baldwin Park Medical Center does not intend to address While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Baldwin Park to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Baldwin Park is in a position to meaningfully address the need. The needs identified in the CHNA are fully addressed in this plan but vary in the approach. While KFH-Baldwin Park plans to address access to care, and mental and behavioral health directly through evidenced based and promising strategies, economic opportunity will be an overarching health need with strategies that impact educational attainment, housing insecurity, and livable wage employment, either directly or indirectly. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-pOCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/SCAL |
| A, 26, KFH - SANTA ROSA EXPLANATIONS PART V, SECTION B. | Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: St. Joseph Health Santa Rosa Memorial Hospital Sutter Health Santa Rosa Regional Hospital Line 6B: Sonoma County Department of Health Services Line 11: Health need 1: Access to care and coverage Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Support free clinics offering healthcare services for uninsured or undocumented - Increase awareness of medical financial assistance options for those above 250% - Support programs that expand use of patient navigators, health coaches, promotores de salud or community application assisters - Expand capacity of CBOs to participate in electronic social service locators (Thrive Local) - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to populations underrepresented in healthcare (low income, minority students) - Support cultural competency training of future and current healthcare workforce to meet the needs of diverse patient populations - Support programs that enhance patient-centered medical home models and team- based care/ healthcare extenders - Support programs that mobilize residents to advocate for policies that improve access to healthcare - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals - Partner with Quality and Operations, outpatient geriatric care; home- based palliative care healthcare extenders for the coordination of non- medical support (food, transportation, fall prevention, etc.) - Provide input and expertise to academic and community partners to inform curricula, training and health career pipeline programs - Provide access to KP expertise related to population health management via trainings and consultation Expected outcomes - Reduced the percentage of individuals who are uninsured especially among low-income populations - Improved the capacity of free clinics to handle a greater volume of patients who are experiencing financial barriers to healthcare - Increased CalFresh enrollment, referrals to social health services, and receipt of non-medical needs such as housing vouchers and transportation - More trainings and pathways to healthcare careers for individuals identifying as racial or ethnic minorities - Better analyzed and implemented algorithms of healthcare workflows resulting in increases in the portion percentage of individuals with good diabetes management and hypertension control Health need 2: Educational Attainment Long term goal Youth thrive in school and are prepared for college, career, and community success Intermediate goal(s) - Improve school readiness for children entering kindergarten - Build resilience and address trauma among students and staff in schools - Increase academic success during elementary school - Increase high school graduation for underrepresented youth - Support exposure to career paths for underserved and underrepresented youth - Improve job skills for people with barriers to employment Strategies - Support programs that improves the quality of early childhood workforce, such as through staff development and training - Support community education on the benefits for enrolling in preschool - Expand subsidized preschool slots for low and moderate income families - Support school-based climate improvement strategies focused on equity, empathy and engagement - Support on campus resources such as mental health counselors and peer support - Support programs that improve 3rd grade reading - Support programs that increase student engagement during the school day - Support programs that enrich mathematic instruction - Support enrichment opportunities at low income school sites to increase student engagement - Support tutoring and mentoring programming for academic success - Support career technical education and healthcare career pathways programs - Support skill development and academic resources for Transition Aged Youth with limited resources - Support career pathways for system involved youth - RISE Initiative, fostering resilience in school environments - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Hospital Facilities and Human Resources to partner with Unions and other workforce investment partners to develop internships and career pathways for skilled labor Expected outcomes - Increased preschool staff training and preschool enrollment for racial/ethnic minority and disadvantaged groups - Improved youth truth survey results reflecting a positive school climate and increased catalogue of implemented school climate enhancements reflecting trauma reduction efforts - Increased academic success as indicated by 3rd grade reading proficiency and 5th grade math proficiency test scores - Increased secondary school graduation rates for racial and ethnic minorities - Increased participation in career pathway programs and increased completion rates of skill development trainings by underserved and underrepresented youth Health need 3: Housing and Homelessness Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness or at risk of homelessness - Increase and preserve the stock of affordable housing, including Permanent Supportive Housing - Increase and enhance transitional housing and shelter availability |
| Strategies | - Funding for permanent and supportive housing services - Support unmet needs funds for emergent needs such as bridge funding for rent, car repair or utilities - Support community outreach to engage high need populations in supportive services - Support housing equity policy planning - Support predevelopment of affordable housing and housing preservation - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Thriving Communities Fund to support affordable housing preservation - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Reduced point in time homeless count and the number of people insufficiently housed to prevent at-risk people from falling into homelessness - Increased social service and medical service utilization numbers for people experiencing homelessness - Increased number of affordable housing units, including permanent supportive housing - Increased availability of shelters and other temporary accommodations for individuals in need of transitional housing Health need 4: Mental Health and Well Being Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Prevent and reduce misuse of drugs and alcohol Strategies - Expand place based opportunities for trauma-informed services and programs - Support training of workforce to ensure trauma informed practices - Support community-based organizations addressing adverse childhood experiences - Expand knowledge of community members about the impacts of ACEs - Expand counseling services within community-based organizations and/or school settings - Support behavioral health programming for system-involved youth and previously incarcerated adults - Support peer to peer education and prevention services at schools and community settings - Support programming that reduces stigma and increases access to drug and alcohol treatment - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind- body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Increased number of organizations implementing trauma-informed care training and the number of community members engaged in the resilience/self-healing community model - Increased number of organizations offering supportive services for ACEs and increased access to community- based ACEs education - Reduced caseloads and wait times for counseling services especially for low-income and vulnerable populations - Reductions in the percentage of 11th graders reporting alcohol or substance abuse and increased awareness of the adverse effects of substance use via media campaigns Health needs KFH-Santa Rosa does not intend to address CVD, Stroke, and Tobacco Use: This health need was not selected due to its low rank in the CHNA community prioritization. Additionally, the strategies identified within Access to Care and Mental Health and Wellness will address tobacco- related prevention and CVD which were main areas of concern under discussion during the health need selection meeting. Economic Security: This health need was not selected because it could be addressed through acting on upstream economic and social issues such as education. The strategies identified within Housing and Homelessness and Educational Attainment will largely address the needs related to Economic Security. When discussing the decision to prioritize Housing and Homelessness or Economic Security given their overlapping strategies, the specific need to solve for the housing crisis in Sonoma County was recognized, prioritizing Housing and Homelessness. Educational Attainment was identified as an upstream strategy for improving economic security. Healthy Eating and Active Living (HEAL): This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources in the service area are dedicated to this health need, including regional initiatives through Kaiser Permanente. Additionally, Access to Care and Educational Attainment both contain strategies that address the high priority needs related to HEAL. Maternal and Child Health: This health need was not selected because it was viewed as a priority population that could be addressed through the other selected health needs. The needs of this priority population will be addressed within the needs that are identified. Violence and Injury Prevention: This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources in the service area are dedicated to this health need. Additionally, the strategies identified in Educational Attainment will address several of the highest needs related to Violence and Injury Prevention, including sexual health, bullying prevention and domestic violence, as a strategy to promote healthy relationships among youth. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| C, 27, KFH WEST LOS ANGELES Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFHWest Los Angeles service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: The 2019 KFH-West Los Angeles CHNA was primarily conducted independently by the medical center. However, a collaborative was formed with Cedars-Sinai (Cedars-Sinai Medical Center and Marina del Rey Hospital), Providence Saint Johns Health Center, and UCLA Health. This was done in an effort to avoid duplication of phone interview data collection, given the medical centers share a common service area. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to timely, coordinated, high quality health care, mental health care, and behavioral health care from a trained and diverse workforce. Strategic priorities 1. Increase coverage, access and utilization of health care services for populations that are underserved, uninsured and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary physical needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. 4. Address racial equity by reducing health disparities and negative health outcomes that disproportionately impact African American and Latino residents in the KFH-West Los Angeles Service Area Priority Communities. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through investment in infrastructure, integration, capacity and collaboration among community clinics, clinic networks, and other safety net and mental health providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthens the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - KFH-West Los Angeles supports several programs that introduce youth and young adults to the healthcare field and provide training and internship opportunities. - KFH-West Los Angeles trains Pharmacy residents. As part of this training residents provide services at Saban Community Clinic to offer medication adjustments for clinic patients. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics and faith-based organizations to effectively prevent and manage chronic disease among the community, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. Partners include Los Angeles County Department of Health Services, Community Clinic Association of Los Angeles County, Riverside University Health System Community Health Centers, Center for Care Innovations. - Partner with local faith-based organizations and other collaboratives to educate community members on chronic disease prevention and management, such as cardiovascular health and diabetes education. 4.1 Support efforts to improve access to care and health outcomes among African American and Latino residents of the KFH-West Los Angeles Service Area. - Through grant funding and collaborations, KFH-West Los Angeles will support the capacity and programming of organizations focused on addressing health equity and health disparities among African American and Latino populations in the KFH-West Los Angeles Service Area by removing barriers to care for these populations. - Kaiser Permanente is a key partner in the Los Angeles African American Infant and Maternal Mortality Community Action Team, a coalition of community stakeholders, providers, and organizations that builds local capacity through grant-making opportunities with the aim of reducing infant and maternal mortality among African Americans. - KFH-West Los Angeles Strategic Plan focuses on developing interventions and community partnerships to address disparities in hypertension among African Americans and diabetes among Latinos. Health Need 2: Economic Security Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, safe spaces for physical activity and healthy foods. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods, and safe spaces that enable physical activity, especially for disproportionately impacted African American and Latino residents. 2. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement, especially for disproportionately impacted African American and Latino residents. 3. Improve educational attainment and employment opportunities, especially for disproportionately impacted African American and Latino residents. 4. Address racial equity by increasing education and employment opportunities for disproportionately impacted African American and Latino residents in the KFH-West Los Angeles Service Area Priority Communities. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods and safe spaces for physical activity opportunities. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs. - Support and sustain farmers markets in the West Los Angeles Medical Center and the Baldwin Hills Medical Offices plus a variety of free exercise classes open to the public. |
| 2.1 Enhance the infrastructure and capacity of service providers to serve | individuals at risk or experiencing homelessness. - Provide navigation services for any community member experiencing homelessness who visit the Emergency Department in order to link them to the LA County Coordinated Entry System to obtain housing and other support services. With support of grant funding, increase capacity of community-based organizations to advance anti-displacement policies, provide low income housing and assistance to low-income renters, such as legal aid, and renters rights workshops. 2.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 3.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Social Enterprises strategy allows competitive, revenue-generating businesses with a social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - With support of grant funding, enable local organizations to provide student education and training or workforce development, especially for unemployed and underserved low-income young adults in South Los Angeles. 1. Support the capacity for community-based and internal KP programs focused on remediating disinvestment in communities of color, especially for disproportionately impacted African American and Latino residents. - In collaboration with Volunteer Services, KFH-West Los Angeles offers various pipeline programs, such as Summer Youth Student, which provides support for students of color by exposing them to health care careers, and offering internship opportunities. - With support of grant funding, enable local organizations to advance awareness, understanding, and policy solutions to reduce racial inequities impacting schools and youth, especially for disproportionately impacted African American and Latino residents. Health Need 3: Mental & Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic Priorities 1. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations, especially for disproportionately impacted African American and Latino residents. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Improve access and connection to mental health care in clinical and community settings. 4. Reduce rates of substance abuse and improve preventative education, capacity and resilience in individuals, communities, and organizations, especially for disproportionately impacted African American and Latino residents. Strategies and Interventions 1.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - Kaiser Permanentes Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. - Through grant funding, KFH-West Los Angeles will support the infrastructure, capacity, or programs of community organizations that provide culturally competent mental health care, stigma reduction, and supportive services. 2.1 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health and para-professionals. - In partnership with KFH-West Los Angeless Social Medicine Department, collaborate with the Archstone Foundation, which works with community-based care partners who provide para-professional depression care services for seniors by engaging families, communities, and community-based organizations. - With support of grant funding, The Mental Health and Wellness Initiative of Kaiser Permanentes Regional office will provide Strategic Partnership Grants to increase the number of licensed and non-licensed diverse mental health professionals through pipeline and training programs. 3.1 Support the improvement of access and coordination and provide funding for mental and behavioral health services. - With support of grant funding, The Whole Person Care Project seeks to improve access and connection to mental health care in a clinical setting by supporting The Achievable Foundation and their Federally Qualified Health Center (FQHC) located in West LA, to develop and implement an integrated primary and mental health care delivery model. 4.1 Support the improvement of behavioral and substance abuse prevention and treatment programs. - With support of grant funding, enable local organizations to provide substance abuse preventative education and treatment, especially for youth of color and transitional age youth. While all the health needs prioritized in the 2019 Community Health Needs Assessment (CHNA) process are important to address, the implementation strategy planning process requires KFH-West Los Angeles to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-West Los Angeles is in a position to meaningfully address the need. The 2019 KFH-West Los Angeles CHNA methodology focused on identifying a key and small selection of all community health needs impacting the service area. Thus, all priority health needs identified are addressed at various levels in the implementation strategy plan. Taking existing community resources into consideration, KFH-West Los Angeles decided to concentrate on those health needs that we can most effectively address given our areas of focus. The Medical Center has insufficient resources to effectively address all needs prioritized in the Community Health Needs Assessment equally, and in many cases, the needs are currently addressed by others in the community. With respect to racial equity, KFH-West Los Angeles has embedded equity strategies and core interventions within other identified health needs but did not separate racial equity into its own category of health need. This approach seeks to recognize how the lack of racial equity act as drivers for many negative health outcomes and disparities in the racially diverse KFH-West Los Angeles communities. This Implementation Strategy is not exhaustive of everything we do to enhance the health of our communities. KFH-West Los Angeles collaborates with partners addressing a multitude of health needs and focuses efforts where it can appropriately contribute to addressing those needs. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/SCAL |
| C, 28, KFH PANORAMA Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Panorama City service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Dignity Health Northridge Hospital Medical Center Providence Holy Cross Medical Center Providence St. Joseph Medical Center Line 11: Health Need 1: Access to Health Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. - As a long-time member providing funding over the years, continue to support a coalition of public and private community partners in Service Planning Area (SPA) 2 led by Valley Care Community Consortium, to advocate, plan, assess needs, and facilitate development of effective programs and policies to improve the health of the residents in the San Fernando and Santa Clarita Valleys. - Kaiser Permanente Board Placement Program engages providers and leaders in serving on Federally Qualified Health Centers boards of directors where they share best practices, expert knowledge, and provide governance support, including serving on quality improvement and strategic planning committees. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - With the support of grant funding, the California Primary Care Association supports building capacity for the primary care workforce by developing a comprehensive curriculum and training program for health centers desiring to implement or sustain residency training programs and partnerships. - Kaiser Permanentes workforce development programs encourage high school and community college students to explore health care career options at an early age among underserved, diverse populations. - KFH-Panorama City participates on the Antelope Valley Unified High School District Career Technical Education Advisory committee as well as William S Hart High School College & Career Readiness Committee by providing input on healthcare workforce needs and opportunities to collaborate. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals, and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - With the support of grant funding, the International Pre-Diabetes Center provides Federally Qualified Health Centers with training on evidence-based, nationally accredited, diabetes self-management education and training for vulnerable populations. |
| Health Need 2: Economic Security | Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment, and healthy foods. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With support of capital grant funding, LA Family Housing Corporation will build a new health care center that is part of a larger regional hub in the San Fernando Valley that includes Permanent Supportive Housing. - With the support of grant funding, The Peoples Concern provides housing and supportive services at their Kensington Campus for homeless individuals living in the Antelope Valley. - With the support of grant funding, Bridge to Home is expanding their winter shelter to a year round crisis and bridge housing operation in alignment with the Coordinated Entry System ensuring those experiencing homelessness in the Santa Clarita Valley have access to housing, case management, healthcare services, behavioral health services, housing navigation, and employment assistance. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. - As a long-time participant in the San Fernando/Santa Clarita Valley Homeless Coalition and Antelope Valley Homeless Coalition, Kaiser Permanente collaborates and provides funding to various SPA 1 & 2 partner organizations supporting the coordination of health services and housing for homeless individuals such as Los Angeles Family Housing and Northeast Valley Health Corporation. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - The Kaiser Permanente Social Enterprises strategy works with competitive, revenue-generating businesses with the social mission to hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 3: Mental and Behavioral Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental healthcare in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 Support the integration of mental health care, case management, and navigation services into clinical care and community settings. - With the support of grant funding, the Child & Family Center provides school based mental health support and counseling for children showing early signs of behavioral health problems in elementary schools in the Santa Clarita Valley. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. - With support of grant funding, the Tarzana Treatment Center seeks to improve and build the current and emerging mental health workforce to serve Latino community members by educating and training mental health professionals and interns in best practices for clinical cultural competency. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - Kaiser Permanente Medical Exploring post in the Antelope Valley provides hands-on learning experiences by exposing high school students to health careers options including mental health professional opportunities. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide 500 families with culturally-informed materials and toolkits to help connect them to/keep health coverage, understand benefits available to them, and get needed care. - With the support of grant funding, the Mental Health America of Los Angeles Antelope Valley Mental Health First Aid (MHFA) Project seeks to reduce mental health stigma by providing MHFA training diverse individuals in areas with high homeless populations in the Antelope Valley. - With the support of grant funding, The Childrens Center of Antelope Valley and the LA County Department of Mental Health Antelope Valley Health Neighborhood formed the Antelope Valley Maternal Mental Health Network, which conducts maternal health analysis and provides outreach and training to medical and mental health providers as well as non-clinical groups, and facilitates community-based support groups for the area. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - With the support of grant funding, College of the Canyons is implementing Early Childhood Mental Health Consultation at its on-site pre-school ensuring school policies are in alignment to creating a positive school climate while providing training for faculty on how to support the socioemotional development of the child. |
| Health Need 4: Obesity/Diabetes/Healthy Eating Active Living | Long Term Goal All Community Members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity in the community and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - With the support of grant funding, Meet Each Need with Dignity (MEND) operates their Pathways to Wellness program providing case management, healthy food through their foodbank, CalFresh enrollment assistance, healthy cooking and nutrition classes, as well as grocery store tours to increase individuals and families access to healthy foods. - Kaiser Permanente Panorama City hosts a weekly farmers market open to the public, which provides access to largely locally-grown fruits and vegetables. The farmers market accepts WIC and CalFresh electronic benefit transfers. The markets also work to educate the public on the benefits of healthy eating and active living. 1.2 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as the CalFresh enrollment campaign utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.3 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Panorama City to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Panorama City is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: Heart Disease and Stroke, Maternal and Infant Health, and STDs/HIV/AIDS. These unselected health needs will be addressed through strategies for other selected health needs (such as access to care and food insecurity) that act as drivers for these health outcomes. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/SCAL |
| A, 29, KFH FRESNO EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local governmental and public health agencies as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Adventist Health Hanford Adventist Health Reedley Adventist Health Selma Clovis Community Medical Center Community Regional Medical Center (includes Community Behavioral Health Center) Fresno Heart and Surgery Kaweah Delta Health Care District Madera Community Hospital San Joaquin Valley Rehabilitation Hospital Sierra View Medical Center Saint Agnes Community Medical Center Valley Childrens Healthcare Line 6B: California Health Collaborative United Health Centers Cal Viva Health Net Fresno County Public Health Line 11: Health need 1: Access to Care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high-quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social and non-medical service needs and connect low-income individuals and families to community and government resources. - Provide workforce training programs that develop the skills and linguistic and cultural competence of health care providers to meet the health care needs of diverse communities. - Partner with high schools and colleges, particularly those serving low income communities of color, to expose students to health careers. - Support community based organizations to provide services/supports that facilitate health care access and utilization. - Build the capacity of SBHCs and community coalitions to strengthen population health management/systems of care for improved health outcomes. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income/underserved populations have access to subsidized care to meet health needs. - Low income/vulnerable populations have improved access to social non-medical services. - Healthcare workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling and support groups for students and families experiencing trauma or with documented ACEs. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or provide health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to prepare current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Participate in CityHealth Initiative to advance alcohol sales, tobacco sale legal age and smoke free indoor air policies. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low-income and vulnerable populations. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Policies in place to regulate tobacco and alcohol sales and indoor air quality. |
| Health need 3: Economic Security | Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses. - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access to new sources of funding. - Increase baseline spend for local and diverse businesses. - Support local businesses through training, mentoring, capital improvement projects and local vendor preferences. - Support CalFresh enrollment and recertification, including through direct assistance and outreach campaigns (Food for Life). - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Support community-based organizations and systems of care to provide case management for homeless populations. - Strengthen local homeless system of care through the Housing and Health Initiative. Expected outcomes - Local, diverse businesses have improved economic stability. - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the workforce. - Individuals experiencing/at risk for homelessness have increased access to supportive services. Health need 4: Obesity/HEAL/Diabetes Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in schools. - Increase access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand variety and amount of food provided, complemented by healthy cooking education. - Support healthy food and water access at school sites. - Support high need schools to adopt policies and practices that promote HEAL. - Support park activation to increase park safety and encourage increased use. - Advance complete streets policies (CityHealth). - Support schools to increase student participation in physical education/physical activities. Expected outcomes - Low-income families and individuals have improved food security. - Schools provide access to healthy foods and beverages. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded opportunities for physical activity in schools. Health needs KFH Fresno does not intend to address Violence/Injury Prevention: This health need received the third lowest number of points during the scoring process to select health needs to address. Leadership perceived that KFH Fresno cannot contribute sufficient expertise to have a substantial impact on this need. Violence prevention will be addressed in part under strategies conducted for Mental Health. Substance Abuse/Tobacco: This health need received the second lowest number of points during the scoring process to select the health needs to address. KFH Fresno leadership saw limited opportunities for leverage community assets to address this need. Substance Abuse/Tobacco will be addressed in part by strategies conducted under Mental Health. Climate and Health: Climate and Health was identified as a medium priority during the CHNA but received the lowest number of points (along with Asthma and Oral Health) during the scoring process to select the health needs to address. KFH Fresno leadership perceived a limited ability to make an impact on Climate and Health due to limited organizational assets or opportunities to leverage community assets. Asthma: The overall score for this health need was in the lowest tertile during the CHNA and it received the lowest number of points during the scoring process to select the health needs to address. Asthma will be addressed in part through strategies conducted under Access to Care. Oral Health: Just ten percent of key informant interviewees/focus group participants discussed Oral Health, indicating this is not a high priority need for the service area, and it received the lowest number of points during the process to select the health needs to address. KFH Fresno does not offer dental services. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 30, KFH REDWOOD CITY EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Dignity Health Sequoia Hospital Hospital Consortium of San Mateo County Kaiser Permanente, South San Francisco Lucile Packard Childrens Hospital Stanford Seton Medical Center and Seton Coastside, part of Verity Health System Stanford Health Care Sutter Health Menlo Park Surgical Hospital and Sutter Health Mills-Peninsula Medical Center Line 6B: San Mateo County Health Department Hospital Consortium of San Mateo County County of San Mateo Human Services Agency Peninsula Health Care District Line 11: Health need 1: Health Care Access & Delivery Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Promote systems for resource-sharing among providers to enhance and integrate referral networks - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Increased enrollment in CalFresh - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Mental Health and Well-being Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase support for caregivers of individuals with behavioral health and/or substance use issues - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training in culturally appropriate trauma-informed care, especially for bilingual/bicultural staff - Provide training and support to family members (especially caregivers) whose family members are struggling with behavioral health and/or substance use issues - Support programs that screen for behavioral health/substance use issues - Support programs that address adolescent suicide and suicide ideation - Support efforts to share information (for agency staff and patients) on how to navigate the mental health system - Support programs/initiatives that reduce stigma associated with seeking help for behavioral health/substance use problems - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Reduced adolescent suicide/ideation - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues and misuse of drugs and alcohol prompted by stigma reduction campaigns Health need 3: Healthy Eating/Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Increase variety of physical activity programming to meet needs of specific populations (e.g., seniors) Strategies - Increase access to healthy foods - Support partnerships between food security agencies and other services (e.g., housing, employment) - Promote variety of physical activity among specific populations (e.g., seniors or others with disabilities who are chair-bound) Expected outcomes - Reduced food insecurity among low-income clients of community agencies in new partnerships food security agencies - Increased access for seniors and people with disabilities to physical activity programming Health need 4: Economic Security (Including Housing and Homelessness) Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Increase and enhance transitional housing and shelter availability |
| Strategies | - Support programs that aim to keep people in their homes (e.g., frail elderly) - Support individualized case management and advocacy for people experiencing homelessness - Support programs that decrease indignities of living rough (on streets, in cars)- e.g., shower access, safe parking for people living in cars/vans - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Partnership with KP Division of Research to develop a predictive model for housing instability Expected outcomes - Reduced homelessness among vulnerable populations (e.g., frail elderly) - Increased access to individualized case management to connect people experiencing homelessness to supportive services - Increased access to services for unhoused populations (e.g., people living in cars/vans) Health needs KFH-Redwood City does not intend to address Three health needs were identified through the CHNA process that were not selected as priorities for implementation strategies: cancer, oral/dental health, and the environment. All three were lower priorities than those selected by KFH-Redwood City. Oral/dental health. Oral health was determined to be a lower priority from the CHNA process and could be partially addressed through overall Access to Care strategies (e.g., strengthening referral networks and navigation support; diversifying the health care workforce). Cancer. Cancer also was a lower priority health need in the CHNA process. As a result, it was not selected as one of the priority health needs by KFH-Redwood City. Some risk factors that are correlated with many cancers-particularly unhealthy diets and lack of physical activity-are the focus of the Healthy Eating / Active Living priority health need. In addition, the Access to Care health need supports access to ongoing care that could lead to regular screening, which in turn supports early detection of common cancers. Environment. Environmental interventions-another lower priority from the CHNA process-were viewed as less feasible than others, requiring resources and a scale of intervention beyond the scope of community grant-making. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| C, 31, KFH WOODLAND HILLS Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Woodland Hills service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: Collaborating Hospitals: Valley Care Community Consortium Ventura County Public Health Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities (intermediate goals) 1. Increase coverage, access, and utilization of health care services for populations that are underserved and uninsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare services, including interventions to address social determinants of health. 4. Reduce barriers to accessing care for populations that are underserved. Strategies & Sample Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cannot afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of grant funding, Regional Associations of California (Essential Access Health) strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation through statewide policy. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - The Kaiser Permanente Graduate Medical Education (GME) recruits and prepares the physician workforce of the 21st century by optimizing the unique clinical and educational opportunities within Kaiser Permanentes integrated model of care, which is now considered the gold standard for improving the entire U.S. health care system. As part of their training, residents participate in rotations at school-based health centers, community clinics, and homeless shelters. - KFH-Woodland Hills offers workforce development and training programs in the health care sector to reach underserved youth and young adults. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - The Kaiser Permanente Thrive Local initiative integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources (e.g., KP Educational Outreach Programs). - KFH-Woodland Hills will screen individuals for food insecurity where vulnerable populations seek care in various departments. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - Transforming Cardiovascular Care in our Communities (TC3) supports community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - Kaiser Permanente will explore opportunities to support community clinics as they address chronic disease prevention and management. 4.1 Address barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. - With support of grant funding, collaborate with community organizations to reduce barriers to accessing medical care for vulnerable populations including seniors, homeless, and low-income residents and in high-need areas (e.g. Simi Valley Behavioral Health, Target clinics). Health Need 2: Healthy Eating, Active Living Long Term Goal All community members have optimal levels of health and well-being through access to healthy food and physical activity opportunities. Strategic priorities (intermediate goals) 1. Reduce food insecurity and improve access to healthy foods. 2. Improve prevention and management of chronic disease, including cardiovascular health, diabetes, and obesity. 3. Improve environments and opportunities that enable daily physical activity. Strategies & Sample Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - KFH-Woodland Hills will screen for food insecurity in various departments, including Pediatrics, Case Management, Social Medicine, Nutrition and Revenue Cycle. - The Kaiser Permanente Food for Life initiative includes the CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - KFH-Woodland Hills partners with Food Finders to donate our daily food excess to those in need. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - With support of grant funding, collaborate with community organizations and schools to adopt and implement policies and programs to increase access to healthy foods on their sites. 2.1 Provide opportunities for increasing awareness of prevention and management of chronic disease, including cardiovascular health, diabetes, and obesity. - KFH-Woodland Hills will continue to offer education (workshops and programs) through Center for Healthy Living, some of which are open to the community. 3.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - With support of grant funding, LAs Best provides safe and supervised after-school education and recreation programs for children ages five to twelve through established nutrition and physical activity programs at 200 sites. |
| Health Need 3: Economic Opportunity | Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities (intermediate goals) 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Sample Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - With funding support, KFH-Woodland Hills will collaborate with community organizations to provide housing navigation support for individuals at risk or experiencing homelessness. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Kaiser Permanente, Southern California is a key partner in the United Way Funders Collaborative (Home for Good), which brings together stakeholders, funders, and leaders all working to address housing affordability and homelessness. The collaborative was a key contributor to the development of the countys Coordinated Entry System (CES) lead agencies that connect homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Hire and provide training to people who are striving to overcome employment barriers, including homelessness, incarceration, substance abuse, mental illness, and limited education. - The Kaiser Permanente, High Impact Hiring is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. - With funding support, KFH-Woodland Hills will continue to collaborate with community organizations to increase education and career pathways opportunities for youth. Health Need 4: Mental Health Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities (intermediate goals) 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Sample Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. Partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula - With the support of grant funding, KFH-Woodland Hills will continue to collaborate with community organizations to expand access to quality mental health resources and programs. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, Hathaway-Sycamores Child and Family Services So. California Child Welfare Collaborative Phase 2 will provide training for group home foster care providers in Southern California so that they can become certified as Short Term Residential Therapeutic Programs. 3.1 Support efforts to improve the community and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - With the support of grant funding, the Children's Partnership Advancing Health Equity for California's Children will provide families with culturally-informed materials and toolkits to help connect them to/keep health coverage, understand benefits available to them, and get needed care. - With the support of grant funding, the Village Family Services Mental Health & Wellness for Homeless Transition Age LGBTQ Youth Project seeks to reduce mental health stigma and improve resilience of LGBTQ youth providing and linking LGBTQ youth to services promoting health, wellness, and healthy social engagement in a community environment, while striving to decrease incidence of homelessness for LGBTQ youth. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Woodland Hills to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Woodland Hills is in a position to meaningfully address the need. KFH-Woodland Hills plans to address all the needs identified in the CHNA: access to care and mental health are needs directly addressed through evidenced based and promising strategies and economic opportunity will be an overarching health need that includes educational attainment and housing/ homelessness. Similarly, the healthy eating, active living health need will address the root causes of obesity, cardiovascular disease, and diabetes. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/SCAL |
| A, 33, KFH VACAVILLE EXPLANATIONS PART V, SECTION B. | Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: NorthBay Healthcare Sutter Health Line 6B: Solano County Health and Social Services Community Health Insights Line 11: Health need 1: Mental Health and Wellness Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Provide funding to address trauma and adverse childhood experiences (ACEs) (including screening and counseling). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers). - Support culturally appropriate programming to promote healing in communities with high rates of trauma and/or violence. - Provide funding for programs providing certified, evidence-based parenting programs to vulnerable populations. - Provide support for organizations providing trauma-informed and trauma-responsive trainings for staff/providers. - Provide grant funding to school districts participating in KP Thriving Schools initiatives to support staff and school leadership professional development and resilience. - Fund grants to improve early identification of behavior health needs (e.g. schools, clinics). - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Participate in Healthy Solano Collaborative and Solano Elder Justice Coalition. - Provide funding for programs focused on providing mental health services in vulnerable census tracts. - Provide grants for behavioral health case management. - Provide grants for programs that offer substance and tobacco education. - Provide grants for programs that offer resources and support for youth and families dealing with substance abuse. - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth. - Provide KPs Education Theater programs Ghosted, Nightmare on Puberty St., and Peace Signs. - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - KP Mental health training program participants rotate through community clinics and other community-based organizations to provide behavioral health services and education. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Provide and distribute KP health education materials and resources to community-based organizations, including community clinics. - ACEs screening through pilot at NSA KP facilities that link KP patients to community resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. Expected outcomes - Increased enrollment in programs to improve social/emotional wellness - Increased screening for behavioral health needs - Increased organizational capacity to provide Adverse Childhood Experiences (ACE) screenings - Increased trauma-informed and trauma-responsive services, policies, and systems - Increased participation in drug and alcohol prevention programs - Improved capacity of systems or organizations to implement non-violent solutions to conflict and offer alternatives to punitive responses - Increased number of low-income patients who receive behavioral health care services - Increased integration of primary and behavioral health care services - Improved access to quality care for youth, families and communities experiencing violence - Increased number of individuals receiving mental health services Health need 2: Community and Family Safety Long term goal Cycles of violence are interrupted, and toxic stress is alleviated Intermediate goal(s) - Increased access to safe parks and public spaces. - Increased access to programs and support services for those experiencing or at risk of family violence. - Improve job readiness for people with barriers to employment. Strategies - Provide funding for programs focusing on development and/or beautification of neighborhood outdoor spaces servicing low income and vulnerable populations. - Provide funding for programming that promotes physical activity and social cohesion in underserved or vulnerable communities. - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano(FANNS). - Provide grants for programs that support a network of services for children and families (e.g. family resource centers, family justice centers). - Fund prevention programs and support services for those at risk of family violence. - Support domestic violence and child abuse prevention programs that work with victims and/or perpetrators. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by providing training, wraparound services, and help them successfully access and maintain employment. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Utilize KP Cares to recruit volunteers for community-based projects (e.g. neighborhood beautification projects). - Provide opportunities for KP business resource groups to support volunteer projects in the community. - Provide opportunities for KP business resource groups to service as speakers or present to local students regarding career paths. - Local KP participation in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. Expected outcomes - Increased use of parks and public spaces - Increased community perception of safety - Increased trust between law enforcement and community members - Increased community perception that violence is a preventative public health issue - Increased participation in prevention programs and support services for those at risk of family violence - Increased organizational capacity to offer quality services to individuals and communities experiencing trauma/violence - Increased number of families receiving responsive services - Increased number of families screened for family violence - Increased proportion of referrals made for families experiencing family violence - Increased enrollment and completion of education and job training programs - Decreased recidivism - Increased number of individuals completing job-training programs |
| Health need 3: Economic Opportunity | Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Increase high school graduation for underrepresented youth - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness - Improve job readiness for people with barriers to employment - Increase access to living-wage jobs for people with barriers to employment Strategies - Provide grants for youth development programs that support underrepresented students prepare academically for college. - Provide grant funding for programs assisting vulnerable youth access support and resources needed to graduate from high school and prepare them for college. - Provide grant funding for programs working to assist disconnected youth complete high school level education. - Provide support for programs offering education and resources around tenant protections and/or providing free or low-cost legal assistance for tenants facing eviction. - Provide funding for programs that support the connection of residents in affordable housing to a range of critical health and human services. - Provide funding to support rapid rehousing programs. - Support non-profit housing developers, housing programs, and shelters focused on expanding supportive housing and resources for those who are experiencing or at risk of homelessness. - Provide funding to support coordinated entry systems. - Support for programs providing emergency rental assistance to prevent eviction and homelessness. - Participate in Healthy Solano Collaborative. - Participate in Homelessness Roundtable meetings in the cities of Fairfield and Vacaville. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Support programs that provide access to job training programs for high-risk populations (e.g. homeless, reentry, foster youth, transition age youth). - Support organizations who work with re-entry population by proving training, wraparound services, and help them successfully access and maintain employment. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). - Provide opportunities for KP employees (e.g. Multi-cultural business resource groups) to service as speakers or present to local students regarding career paths. - Partnership with KP Division of Research to develop a predictive model for housing instability. - Provide opportunities for KP business resource groups to serve as speakers or present to local students regarding career paths. - Local KP participation in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. - NSA Local impact hiring strategy will provide opportunities for people with barriers to employment. - Impact purchasing and small business capacity building to strengthen local and diverse businesses through sourcing strategies and programs. - Increase baseline spend for local and diverse businesses. Expected outcomes - Decreased rates of chronic absenteeism - Reduced high school dropout rate among low income and vulnerable youth - Increased college access among low income and vulnerable youth - Improvement of reading proficiency scores for third grade students - Increased availability and utilization of affordable housing - Increase in referral and coordination between medical providers and social non-medical services and providers - Increased number of families remaining stably housed while receiving prevention assistance - Increase in the number of assisted families who do not enter or re-enter emergency shelter or transitional housing after receiving housing assistance - Increased number of clients connected to housing opportunities - Increased enrollment and completion of education and job training programs - Decreased recidivism Health need 4: Access to Care and Coverage Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to social non-medical services for low income and vulnerable populations - Reduce food insecurity among low-income families and individuals - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Provide grants for programs focused on (increasing) enrollment in affordable health coverage options. - Funding programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to target populations or census tracts. - Fund FQHCs to expand and improve primary care access, navigation, and services. - Funding to support FQHCs around health education and outreach. - Provide subsidized health care coverage to children (18 & under) in low-income families who lack access to other sources of coverage. - Provide Medical Financial Assistance to patients who are unable to afford the cost of care. - Participate in regular partnership meetings with Solano County hospital systems and health plans. - Provide grants for programs that increase enrollment in federal food programs. - Support programs that advocate for equitable access to healthy food (e.g., community gardens, food systems, and local markets). - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support programs focused on connecting vulnerable populations (e.g. seniors, low income families) to social non-medical services and resources (e.g. transportation, food). - Participate in Healthy Solano Collaborative and Live Healthy Napa County Collaborative. - Participate in Vibe Solano collaborative. - Participate in Food, Agricultural, Nutrition Network of Solano (FANNS). - Provide grant funding for programs providing respite and recuperative care for people without stable housing after being discharged. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life). - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (e.g. Thrive Local). - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE). - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care. - Provide Charitable Health Coverage. - The Thrive Local bi-directional directory will allow KP staff to directly refer patients to community-based resources and services. - Provide direct linkages to social non-medical resources and services to new Medi-Cal members during onboarding through Social Medicine services. - Support the rotation of residents and other trainees in community health centers and other community settings. - Collaborate with HR and other internal stakeholders to develop a high-impact hiring program in NSA. |
| Expected Outcomes | - Increased number of low-income patients who receive health care services/coverage provided by KP - Increased number of low-income patients that enroll in health care coverage programs - Increased use of preventative medical services by low utilizers - Increased referrals and coordination between healthcare providers and social non-medical services - Increased enrollment and participation in public benefit programs - Improved transportation for vulnerable populations (e.g. seniors) to necessary healthcare and social non-medical services - Improved capacity of health systems to provide population health management - Increased integration of primary and specialty health care services - Improved capacity of safety net providers to assuming capitated risk - Increased number of people from underrepresented groups enrolling in job training programs - Increased number of culturally and linguistically competent and skilled healthcare providers Health needs KFH-Vacaville does not intend to address Housing: This health need was not selected because, compared to other health needs, it scored relatively lower on the following criteria: disparities, leveraging organizational assets, and feasibility. The strategies identified within Economic Security will largely address the need associated with Housing. Additionally, there is significant existing attention and resources dedicated to addressing this issue in the community. Education: This health need was not selected because, compared to other health needs, it scored relatively lower on the ability to leverage organizational assets. Significant attention and resources in the service area are currently dedicated to addressing this health need, especially in the secondary education system by supporting programs providing mentorship and educational support systems for high school students and disconnected youth. Healthy Eating and Active Living (HEAL): This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. Significant attention and resources in the service area are currently dedicated to this need around the issues of reducing food insecurity, providing access to healthy food, and increasing access to safe parks and outdoor spaces. Maternal & Infant Health: This health need was not selected because, compared to other health needs, it scored relatively lower on disparities and leveraging organizational assets. The strategies identified within Access to Care will largely address the challenges specific to the population of mothers and young children. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 34, KFH ANTIOCH EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: John Muir Health Kaiser Foundation Hospital - Antioch Sutter Health Bay Area Line 6B: Contra Costa County Health Services Contra Costa County Employment & Human Services Line 11: Health need 1: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Increase access to trauma-informed services and training within (and around) school systems and organizations serving vulnerable populations (re-entry, foster care, transition aged youth, domestic violence) - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects' Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: Access To Care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide capacity support for free clinics and those serving hard-to-reach populations - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer training and employment assistance to re-entry and homeless populations - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that provide nutritious foods to low-income families and individuals - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings |
| Health needs KFH-Antioch does not intend to address | Elements of Education and Literacy, Housing and Homelessness, and Healthy Eating / Active Living were incorporated into the Economic Security health need, particularly food security, job readiness, employment assistance, and navigation/case management services for people at risk for or experiencing homelessness. Health needs identified in the CHNA but not addressed in the Implementation Strategy include Community and Family Safety, Transportation and Traffic, and Climate/Natural Environment. Community and Family Safety received lower scores in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and the feasibility of making an impact. Elements of the Access to Care and Behavioral Health strategies address the needs of survivors of violence, such as addressing trauma through the educational and behavioral health systems and connecting people to social, non-medical services. This is also the case with job training strategies under Economic Security. Transportation and Traffic and Climate/Natural Environment were both lowest on the list of CHNA priorities and on the CHIC rankings, receiving the lowest scores for feasibility, as well as for evidence-based/promising practices. Even though both affect health outcomes, CHIC members were concerned that they would not be able to make much of an impact. However, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) offer potential ways to address the effects of poor air quality and pollution within the service area. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 35, KFH SOUTH SAN FRANCISCO EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Dignity Health Sequoia Hospital Hospital Consortium of San Mateo County Lucile Packard Childrens Hospital Stanford Seton Medical Center and Seton Coastside, part of Verity Health System Stanford Health Care Sutter Health Menlo Park Surgical Hospital and Sutter Health Mills Peninsula Medical Center Line 6B: Hospital Consortium of San Mateo County County of San Mateo Human Services Agency Peninsula Health Care District Line 11: Health need 1: Health Care Access and Delivery Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Address transportation barriers (e.g., ride-share partnerships with providers and non-profits to reach appointments), especially for low-income seniors - Support access to oral health care (e.g., mobile vans, Denti-Cal providers, access to dentures) for low-income residents - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Provide subsidies/ support for non-Medi-Cal eligible patients - Promote systems for resource-sharing among providers to enhance and integrate referral networks - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) by providing training and information-sharing opportunities - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of diverse health and social system navigators who match patients demographics - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Increased enrollment in CalFresh - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Mental Health and Well-being Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Provide training in culturally appropriate trauma-informed care (e.g., younger staff; staff in after-school programs) - Support programs/initiatives that reduce stigma associated with seeking help for behavioral health/substance use problems - Support programs that address adolescent suicide and suicide ideation - Support programs that use Evidence-Based Programs (EBPs) to address substance use/ addiction (e.g., among methamphetamine users) - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and Kaiser Permanente employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Reduced adolescent suicide/ideation - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues and misuse of drugs and alcohol prompted by stigma reduction campaigns Health need 3: Healthy Eating / Active Living Long term goal All community members eat better and move more as part of daily life Intermediate goal(s) - Reduce food insecurity among low-income families and individuals - Increase access to safe parks and public spaces - Increase variety of physical activity programming to meet needs of specific populations (e.g., seniors) Strategies - Increase regular access to healthy foods to reduce food insecurity among vulnerable populations - Support partnerships between food security agencies and other services (e.g., housing, employment) to connect low-income individuals to resources that reduce food insecurity - Increase number and accessibility of safe parks and public spaces (e.g., within walking distance of low-income neighborhoods that lack outdoor play/ recreational spaces) - Promote variety of physical activity among specific populations (e.g., seniors or others with disabilities who are chair-bound; culturally appropriate activities) - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) Expected outcomes - Reduced food insecurity among low-income clients - Increased number of safe parks and public spaces within walking distance of low-income neighborhoods lacking outdoor play/recreational space |
| - Increased access for seniors and people with disabilities to physical | activity programming Health need 4: Economic Security (Including Housing & Homelessness) Long term goal All community members have access to quality, affordable, and stable housing Intermediate goal(s) - Prevent individuals and families from falling into homelessness - Increase connections to supportive services for individuals experiencing homelessness Strategies - Support programs that aim to keep people in their homes (e.g., frail elderly) - Improve follow-up/support for newly housed (to prevent homelessness relapse) - Support individualized case management and advocacy for people experiencing homelessness - Support programs that decrease indignities of living rough (on streets, in cars) e.g., shower access, safe parking for people living in cars/vans - Partnership with KP Division of Research to develop a predictive model for housing instability - Funding to strengthen local homeless system of care through the Housing and Health Initiative Expected outcomes - Reduced homelessness among vulnerable populations (e.g., frail elderly) - Increased access to individualized case management to connect people experiencing homelessness to supportive services - Increased access to services for unhoused populations (e.g., people living in cars/vans) Health needs KFH-South San Francisco does not intend to address In considering which health needs to address, the KFH-South San Francisco CBAC members recognized that many health needs overlap and that a strong case could be made for addressing any of those that emerged from the CHNA process. The four selected priority health needs took into account community and partner input as well as the criteria of feasibility of intervening, leveraging both community and Kaiser Permanente assets, and the availability of evidence-based programs and practices. The health needs below did not score as highly as the four priority health needs described above and will not be addressed directly by the recommended strategies. Economic Security. The main driver of economic insecurity in the South San Francisco area (and in the Bay Area and California overall) is high housing costs that consume excessive proportions of family income, making it difficult for working families to afford basic necessities. KFH-South San Francisco agreed that by addressing housing and homelessness specifically, the main component of economic security is being addressed. In addition, food security issues are partially addressed within the Healthy Eating / Active Living priority health need. Oral/dental health. Oral health did not emerge as a priority health need through the CHNA process. However, it was raised during the Implementation Strategy process by partner agencies, who suggested including oral health access under the Access to Care health need and focusing on specific populations with gaps in care (e.g., seniors). Cancer. Cancer also did not emerge as a priority health need through the CHNA process. As a result, it was not selected as one of the priority health needs by KFH-South San Francisco. However, some of the risk factors that are correlated with many cancers-particularly unhealthy diets and lack of physical activity-are the focus of the Healthy Eating / Active Living priority health need. Strategies for that health need address lifelong health habits for children and youth, as well as healthier eating habits and increased mobility for people of all ages. In addition, the Access to Care health need supports access to ongoing care that could lead to regular screening, which in turn supports early detection of common cancers. Environment. Environmental interventions were viewed as less feasible than others, requiring resources and a scale of intervention beyond the scope of community grant-making. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 36, KFH SAN RAFAEL EXPLANATIONS PART V, SECTION B. | Line 5: A broad range of community members provided input through key informant interviews, group interviews, and focus groups. We consulted individuals with knowledge, information, and expertise relevant to the health needs of the community. These individuals included representatives from health departments, school districts, local non-profits, and other regional public and private organizations. In addition, we gathered input from community leaders, clients of local service providers, and other individuals representing people who are medically underserved, low income, or who face unique barriers to health (e.g., race/ethnic minorities and individuals experiencing homelessness). Line 6A: Marin General Hospital Sutter Health Novato Community Hospital Line 6B: Marin County Health and Human Services Healthy Marin Partnership, members include: - Hospital Council of Northern and Central California - Northbay Leadership Council - Marin County Office of Education - Marin Community Foundation - San Rafael Chamber of Commerce Line 11: Health need 1: Access to care and coverage Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Support free clinics offering healthcare services for uninsured or undocumented - Support programs that expand use of patient navigators, health coaches, promotores de salud or community application assisters - Expand capacity of CBOs to participate in electronic social service locators (Thrive Local) - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to populations underrepresented in healthcare (low income, minority students) - Support cultural competency training of future and current healthcare workforce to meet the needs of diverse patient populations - Support programs that enhance patient-centered medical home models and team-based care/ healthcare extenders - Support programs that mobilize residents to advocate for policies that improve access to healthcare - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind-body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Reduced the percentage of individuals who are uninsured especially among low-income populations - Improved the capacity of free clinics to handle a greater volume of patients who are experiencing financial barriers to healthcare - Increased CalFresh enrollment, referrals to social health services, and receipt of non-medical needs such as housing vouchers and transportation - More trainings and pathways to healthcare careers for individuals identifying as racial or ethnic minorities - Better analyzed and implemented algorithms of healthcare workflows resulting in increases in the portion percentage of individuals with good diabetes management and hypertension control Health need 2: Educational Attainment Long term goal Youth thrive in school and are prepared for college, career, and community success Intermediate goal(s) - Improve school readiness for children entering kindergarten - Build resilience and address trauma among students and staff in schools - Increase academic success during elementary school - Increase high school graduation for underrepresented youth - Support exposure to career paths for underserved and underrepresented youth - Improve job readiness for people with barriers to employment Strategies - Support programs that improve the quality of early childhood workforce, such as through staff development and training - Support community education on the benefits for enrolling in preschool - Expand subsidized preschool slots for low and moderate income families - Support school-based climate improvement strategies focused on equity, empathy and engagement - Support on campus resources such as mental health counselors and peer support - Support programs that improve 3rd grade reading - Support programs that increase student engagement during the school day - Support programs that enrich mathematic instruction - Support enrichment opportunities at low income school sites to increase student engagement - Support tutoring and mentoring programming for academic success - Support career technical education and healthcare career pathways programs - Support skill development and academic resources for adults with barriers to employment - Support Educational Theater programs to increase participation and quality of interactive educational experiences - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - Hospital Facilities and Human Resources to partner with Unions and/or other workforce investment partners to develop internships and career pathways for skilled labor Expected outcomes - Increased kindergarten staff training and preschool enrollment for racial/ethnic minority and disadvantaged groups - Improved youth truth survey results reflecting a positive school climate and increased catalogue of implemented school climate enhancements reflecting trauma reduction efforts - Increased academic success as indicated by 3rd grade reading proficiency and 5th grade math proficiency test scores - Increased secondary school graduation rates for racial and ethnic minorities - Increased participation in career pathway programs and increased completion rates of skill development trainings by underserved and underrepresented youth Health need 3: Economic Opportunity Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Increase connections to supportive housing services for individuals experiencing homelessness or at risk of homelessness - Improve job readiness for people with barriers to employment Strategies - Support financial literacy training to small, diverse businesses seeking to increase their capacity and access new sources of funding - Support programs that increase access to healthy foods and public benefits - Support housing stabilization; permanent and supportive housing services - Support early identification services for those at risk of homelessness - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions Built for Zero to address chronic and veteran homelessness - Support programming to increase pathways for employment for disadvantaged and/or system involved youth |
| - Expand supportive services for job retention | - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) and Medical Assistant ROP program - Increase baseline spending for local and diverse businesses Expected outcomes - Increased proportion of minority owned businesses and the equity capital raised in order to improve the vitality of diverse and local entrepreneurial efforts - Increased number of people enrolled in CalFresh and other public benefits, and the amount of healthy food distributed through service programs - Preserved gains in minority owned assets and wealth created prior to 2019-21 grantmaking - Increased internship placements, job placements, and the support to maintain employment beyond 90 days for individuals facing barriers to economic opportunity Health need 4: Mental Health and Wellness Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Enhance community supports to mitigate impact of ACEs - Increased access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care - Prevent and reduce misuse of drugs and alcohol Strategies - Expand community-based opportunities for trauma-informed services and programs - Support training of CBO workforce to ensure trauma informed practices - Support community-based organizations addressing adverse childhood experiences - Expand knowledge of community members about the impacts of ACEs through education, forums and media campaigns. - Expand counseling services within community based organizations - Support behavioral health programming for system-involved youth and previously incarcerated adults - Support peer to peer education and prevention services at schools and community settings - Support programming that reduces stigma and increases access to drug and alcohol treatment - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Provide KPs Education Theater program, Resilience Squad - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Care Experience Team, Chaplains and SW Dept to Partner with Center for Mind-body Medicine to increase the number of KP staff who are trained to foster community resilience (focus on non KP members) Expected outcomes - Increased number of organizations implementing trauma-informed care training and the number of community members engaged in the resilience/self-healing community healing model - Increased number of organizations offering supportive services for ACEs and increased access to community-based ACEs education - Reduced caseloads and wait times for counseling services especially for low-income and vulnerable populations - Increased awareness of the adverse effects of substance use via media campaigns, increased reported age of first alcoholic drink, and reductions in the percentage of 11th graders reporting alcohol or substance abuse Health needs KFH San Rafael does not intend to address Healthy Eating and Active Living (HEAL): This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources from other providers in the service area are dedicated to this health need. Additionally, the four selected health needs contain strategies that address the needs related to HEAL. Oral Health: This health need was not selected due to its low rank in the CHNA community prioritization. Significant attention and resources from other providers in the service area are dedicated to this health need. Access to Care and Education incorporate strategies that address the needs related to Oral Health. Social Connectedness: This health need was not selected due to its low rank in the CHNA community prioritization. Strategies within the selected needs - especially Education, Access to Care and Mental Health and Wellness - address issues related to Social Connectedness. Violence and Injury Prevention: This health need was not selected due to its low rank in the CHNA community prioritization. Domestic violence will be addressed through the Mental Health & Wellness health need. Kaiser sponsors some initiatives related to this health need, such as its annual conference on trauma injury, and through providing high-quality care via trauma injury facilities. Housing and Homelessness: This health need was not selected because it was viewed as a symptom of upstream social and economic factors. Housing stabilization and reducing chronic homelessness are strategies incorporated within the Economic Opportunity health need. Maternal and Child Health: This health need was not selected because it was viewed more as a priority population that could be addressed through other selected health needs. The strategies identified within Access to Care will largely address the needs related to Maternal and Child Health. Additionally, there is significant existing attention and resources dedicated to this issue in the community. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 37, KFH FREMONT EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: Eden Medical Center Kaiser Foundation Hospital - San Leandro St. Rose Hospital UCSF Benioff Childrens Hospital Oakland Washington Hospital Healthcare System Line 6B: Alameda County Health Care Services Alameda County Public Health Department Community Health Center Network Alameda County Behavioral Health Care Services First 5 Alameda County Line 11: Health need 1: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support programs providing direct mental health services in schools - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Support programs providing trauma and ACEs training for school staff and/or self-care for teachers - Support FQHC capacity to screen and connect patients to mental health services - Support organizations that support caregivers by connecting them to navigators and services for themselves and the people for whom they are caring (Support the supporters) - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Build student and staff resilience to address trauma and adverse childhood experiences (RISE) - Provide KPs Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 2: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low-income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support partnerships with food banks for CalFresh enrollment and food pharmacy programs - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals Participate in Medi-Cal Managed Care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce |
| Health need 3: Economic Security | Long term goal All community members are economically secure in order to thrive Intermediate goal(s) - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness or at-risk of homelessness - Reduce food insecurity among low-income families and individuals Strategies - Support outreach efforts to increase enrollment in CalFresh - Support food distribution programs that partner with school districts, health systems and community partners to provide nutritious foods - Provide support for programs that offer training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food For Life) - Funding to strengthen local homeless system of care through the Housing and Health Initiatives - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Fremont does not intend to address Three health needs identified through the CHNA process are partially addressed in the strategies listed above. The Healthy Eating / Active Living health need received scores in the middle of the total rankings from CHIC members and was a lower priority in the CHNA process. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness was ranked second among health needs by the CHIC members, in a tie with Economic Security. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need. The Education and Literacy health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the higher-ranked Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Three health needs were among the priorities that emerged from the CHNA process but are not addressed among the implementation strategies. Community and Family Safety received lower scores from the CHIC in terms of evidence-based or promising approaches, leveraging Kaiser Permanente expertise or organizational assets, and feasibility of making an impact. Some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of human trafficking and domestic violence), and supporting interventions that increase economic security and reduce homelessness. Climate/Natural Environment-particularly poor air quality-was recognized as a factor in health outcomes but received low scores in terms of leveraging community assets, applying evidence-based or promising approaches, leveraging Kaiser Permanente expertise and organizational assets, and feasibility of making an impact. Instead, some of the improvements in health care access and delivery (such as connecting low-income children and families to care for asthma) were considered more accessible ways to address the effects of climate issues within the service area. Transportation and traffic create barriers to health by lengthening commutes (making it more difficult for people to spend time being physically active or preparing healthy meals), increasing stress, and affecting access to care. However, CHIC members did not identify specific ways for Kaiser Permanente to address this structural issue. Of all the health needs considered, transportation and traffic received the lowest scores overall and for opportunities to leverage community and/or Kaiser Permanente assets, apply evidence-based approaches, and the feasibility of making an impact. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 38, KFH MORENO VALLEY Explanations Part V, Section B. | Line 5: Residents, community leaders, and government and public health department representatives were selected for the CHNA sample. Selection criteria across these groups included (a) those best able to respond in rich detail to the strategic learning questions, (b) those who had expertise in local health needs, (c) those who resided and/or provided services in an under-resourced or medically underserved community, and (d) those able to represent the health needs of a given racial or ethnic minority group. Given the large size of the KFH-Moreno Valley service area, community engagement efforts set out to target those geographies most under-resourced and where health outcomes were the poorest. Once selected for engagement, participants were provided the opportunity to share their perspective on targeted health needs and raise any additional health needs outside the strategic lines of inquiry. Line 6A: KFH RIVERSIDE Line 6B: Local organizations helped us to gather community input during the engagement process. These include: Clinicas de Salud del Pueblo, Riverside Community Health Foundation, and University of California, Riverside School of Medicine. Line 11: Health Need 1: Access to Care Long Term Goal All community members have access to high quality health care services from a trained and diverse workforce in a coordinated delivery system. Strategic priorities 1. Increase coverage, access, and utilization of health care services for populations that are underserved, uninsured, and/or underinsured. 2. Improve and build the current and emerging workforce to meet the primary care needs of the community. 3. Improve the capacity of healthcare systems to provide quality healthcare, including interventions to address the social determinants of health. Strategies & Core Interventions 1.1 Provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. - The Kaiser Permanente Medicaid program provides high-quality medical care services to Medicaid eligible participants who would otherwise struggle to access care. - The Kaiser Permanente Medical Financial Assistance program provides temporary financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and who cant afford medical expenses and/or cost sharing. - The Kaiser Permanente Charitable Health Coverage program provides access to comprehensive health care to low-income individuals and families who do not have access to public or private health coverage. 1.2 Support access to care for patients through collaboration among community clinics, clinic networks, and other safety net providers. - With support of local grant funding, strengthen the capacity of California's community clinics and health centers and to advance local health delivery system transformation at the county level. 2.1 Support and implement physician and other pipeline and training programs, using evidence-based, culturally competent and patient-centered population management modules. - With support of local grant funding, develop and expand pipeline and training programs to increase workforce diversity and inclusion in the healthcare sector. 3.1 Design, pilot and implement systems for screening community members with social (non-medical) needs and refer to community-based programs. - KFH-Moreno Valley will implement the Kaiser Permanente Thrive Local initiative that integrates the social determinants of health into ongoing care plans by screening and connecting low-income individuals and families to community and government resources. 3.2 Strengthen the capacity and infrastructure of community clinics to effectively prevent and manage chronic disease, including cardiovascular health and diabetes. - KFH-Moreno Valley, through local grant funding and collaboration, will support community clinics, public hospitals and health systems to reduce cardiovascular disease by implementing innovative population health management practices. - KFH- Moreno Valley will participate in collaborative efforts that improve the integration of primary clinical care with oral health, vision and other health services. Health Need 2: Behavioral Health (Mental Health and Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being through improved equitable access to evidence-based, high quality, appropriate care and reduced effects of stigma. Strategic priorities 1. Improve access and connection to mental health care in clinical and community settings. 2. Improve and build the current and emerging mental health workforce to meet community needs. 3. Reduce mental health stigma and improve knowledge, capacity, and resilience in individuals, communities, and organizations. Strategies & Core Interventions 1.1 Support the infrastructure and capacity building of community organizations and clinics to improve access to quality mental health care. - With the support of grant funding, Children Now Improving California Students' Readiness to Learn will map the current state and district school-based health policy efforts and develop a list of policy options to improve school-based mental health services. At least 200 partner organizations will receive resources and technical assistance on best policies/ practices related to school discipline, teacher credentialing, mental health, school attendance, and Local Control Funding Formula. 1.2 With support of grant-funding, support the integration of mental health care, case management, and navigation services into clinical care and community settings. - Support capacity building of community organizations and clinics to improve access to quality mental health care. - Integrate mental health care, case management, and navigation services into clinical care and community settings (e.g., schools, faith-based organizations, and other organizations.) - Improve screening and early detection of mental health and substance use, using evidenced-based tools in clinical care and other community settings. - Partner with local community-based organizations to improve access to high quality substance abuse treatment, including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. 2.1 Support the education and training of licensed mental health professionals to be culturally competent. - With the support of grant funding, the Family Service Association seeks to improve and build the current mental health workforce by training clinicians in Parent Child Interaction Therapy (PCIT), an evidence-based treatment for childhood behavioral issues. The program will also train all direct service staff in Adverse Childhood Experiences, Trauma Informed Practices, and will fully implement Adverse Childhood Experience (ACEs) screening with participants across all clinical programs. 2.2 Support the utilization of pipeline and training programs to increase the number of licensed and diverse mental health professionals. - With the support of grant funding, the Jewish Family Service of the Desert expands access to mental health counseling to children and families in the Coachella Valley, a designated medically underserved area. - With the support of grant funding, the Coachella Valley Mental Health Access and Workforce Development Project develops a pipeline of future mental health by exposing high school students to mental health careers and provide supervision to counselor trainees. 3.1 Support efforts to improve individual, the community, organizations, and social support systems knowledge, attitudes, beliefs and perceptions about mental health, trauma and resilience. - The Kaiser Permanente Public Good Projects Action Minded campaign is a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners in reducing stigma towards mental health conditions. 3.2 Support the enhancement of organizational culture, practices and policies in schools and other institutions to be trauma-informed. - The Thriving Schools Resilience in School Environments (RISE) initiative builds students and staff resilience to address trauma and adverse childhood experiences. |
| Health Need 3: Economic Opportunity | Long Term Goal All community members experience improved economic security and access to social services, including affordable housing, educational attainment, training and employment. Strategic priorities 1. Preserve and improve the availability of affordable housing and improve care coordination to serve individuals experiencing homelessness and to prevent displacement. 2. Improve educational attainment and employment opportunities. Strategies & Core Interventions 1.1 Enhance the infrastructure and capacity of service providers to serve individuals at risk or experiencing homelessness. - Expand and protect the supply of affordable housing in communities at-risk of becoming unaffordable, such as rent control, relocation benefits, rental assistance, and anti-displacement policies. - KFH-Moreno Valley will leverage assets to improve quality of affordable housing, such as safety inspections and remediation for creating habitable living conditions. - Participate in collaboratives that bring service providers and government programs to improve coordinated entry systems. 1.2 Support and participate in collaboratives that support coordination and funding of resources (such as health services and housing) for individuals at risk or experiencing homelessness. - Participate in the collaborative that supports the Community Solutions Built for Zero (BFZ) initiative uses data-driven and technology enabled solutions to help city/county leaders, service providers, health care agencies, developers and other community leaders to focus their efforts on multiple pathways needed to end homelessness. - Through the collaborative of the Community Solutions BFZ initiative, the team will develop the countys Coordinated Entry System (CES) that connects homeless individuals to services. 2.1 Support the long-term economic vitality of communities through procurement, hiring and workforce development, and/or small business development impact investing. - Provide educational attainment and pathway programs for youth focused on increasing high school graduation rates, college readiness, preparation for careers in Science, Technology, Engineering, and Mathematics (STEM), or health care workforce training. - The Kaiser Permanente Inner City Capital Connections (ICCC) provides training, education and mentorship to small businesses helping to grow revenue, increase jobs, and improve their capacity and access to new sources of capital. - KFH-Moreno Valley will seek additional partnership opportunities for High Impact Hiring which is a talent-sourcing strategy that aligns business needs with positive community impact. High Impact Hiring creates career opportunities for people with employment barriers, focusing on specific populations of disadvantaged people or specific geographic areas. Health Need 4: Obesity/Diabetes/Stroke Long Term Goal All Community Members eat healthy and move more as part of daily life. Strategic priorities 1. Reduce food insecurity and improve access to healthy foods. 2. Improve environments and opportunities that enable daily physical activity. Strategies & Core Interventions 1.1 Design, pilot and implement programs and systems for promoting, screening and/or enrolling community members in food benefit programs. - The Kaiser Permanente Food for Life initiative delivers a multi-pronged approach to improve food security, such as CalFresh enrollment campaign which utilizes multi-modal outreach to increase CalFresh enrollment for eligible community members. - With support of grant funding, the California Food Policy Advocates increase access to food sources for underserved community members by increasing the number of households and individuals that are enrolled in CalFresh and supporting the acceptance of this benefit among food relators. 1.2 Support programs that procure, recover and/or redistribute food to food insecure communities. - The Kaiser Permanente Food Recovery and Food Redistribution program envision foodservices as the source of nutritious meals for patients, staff and the broader community by distributing food to food insecure communities. - With support of grant funding, the California Association of Food Banks Farm to Family utilizes advocacy and outreach efforts to procure and provide fresh produce to food banks serving individuals and families who are food insecure. 1.3 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to healthy foods. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - Develop and sustain small-scale markets for healthy food options in under-resourced communities, such as farmers markets, community gardens, and healthy corner store initiatives. 2.1 Support the capacity of communities and anchor organizations to adopt and implement policies and programs to ensure access to safe spaces and physical activity opportunities. - The Kaiser Permanente Thriving Schools Healthy Eating Active Living (HEAL) Initiative, in partnership with Alliance for a Healthier Generation, supports Title 1 schools with the adoption and implementation of policies and practices to continuously improve the schools culture and practices around health. - The Kaiser Permanente Operation Splash program enables low income, underserved youth and families to be physically active by providing greater access to community pools through free swim classes. - Collaborate with local organizations to improve the built environment for access to active transportation, and physical activity, such as safe pedestrian bicycle routes, bicycle safety, and equitable transportation plans. While all the health needs prioritized in the 2019 Community Health Needs Assessment process are important to address, the implementation strategy planning process requires KFH-Moreno Valley to conduct a selection process based on critical criteria including health need severity, magnitude, inequity, and the extent to which KFH-Moreno Valley is in a position to meaningfully address the need. Health needs that were not elevated across these critical criteria were not selected for the implementation strategy plan. Health needs not selected include: asthma, cancer, and HIV/AIDS. Asthma was not selected as an area to address largely because the severity of the issue is not exceedingly alarming at this time-currently asthma results in a 13.3% reduction in length of life per year, which is lower than some of the other top health issues. Cancer was not selected due to low prevalence (3.9%) in Moreno Valley and (2.9%) in the Coachella Valley. In addition, there are currently community resources available to address the issue of cancer. HIV/AIDS was not selected because of low prevalence, affecting roughly 0.3% of the population in Moreno Valley and 0.2% of the population in the Coachella Valley. Lastly, there are other community organizations working to address HIV/AIDS. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT- OF- POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/SCAL |
| A, 39, KFH RICHMOND EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from county public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6A: John Muir Health Line 6B: Contra Costa County Health Care Services West Contra Costa Unified School District Community Clinic Consortium of Contra Costa and Solano Counties Richmond Office of Neighborhood Safety Line 11: Health need 1: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals - Increase access to subsidized care for those facing financial barriers to health care - Increase access to social non-medical services for low income and vulnerable populations - Increase access to a diverse, culturally competent health care workforce - Improve the capacity of health care systems to provide quality health care services Strategies - Increase capacity of organizations to conduct effective outreach and navigation to vulnerable populations to connect them to care - Increase FQHC and health system capacity to screen and refer clients to social, non-medical services (e.g., food, housing, employment) - Support training/ recruitment of community health workers (e.g., promotoras); Parent Ambassadors - Support training/ recruitment of health and social system navigators - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members (Food for Life) - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources (Thrive Local) - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension (PHASE) - Support community clinic consortia to develop programs and advocate for policies that improve access to quality health care for low income individuals - Participate in Medi-Cal Managed care - Provide Charitable Health Coverage - Provide Medical Financial Assistance - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH) - School for Allied Health expanding access to training and certificate programs for underrepresented individuals Expected outcomes - Increased outreach to vulnerable populations that helps them access comprehensive health care coverage - Increased outreach to vulnerable populations that helps them navigate and connect to subsidized care - Reduced financial barriers to care by increasing access to Medical Financial Assistance - Increased access to trained navigators and community health workers that connect low-income and vulnerable populations to social non-medical services - Increased opportunities for diverse, culturally competent workers to enter the health care workforce Health need 2: Behavioral Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs - Increase access to behavioral health care services for low-income and vulnerable populations - Develop a diverse, well-trained behavioral health care workforce that provides culturally competent care Strategies - Support trauma-informed services and training for organizations serving vulnerable populations (re-entry, immigrant, foster care, transition age youth, domestic violence survivors, homeless) - Support FQHC capacity to screen and connect patients to mental health services - Support telehealth options to increase access to behavioral health services by reducing transportation and stigma barriers - Support programs providing direct mental health services in schools - Support the capacity of clinics, schools or other community-based organizations to provide trauma-informed care to youth - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions - Provide KPs Education Theater program, Resilience Squad - KP Behavioral Health Training program Expected outcomes - Increased scope and availability of trauma-informed services and programs available through programs serving vulnerable populations - Increased screening and referrals to behavioral health care services for low-income and vulnerable populations, especially youth (in settings such as FQHCs and schools) - Increased access for vulnerable populations to a diverse, well-trained behavioral health care workforce that provides culturally competent care - Increased help-seeking for behavioral health issues prompted by stigma reduction campaigns Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive |
| Intermediate goal(s) | - Improve economic vitality of local and diverse businesses - Increase in enrollment and participation in public benefit programs - Improve job readiness for people with barriers to employment - Increase connections to supportive services for individuals experiencing homelessness - Reduce food insecurity among low-income families and individuals Strategies - Provide support for programs that offer basic skills and other training and employment assistance to vulnerable populations (re-entry, immigrant, domestic violence survivors, homeless population) - Support outreach, navigation, and case management that connects individuals to coordinated entry services - Support food distribution programs that partner with school districts, health systems and community partners (e.g., immigration, housing) to provide nutritious foods to people who experience food insecurity - Funding to strengthen local homeless system of care through the Housing and Health Initiative - Implement Community Solutions Built for Zero to address chronic and veteran homelessness - Increase baseline spend for local and diverse businesses Expected outcomes - Increased use of local and diverse businesses as suppliers - Increased enrollment and participation in public benefit programs (e.g., CalFresh) - Improved job readiness for people with barriers to employment (especially due to re-entry, domestic violence, immigration status, homelessness) - Increased connections to supportive services (e.g., Coordinated Entry) for individuals experiencing homelessness - Reduced food insecurity among low-income families and individuals through access to nutritious foods via school, health, and community partner settings Health needs KFH-Richmond does not intend to address Healthy Eating / Active Living. The Healthy Eating / Active Living health need received high scores from CHIC members, but was a lower priority in the CHNA process. In addition, CHIC members noted that significant investments had already been made. The group agreed to incorporate one element of this health need-food security-into the Economic Security emphasis. Housing and Homelessness. Housing and Homelessness was ranked in the middle of the health needs by the CHIC members. This health need received lower scores than most of the other health needs (except Transportation / Traffic and Climate / Natural Environment) in terms of leveraging community assets and was also in a lowest tier in terms of the feasibility of Kaiser Permanente having an impact. Recognizing the link between Economic Security and Housing and Homelessness, this health need was incorporated into the Economic Security priority health need and is also being addressed by national strategies in the KFH-Oakland service area. Education and Literacy. This health need was rated as a medium priority in the CHNA and received similar rankings in the CHIC process. Relative to other health needs, it received lower rankings for the ability to leverage Kaiser Permanente expertise or organizational assets, and for the feasibility of making an impact. However, the CHIC members selected elements of Education and Literacy-notably job training and workforce development-in the Economic Security health need, as well as mental health and wellness for school-aged children under Behavioral Health. Community and Family Safety. This health need received relatively low rankings from CHIC members for the availability of evidence-based or promising approaches, the ability to leverage Kaiser Permanente expertise or assets, and the feasibility of making an impact. However, some elements of Community and Family Safety are specifically addressed by strategies included in the priority health needs-particularly addressing trauma through the education and behavioral health systems, helping people navigate and access health and non-medical social services (including survivors of domestic violence and human trafficking), and supporting interventions that increase economic security and reduce homelessness (such as providing specialized educational and behavioral health services designed for those experiencing re-entry or homelessness. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| A, 40, KFH MANTECA EXPLANATIONS PART V, SECTION B. | Line 5: Community input was provided by a broad range of community members using key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local governmental and public health agencies as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise on local health needs were consulted. Line 6A: Adventist Health Lodi Memorial Dameron Hospital Dignity Health St. Josephs Medical Center Sutter Health Line 6B: First 5 San Joaquin Health Net Health Plan of San Joaquin Community Medical Centers San Joaquin County Public Health Services Line 11: Health need 1: Access to care Long term goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate goal(s) - Increase access to comprehensive health care coverage for low income individuals. - Increase access to subsidized care for those facing financial barriers to health care. - Increase access to social non-medical services for low income and vulnerable populations. - Increase access to a diverse, culturally competent health care workforce. - Improve the capacity of health care systems to provide quality health care services. Strategies - Deploy KP resources to provide high-quality medical care to Medi-Cal participants who would otherwise struggle to access care. - Deploy KP resources to provide access and comprehensive health care to low-income individuals and families without access to public or private health coverage. - Deploy KP resources to provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support screening for social non-medical service needs and connect low-income individuals and families to community and government resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support development and implementation of programs and policies that improve access to quality health care for low income populations. Expected outcomes - Low income populations have improved access to comprehensive health care coverage. - Low income/underserved populations access subsidized care to meet health needs. - Low income/vulnerable populations have improved access to social non-medical services. - Health care workforce reflects the cultural diversity of the service area population. - Policies and programs in place that improve the capacity of health care systems to provide quality services to low income populations. Health need 2: Mental Health Long term goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed. Intermediate goal(s) - Increase capacity of organizations and institutions to provide trauma-informed services and programs. - Enhance community supports to mitigate impact of ACEs. - Increase access to behavioral health care services for low-income and vulnerable populations. - Develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Prevent and reduce misuse of drugs and alcohol. Strategies - Train school staff on responding to youth experiencing trauma and support schools/districts/SBHCs to infuse resilience strategies into the school day. - Expand screening services, counseling, support groups for students experiencing trauma or with documented ACEs. - Deploy KP resources to provide access to mental health services for Medi-Cal participants and low-income individuals and families without access to public or private health coverage who would otherwise struggle to access mental health care. - Implement the Public Good Projects Action Minded campaign, a digital community health intervention using education, social engagement and multi-media tools to engage the general public, issue-advocates and community partners, and KP employees as partners in reducing stigma towards mental health conditions. - Provide workforce training programs to train current and future mental health practitioners with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Support FQHCs to expand current or initiate new services and programs addressing and preventing use of drugs, tobacco and alcohol. - Advance City Health policies including: control the amount of alcohol sales, raise the legal age for the sale of tobacco products to 21, smoke free indoor air policies. Expected outcomes - Capacity of organizations/institutions to provide trauma-informed services and programs increased. - Community supports to mitigate impact of ACEs enhanced. - Behavioral health care services more accessible for low-income and vulnerable populations. - Systems in place to develop a diverse, well trained behavioral health care workforce that provides culturally competent care. - Misuse of drugs and alcohol reduced. Health need 3: Economic Security Long term goal All community members are economically secure in order to thrive. Intermediate goal(s) - Improve economic vitality of local and diverse businesses. - Increase enrollment and participation in public benefit programs. - Improve job readiness for people with barriers to employment. - Increase connections to supportive services for individuals experiencing homelessness. - Increase and enhance transitional housing and shelter availability. - Support exposure to career paths for underserved and underrepresented youth. Strategies - Provide training, education and mentorship to small, diverse businesses seeking to increase their capacity and access new sources of funding. - Increase baseline spend for local and diverse businesses. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Support job readiness training for very low income and homeless populations. - Enhance community organization capacity to provide comprehensive and integrated support services, including case management for individuals experiencing homelessness. - Funding to strengthen local homeless system of care through the Housing and Health Initiative. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers (KP LAUNCH). Expected outcomes - Local, diverse businesses have improved economic stability. - Enrollment and participation in public benefit programs increased. - Individuals with employment barriers are better prepared to enter the workforce. - Individuals experiencing/at risk for homelessness have increased access to supportive services. - Transitional/temporary housing access improved. - Underserved/underrepresented youth have increased awareness of mental health career paths. |
| Health need 4: Obesity/HEAL/Diabetes | Long term goal All community members eat better and move more as part of daily life. Intermediate goal(s) - Reduce food insecurity among low-income families and individuals. - Improve access to healthy food in schools. - Increase access to safe parks and public spaces. - Increase opportunities for physical activity in schools. Strategies - Support food distribution organizations to expand amount of food provided as well as locations for distribution. - Support outreach and enrollment campaigns to increase CalFresh enrollment for eligible community members. - Use mobile food distribution to reach rural and migrant communities. - Support fresh produce access at school sites for students and families, complemented by healthy eating/cooking education. - Support high need schools to adopt policies and practices that promote HEAL. - Support park activation in selected neighborhoods to increase park safety and encourage increased use. - Support schools/after school programs to increase student participation in physical activities. - Advance complete streets policies. Expected outcomes - Low-income families and individuals have improved food security. - Schools provide access to fresh produce. - Low income community residents have increased access to and increased utilization of safe, appealing parks. - Expanded opportunities for physical activity during the school day and in after school programs. Health needs KFH Manteca does not intend to address Violence/Injury Prevention: This need received the lowest number of points during the scoring process to select needs to address; KP leadership perceived that organizational assets to address this need were not as strong as those available for other needs. Substance Abuse/Tobacco: Substance abuse/tobacco received the second lowest number of points during the scoring process to select the health needs to address. This need will be addressed in part by strategies conducted under Mental Health. Asthma: This health need was identified as a lower priority during the CHNA, with few focus groups and no key informants identifying asthma as a top health need for the KFH Manteca Service Area. Oral Health: This health need was identified as a lower priority during the CHNA. KFH Manteca does not offer dental services and does not have oral health expertise in house. Climate and Health: Climate and health was identified as a lower priority during the CHNA, scoring lowest of all health needs in the CHNA analysis based on secondary data (in terms of severity, disparities) and qualitative data from focus groups and interviews. Line 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NCAL |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 11 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (11 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| KAISER PERMANENTE POST ACUTE CARE CENTER | ||||
| 1440 168TH AVE | SAN LEANDRO | CA | 94578 | SKILLED NURSING |
| SUNNYBROOK SURGICAL CENTER | ||||
| 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97015 | AMBULATORY SURGERY |
| INTERSTATE SURGICAL CENTER | ||||
| 3500 N INTERSTATE AVE | PORTLAND | OR | 97227 | AMBULATORY SURGERY |
| SANTA CLARA PHF | ||||
| 3840 HOMESTEAD RD | SANTA CLARA | CA | 95051 | MENTAL HEALTH |
| SKYLINE SURGICAL CENTER | ||||
| 5135 SKYLINE ROAD SOUTH | SALEM | OR | 97306 | AMBULATORY SURGERY |
| BROOKSIDE RESIDENTIAL TREATEMENT CENTER | ||||
| 10180 SOUTHEAST SUNNYSIDE RD | Clackamas | OR | 97015 | INPATIENT MENTAL HEALTH SVCS |
| KULA HOSPITAL - 35N | ||||
| 100 KEOKEA PLACE | KULA | HI | 96790 | SKILLED NURSING & INTERMEDIATE CARE FACILITY |
| MENTAL HEALTH CENTER | ||||
| 765 W COLLEGE ST | LOS ANGELES | CA | 90012 | MENTAL HEALTH |
| LANAI COMMUNITY HOSPITAL 43-N | ||||
| 628 SEVENTH STREET | LANAI CITY | HI | 96763 | SKILLED NURSING & INTERMEDIATE CARE FACILITY |
| KULA HOSPITAL - IMR-7 | ||||
| 100 KEOKEA PLACE | KULA | HI | 96790 | IMMEDIATE CARE FACILITY FOR INDIVIDUALS WITH INTELLECTUAL DISABILITIES |
| CENTER FOR HEALTH RESEARCH | ||||
| 3800 N INTERSTATE AVE | PORTLAND | OR | 97227 | RESEARCH CENTER |
Supplemental Information Detail SupplementalInformationDetail (9 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| 1 - Part I Line 3c | ********************************************************************** There are three distinct eligibility criteria for free care under KP's medical financial assistance policy; (1) means tested (income-based), (2) high medical expenses and (3) situations where the patient has been prequalified. Means-tested: A patient of a household income less than or equal to KFH's means testing criteria as a percentage of the Federal Poverty Guidelines (FPG) is eligible for financial assistance. Note: Assets are not used in eligibility determination. High Medical Expenses: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses for eligible services over a 12 month period greater than or equal 10% of annual household income is eligible for financial assistance. Prequalification: A patient is presumed to meet the program eligibility criteria and is not required to provide personal, financial and other information to verify financial status when he or she: 1. Is enrolled in a Community MFA (CMFA) program to which patients have been referred and prequalified through (1) federal, state or local government, (2) a partnering community-based organization, or (3) at a KFH sponsored community health event, or 2. Is enrolled in a KP Community Benefit program designed to support access to care for low-income patients and prequalified by designated KFH/HP personnel, or 3. Is enrolled in a credible means-tested health coverage program (e.g., Medicare Low Income Subsidy Program), or 4. Was granted a prior medical financial assistance award within the last 30 days. 1 - Part I Line 7 ********************************************************************** The losses attributed to providing charity care (medical financial assistance and charitable health coverage) and participation in select government or community sponsored health coverage programs are calculated using a cost-based methodology for patients in those programs. The cost-based loss is generated through the standard systems used to report on market segments for KFHP/KFH's commercial business lines. In order to calculate the percentages reported in column (f) bad debt was excluded. |
| 1 - Part III Line 8 | ********************************************************************** None of the amounts reported on Part III, line 7 has been treated as community benefit. The Medicare hospital cost reports are the source document to capture the Medicare revenue and Medicare allowable costs. To determine the direct costs, the cost report takes inputs from the general ledger by hospital location and applies a step-down methodology to allocate overhead costs. The costs are then passed through additional cost report computations to determine allowable Medicare costs. The total allowable Medicare cost is subtracted from the total revenue by region to determine the Medicare surplus or shortfall. |
| 1 - Part III Line 9b | ********************************************************************** When a patient/guarantor indicates an inability to pay (charity care), the patient/guarantor will be evaluated for charity care in accordance with established criteria outlined in the Medical Financial Assistance (MFA) policy. In addition, outside collection agencies will cancel and return on a retrospective basis any accounts that either would have qualified or now qualify for charity care according to the criteria outlined in the MFA policy. |
| 2 - needs assessment | ********************************************************************** IN CALIFORNIA, HAWAII, AND OREGON, EACH KFH MEDICAL CENTER IS REQUIRED TO CONDUCT A COMMUNITY NEEDS ASSESSMENT EVERY THREE YEARS. THE ASSESSMENTS MAY BE CONDUCTED INDIVIDUALLY BY EACH HOSPITAL OR IN COLLABORATION WITH OTHER HOSPITALS, COMMUNITY-BASED AGENCIES AND PUBLIC SERVICE ORGANIZATIONS. EACH NEEDS ASSESSMENT PROVIDES A SUMMARY OF THE NEEDS ASSESSMENT PROCESS UNDERTAKEN INCLUDING THE METHODOLOGIES AND DATA SOURCES UTILIZED, INDIVIDUALS AND ORGANIZATIONS CONSULTED, A COMPLETE LISTING OF THE NEEDS IDENTIFIED AND DESCRIPTION OF THE METHOD USED TO PRIORITIZE NEEDS FOR INCLUSION IN THE INDIVIDUAL COMMUNITY BENEFIT PLANS. THE MOST RECENT NEEDS ASSESSMENTS WERE COMPLETED IN 2019. |
| 3 - patient education of eligibility for assistance | ********************************************************************** IN CALIFORNIA, HAWAII, AND OREGON, INFORMATION REGARDING ASSISTANCE IS WIDELY AVAILABLE THROUGHOUT THE FACILITIES TO ALL PATIENTS. INFORMATION REGARDING THE AVAILABILITY OF KAISER PERMANENTE'S MEDICAL FINANCIAL ASSISTANCE PROGRAM (MFAP) IS POSTED IN THE EMERGENCY DEPARTMENTS, AND ADMITTING AREAS OF ALL KAISER PERMANENTE HOSPITALS. THE POSTED INFORMATION CONTAINS CONTACT INFORMATION FOR FURTHER ASSISTANCE. KAISER PERMANENTE ADMISSION AND DISCHARGE STAFF ARE ALSO A SOURCE OF INFORMATION FOR PATIENTS THAT EXPRESS FINANCIAL HARDSHIP OR REQUEST MEDICAL FINANCIAL ASSISTANCE. THIS STAFF CAN PROVIDE A COPY OF THE FINANCIAL ASSISTANCE POLICY SUMMARY, PROGRAM APPLICATION, OR CONNECT A PATIENT WITH A FINANCIAL COUNSELOR WHO CAN ASSIST PATIENTS IN DETERMINING ELIGIBILITY FOR GOVERNMENT PROGRAMS OR THE MFAP. PATIENT DISCHARGE PACKETS ALSO INCLUDE A COPY OF THE MFAP POLICY SUMMARY. IN ADDITION, MFAP INFORMATION, INCLUDING THE POLICY, POLICY PLAIN LANGUAGE SUMMARY AND APPLICATION, CAN ALSO BE FOUND ON THE PUBLICLY ACCESSIBLE KP MEDICAL FINANCIAL ASSISTANCE WEBSITE. ALL PATIENT BILLING STATEMENTS INCLUDE INFORMATION THAT FINANCIAL ASSISTANCE IS AVAILABLE AS WELL AS WHERE TO GET ADDITIONAL INFORMATION OR ASSISTANCE. THE MFAP POLICY PLAIN LANGUAGE SUMMARY IS ALSO INCLUDED WITH THE FIRST HOSPITAL BILLING STATEMENT TO ALL PATIENTS. THE PROGRAM POLICY, POLICY PLAIN LANGUAGE SUMMARY, AND APPLICATION ARE AVAILABLE WITHOUT CHARGE IN ENGLISH AS WELL AS ALL THE LANGUAGES THAT MEET THE LIMITED ENGLISH PROFICIENCY POPULATION CRITERIA (LESSER OF 1,000 INDIVIDUALS OR 5% OF THE COMMUNITY). LANGUAGES SUPPORTED INCLUDE, BUT ARE NOT LIMITED TO SPANISH, CHINESE, JAPANESE, KOREAN, LAOTIAN, TAGALOG, RUSSIAN, FARSI AND VIETNAMESE. |
| 4 - community information | ********************************************************************** KFH SERVES COMMUNITIES IN CALIFORNIA, HAWAII, AND OREGON. THE COMMUNITIES WE SERVE ARE DIVERSE AND INCLUDE BOTH LESS POPULOUS AND DENSELY POPULATED CITIES AND COUNTIES. OUR COMMUNITIES ARE DIVERSE IN MANY WAYS INCLUDING INCOME, RATE OF UNINSURED, HIGH SCHOOL GRADUATION AND LIMITED ENGLISH PROFICIENCY. OUR FACILITIES AND THE PEOPLE WHO WORK WITHIN THEM ARE LOCATED WITHIN AND ARE PART OF OUR COMMUNITIES. KFH OWNS AND OPERATES 42 LICENSED HOSPITALS, INCLUDING FIVE LICENSED HOSPITALS WITH MULTIPLE CAMPUSES IN CALIFORNIA, HAWAII AND OREGON. IN CALIFORNIA, KFH MEDICAL CENTERS ARE LOCATED IN THE CITIES OF ANAHEIM, ANTIOCH, BALDWIN PARK, DOWNEY, FONTANA, FREMONT, FRESNO, HARBOR CITY, IRVINE, LOS ANGELES, MANTECA, MODESTO, MORENO VALLEY, OAKLAND, ONTARIO, PANORAMA CITY, REDWOOD CITY, RICHMOND, RIVERSIDE, ROSEVILLE, SACRAMENTO, SAN DIEGO, SAN FRANCISCO, SAN JOSE, SAN LEANDRO, SAN RAFAEL, SANTA CLARA, SANTA ROSA, SOUTH SACRAMENTO, SOUTH SAN FRANCISCO, VACAVILLE, VALLEJO, WALNUT CREEK, WEST LOS ANGELES, AND WOODLAND HILLS. IN HAWAII, THE MOANALUA MEDICAL CENTER IS LOCATED IN THE CITY OF HONOLULU ON THE ISLAND OF OAHU. IN OREGON, THE SUNNYSIDE MEDICAL CENTER IS LOCATED IN THE CITY OF CLACKAMAS AND KAISER WESTSIDE MEDICAL CENTER IN HILLSBORO. Ncal scal Hawaii nw ---- ---- ------ -- Total population in area (mil)* 13.1 23.6 1.4 3.5 Median Household Income**** $89,284 $71,877 $77,663 $66,844 below 100% fpl* 13.2% 15.10% 10.3% 14.00% w/o public or private health ins* 7.60% 10.50% 4.5% 8.30% Limited English Proficiency* 16.40% 20.40% 12.50% 6.60% High School Graduation Rate** 83.9%** 82.8%** 81.8%**^ 76.9%**^ Unemployment Rate (%)*** 3.7% 4.3% 2.2% 4.0% (SOURCE: US CENSUS 2010 AMERICAN COMMUNITY SURVEY S2701, CPO3, AND DP03 LIMITED TO APPROXIMATE KAISER SERVICE AREAS (MSA) IN EACH OF THE 4 REGIONS. (INCLUDES THE ENTIRE STATE OF HAWAII) * US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY: 2013-17 ** CALIFORNIA DEPARTMENT OF EDUCATION; 2014-2015. **^ US Department of Education, EDFacts; Accessed via DATA.GOV. Additional data analysis by CARES. 2014-15. *** US DEPARTMENT OF LABOR, BUREAU OF LABOR STATISTICS: 2018 - JUNE **** KAISER PERMANENTE UTILITY FOR CARE DATA ANALYSIS, ESRI 2019, HOUSEHOLD-WEIGHTED MEDIAN OF HOUSEHOLD INCOME MEDIANS FOR THE BLOCK GROUPS IN KP'S REGIONAL SERVICE AREAS (PREVIOUSLY REPORTED AS MEMBER-WEIGHTED MEDIAN OF MEDIAN HOUSEHOLD INCOME) KAISER PERMANENTE'S COMMITMENT TO THE COMMUNITY AND PROMOTION OF COMMUNITY HEALTH SINCE OUR BEGINNINGS, WE HAVE BEEN COMMITTED TO HELPING SHAPE THE FUTURE OF HEALTH CARE. KAISER PERMANENTE IS DEDICATED TO CARE INNOVATIONS, CLINICAL RESEARCH, HEALTH EDUCATION AND THE SUPPORT OF COMMUNITY HEALTH. KFH IS COMMITTED TO THE BELIEF THAT GOOD HEALTH IS A FUNDAMENTAL RIGHT SHARED BY ALL, AND WE RECOGNIZE THAT GOOD HEALTH EXTENDS BEYOND THE DOCTOR'S OFFICE AND THE HOSPITAL. LIKE OUR APPROACH TO MEDICINE, OUR WORK IN THE COMMUNITY TAKES A PREVENTION-FOCUSED, EVIDENCE-BASED APPROACH. WE GO BEYOND TRADITIONAL CORPORATE PHILANTHROPY OR GRANT-MAKING TO LEVERAGE FINANCIAL RESOURCES WITH MEDICAL RESEARCH, PHYSICIAN EXPERTISE, AND CLINICAL PRACTICES. HISTORICALLY, WE HAVE FOCUSED OUR INVESTMENTS IN THREE AREAS-HEALTH ACCESS, HEALTHY COMMUNITIES, AND HEALTH KNOWLEDGE-TO ADDRESS CRITICAL HEALTH ISSUES IN OUR COMMUNITIES. FOR MANY YEARS, WE HAVE WORKED COLLABORATIVELY WITH OTHER ORGANIZATIONS TO ADDRESS SERIOUS PUBLIC HEALTH ISSUES SUCH AS OBESITY, ACCESS TO CARE, AND VIOLENCE. WE HAVE CONDUCTED COMMUNITY HEALTH NEEDS ASSESSMENTS (CHNA) TO BETTER UNDERSTAND EACH COMMUNITY'S UNIQUE NEEDS AND RESOURCES. THE CHNA PROCESS INFORMS OUR COMMUNITY INVESTMENTS AND HELPS US DEVELOP STRATEGIES AIMED AT MAKING LONG-TERM, SUSTAINABLE CHANGE-AND IT ALLOWS US TO DEEPEN THE STRONG RELATIONSHIPS WE HAVE WITH OTHER ORGANIZATIONS THAT ARE WORKING TO IMPROVE COMMUNITY HEALTH. THE KFHP/KFH BOARD HAS A STANDING COMMUNITY BENEFIT COMMITTEE OF THE BOARD OF DIRECTORS TO OVERSEE THE PROGRAM-WIDE COMMUNITY BENEFIT PROGRAM. KAISER PERMANENTE ALSO HAS A NATIONAL EXECUTIVE OF KFHP AND KFH TO LEAD KAISER PERMANENTE'S COMMUNITY BENEFIT PROGRAM AS A FULL-TIME ASSIGNMENT. BECHARA CHOUCAIR, MD IS THE SENIOR VICE PRESIDENT FOR COMMUNITY HEALTH AND BENEFIT, AND CHIEF COMMUNITY HEALTH OFFICER REPORTING TO THE CEO AND CHAIRMAN OF THE BOARD. |
| 5 - promotion of community health | ********************************************************************** KFH's principal purpose is to provide hospital, medical, and surgical care, including emergency services, extended care and home health care to members of the public without regard to age, sex, race, religion or national origin, or to the individual's ability to pay. KFH shares THE KAISER PERMANENTE mission, of providing affordable high quality health care to our members, and improving the health of our members and the communities we serve. KFH's general community benefits include: Emergency departments - KFH operates full-time emergency departments in each of its 42 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii, and Oregon. Emergency medical services are available to all individuals regardless of their ability to pay. Care provided to all patients - Hospital care is provided to individuals with health care coverage from any private or government-sponsored health plan, insured and uninsured referrals from safety net and other public health partnerships, and uninsured patients admitted through the emergency department. Open Medical Staff Privileges - Staff privileges in the hospitals are available to community practitioners who are not affiliated with a Permanente Medical Group. Reinvestment of Surplus Revenues - KFHP pays KFH for hospital services and surplus revenues are reinvested IN THE furtherance OF THE EXEMPT PURPOSE, for capital replacement or expansion of facilities and equipment, debt amortization, improvement in patient care and services, and other community benefit services including charity care, medical education and research. In addition, KFH is committed to operating to intentionally protect and preserve the environment and scarce resources. Poor environmental quality contributes to disease and economic insecurity. Kaiser Foundation Hospitals has therefore committed itself to protecting and improving the natural environment as a key component of our mission to improve healthcare quality and affordability. To fulfill this commitment, Kaiser Foundation Hospitals maintains a structure for environmental stewardship that enables the organization to continuously improve its environmental performance. This structure includes clearly defined roles, responsibilities, plans and routines, and has resulted in five organization-wide focus areas that have been selected based on their ability to have the most impact on the environmental forces that shape environmental- and human-health: 1. Finding safe alternatives to harmful industrial chemicals 2. Responding to climate change 3. Promoting sustainable farming and food choices 4. Reducing, reusing, and recycling to eliminate waste 5. Conserving water In each of these focus areas, Kaiser Foundation Hospitals has established ambitious goals, implemented initiatives, achieved measurable improvements, and regularly reported progress to our Board of Directors, our staff, and the communities we serve. |
| 6 - affiliated health care system | ********************************************************************** Kaiser Permanente is a not for profit, integrated health care delivery system comprised of Kaiser Foundation Hospitals, Kaiser Foundation Health Plan, and The Permanente Medical Groups. For more than 70 years, Kaiser Permanente has been dedicated to providing high-quality, affordable health care services and to improving the health of our members and the communities we serve. Kaiser Foundation Hospitals (KFH) and Kaiser Foundation Health Plan, Inc. (KFHP), with its five principal operating tax-exempt subsidiary health plans-Kaiser Foundation Health Plan of Colorado; Kaiser Foundation Health Plan of Georgia, Inc.; Kaiser Foundation Health Plan of the Mid-Atlantic States, Inc.; Kaiser Foundation Health Plan of the Northwest; and Kaiser Foundation Health Plan of Washington, are nonprofit corporations that are part of the integrated health care delivery system known as the Kaiser Permanente Medical Care Program or "Kaiser Permanente." Kaiser Permanente is an integrated health care delivery system that combines the provision and financing of health care services. People who elect to enroll in a Kaiser Permanente health plan receive a full range of prepaid health care services, including hospital care, professional care in hospitals and physicians' offices, x-ray and laboratory services, physical therapy, emergency, ambulance transportation, preventive services, health education and certain prescribed drugs. More comprehensive drug coverage is also provided through a separate coverage rider. Persons enroll in Kaiser Permanente through KFHP or one of the Health Plan subsidiaries ("Health Plan"). Health Plan provides and arranges comprehensive health care services for members on a predominantly prepaid basis and fulfills its contractual obligations to group and individual members by contracting with KFH, in CA, HI, and OR based regions, and a Permanente Medical Group to provide the required health care services. KFHP and KFH are separate corporations governed by identical boards of directors. KFH accepts responsibility to provide or arrange necessary hospital services and facilities for Health Plan members. KFH owns and operates 42 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon. KFH provides emergency and in-patient services to all persons in the community regardless of membership or ability to pay. Staff privileges are available on a nondiscriminatory basis to physicians in the communities served. KFH also contracts with other community hospitals to provide hospital services to members for specialized care and other services. |
| 7 - state filing of community benefit report | ********************************************************************** KFH annually prepares and submits a Consolidated Community Benefit Plan to the California Office of Statewide Health Planning and Development in compliance with Health and Safety Code Section 127340 et seq. The consolidated plan includes a hospital-specific community benefit plan for each individual medical center campus in California. KFH also annually prepares and submits a comprehensive Community benefit report to the Department of Human Services, Office for Oregon Health Policy and Research for the Sunnyside Medical Center located in the City of Clackamas. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (1004 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| 100 MILE CLUB | |||||||
| 2191 5TH ST STE 211 | NORCO | CA | 92860 | 208425786 | 501(c)(3) | $40,000 | Project Support |
| 10000 DEGREES | |||||||
| 1650 LOS GAMOS DR110 | SAN RAFAEL | CA | 94903 | 953667812 | 501(c)(3) | $10,000 | Project Support |
| 18 REASONS AKA MY THREE SQUARE | |||||||
| 3150 18TH ST315 | SAN FRANCISCO | CA | 94110 | 453059509 | 501(c)(3) | $60,000 | Project Support |
| 3STRANDS GLOBAL INC | |||||||
| 3941 PARK DR20 | EL DORADO HILLS | CA | 95762 | 274594317 | 501(c)(3) | $30,000 | Project Support |
| 4TH DIMENSION RECOVERY CENTER | |||||||
| 3807 NE MLK JR BLVD | PORTLAND | OR | 97212 | 462702985 | 501(c)(3) | $15,000 | Project Support |
| A BETTER WAY INC | |||||||
| 3200 ADELINE ST | BERKELEY | CA | 94703 | 931190792 | 501(c)(3) | $98,000 | Project Support |
| A HOME WITHIN | |||||||
| 1330 BROADWAY 300 | OAKLAND | CA | 94612 | 943402610 | 501(c)(3) | $10,000 | Project Support |
| A NEW WAY OF LIFE RE-ENTRY PROJECT | |||||||
| PO BOX 875288 | LOS ANGELES | CA | 90087 | 954782503 | 501(c)(3) | $12,500 | Project Support |
| A WORLD FIT FOR KIDS | |||||||
| 678 S LA FAYETTE PK PL | LA | CA | 90057 | 330550994 | 501(c)(3) | $45,000 | Project Support |
| ACCESS INSTITUTE FOR PSYCHOLOGICAL SVCS | |||||||
| 110 Gough St 301 | SAN FRANCISCO | CA | 94102 | 010595862 | 501(c)(3) | $20,000 | Project Support |
| ACKNOWLEDGE ALLIANCE | |||||||
| 2483 OLD MIDDLEFIELD | MOUNTAIN VIEW | CA | 94043 | 770393676 | 501(c)(3) | $60,000 | Project Support |
| ADAPTIVE PHYSICAL EDUCATION | |||||||
| 1455 MADISON AVE | REDWOOD CITY | CA | 94061 | 463037547 | 501(c)(3) | $10,000 | Project Support |
| ADELANTE MUJERES | |||||||
| 2030 MAIN ST STE A | FOREST GROVE | OR | 97116 | 030473181 | 501(c)(3) | $80,000 | Project Support |
| ADELANTE YOUTH ALLIANCE | |||||||
| 805 N MADISON AVE | PASADENA | CA | 91104 | 154819333 | 501(c)(3) | $15,000 | Sponsorships |
| ADOLESCENT COUNSELING SERVICES INC | |||||||
| 643 BAIR ISLAND RD | REDWOOD CITY | CA | 94063 | 510192551 | 501(c)(3) | $20,000 | Project Support |
| AFGHAN COALITION | |||||||
| 39155 LIBERTY ST D460 | FREMONT | CA | 94538 | 943398311 | 501(c)(3) | $45,000 | Project Support |
| AFGHAN ELDERLY ASSOCIATION | |||||||
| PO BOX 2346 | UNION CITY | CA | 94587 | 943290111 | 501(c)(3) | $20,000 | Project Support |
| AFRICAN AMERICAN COMMUNITY SERVICE | |||||||
| 304 N 6TH ST | SAN JOSE | CA | 95112 | 942494728 | 501(c)(3) | $26,620 | Project Support |
| AFRICAN FAMILY HOLISTIC HEALTH | |||||||
| NE 122ND AVE | PORTLAND | OR | 97294 | 473225048 | 501(c)(3) | $30,000 | Project Support |
| AIM HIGH | |||||||
| PO BOX 410715 | SAN FRANCISCO | CA | 94141 | 943296338 | 501(c)(3) | $25,000 | Project Support |
| AL WOOTEN JR YOUTH AND ADULT CULTURAL | |||||||
| 9106 S WESTERN AVE | LOS ANGELES | CA | 90047 | 954295918 | 501(c)(3) | $10,000 | Project Support |
| ALAMEDA BOYS & GIRLS CLUB INC | |||||||
| 1900 3RD ST | ALAMEDA | CA | 94501 | 941312299 | 501(c)(3) | $20,000 | Project Support |
| ALAMEDA COUNTY ADULT DAY SERVICES | |||||||
| 510 17TH ST 200 | OAKLAND | CA | 94612 | 204704743 | 501(c)(3) | $25,000 | Project Support |
| ALAMEDA COUNTY COMMUNITY FOOD BANK | |||||||
| 7900 EDGEWATER DR | OAKLAND | CA | 94621 | 942960297 | 501(c)(3) | $170,000 | Project Support |
| ALAMEDA COUNTY HEALTH CARE SERVICES AGENCY | |||||||
| 1000 SAN LEANDRO BLVD | SAN LEANDRO | CA | 94577 | 946000501 | 501(c)(3) | $35,000 | Project Support |
| ALBERTINA KERR CENTERS FOUNDATION | |||||||
| 424 NE 22ND AVE | PORTLAND | OR | 97232 | 931297104 | 501(c)(3) | $15,000 | Project Support |
| ALEXANDER MONTGOMERY FOUNDATION | |||||||
| 105 SEMINARY RD | SAN ANSELMO | CA | 94960 | 813850170 | 501(c)(3) | $90,000 | Project Support |
| ALL HANDS RAISED | |||||||
| 2069 NE HOYT ST | PORTLAND | OR | 97232 | 931149789 | 501(c)(3) | $50,000 | Project Support |
| ALLIANCE FOR A HEALTHIER GENERATION INC | |||||||
| PO BOX 4800 UNIT 16 | PORTLAND | OR | 97208 | 272028308 | 501(c)(3) | $832,798 | Project Support |
| ALTAMED HEALTH SERVICES CORP | |||||||
| 2040 Camfield Avenue | Los Angeles | CA | 90040 | 952810095 | 501(c)(3) | $115,079 | Research / Project Support |
| ALUM ROCK COUNSELING CENTER | |||||||
| 777 N 1ST ST 444 | SAN JOSE | CA | 95112 | 237367637 | 501(c)(3) | $128,000 | Project Support |
| ALWAYS KNOCKING INC | |||||||
| 7741 AMHERST ST | SACRAMENTO | CA | 95832 | 264635991 | 501(c)(3) | $25,000 | Project Support |
| ALZHEIMERS ASSOCIATION | |||||||
| 2290 N 1ST ST 101 | SAN JOSE | CA | 95131 | 133039601 | 501(c)(3) | $51,040 | Project Support |
| ALZHEIMERS DISEASE ASSOCIATION OF KERN | |||||||
| PO BOX 22108 | BAKERSFIELD | CA | 93390 | 770017561 | 501(c)(3) | $24,000 | Project Support |
| ALZHEIMERS ORANGE COUNTY | |||||||
| 2515 MCCABE WAY | IRVINE | CA | 92614 | 953702013 | 501(c)(3) | $20,000 | Project Support |
| AMBROSE RECREATION & PARK | |||||||
| 3105 WILLOW PASS ROAD | BAY POINT | CA | 94565 | 941622656 | 501(c)(3) | $10,000 | Project Support |
| AMERICAN CANCER SOCIETY | |||||||
| 330 SW CURRY ST | PORTLAND | OR | 97239 | 131788491 | 501(c)(3) | $7,500 | Project Support |
| AMERICAN DIABETES ASSOCIATION INC | |||||||
| 611 WILSHIRE BLVD | LOS ANGELES | CA | 90017 | 131623888 | 501(c)(3) | $6,585 | Sponsorships |
| AMERICAN HEART ASSN | |||||||
| 7425 N PALM BLUFFS AVE | FRESNO | CA | 93711 | 135613797 | 501(c)(3) | $46,500 | Project Support |
| AMERICAN NATIONAL RED CROSS | |||||||
| 11355 OHIO AVE | LOS ANGELES | CA | 90002 | 530196605 | 501(c)(3) | $197,500 | Project Support |
| AMERICAN ONLINE GIVING FDN | |||||||
| 2454 N McMullen Booth | Clearwater | FL | 33759 | 810739440 | 501(c)(3) | $101,435 | Project Support |
| AMERICAN SCORES BAY AREA | |||||||
| 1885 MISSION ST | SAN FRANCISCO | CA | 94103 | 481272959 | 501(c)(3) | $65,000 | Project Support |
| ANTELOPE VALLEY COLLEGE FOUNDATION | |||||||
| 3041 W AVENUE K | LANCASTER | CA | 93536 | 954398700 | 501(c)(3) | $12,000 | Project Support |
| ANTIOCH UNIFIED SCHOOL DISTRICT | |||||||
| 510 G ST | ANTIOCH | CA | 94509 | 861134505 | 501(c)(3) | $140,000 | Project Support |
| ANTI-RECIDIVISM COALITION | |||||||
| 1320 E 7TH ST 260 | LOS ANGELES | CA | 90021 | 462140915 | 501(c)(3) | $60,000 | Project Support |
| APA FAMILY SUPPORT SERVICES | |||||||
| 10 NOTTINGHAM PLACE | SAN FRANCISCO | CA | 94133 | 943164091 | 501(c)(3) | $15,000 | Project Support |
| APLA HEALTH & WELLNESS | |||||||
| 611 S KINGSLEY DR | LOS ANGELES | CA | 90005 | 841661910 | 501(c)(3) | $40,000 | Project Support |
| APPLE CORE PROJECT INC | |||||||
| 1916 G ST | BAKERSFIELD | CA | 93301 | 460601245 | 501(c)(3) | $22,000 | Project Support |
| ARIZONA STATE UNIVERSITY | |||||||
| PO Box 876011 | Tempe | AZ | 90021 | 860196696 | Government | $21,131 | Research / Project Support |
| ARROWHEAD UNITED WAY | |||||||
| 646 NORTH D ST | SAN BERNARDINO | CA | 94133 | 951934586 | 501(c)(3) | $8,000 | Project Support |
| ASHBY VILLAGE INC | |||||||
| 1821 CATALINA AVE | BERKELEY | CA | 92402 | 272174330 | 501(c)(3) | $75,000 | Project Support |
| ASIAN AMERICAN DRUG ABUSE | |||||||
| PROGRAM INC | LOS ANGELES | CA | 94707 | 952848695 | 501(c)(3) | $12,420 | Project Support |
| ASIAN AMERICANS ADVANCING JUSTICE | |||||||
| LOS ANGELES | LOS ANGELES | CA | 90016 | 953854152 | 501(c)(3) | $9,200 | Sponsorships |
| ASIAN AMERICANS FOR COMMUNITY | |||||||
| 2400 MOORPARK AVENUE | SAN JOSE | CA | 90017 | 942292491 | 501(c)(3) | $20,000 | Project Support |
| ASIAN HEALTH SERVICES | |||||||
| 101 8TH ST 100 | OAKLAND | CA | 95128 | 942235908 | 501(c)(3) | $30,000 | Project Support |
| ASIAN PACIFIC AMERICAN NETWORK OF OREGON | |||||||
| 2788 SE 82ND AVE STE 203 | PORTLAND | OR | 94607 | 800252850 | 501(c)(3) | $30,000 | Project Support |
| ASIAN PACIFIC HEALTH CARE | |||||||
| VENTURE INC | LOS ANGELES | CA | 97266 | 954177752 | 501(c)(3) | $10,000 | Project Support |
| ASIAN WOMEN S SHELTER | |||||||
| 3543 18TH ST 19 | SAN FRANCISCO | CA | 90029 | 943030212 | 501(c)(3) | $10,000 | Project Support |
| Aviva Family & Children's Services | |||||||
| 7120 Franklin Ave | Los Angeles | CA | 94110 | 951693616 | 501(c)(3) | $10,000 | Sponsorships |
| AXIS COMMUNITY HEALTH INC | |||||||
| 4361 RAILROAD AVE | PLEASANTON | CA | 90046 | 942232394 | 501(c)(3) | $40,000 | Project Support |
| BAKERSFIELD COLLEGE FOUNDATION | |||||||
| 1801 PANORAMA DR | BAKERFIELD | CA | 94566 | 510151490 | 501(c)(3) | $30,000 | Project Support |
| BALDWIN PARK CHARITABLE RELIEF | |||||||
| 14403 PACIFIC AVE | BALDWIN PARK | CA | 93305 | 475435073 | 501(c)(3) | $7,000 | Project Support |
| BALDWIN PARK UNIFIED SCHOOL DISTRICT | |||||||
| 3699 N HOLY AVE | BALDWIN PARK | CA | 91706 | 956000213 | GOVERNMENT | $14,684 | Project Support |
| BATTLE GROUND HEALTHCARE | |||||||
| 11117 NE 189TH ST | BATTLEGROUND | WA | 91706 | 273148590 | 501(c)(3) | $23,000 | Project Support |
| BAY AREA COMMUNITY RESOURCES | |||||||
| 171 CARLOS DRIVE | SAN RAFAEL | CA | 98604 | 942346815 | 501(c)(3) | $168,000 | Project Support |
| BAY AREA SOUTH ASIAN NETWORK | |||||||
| 39791 PASEO PADRE PKWY | FREMONT | CA | 94903 | 823408134 | 501(c)(3) | $15,000 | Project Support |
| BAYLOR COLLEGE OF MEDICINE | |||||||
| PO BOX 301207 | Dallas | TX | 94538 | 741613878 | 501(c)(3) | $57,791 | Research / Project Support |
| BAYLOR RESEARCH INSTITUTE | |||||||
| 4236 Lowes Drive | Temple | AZ | 91706 | 751921898 | 501(c)(3) | $105,106 | Research / Project Support |
| BEATS RHYMES AND LIFE | |||||||
| 450 SANTA CLARA AVE | OAKLAND | CA | 76502 | 452382705 | 501(c)(3) | $105,000 | Project Support |
| BENEFICENT TECHNOLOGY INC | |||||||
| 480 CALIFORNIA AVE | PALO ALTO | CA | 94610 | 770555413 | 501(c)(3) | $90,000 | Project Support |
| BENICIA COMMUNITY ACTION COUNCIL | |||||||
| 480 MILITARY EAST | BENICIA | CA | 94306 | 680294153 | 501(c)(3) | $10,000 | Project Support |
| BERKELEY COMMUNITY HEALTH | |||||||
| 2339 DURANT AVE | BERKELEY | CA | 94510 | 941697002 | 501(c)(3) | $20,000 | Project Support |
| BERKELEY YOUTH ALTERNATIVES | |||||||
| 1255 ALLSTON WAY | BERKELEY | CA | 94708 | 941711728 | 501(c)(3) | $20,000 | Project Support |
| BETHEL EDUCATION FOUNDATION | |||||||
| 3455 ROYAL AVE | EUGENE | OR | 94702 | 270745177 | 501(c)(3) | $10,000 | Project Support |
| BIG BROTHERS BIG SISTERS OF ORANGE | |||||||
| 2155 CHICAGO AVE 100 | RIVERSIDE | CA | 97402 | 951992702 | 501(c)(3) | $10,000 | Project Support |
| BIG BROTHERS BIG SISTERS OF PORTLAND | |||||||
| 1827 NE 44TH AVE 215 | PORTLAND | OR | 92507 | 931303640 | 501(c)(3) | $15,000 | Project Support |
| BIG BROTHERS BIG SISTERS OF SACRAMENTO | |||||||
| 1451 RIVER PARK DR | SACRAMENTO | CA | 97213 | 941559853 | 501(c)(3) | $10,000 | Project Support |
| BIG SUNDAY | |||||||
| 6111 MELROSE | LOS ANGELES | CA | 95815 | 421765317 | 501(c)(3) | $9,400 | Sponsorships |
| BIKE EAST BAY | |||||||
| 466 WATER ST | OAKLAND | CA | 90038 | 942585652 | 501(c)(3) | $20,000 | Project Support |
| BikeVentura | |||||||
| 490 N Ventura Ave | Ventura | CA | 94607 | 262180702 | 501(c)(3) | $8,155 | Project Support |
| BILL WILSON CENTER | |||||||
| 3490 THE ALAMEDA | SANTA CLARA | CA | 93001 | 942221849 | 501(c)(3) | $25,000 | Project Support |
| BLACK WOMEN FOR WELLNESS | |||||||
| 4340 11TH AVE | LOS ANGELES | CA | 95050 | 954624707 | 501(c)(3) | $20,000 | Project Support |
| BLANCHET HOUSE OF HOSPITALITY | |||||||
| 310 NW GLISAN ST | PORTLAND | OR | 90008 | 936031009 | 501(c)(3) | $15,000 | Project Support |
| BOARD OF TRUSTEES OF THE GLIDE | |||||||
| 330 ELLIS ST | SAN FRANCISCO | CA | 97209 | 941156841 | 501(c)(3) | $15,000 | Project Support |
| BORLAND FREE CLINIC | |||||||
| 3550 SW BORLAND RD | TUALATIN | OR | 94102 | 461070038 | 501(c)(3) | $6,300 | Project Support |
| BOSTON MEDICAL CENTER CORPORATION | |||||||
| 660 Harrison Avenue | Boston | MA | 97062 | 043314093 | 501(c)(3) | $32,116 | Research / Project Support |
| BOYS & GIRLS CLUB OF HOLLYWOOD | |||||||
| 850 N CAHUENGA BLVD | LOS ANGELES | CA | 02118 | 951775142 | 501(c)(3) | $15,000 | Project Support |
| BOYS & GIRLS CLUB OF NORTH SAN MATEO CTY | |||||||
| 201 WEST ORANGE AVE | SO SAN FRANCISCO | CA | 90038 | 941497000 | 501(c)(3) | $30,000 | Project Support |
| BOYS & GIRLS CLUB OF SAN LEANDRO | |||||||
| PO BOX 234 | SAN LEANDRO | CA | 94080 | 946003779 | 501(c)(3) | $50,000 | Project Support |
| BOYS & GIRLS CLUB OF THE COASTSIDE | |||||||
| 600 CHURCH ST | HALF MOON BAY | CA | 94577 | 943193725 | 501(c)(3) | $10,000 | Project Support |
| BOYS & GIRLS CLUB OF WEST SAN GABRIEL | |||||||
| 328 S RAMONA AVE | MONTEREY PARK | CA | 94019 | 952782501 | 501(c)(3) | $10,000 | Project Support |
| BOYS & GIRLS CLUBS OF FRESNO COUNTY | |||||||
| 540 NORTH AUGUSTA ST | FRESNO | CA | 91754 | 941149171 | 501(c)(3) | $45,918 | Project Support |
| BOYS & GIRLS CLUBS OF GREATER | |||||||
| REDLANDS-RIVERSIDE | REDLANDS | CA | 93701 | 956187083 | 501(c)(3) | $7,500 | Project Support |
| BOYS & GIRLS CLUBS OF GREATER SACRAMENTO | |||||||
| 5212 LEMON HILL AVENUE | SACRAMENTO | CA | 92374 | 680338324 | 501(c)(3) | $20,000 | Project Support |
| BOYS & GIRLS CLUBS OF METRO LOS ANGELES | |||||||
| 800 S FIGUEROA ST950 | LOS ANGELES | CA | 95824 | 810851473 | 501(c)(3) | $20,000 | Project Support |
| BOYS & GIRLS CLUBS OF SAN FRANCISCO | |||||||
| 380 FULTON ST | SAN FRANCISCO | CA | 90017 | 941156608 | 501(c)(3) | $15,000 | Project Support |
| BOYS & GIRLS CLUBS OF SILICON VALLEY | |||||||
| 518 VALLEY WAY | MILPITAS | CA | 94102 | 941294898 | 501(c)(3) | $31,406 | Project Support |
| BOYS & GIRLS CLUBS OF THE ANTELOPE | |||||||
| 45404 DIVISION ST | LANCASTER | CA | 95035 | 954290055 | 501(c)(3) | $12,000 | Project Support |
| BOYS & GIRLS CLUBS OF TRACY | |||||||
| 753 W LOWELL AVENUE | TRACY | CA | 93535 | 680028682 | 501(c)(3) | $65,000 | Project Support |
| BOYS AND GIRLS CLUBS OF THE LOS ANGELES | |||||||
| 1200 S CABRILLO AVE | SAN PEDRO | CA | 95376 | 951661682 | 501(c)(3) | $15,000 | Project Support |
| BREATHE CALIFORNIA SACRAMENTO REGION | |||||||
| 909 12TH ST | SACRAMENTO | CA | 90731 | 941641240 | 501(c)(3) | $10,000 | Project Support |
| BRIDGE MEADOWS | |||||||
| 8502 N WAYLAND AVE | PORTLAND | OR | 95814 | 202028975 | 501(c)(3) | $15,000 | Project Support |
| BRIDGE TO HOME SCV | |||||||
| 23752 NEWHALL AVE | SANTA CLARITA | CA | 97203 | 954587823 | 501(c)(3) | $10,000 | Project Support |
| BRIGHT PROSPECT | |||||||
| 1460 E HOLT AVE | POMONA | CA | 91321 | 522363234 | 501(c)(3) | $15,000 | Project Support |
| BRIGHTER BEGINNINGS | |||||||
| 3478 BUSKIRK AVE | PLEASANT HILL | CA | 91767 | 942949749 | 501(c)(3) | $80,000 | Project Support |
| BUDDHIST TZU CHI MEDICAL FOUNDATION | |||||||
| 1008 S GARFIELD AVE | ALHAMBRA | CA | 94523 | 954457939 | 501(c)(3) | $739,333 | Project Support |
| BUILDING A GENERATION | |||||||
| 932 W CYPRESS ST | REDLANDS | CA | 91801 | 542104001 | 501(c)(3) | $15,000 | Project Support |
| BUILDING OPPORTUNITIES | |||||||
| 1918 UNIVERSITY AVE | BERKELEY | CA | 92373 | 510173390 | 501(c)(3) | $62,500 | Project Support |
| BURMA REFUGEE FAMILY NETWORK | |||||||
| 1811 11TH AVE | OAKLAND | CA | 94704 | 272836526 | 501(c)(3) | $20,000 | Project Support |
| CALIFORNIA AQUATIC THERAPY | |||||||
| WELLNESS CENTER INC | LONG BEACH | CA | 94606 | 952382016 | 501(c)(3) | $10,000 | Project Support |
| CALIFORNIA BLACK WOMENS HEALTH PROJECT | |||||||
| 9800 S LA CIENEGA BLVD | INGLEWOOD | CA | 90805 | 954702923 | 501(c)(3) | $17,500 | Project Support |
| California CASA Association | |||||||
| 663 13TH ST STE 200 | OAKLAND | CA | 90301 | 680163010 | 501(c)(3) | $75,000 | Project Support |
| CALIFORNIA COMMUNITY FOUNDATION | |||||||
| 221 S FIGUEROA ST | LOS ANGELES | CA | 94612 | 953510055 | 501(c)(3) | $50,000,000 | Project Support |
| CALIFORNIA CONSORTIUM FOR URBAN INDIAN | |||||||
| 1016 Lincoln Blvd | SAN FRANCISCO | CA | 90012 | 204878959 | 501(c)(3) | $50,000 | Project Support |
| CALIFORNIA COVERAGE AND HEALTH | |||||||
| 1107 9TH ST 601 | SACRAMENTO | CA | 94129 | 474034471 | 501(c)(3) | $70,000 | Project Support |
| CALIFORNIA HEALTH COLLABORATIVE | |||||||
| 1680 WEST SHAW AVE | FRESNO | CA | 95814 | 942862660 | 501(c)(3) | $60,000 | Project Support |
| CALIFORNIA HEALTHCARE SAFETY NET | |||||||
| 70 WASHINGTON ST | OAKLAND | CA | 93711 | 942970752 | 501(c)(3) | $238,333 | Project Support |
| CALIFORNIA INDIAN MUSEUM AND CULTURAL | |||||||
| 5250 AERO DR | SANTA ROSA | CA | 94607 | 943244506 | 501(c)(3) | $10,000 | Project Support |
| CALIFORNIA PAN-ETHNIC HEALTH NETWORK | |||||||
| 1221 PRESERVATION PARK | OAKLAND | CA | 95403 | 943306223 | 501(c)(3) | $75,000 | Project Support |
| CALIFORNIA PARENTING INSTITUTE | |||||||
| 3650 STANDISH AVE | SANTA ROSA | CA | 94612 | 942541640 | 501(c)(3) | $20,000 | Project Support |
| CA Partnership for Safe Communities | |||||||
| 825 Washington St | Oakland | CA | 95407 | 453127566 | 501(c)(3) | $300,000 | Project Support |
| CALIFORNIA PRIMARY CARE ASSOCIATION | |||||||
| 1231 I ST 400 | SACRAMENTO | CA | 94607 | 943215565 | 501(c)(3) | $228,083 | Project Support |
| CALIFORNIA SCHOOL-BASED HEALTH ALLIANCE | |||||||
| 1203 PRESERVATION PARK | OAKLAND | CA | 95814 | 943201896 | 501(c)(3) | $59,000 | Project Support |
| CALIFORNIA STATE UNIVERSITY DOMINGUEZ | |||||||
| 1000 E VICTORIA ST | CARSON | CA | 94612 | 473097839 | GOVERNMENT | $10,000 | Project Support |
| CALIFORNIA STATE UNIVERSITY NORTHRIDGE | |||||||
| 18111 NORDHOFF ST | NORTHRIDGE | CA | 90747 | 956196006 | GOVERNMENT | $32,500 | Project Support |
| CALIFORNIA STATE UNIVERSITY SACRAMENTO | |||||||
| 3000 STATE UNIV DR | SACRAMENTO | CA | 91330 | 680365325 | GOVERNMENT | $12,550 | Sponsorships |
| CALWA RECREATION AND PARK DISTRICT | |||||||
| 4545 E CHURCH AVE | FRESNO | CA | 95819 | 946036299 | 501(c)(3) | $80,000 | Project Support |
| CAMARENA HEALTH | |||||||
| 730 N I ST 202 | MADERA | CA | 93725 | 942503904 | 501(c)(3) | $90,000 | Project Support |
| CAMBODIAN ASSOCIATION OF AMERICA | |||||||
| 2390 PACIFIC AVE | LONG BEACH | CA | 93637 | 953528706 | 501(c)(3) | $7,500 | Project Support |
| CAMINAR | |||||||
| 2600 S EL CAMINO REAL | SAN MATEO | CA | 90806 | 941639389 | 501(c)(3) | $246,000 | Project Support |
| CANAL ALLIANCE | |||||||
| 91 LARKSPUR ST | SAN RAFAEL | CA | 94403 | 942832648 | 501(c)(3) | $70,000 | Project Support |
| CANCER CAREPOINT INC | |||||||
| 2505 SAMARITAN DR | SAN JOSE | CA | 94901 | 273029691 | 501(c)(3) | $36,500 | Project Support |
| Cancer Support Community Valley | |||||||
| 530 Hampshire RD | Westlake VIL | CA | 95124 | 770205691 | 501(c)(3) | $20,000 | Project Support |
| CAPITOL IMPACT LLC | |||||||
| 819 19TH ST 220 | SACRAMENTO | CA | 91361 | 030539997 | for profit | $50,000 | Project Support |
| CARE HARBOR | |||||||
| 18436 HAWTHORNE BLVD204 | TORRANCE | CA | 95811 | 272984870 | 501(c)(3) | $55,000 | Sponsorships |
| CAREGIVERS VOLUNTEERS ASSISTING | |||||||
| 1765 Goodyear Ave | VENTURA | CA | 90504 | 770081692 | 501(c)(3) | $20,000 | Project Support |
| CAROUSEL RANCH | |||||||
| 34289 ROCKING HORSE RD | SANTA CLARITA | CA | 93003 | 954646461 | 501(c)(3) | $6,000 | Project Support |
| CASA OF LOS ANGELES | |||||||
| 201 CENTRE PLAZA DR | MONTEREY PARK | CA | 91390 | 953890446 | 501(c)(3) | $16,000 | Project Support |
| CASA OF MARION COUNTY INC | |||||||
| 3530 RIVER RD N | KEIZER | OR | 91754 | 810583065 | 501(c)(3) | $15,000 | Project Support |
| CASA PACIFICA | |||||||
| 1722 S LEWIS RD | CAMARILLO | CA | 97303 | 770195022 | 501(c)(3) | $20,000 | Project Support |
| CASCADE AIDS PROJECT INC | |||||||
| 520 NW DAVIS ST | PORTLAND | OR | 93012 | 930903383 | 501(c)(3) | $15,000 | Project Support |
| CASCADE PACIFIC RC&D INC | |||||||
| 847 NW MONROE AVE | CORVALLIS | OR | 97209 | 930722979 | 501(c)(3) | $10,000 | Project Support |
| CASTRO VALLEY UNIFIED SCHOOL DISTRICT | |||||||
| 4400 ALMA AVE | CASTRO VALLEY | CA | 97330 | 941694282 | GOVERNMENT | $30,000 | Project Support |
| CATHOLIC CHARITIES | |||||||
| 2740 SE POWELL BLVD | PORTLAND | OR | 94546 | 930386801 | 501(c)(3) | $96,290 | Project Support |
| CATHOLIC CHARITIES CYO | |||||||
| 990 EDDY ST | SAN FRANCISCO | CA | 97202 | 941498472 | 501(c)(3) | $15,000 | Project Support |
| CATHOLIC CHARITIES DIOCESE OF STOCKTON | |||||||
| 1106 NORTH EL DORADO ST | STOCKTON | CA | 94109 | 941629114 | 501(c)(3) | $175,000 | Project Support |
| CATHOLIC CHARITIES OF LOS ANGELES INC | |||||||
| 10217 S INGLEWOOD AVE | LENNOX | CA | 95202 | 951690973 | 501(c)(3) | $10,000 | Project Support |
| CATHOLIC CHARITIES OF THE DIOCESE | |||||||
| PO BOX 4900 | SANTA ROSA | CA | 90304 | 942479393 | 501(c)(3) | $50,000 | Project Support |
| CATHOLIC CHARITIES OF THE EAST BAY | |||||||
| 433 JEFFERSON ST | OAKLAND | CA | 95402 | 942677202 | 501(c)(3) | $122,500 | Project Support |
| CATHOLIC CHARITIES SAN BERNARDINO | |||||||
| 1450 N D ST | SAN BERNARDINO | CA | 94607 | 953516461 | 501(c)(3) | $22,100 | Project Support |
| CATHOLIC COMMUNITY SERVICES | |||||||
| PO BOX 20400 | KEIZER | OR | 92405 | 930903773 | 501(c)(3) | $92,407 | Project Support |
| CENTER FOR DOMESTIC PEACE | |||||||
| 734 A ST | SAN RAFAEL | CA | 97307 | 942415856 | 501(c)(3) | $20,000 | Project Support |
| CENTER FOR ELDERS INDEPENDENCE | |||||||
| 510 17TH ST | OAKLAND | CA | 94901 | 943123446 | 501(c)(3) | $60,000 | Project Support |
| CENTER FOR HUMAN SERVICES | |||||||
| 2000 W BRIGGSMORE AVE I | MODESTO | CA | 94612 | 941725620 | 501(c)(3) | $95,000 | Project Support |
| CENTER FOR INTEGRATED FAMILY AND HEALTH | |||||||
| 540 EREMLAND DR | COVINA | CA | 95350 | 954746042 | 501(c)(3) | $9,333 | Project Support |
| CENTER FOR INTERCULTURAL ORGANIZING | |||||||
| 700 N KILLINGSWORTH ST | PORTLAND | OR | 91723 | 743098100 | 501(c)(3) | $30,000 | Project Support |
| CENTER FOR LIVING & LEARNING | |||||||
| 14549 ARCHWOOD ST | VAN NUYS | CA | 97217 | 954406897 | 501(c)(3) | $21,330 | Project Support |
| CENTER FOR YOUTH WELLNESS | |||||||
| 1329 EVANS AVE | SAN FRANCISCO | CA | 91405 | 452527627 | 501(c)(3) | $15,000 | Project Support |
| CENTINELA YOUTH SERVICES INC | |||||||
| 11539 HAWTHORNE BLVD | HAWTHORNE | CA | 94124 | 953821576 | 501(c)(3) | $46,000 | Project Support |
| CENTRAL CALIFORNIA FOOD BANK | |||||||
| 4010 E AMENDOLA DR | FRESNO | CA | 90250 | 770320851 | 501(c)(3) | $100,000 | Project Support |
| CENTRAL CITY CONCERN | |||||||
| 232 NW 6TH AVE | PORTLAND | OR | 93725 | 930728816 | 501(c)(3) | $888,889 | Project Support |
| CENTRAL COAST YMCA | |||||||
| 500 LINCOLN AVE | SALINAS | CA | 97209 | 770202335 | 501(c)(3) | $25,000 | Project Support |
| CENTRO COMMUNITY PARTNERS | |||||||
| 825 WASHINGTON ST 228 | OAKLAND | CA | 93901 | 452992960 | 501(c)(3) | $75,000 | Project Support |
| CENTRO LATINO AMERICANO | |||||||
| 944 W 5TH AVE | EUGENE | OR | 94607 | 930638731 | 501(c)(3) | $30,000 | Project Support |
| CERRITOS COLLEGE FOUNDATION | |||||||
| 11110 ALONDRA BLVD | NORWALK | CA | 97402 | 953387108 | 501(c)(3) | $22,000 | Sponsorships |
| CHABOT-LAS POSITAS COMMUNITY COLLEGE | |||||||
| 25555 HESPERIAN BLVD | HAYWARD | CA | 90650 | 941670563 | 501(c)(3) | $30,000 | Project Support |
| CHAPMAN UNIVERSITY | |||||||
| One University Drive | Orange | CA | 94545 | 951643992 | 501(c)(3) | $112,115 | Research |
| CHARLES DREW UNIVERSITY | |||||||
| 1731 E 120TH ST | LOS ANGELES | CA | 92866 | 956151774 | 501(c)(3) | $18,702 | Sponsorships |
| CHILD & FAMILY CENTER | |||||||
| 21545 CENTRE PTE PKWY | SANTA CLARITA | CA | 90059 | 953941342 | 501(c)(3) | $16,000 | Project Support |
| CHILD ABUSE COUNCIL OF SACRAMENTO | |||||||
| 4700 ROSEVILLE RD | NORTH HIGHLANDS | CA | 91350 | 942833431 | 501(c)(3) | $30,000 | Project Support |
| CHILD ABUSE PREVENTION COUNCIL | |||||||
| 2120 DIAMOND BLVD | CONCORD | CA | 95660 | 680046163 | 501(c)(3) | $45,000 | Project Support |
| CHILD ADVOCATES OF SAN BERNARDINO COUNTY | |||||||
| 851 S MOUNT VERNON AVE 7A | COLTON | CA | 94520 | 330362613 | 501(c)(3) | $16,500 | Project Support |
| CHILD HAVEN INC | |||||||
| 801 EMPIRE ST | FAIRFIELD | CA | 92324 | 942907687 | 501(c)(3) | $15,000 | Project Support |
| CHILDREN NOW | |||||||
| 1404 FRANKLIN ST | OAKLAND | CA | 94533 | 943059243 | 501(c)(3) | $75,000 | Project Support |
| CHILDRENS CANCER ASSOCIATION | |||||||
| 1200 NW NAITO PKWY 140 | PORTLAND | OR | 94612 | 931181662 | 501(c)(3) | $15,000 | Project Support |
| CHILDRENS CLINIC SERVING CHILDREN AND | |||||||
| 701 E 28TH ST 200 | LONG BEACH | CA | 97209 | 951643332 | 501(c)(3) | $25,000 | Project Support |
| CHILDRENS COUNCIL OF SAN FRANCISCO | |||||||
| 445 CHURCH ST | SAN FRANCISCO | CA | 90806 | 942221305 | 501(c)(3) | $15,000 | Project Support |
| CHILDRENS DENTAL FOUNDATION | |||||||
| 455 E COLUMBIA ST 32 | LONG BEACH | CA | 94114 | 952111124 | 501(c)(3) | $8,500 | Project Support |
| CHILDRENS DISCOVERY MUSEUM | |||||||
| 180 WOZ WAY | SAN JOSE | CA | 90806 | 942870828 | 501(c)(3) | $30,000 | Project Support |
| CHILDRENS FUND INC | |||||||
| 348 W HOSPITALITY LN | SAN BERNARDINO | CA | 95110 | 330193286 | 501(c)(3) | $10,000 | Project Support |
| CHINATOWN SERVICE CENTER | |||||||
| 767 N HILL ST 400 | LOS ANGELES | CA | 92408 | 952918844 | 501(c)(3) | $18,100 | Project Support |
| CITY OF BALDWIN PARK | |||||||
| 14403 E PACIFIC AVE | BALDWIN PARK | CA | 90012 | 956005574 | Government | $10,000 | Project Support |
| City of Berkeley Public Health Department | |||||||
| 1947 Center St 2nd Fl | Berkeley | CA | 91706 | 946000299 | Government | $150,000 | Project Support |
| CITY OF CARSON | |||||||
| 701 E CARSON ST | CARSON | CA | 94704 | 952513547 | Government | $7,500 | Project Support |
| CITY OF EL MONTE | |||||||
| 11333 VALLEY BLVD | EL MONTE | CA | 90745 | 956000705 | Government | $12,500 | Project Support |
| CITY OF HOPE MEDICAL FOUNDATION | |||||||
| 1500 East Duarte Road | Duarte | CA | 91731 | 274803222 | 501(c)(3) | $9,957 | Research |
| CITY OF MONTCLAIR | |||||||
| 5111 BENITO ST | MONTCLAIR | CA | 91010 | 956005731 | Government | $10,000 | Project Support |
| CITY OF MORENO VALLEY | |||||||
| 14075 FREDERICK ST | MORENO VALLEY | CA | 91763 | 330076484 | Government | $25,000 | Project Support |
| CITY OF MURRIETA | |||||||
| 1 TOWN SQ | MURRIETA | CA | 92553 | 330468975 | Government | $35,000 | Project Support |
| CITY OF PORTLAND OREGON | |||||||
| 1120 SW 5TH AVE STE 800 | PORTLAND | OR | 92562 | 936002236 | Government | $220,000 | Project Support |
| CITY OF REFUGE SACRAMENTO | |||||||
| 3216 MARTIN LUTHER KING JR BLVD | SACRAMENTO | CA | 97204 | 462676243 | 501(C)(3) | $25,000 | Project Support |
| CITY OF RIALTO | |||||||
| 150 S PALM AVE | RIALTO | CA | 95817 | 956000768 | Government | $7,500 | Project Support |
| CITY OF RICHMOND | |||||||
| 440 CIVIC CENTER PLAZA | RICHMOND | CA | 92376 | 949000403 | Government | $30,000 | Project Support |
| CITY OF RIVERSIDE | |||||||
| 3900 MAIN ST | RIVERSIDE | CA | 94804 | 956000769 | Government | $10,000 | Project Support |
| CITY OF SACRAMENTO | |||||||
| 915 I ST 5TH FLR | SACRAMENTO | CA | 92522 | 946000410 | Government | $500,000 | Project Support |
| CITY OF SELMA | |||||||
| 1710 TUCKER ST | SELMA | CA | 95814 | 946000431 | Government | $10,000 | Project Support |
| CITY OF VALLEJO | |||||||
| 555 SANTA CLARA ST | VALLEJO | CA | 93662 | 946000448 | Government | $1,020,000 | Project Support |
| CITY YEAR DENVER | |||||||
| 789 SHERMAN ST | DENVER | CO | 94590 | 222882549 | 501(c)(3) | $195,000 | Project Support |
| CLACKAMAS EDUCATION SERVICE DISTRICT | |||||||
| 13455 SE 97TH AVE | CLACKAMAS | OR | 80203 | 936000229 | Government | $44,500 | Project Support |
| CLACKAMAS VOLUNTEERS IN MEDICINE | |||||||
| 700 MOLALLA AVE | OREGON CITY | OR | 97015 | 371621141 | 501(c)(3) | $23,000 | Project Support |
| CLARK COUNTY PUBLIC HEALTH | |||||||
| 1601 E 4th PLAIN BLVD | VANCOUVER | WA | 97045 | 916001299 | Government | $99,000 | Project Support |
| CLINICA SIERRA VISTA | |||||||
| 1430 TRUXTUN AVE | BAKERSFIELD | CA | 98661 | 952707101 | 501(c)(3) | $300,000 | Project Support |
| COACHELLA VALLEY RESCUE MISSION | |||||||
| PO BOX 1060 | INDIO | CA | 93301 | 952684844 | 501(c)(3) | $25,000 | Project Support |
| COACHELLA VALLEY VOLUNTEERS IN MEDICINE | |||||||
| PO BOX 10090 | INDIO | CA | 92202 | 263312826 | 501(c)(3) | $20,000 | Project Support |
| COALITION FOR HUMANE IMMIGRANT | |||||||
| 2533 W THIRD ST 101 | LOS ANGELES | CA | 92202 | 954421521 | 501(c)(3) | $9,250 | Sponsorships |
| COALITION OF ORANGE COUNTY | |||||||
| 515 CABRILLO PARK DR | SANTA ANA | CA | 90057 | 952900725 | 501(c)(3) | $175,000 | Project Support |
| COALITION TO ABOLISH SLAVERY | |||||||
| 5042 WILSHIRE BLVD | LOS ANGELES | CA | 92701 | 100008533 | 501(c)(3) | $85,000 | Project Support |
| COASTAL KIDS HOME CARE | |||||||
| 1172 S MAIN ST | SALINAS | CA | 90036 | 202549984 | 501(c)(3) | $45,000 | Project Support |
| COASTSIDE ADULT DAY HEALTH CENTER | |||||||
| 925 MAIN ST A | HALF MOON BAY | CA | 93901 | 942935784 | 501(c)(3) | $10,000 | Project Support |
| CODE FOR AMERICA LABS INC | |||||||
| 155 9TH ST | SAN FRANCISCO | CA | 94019 | 271067272 | 501(c)(3) | $90,000 | Project Support |
| COLLEGE OF THE CANYONS FOUNDATION | |||||||
| 26455 ROCKWELL CANYON RD | SANTA CLARITA | CA | 94103 | 953574259 | 501(c)(3) | $10,000 | Project Support |
| COLUMBIA UNIVERSITY | |||||||
| PO Box 29789 | New York | NY | 91355 | 135398093 | 501(c)(3) | $30,072 | Research / Project Support |
| COLUMBIA UNIVERSITY MEDICAL CTR | |||||||
| 116th and Broadway | New York | NY | 94804 | 800496512 | 501(c)(3) | $43,244 | Research |
| COMMITTEE ON THE SHELTERLESS | |||||||
| PO BOX 2744 | PETALUMA | CA | 10027 | 680176855 | 501(c)(3) | $150,000 | Project Support |
| COMMON THREADS | |||||||
| 3811 BEE CAVES RD 108 | AUSTIN | TX | 94953 | 200106847 | 501(c)(3) | $10,000 | Project Support |
| COMMUNITY ACTION MARIN | |||||||
| 555 NORTHGATE DR 201 | SAN RAFAEL | CA | 78746 | 946136365 | 501(c)(3) | $25,000 | Project Support |
| COMMUNITY ACTION OF NAPA VALLEY | |||||||
| 2521 OLD SONOMA RD | NAPA | CA | 94903 | 941610851 | 501(c)(3) | $30,000 | Project Support |
| COMMUNITY ACTION ORGANIZATION | |||||||
| 1001 W BASELINE | HILLSBORO | OR | 94558 | 930554941 | 501(c)(3) | $30,000 | Project Support |
| COMMUNITY ACTION PARTNERSHIP | |||||||
| 11870 MONARCH ST | GARDEN GROVE | CA | 97123 | 952452787 | 501(c)(3) | $25,000 | Project Support |
| COMMUNITY ACTION PARTNERSHIP OF | |||||||
| 141 STONY CIR | SANTA ROSA | CA | 92841 | 941648949 | 501(c)(3) | $100,000 | Project Support |
| COMMUNITY ACTION PARTNERSHIP OF SAN BERNARDINO | |||||||
| 696 S TIPPECANOE AVE | SAN BERNARDINO | CA | 95401 | 952376882 | 501(c)(3) | $9,000 | Project Support |
| COMMUNITY AGAINST SEXUAL HARM | |||||||
| PO BOX 160022 | SACRAMENTO | CA | 92415 | 461498182 | 501(c)(3) | $20,000 | Project Support |
| COMMUNITY AGENCIES FOR CARING | |||||||
| 16703 S CLARK AVE | BELLFLOWER | CA | 95816 | 330953881 | 501(c)(3) | $20,000 | Project Support |
| COMMUNITY ALLIANCE OF TENANTS | |||||||
| 2710 NE 14TH AVE | PORTLAND | OR | 90706 | 311571929 | 501(c)(3) | $30,000 | Project Support |
| COMMUNITY BRIDGES | |||||||
| 236 SANTA CRUZ AVE | APTOS | CA | 97212 | 942460211 | 501(c)(3) | $15,000 | Project Support |
| COMMUNITY CHILD CARE COUNCIL OF SONOMA | |||||||
| 131 A STONY CIRCLE | SANTA ROSA | CA | 95003 | 942274620 | 501(c)(3) | $20,000 | Project Support |
| COMMUNITY CLINIC ASSOCIATION OF LOS | |||||||
| 445 S FIGUEROA ST | LOS ANGELES | CA | 95401 | 954576023 | 501(c)(3) | $259,500 | Project Support |
| COMMUNITY CLINIC CONSORTIUM | |||||||
| 3720 BARRETT AVE | RICHMOND | CA | 90071 | 200782029 | 501(c)(3) | $250,000 | Project Support |
| COMMUNITY COALITION FOR SUBSTANCE ABUSE | |||||||
| 8101 S VERMONT AVE | LOS ANGELES | CA | 94805 | 954298811 | 501(c)(3) | $19,100 | Project Support |
| COMMUNITY CYCLING CENTER | |||||||
| 1805 NE 2ND AVE | PORTLAND | OR | 90044 | 931127186 | 501(c)(3) | $15,000 | Project Support |
| COMMUNITY FOUNDATION FOR SOUTHWEST | |||||||
| 610 ESTHER ST STE 201 | VANCOUVER | WA | 97212 | 911246778 | 501(c)(3) | $10,000 | Project Support |
| COMMUNITY FOUNDATION SANTA CRUZ CTY | |||||||
| 7807 SOQUEL DR | APTOS | CA | 98660 | 942808039 | 501(c)(3) | $100,000 | Project Support |
| COMMUNITY HEALTH ALLIANCE OF PASADENA | |||||||
| 455 W MONTANA ST | PASADENA | CA | 95003 | 954536824 | 501(c)(3) | $25,000 | Sponsorships |
| COMMUNITY HEALTH ASSOCIATION INLAND | |||||||
| SOUTHERN REGION | SAN BERNARDINO | CA | 91103 | 300666184 | 501(c)(3) | $305,000 | Project Support |
| COMMUNITY HEALTH INITIATIVE NAPA COUNTY | |||||||
| 2140 JEFFERSON ST D | NAPA | CA | 92408 | 251924934 | 501(c)(3) | $50,000 | Project Support |
| COMMUNITY HEALTH PARTNERS | |||||||
| 1230 7TH AVE | LONGVIEW | WA | 94559 | 912016542 | 501(c)(3) | $23,000 | Project Support |
| COMMUNITY HEALTH PARTNERSHIP | |||||||
| 1401 PARKMOOR AVE200 | SAN JOSE | CA | 98632 | 770352645 | 501(c)(3) | $50,000 | Project Support |
| COMMUNITY INITIATIVES | |||||||
| 1000 BROADWAY 480 | OAKLAND | CA | 95126 | 943255070 | 501(c)(3) | $45,000 | Project Support |
| COMMUNITY LINK CAPITAL REGION | |||||||
| 8001 FOLSOM BLVD | SACRAMENTO | CA | 94607 | 941201196 | 501(c)(3) | $145,000 | Project Support |
| COMMUNITY MATTERS | |||||||
| PO BOX 14816 | SANTA ROSA | CA | 95826 | 680369720 | 501(c)(3) | $50,000 | Project Support |
| COMMUNITY NOW | |||||||
| 28604 MARANDA CT | MORENO VALLEY | CA | 95402 | 462624331 | 501(c)(3) | $25,000 | Project Support |
| COMMUNITY OVERCOMING RELATIONSHIP ABUSE | |||||||
| 2211 PALM AVE | SAN MATEO | CA | 92555 | 942481188 | 501(c)(3) | $15,000 | Project Support |
| COMMUNITY PARTNERS | |||||||
| 1000 N ALAMEDA ST240 | LOS ANGELES | CA | 94403 | 954302067 | 501(c)(3) | $159,500 | Project Support |
| COMMUNITY RECOVERY RESOURCES | |||||||
| 730 SUNRISE AVE | ROSEVILLE | CA | 90012 | 942275091 | 501(c)(3) | $20,000 | Project Support |
| COMMUNITY SENIORSERV INC | |||||||
| 1200 N KNOLLWOOD CIR | ANAHEIM | CA | 95661 | 952771715 | 501(c)(3) | $20,000 | Project Support |
| COMPASS FAMILY SERVICES | |||||||
| 37 GROVE ST | SAN FRANCISCO | CA | 92801 | 941156622 | 501(c)(3) | $20,000 | Project Support |
| Concordia College Corporation | |||||||
| 901 8th St S | Moorhead | MN | 94102 | 410693977 | 501(c)(3) | $15,000 | Project Support |
| CONTRA COSTA CHILDREN AND FAMILIES | |||||||
| 1485 CIVIC CT 1200 | CONCORD | CA | 56562 | 680474731 | 501(c)(3) | $20,000 | Project Support |
| CONTRA COSTA CRISIS CENTER | |||||||
| POBOX 3364 | WALNUT CREEK | CA | 94520 | 941747227 | 501(c)(3) | $50,000 | Project Support |
| CONTRA COSTA HEALTH SVCS PUBLIC HEALTH DIV | |||||||
| 597 CENTER AVE | MARTINEZ | CA | 94598 | 946000509 | 501(c)(3) | $30,000 | Project Support |
| COPE FAMILY CENTER | |||||||
| 707 RANDOLPH ST | NAPA | CA | 94553 | 942322399 | 501(c)(3) | $30,000 | Project Support |
| CORNERSTONE COMMUNITY DEVELOPMENT | |||||||
| 1395 BANCROFT AVE | SAN LEANDRO | CA | 94559 | 943100741 | 501(c)(3) | $50,000 | Project Support |
| COUNCIL FOR THE HOMELESS | |||||||
| 2500 MAIN ST | VANCOUVER | WA | 94577 | 912001828 | 501(c)(3) | $15,000 | Project Support |
| COUNCIL OF COMMUNITY CLINICS | |||||||
| 3710 RUFFIN RD | SAN DIEGO | CA | 98660 | 953008850 | 501(c)(3) | $225,000 | Project Support |
| COUNTY OF KERN | |||||||
| 1800 MT VERNON AVE | BAKERSFIELD | CA | 92123 | 956000925 | GOVERNMENT | $30,000 | Project Support |
| COUNTY OF MADERA | |||||||
| 1606 SUNRISE AVE | MADERA | CA | 93306 | 946000518 | GOVERNMENT | $50,000 | Project Support |
| COURT APPOINTED SPECIAL ADVOCATES | |||||||
| 813 FREEDOM BLVD | WATSONVILLE | CA | 93638 | 770305354 | 501(c)(3) | $50,000 | Project Support |
| COURT APPOINTED SPECIAL ADVOCATES PROG | |||||||
| 2151 SALVIO ST STE 295 | CONCORD | CA | 95076 | 942897531 | 501(c)(3) | $40,000 | Project Support |
| COVENANT HOUSE CALIFORNIA | |||||||
| 1325 N WESTERN AVE | LOS ANGELES | CA | 94520 | 133391210 | 501(c)(3) | $30,000 | Project Support |
| CRISTO REY SAN JOSE HIGH SCHOOL | |||||||
| 1389 E SANTA CLARA ST | SAN JOSE | CA | 90027 | 462594689 | 501(c)(3) | $40,000 | Project Support |
| CRUZMED FOUNDATION INC | |||||||
| 1975 SOQUEL DR 215 | SANTA CRUZ | CA | 95116 | 452774675 | 501(c)(3) | $15,000 | Project Support |
| CSERF | |||||||
| 5380 ELVAS AVE | SACRAMENTO | CA | 95065 | 237003581 | 501(c)(3) | $35,000 | Project Support |
| CURRY SENIOR CENTER | |||||||
| 333 TURK ST | SAN FRANCISCO | CA | 95819 | 237362588 | 501(c)(3) | $20,000 | Project Support |
| DAILY BOWL | |||||||
| 525 H ST | UNION CITY | CA | 94102 | 813341265 | 501(c)(3) | $20,000 | Project Support |
| DANA-FARBER CANCER INSTITUTE | |||||||
| 450 Brookline Avenue | Boston | MA | 94587 | 042263040 | 501(c)(3) | $229,272 | Research / Project Support |
| DANCE BRIGADE A NEW GROUP FROM | |||||||
| 3316 24TH ST | SAN FRANCISCO | CA | 02215 | 942976216 | 501(c)(3) | $10,000 | Project Support |
| DE LA SALLE NORTH CATHOLIC HIGH SCHOOL | |||||||
| 7528 N FENWICK AVE | PORTLAND | OR | 94110 | 931287554 | 501(c)(3) | $15,000 | Project Support |
| DELTA HEALTH CARE AND MANAGEMENT | |||||||
| 4662 PRECISSI LN 200 | STOCKTON | CA | 97217 | 942529117 | 501(c)(3) | $193,000 | Project Support |
| DENVER HEALTH & HOSPITAL AUTHORITY | |||||||
| 777 Bannock St | Denver | CO | 95207 | 841343242 | Government | $459,926 | Research / Project Support |
| Department of Health & Human Services | |||||||
| 8600 Rockville Pike | Bethesda | MD | 80204 | 520821668 | Government | $150,000 | Project Support |
| DESERT AIDS PROJECT | |||||||
| 1695 N SUNRISE WAY | PALM SPRINGS | CA | 20894 | 330068583 | 501(c)(3) | $25,000 | Project Support |
| DIENTES COMMUNITY DENTAL CARE | |||||||
| 1830 COMMERCIAL WAY | SANTA CRUZ | CA | 92262 | 770311752 | 501(c)(3) | $200,000 | Project Support |
| DISCOVERY COUNSELING CENTER | |||||||
| 16275 MONTEREY RD C | MORGAN HILL | CA | 95065 | 912153275 | 501(c)(3) | $20,688 | Project Support |
| DIVERSITY IN HEALTH TRAINING INSTITUTE | |||||||
| 1900 EMBARCADERO | OAKLAND | CA | 95037 | 352432876 | 501(c)(3) | $98,000 | Project Support |
| DIXON FAMILY SERVICES | |||||||
| 155 N 2ND ST | DIXON | CA | 94606 | 680041829 | 501(c)(3) | $19,985 | Project Support |
| DIXON UNIFIED SCHOOL DISTRICT | |||||||
| 180 S 1ST ST 11 | DIXON | CA | 95620 | 320183755 | 501(c)(3) | $12,000 | Project Support |
| DONATE LIFE NORTHWEST | |||||||
| PO BOX 532 | PORTLAND | OR | 95620 | 930867552 | 501(c)(3) | $8,288 | Project Support |
| DOVES OF BIG BEAR VALLEY | |||||||
| PO BOX 3646 | BIG BEAR LAKE | CA | 97207 | 330109115 | 501(c)(3) | $15,000 | Project Support |
| DOWNTOWN NAPA FARMERS MARKET CORPORATION | |||||||
| PO BOX 10822 | NAPA | CA | 92315 | 320285560 | 501(c)(3) | $10,000 | Project Support |
| DOWNTOWN STREETS INC | |||||||
| 1671 THE ALAMEDA 306 | SAN JOSE | CA | 94581 | 205242330 | 501(c)(3) | $73,000 | Project Support |
| DOWNTOWN WOMENS CENTER | |||||||
| 442 S SAN PEDRO ST | LOS ANGELES | CA | 95126 | 311597223 | 501(c)(3) | $8,500 | Sponsorships |
| DRESS FOR SUCCESS OREGON | |||||||
| 1532 NE 37TH AVE | PORTLAND | OR | 90013 | 931250115 | 501(c)(3) | $15,000 | Project Support |
| DUKE UNIVERSITY | |||||||
| 2024 W Main St | Durham | NC | 97232 | 560532129 | 501(c)(3) | $122,270 | Research |
| Dunwoody United Methodist Church Inc | |||||||
| 1548 Mount Vernon Rd | Dunwoody | GA | 27705 | 581994231 | 501(c)(3) | $12,500 | Project Support |
| EARTH ISLAND INSTITUTE INC | |||||||
| 2150 ALLSTON WY 460 | BERKELEY | CA | 30338 | 942889684 | 501(c)(3) | $95,000 | Project Support |
| EAST BAY AGENCY FOR CHILDREN | |||||||
| 303 VAN BUREN AVE | OAKLAND | CA | 94704 | 941358309 | 501(c)(3) | $128,000 | Project Support |
| EAST BAY COLLEGE FUND | |||||||
| 2030 FRANKLIN ST 210 | OAKLAND | CA | 94610 | 542103707 | 501(c)(3) | $5,000,000 | Project Support |
| EAST BAY COMMUNITY FOUNDATION | |||||||
| 200 Frank Ogawa Plaza | Oakland | CA | 94612 | 946070996 | 501(c)(3) | $197,500,000 | Project Support |
| EAST BAY FAMILY DEFENDERS | |||||||
| 101 CALLAN AVE 210 | SAN LEANDRO | CA | 94612 | 824028390 | 501(c)(3) | $40,000 | Project Support |
| EAST LOS ANGELES WOMENS CENTER | |||||||
| 1431 S ATLANTIC BLVD | LOS ANGELES | CA | 94577 | 510204577 | 501(c)(3) | $10,000 | Sponsorships |
| EAST OAKLAND COMMUNITY PROJECT | |||||||
| 7515 INTERNATIONAL BLVD | OAKLAND | CA | 90022 | 943078181 | 501(c)(3) | $20,000 | Project Support |
| ECO URBAN GARDENS | |||||||
| 4647 KINGSWELL AVE | LOS ANGELES | CA | 94621 | 474933807 | 501(c)(3) | $10,000 | Project Support |
| ECUMENICAL COUNCIL OF THE PASADENA AREA | |||||||
| PO BOX 41125 | PASADENA | CA | 90027 | 951644608 | 501(c)(3) | $7,000 | Sponsorships |
| ECUMENICAL MINISTRIES OF OREGON | |||||||
| 0245 SW BANCROFT ST B | PORTLAND | OR | 91114 | 930625359 | 501(c)(3) | $45,000 | Project Support |
| EDEN I & R INC | |||||||
| 570 B ST | HAYWARD | CA | 97239 | 942339050 | 501(c)(3) | $50,000 | Project Support |
| EDEN YOUTH & FAMILY CENTER | |||||||
| 680 W TENNYSON RD | HAYWARD | CA | 94541 | 942442586 | 501(c)(3) | $50,000 | Project Support |
| EDGEWOOD CENTER FOR CHILDREN | |||||||
| 1801 VICENTE ST | SAN FRANCISCO | CA | 94544 | 941186168 | 501(c)(3) | $40,000 | Project Support |
| EDUCARE FOUNDATION | |||||||
| 16134 WYANDOTTE ST | VAN NUYS | CA | 94116 | 954285350 | 501(c)(3) | $10,000 | Project Support |
| EDUCATIONAL SERVICE DISTRICT 112 | |||||||
| 2500 NE 65TH AVE | VANCOUVER | WA | 91406 | 910847188 | Government | $50,000 | Project Support |
| EL CENTRO DE AMISTAD INC | |||||||
| 566 S BRAND BLVD | SAN FERNANDO | CA | 98661 | 953498639 | 501(c)(3) | $15,000 | Project Support |
| EL CENTRO DE LIBERTAD | |||||||
| 1230 HOPKINS ST A | REDWOOD CITY | CA | 91340 | 943189174 | 501(c)(3) | $10,000 | Project Support |
| EL MONTE SOUTH EL MONTE EMERGENCY | |||||||
| 10900 MULHALL ST | EL MONTE | CA | 94062 | 956097318 | 501(c)(3) | $10,000 | Project Support |
| EL NIDO FAMILY CENTERS | |||||||
| 440 SHATTO PL 417 | LOS ANGELES | CA | 91731 | 953186429 | 501(c)(3) | $30,000 | Sponsorships |
| EL SOL NEIGHBORHOOD EDUCATIONAL CENTER | |||||||
| 766 N WATERMAN AVE | SAN BERNARDINO | CA | 90020 | 330552297 | 501(c)(3) | $10,000 | Project Support |
| ELEVATE YOUR G A M E | |||||||
| 2019 E 120TH ST | LOS ANGELES | CA | 92410 | 680533404 | 501(c)(3) | $50,000 | Project Support |
| ELK GROVE FOOD BANK SERVICES | |||||||
| POBOX 1447 | ELK GROVE | CA | 90059 | 383664737 | 501(c)(3) | $30,000 | Project Support |
| ELK GROVE UNIFIED SCHOOL DISTRICT | |||||||
| 9510 ELK GROVE-FLORIN RD | ELK GROVE | CA | 95759 | 946002501 | GOVERNMENT | $139,870 | Project Support |
| EMERALD CITIES COLLABORATIVE INC | |||||||
| 1140 CONNECTICUT AVE | WASHINGTON | DC | 95624 | 270920269 | 501(c)(3) | $90,000 | Project Support |
| EMERGENCY FOOD BANK | |||||||
| 7 W SCOTTS AVE | STOCKTON | CA | 20036 | 680002165 | 501(c)(3) | $10,000 | Project Support |
| EMORY UNIVERSITY | |||||||
| 1599 Clifton Rd NE | Atlanta | GA | 95203 | 580566256 | 501(c)(3) | $25,085 | Research / Project Support |
| ENCOMPASS COMMUNITY SERVICES | |||||||
| 380 ENCINAL ST 200 | SANTA CRUZ | CA | 30322 | 237275290 | 501(c)(3) | $187,983 | Project Support |
| ENCORE ORG | |||||||
| 1007 GEN KENNEDY AVE | SF | CA | 95060 | 943274339 | 501(c)(3) | $95,000 | Project Support |
| END 68 HOURS OF HUNGER | |||||||
| 5271 PENNING PL | FAIRFIELD | CA | 94129 | 450998251 | 501(c)(3) | $20,000 | Project Support |
| ENTERPRISE COMMUNITY PARTNERS INC | |||||||
| 11000 BROKEN LAND PKWY | COLUMBIA | MD | 94533 | 521231931 | 501(c)(3) | $180,000 | Project Support |
| ENTRENOUS YOUTH EMPOWERMENT SERVICES | |||||||
| PO BOX 7205 | LONG BEACH | CA | 21044 | 455621689 | 501(c)(3) | $50,000 | Project Support |
| ENVIRONMENTAL HEALTH COALITION | |||||||
| 2727 HOOVER AVE202 | NATIONAL CITY | CA | 90807 | 953798792 | 501(c)(3) | $45,000 | Project Support |
| ESPERANZA COMMUNITY HOUSING CORPORATION | |||||||
| 3655 SOUTH GRAND AVE | LOS ANGELES | CA | 91950 | 954230345 | 501(c)(3) | $10,000 | Project Support |
| ESSENTIA INSTITUTE OF RURAL HEALTH | |||||||
| 502 E 2nd Street | Duluth | MN | 90007 | 271291124 | 501(c)(3) | $30,055 | Research / Project Support |
| ESSENTIAL ACCESS HEALTH | |||||||
| 3600 WILSHIRE BLVD | LOS ANGELES | CA | 55805 | 952564024 | 501(c)(3) | $310,000 | Project Support |
| EVER FORWARD-SIEMPRE ADELANTE | |||||||
| 1714 FRANKLIN ST100-337 | OAKLAND | CA | 90010 | 061750500 | 501(c)(3) | $20,000 | Project Support |
| EVERY NEIGHBORHOOD PARTNERSHIP | |||||||
| 2044 E NEES AVE | FRESNO | CA | 94612 | 870814198 | 501(c)(3) | $30,000 | Project Support |
| FAIRFIELD COMMUNITY SERVICES FOUNDATION | |||||||
| PO BOX 147 | FAIRFIELD | CA | 93720 | 680344658 | 501(c)(3) | $15,000 | Project Support |
| FAIRFIELD POLICE ACTIVITIES LEAGUE | |||||||
| PO BOX 3342 | FAIRFIELD | CA | 94533 | 261184406 | 501(c)(3) | $13,700 | Project Support |
| FAIRFIELD-SUISUN UNIFIED SCHOOL DISTRICT | |||||||
| 2490 HILBORN RD | FAIRFIELD | CA | 94533 | 680128848 | GOVERNMENT | $15,000 | Project Support |
| FAITH IN ACTION | |||||||
| 3303 WHITEMARSH LANE | FAIRFIELD | CA | 94534 | 680431992 | 501(c)(3) | $15,000 | Project Support |
| FAMILIAS UNIDAS | |||||||
| 205 - 39TH ST | RICHMOND | CA | 94534 | 942751073 | 501(c)(3) | $98,000 | Project Support |
| FAMILY ASSISTANCE PROGRAM | |||||||
| 15075 SEVENTH ST | VICTORVILLE | CA | 94805 | 330107971 | 501(c)(3) | $15,000 | Project Support |
| FAMILY EQUALITY COUNCIL | |||||||
| 475 PARK AVE S RM 2100 | NEW YORK | NY | 92395 | 521438455 | 501(c)(3) | $10,000 | Sponsorships |
| FAMILY FORWARD OREGON | |||||||
| PO BOX 15146 | PORTLAND | OR | 10016 | 800436735 | 501(c)(3) | $15,000 | Project Support |
| FAMILY FOUNDATIONS COUNSELING SERVICES | |||||||
| 2610 W SHAW LN 104 | FRESNO | CA | 97293 | 273301215 | 501(c)(3) | $98,000 | Project Support |
| FAMILY HEALTHCARE NETWORK | |||||||
| 305 E CENTER AVE | VISALIA | CA | 93711 | 942525145 | 501(c)(3) | $95,000 | Project Support |
| FAMILY JUSTICE CENTER SONOMA COUNTY | |||||||
| 2755 MENDOCINO AVE100 | SANTA ROSA | CA | 93291 | 453160831 | 501(c)(3) | $190,000 | Project Support |
| FAMILY RESOURCE AND REFERRAL CENTER | |||||||
| 509 W WEBER AVE104 | STOCKTON | CA | 95403 | 941691503 | 501(c)(3) | $90,000 | Project Support |
| FAMILY SERVICE AGENCY OF SAN | |||||||
| 1005 ATLANTIC AVE | ALAMEDA | CA | 95203 | 941156530 | 501(c)(3) | $10,000 | Project Support |
| FAMILY SERVICE AGENCY OF SAN BERNARDINO | |||||||
| 1669 NORTH E ST | SAN BERNARDINO | CA | 94501 | 951641436 | 501(c)(3) | $15,000 | Project Support |
| FAMILY SERVICE ASSOCIATION | |||||||
| 21250 BOX SPRINGS RD | MORENO VALLEY | CA | 92405 | 951803694 | 501(c)(3) | $25,000 | Project Support |
| FAMILY SERVICES OF THE DESERT INC | |||||||
| 14080 PALM DR | DESERT HOT SPRINGS | CA | 92557 | 952549152 | 501(c)(3) | $15,000 | Project Support |
| FAMILY SUPPORT NETWORK | |||||||
| 1894 N MAIN ST | ORANGE | CA | 92240 | 330248195 | 501(c)(3) | $20,000 | Project Support |
| FAMILY SUPPORT SERVICES | |||||||
| 303 HEGENBERGER RD 400 | OAKLAND | CA | 92865 | 943108205 | 501(c)(3) | $75,000 | Project Support |
| FARMERS MARKET FUND | |||||||
| 240 N BROADWAY 129 | PORTLAND | OR | 94621 | 453804465 | 501(c)(3) | $7,000 | Project Support |
| FARMWORKER HOUSING DEVELOPMENT | |||||||
| 1274 5TH ST APT 1A | WOODBURN | OR | 97227 | 931055994 | 501(c)(3) | $30,000 | Project Support |
| FEEDING AMERICA RIVERSIDE AND SAN | |||||||
| 2950 JEFFERSON ST A | RIVERSIDE | CA | 97071 | 330072922 | 501(c)(3) | $25,000 | Project Support |
| FIGHTING BACK PARTNERSHIP | |||||||
| 505 SANTA CLARA ST FL 3 | VALLEJO | CA | 92504 | 680298092 | 501(c)(3) | $65,000 | Project Support |
| FILIPINO ADVOCATES FOR JUSTICE | |||||||
| 310 8TH ST 309 | OAKLAND | CA | 94590 | 942218907 | 501(c)(3) | $20,000 | Project Support |
| FIRST 5 SANTA CRUZ COUNTY | |||||||
| 4450 CAPITOLA RD 106 | CAPITOLA | CA | 94607 | 946000534 | 501(c)(3) | $35,000 | Project Support |
| FIRST 5 SOLANO | |||||||
| 601 TEXAS ST | FAIRFIELD | CA | 95010 | 946000538 | 501(c)(3) | $245,000 | Project Support |
| FIRST CHRISTIAN CHURCH OF DOWNEY | |||||||
| 10909 NEW ST | DOWNEY | CA | 94533 | 951803687 | 501(c)(3) | $50,000 | Project Support |
| FIRST PLACE FOR YOUTH | |||||||
| 426 17TH ST | OAKLAND | CA | 90241 | 943341034 | 501(c)(3) | $75,000 | Project Support |
| FIRST STEP HOUSING | |||||||
| PO BOX 188228 | SACRAMENTO | CA | 94612 | 352537631 | 501(c)(3) | $15,000 | Project Support |
| FIT KIDS FOUNDATION INC THE | |||||||
| 2682 MIDDLEFIELD RD | REDWOOD CITY | CA | 95818 | 274987709 | 501(c)(3) | $8,545 | Project Support |
| FOLSOM CORDOVA UNIFIED SCHOOL DISTRICT | |||||||
| 1965 BIRKMONT DR | RANCHO CORDOVA | CA | 94063 | 946002505 | 501(c)(3) | $30,000 | Project Support |
| FOOD BANK OF CONTRA COSTA & SOLANO | |||||||
| 4010 NELSON AVE | CONCORD | CA | 95742 | 942418054 | 501(c)(3) | $145,000 | Project Support |
| FOOD FINDERS INC | |||||||
| 3744 INDUSTRY AVE 401 | LAKEWOOD | CA | 94520 | 330412749 | 501(c)(3) | $6,000 | Sponsorships |
| FOOD LITERACY CENTER | |||||||
| 2973 3RD AVE | SACRAMENTO | CA | 90712 | 453973268 | 501(c)(3) | $10,000 | Project Support |
| FOODBANK OF SOUTHERN CALIFORNIA | |||||||
| 1444 SAN FRANCISCO AVE | LONG BEACH | CA | 95817 | 953557056 | 501(c)(3) | $10,000 | Project Support |
| FOODWHAT INCORPORATED | |||||||
| 1156 HIGH ST | SANTA CRUZ | CA | 90813 | 812590280 | 501(c)(3) | $20,000 | Project Support |
| FOOTHILL AIDS PROJECT | |||||||
| 233 W HARRISON AVE | CLAREMONT | CA | 95064 | 330341665 | 501(c)(3) | $17,500 | Project Support |
| FOOTHILL FAMILY SERVICE | |||||||
| 2500 E FOOTHILL BLVD | PASADENA | CA | 91711 | 951690990 | 501(c)(3) | $13,500 | Project Support |
| FOOTHILL FAMILY SHELTER INC | |||||||
| 1501 W 9TH ST D | UPLAND | CA | 91107 | 330341818 | 501(c)(3) | $10,000 | Project Support |
| FOOTHILL UNITY CENTER INC | |||||||
| 790 W CHESTNUT AVE | MONROVIA | CA | 91786 | 954310817 | 501(c)(3) | $10,000 | Project Support |
| FORGET ME NOT CHILDRENS SERVICES | |||||||
| PO BOX 1986 | SANTA ROSA | CA | 91016 | 263464770 | 501(c)(3) | $20,000 | Project Support |
| FOSTER YOUTH IN ACTION | |||||||
| 2140 SHATTUCK AVE | BERKELEY | CA | 95402 | 263757824 | 501(c)(3) | $15,000 | Project Support |
| FOUNDATION FOR CLOVIS SCHOOLS | |||||||
| 1450 HERNDON AVE | CLOVIS | CA | 94704 | 770140576 | 501(c)(3) | $50,000 | Project Support |
| FOUNDATION FOR STUDENTS RISING ABOVE | |||||||
| PO BOX 29174 | SAN FRANCISCO | CA | 93611 | 810615887 | 501(c)(3) | $50,000 | Project Support |
| FRANKLIN NEIGHBORHOOD DEVELOPMENT | |||||||
| 5383 FRANKLIN BLVD C | SACRAMENTO | CA | 94129 | 465011667 | 501(c)(3) | $50,000 | Project Support |
| FRED HUTCHINSON CANCER RESEARCH CTR | |||||||
| 1100 Fairview Ave N | Seattle | WA | 95820 | 237156071 | 501(c)(3) | $188,751 | Research / Project Support |
| FREE CLINIC OF SOUTHWEST WASHINGTON | |||||||
| 4100 PLOMONDON ST | VANCOUVER | WA | 98109 | 911707542 | 501(c)(3) | $33,000 | Project Support |
| FREE GEEK | |||||||
| 1731 SE 10TH AVE | PORTLAND | OR | 98661 | 931292010 | 501(c)(3) | $10,000 | Project Support |
| FREEMONT FAMILY RESOURCE CENTER | |||||||
| POBOX 5006 | FREMONT | CA | 97214 | 943333831 | 501(c)(3) | $25,000 | Project Support |
| FRESH APPROACH | |||||||
| 5060 COMMERCIAL CIRCLE | CONCORD | CA | 94537 | 262438206 | 501(c)(3) | $160,000 | Project Support |
| FRESH LIFELINES FOR YOUTH INC | |||||||
| 568 VALLEY WAY | MILPITAS | CA | 94520 | 222234595 | 501(c)(3) | $30,000 | Project Support |
| FRESH PRODUCERS INC | |||||||
| 420 I ST | SACRAMENTO | CA | 95035 | 208747234 | 501(c)(3) | $15,000 | Project Support |
| FRESNO BUILDING HEALTHY COMMUNITIES | |||||||
| 4991 E MCKINLEY AVE 107 | FRESNO | CA | 95814 | 813711032 | 501(c)(3) | $6,000 | Project Support |
| FRESNO COUNTY SUPERINTENDENT OF SCHOOLS | |||||||
| 1111 VAN NESS AVE | FRESNO | CA | 93727 | 946002210 | GOVERNMENT | $464,400 | Project Support |
| FRESNO INTERDENOMINATIONAL REFUGEE | |||||||
| 1940 N FRESNO ST | FRESNO | CA | 93721 | 770357297 | 501(c)(3) | $150,000 | Project Support |
| FRESNO METROPOLITAN MINISTRY | |||||||
| 4270 N BLACKSTONE AVE | FRESNO | CA | 93703 | 942181848 | 501(c)(3) | $100,000 | Project Support |
| FRESNO POLICE CHAPLAINCY | |||||||
| 905 N FULTON ST | FRESNO | CA | 93726 | 770304652 | 501(c)(3) | $40,000 | Project Support |
| FRESNO UNIFIED SCHOOL DISTRICT | |||||||
| 2309 TULARE ST | FRESNO | CA | 93728 | 946002206 | GOVERNMENT | $225,000 | Project Support |
| FRESNO UNITED NEIGHBORHOODS | |||||||
| 1515 E DIVISADERO ST | FRESNO | CA | 93721 | 770348220 | 501(c)(3) | $30,000 | Project Support |
| FRIENDS FOR YOUTH | |||||||
| 1741 BROADWAY | REDWOOD CITY | CA | 93721 | 942961034 | 501(c)(3) | $20,000 | Project Support |
| FRIENDS OF ALAMEDA COUNTY COURT | |||||||
| 1000 SAN LEANDRO BLVD | SAN LEANDRO | CA | 94063 | 943309728 | 501(c)(3) | $30,000 | Project Support |
| FRIENDS OF SANTA CRUZ COUNTY PARKS | |||||||
| 870 17TH AVE 2 | SANTA CRUZ | CA | 94577 | 770209249 | 501(c)(3) | $15,000 | Project Support |
| FRIENDS OF THE LOS ANGELES FREE CLINIC | |||||||
| 8405 BEVERLY BLVD | LOS ANGELES | CA | 95062 | 953433824 | 501(c)(3) | $8,500 | Sponsorships |
| FRIENDS OF ZENGER FARM | |||||||
| 11741 SE FOSTER RD | PORTLAND | OR | 90048 | 931269630 | 501(c)(3) | $40,000 | Project Support |
| FUTURE LEADERS OF AMERICA | |||||||
| PO BOX 51637 | OXNARD | CA | 97266 | 770071036 | 501(c)(3) | $40,000 | Project Support |
| GARFIELD HEALTH CENTER | |||||||
| 210 N GARFIELD AVE | MONTEREY PARK | CA | 93031 | 760733752 | 501(c)(3) | $7,500 | Project Support |
| GATHERING INN | |||||||
| 201 BERKELEY AVE | ROSEVILLE | CA | 91754 | 841657746 | 501(c)(3) | $60,000 | Project Support |
| GEISINGER HEALTH SYSTEM | |||||||
| 100 N Academy Ave | Danville | PA | 95678 | 236291113 | 501(c)(3) | $83,881 | Research / Project Support |
| GENDER HEALTH CENTER | |||||||
| 2020 29TH ST | SACRAMENTO | CA | 17822 | 263839452 | 501(c)(3) | $85,000 | Project Support |
| GEORGIA STATE UNIVERSITY | |||||||
| PO Box 3999 | Atlanta | GA | 95817 | 581845423 | Government | $9,530 | Research / Project Support |
| GIRL SCOUTS OF NORTHERN CALIFORNIA | |||||||
| 1650 HARBOR BAY PARKWAY | ALAMEDA | CA | 91786 | 941551410 | 501(c)(3) | $25,000 | Project Support |
| GIRLS INC OF THE PACIFIC NORTHWEST | |||||||
| 4800 SW MACADAM AVE 309 | PORTLAND | OR | 94502 | 542073930 | 501(c)(3) | $65,000 | Project Support |
| GIRLS INCORPORATED OF ALAMEDA COUNTY | |||||||
| 510 16TH ST | OAKLAND | CA | 97239 | 941558073 | 501(c)(3) | $25,000 | Project Support |
| GIRLS ON THE RUN NAPA VALLEY INC | |||||||
| 3299 CLAREMONT WAY 6 | NAPA | CA | 94618 | 550906534 | 501(c)(3) | $20,000 | Project Support |
| GIRLS ON THE RUN OF THE BAY AREA INC | |||||||
| 3543 18TH ST 31 | SAN FRANCISCO | CA | 94558 | 710890558 | 501(c)(3) | $34,000 | Project Support |
| GIVE EVERY CHILD A CHANCE | |||||||
| 322 SUN WEST PL | MANTECA | CA | 94110 | 680399384 | 501(c)(3) | $45,000 | Project Support |
| GLOBAL CENTER FOR SUCCESS INC | |||||||
| 1055 AZUAR DR | VALLEJO | CA | 95337 | 710896807 | 501(c)(3) | $15,000 | Project Support |
| GOOD SHEPHERD GRACENTER | |||||||
| 1310 BACON ST | SAN FRANCISCO | CA | 94592 | 941156670 | 501(c)(3) | $10,000 | Project Support |
| GOODWILL INDUSTRIES OF ORANGE COUNTY | |||||||
| 410 N FAIRVIEW ST | SANTA ANA | CA | 94134 | 951644018 | 501(c)(3) | $25,000 | Project Support |
| GOODWILL SOUTHERN CALIFORNIA | |||||||
| 342 N SAN FERNANDO RD | LOS ANGELES | CA | 92703 | 951641441 | 501(c)(3) | $50,000 | Project Support |
| GOSPEL CENTER RESCUE MISSION | |||||||
| 445 S SAN JOAQUIN ST | STOCKTON | CA | 90031 | 941375835 | 501(c)(3) | $75,000 | Project Support |
| GREENHOUSE | |||||||
| PO BOX 348138 | SACRAMENTO | CA | 95203 | 300116551 | 501(c)(3) | $10,000 | Project Support |
| GREENLINING INSTITUTE | |||||||
| 360 14TH ST FL 2 | OAKLAND | CA | 95834 | 943173571 | 501(c)(3) | $90,000 | Project Support |
| GRIMM FAMILY EDUCATION FOUNDATION | |||||||
| 11001 RIVER RUN BLVD | BAKERSFIELD | CA | 94612 | 273194151 | 501(c)(3) | $20,000 | Project Support |
| GROWING GARDENS | |||||||
| 2203 NE OREGON ST | PORTLAND | OR | 93311 | 931213728 | 501(c)(3) | $15,000 | Project Support |
| GRYD FOUNDATION | |||||||
| 1933 S BROADWAY | LOS ANGELES | CA | 97232 | 454927250 | 501(c)(3) | $45,000 | Project Support |
| HACIENDA COMMUNITY DEVELOPMENT | |||||||
| 6700 NE KILLINGSWORTH ST | PORTLAND | OR | 90007 | 930979064 | 501(c)(3) | $30,000 | Project Support |
| HARBOR AREA GANG ALTERNATIVES PROGRAM | |||||||
| 309 W OPP STREET | WILMINGTON | CA | 97218 | 330322451 | 501(c)(3) | $10,000 | Project Support |
| HARBOR COMMUNITY CLINIC INC | |||||||
| 593 W 6TH STREET | SAN PEDRO | CA | 90744 | 237103245 | 501(c)(3) | $10,000 | Project Support |
| HARC | |||||||
| 41550 ECLECTIC ST | PALM DESERT | CA | 90731 | 205719074 | 501(c)(3) | $15,000 | Project Support |
| HARD Foundation | |||||||
| 1099 E ST | HAYWARD | CA | 92260 | 942901655 | 501(c)(3) | $30,000 | Project Support |
| HARMONY ACADEMY | |||||||
| PO BOX 22 | MARYLHURST | OR | 94541 | 831791415 | 501(c)(3) | $15,000 | Project Support |
| HARVARD PILGRIM HEALTH CARE INC | |||||||
| 133 Brookline Avenue | Boston | MA | 97036 | 042452600 | 501(c)(3) | $209,196 | Research / Project Support |
| HAVEN HILLS INC | |||||||
| PO BOX 260 | CANOGA PARK | CA | 02215 | 953196247 | 501(c)(3) | $27,167 | Project Support |
| HAYNES FAMILY OF PROGRAMS | |||||||
| PO BOX 400 | LA VERNE | CA | 91305 | 951506150 | 501(c)(3) | $8,000 | Project Support |
| HEAL PROJECT | |||||||
| PO BOX 3051 | HALF MOON BAY | CA | 91750 | 270192940 | 501(c)(3) | $20,000 | Project Support |
| HEALTH CARE WITHOUT HARM | |||||||
| 12355 SUNRISE VALLEY DR | RESTON | VA | 94019 | 522358837 | 501(c)(3) | $190,549 | Project Support |
| HEALTH CAREER CONNECTION | |||||||
| 300 FRANK H OGAWA PLZ243 | Oakland | CA | 20191 | 251904312 | 501(c)(3) | $90,000 | Project Support |
| HEALTH EDUCATION COUNCIL | |||||||
| 3950 INDUSTRIAL BLVD | WEST SACRAMENTO | CA | 94612 | 680249296 | 501(c)(3) | $150,000 | Project Support |
| HEALTH IMPROVEMENT PARTNERSHIP | |||||||
| 1800 GREEN HILLS RD | SCOTTS VALLEY | CA | 95691 | 010826156 | 501(c)(3) | $75,000 | Project Support |
| HEALTH RESEARCH INC | |||||||
| PO Box 2966 | Buffalo | NY | 95066 | 141402155 | 501(c)(3) | $730,518 | Research / Project Support |
| HEALTHIER KIDS FOUNDATION SANTA CLARA CTY | |||||||
| 4040 MOORPARK AVE | SAN JOSE | CA | 94240 | 770545774 | 501(c)(3) | $35,000 | Project Support |
| HEALTHPARTNERS INSTITUTE | |||||||
| POBox1524 Mail 21111R | Bloomington | MN | 95117 | 411670163 | 501(c)(3) | $523,704 | Research |
| HEALTHQUEST CPR PETALUMA HEALTH CARE DIST | |||||||
| 1425 N MCDOWELL BLVD | PETALUMA | CA | 95425 | 946033418 | Government | $30,000 | Project Support |
| HEALTHY & ACTIVE BEFORE 5 | |||||||
| 1035 DETROIT AVE 500 | CONCORD | CA | 94954 | 942383037 | 501(c)(3) | $65,000 | Project Support |
| HEALTHY AGING ASSOCIATION | |||||||
| 3500 COFFEE RD 19 | MODESTO | CA | 94518 | 770546574 | 501(c)(3) | $38,256 | Project Support |
| HEALTHY COMMUNITY FORUM FOR SACRAMENTO | |||||||
| 819 19TH ST 220 | SACRAMENTO | CA | 95355 | 680377256 | 501(c)(3) | $228,000 | Project Support |
| HEARING AND SPEECH CENTER OF | |||||||
| 1234 DIVISADERO ST | SAN FRANCISCO | CA | 95811 | 941322198 | 501(c)(3) | $10,000 | Project Support |
| HENRY FORD HEALTH SYSTEM FOUNDATION | |||||||
| 1 Ford Place 2F | Detroit | MI | 94115 | 237383042 | 501(c)(3) | $65,715 | Research / Project Support |
| HENRY FORD HEALTH SYSTEMS | |||||||
| One Ford Place | Detroit | MI | 48202 | 381357020 | 501(c)(3) | $58,894 | Research / Project Support |
| HERSMILE | |||||||
| 294 CRESTVIEW AVE | MARTINEZ | CA | 94592 | 470992161 | 501(c)(3) | $20,000 | Project Support |
| HIDDEN HARVEST CORP | |||||||
| PO BOX 266 | COACHELLA | CA | 94553 | 330821743 | 501(c)(3) | $15,000 | Project Support |
| HI-DESERT MEMORIAL HEALTH CARE DISTRICT | |||||||
| 6530 LA CONTENTA RD | YUCCA VALLEY | CA | 92236 | 952281302 | 501(c)(3) | $25,000 | Project Support |
| HIGH DESERT SECOND CHANCE | |||||||
| 16666 SMOKE TREE ST B4 | HESPERIA | CA | 92284 | 464690286 | 501(c)(3) | $25,000 | Project Support |
| HINDS HOSPICE | |||||||
| 2490 W SHAW AVE 101 | FRESNO | CA | 92345 | 770071360 | 501(c)(3) | $25,024 | Project Support |
| HOME OWNERSHIP FOR PERSONAL EMPOWERMENT | |||||||
| 21231 HAWTHORNE BLVD | TORRANCE | CA | 93711 | 330618316 | 501(c)(3) | $10,000 | Project Support |
| HOMEAID ORANGE COUNTY | |||||||
| 24 EXECUTIVE PARK 100 | IRVINE | CA | 90503 | 330568079 | 501(c)(3) | $90,000 | Project Support |
| HOMEBOY INDUSTRIES | |||||||
| 130 W BRUNO ST | LOS ANGELES | CA | 92614 | 954800735 | 501(c)(3) | $15,000 | Sponsorships |
| HOMEFIRST SERVICES OF SANTA CLARA COUNTY | |||||||
| 507 VALLEY WAY | MILPITAS | CA | 90012 | 942684272 | 501(c)(3) | $150,000 | Project Support |
| HOMELESS HEALTH CARE LOS ANGELES | |||||||
| 2330 BEVERLY BLVD | LOS ANGELES | CA | 95035 | 954074970 | 501(c)(3) | $9,400 | Sponsorships |
| HOMEPLATE YOUTH SERVICES | |||||||
| PO BOX 1413 | BEAVERTON | OR | 90057 | 261666325 | 501(c)(3) | $15,000 | Project Support |
| HOMES FOR GOOD HOUSING AGENCY | |||||||
| 177 DAY ISLAND RD | EUGENE | OR | 97075 | 936002480 | 501(c)(3) | $750,000 | Project Support |
| HOPE | |||||||
| 634 S SPRING ST | LOS ANGELES | CA | 97401 | 954718409 | 501(c)(3) | $70,000 | Project Support |
| HOPE CENTERS UNITED | |||||||
| 1100 BLUE RAVINE RD | FOLSOM | CA | 90014 | 463748740 | 501(c)(3) | $10,000 | Project Support |
| HOPE OF THE VALLEY RESCUE MISSION | |||||||
| PO BOX 7609 | MISSION HILLS | CA | 95630 | 272053273 | 501(c)(3) | $10,000 | Project Support |
| HOPE THROUGH HOUSING FOUNDATION | |||||||
| 9421 HAVEN AVE | RANCHO CUCAMONGA | CA | 91346 | 330802554 | 501(c)(3) | $20,000 | Project Support |
| HOPES CORNER INC | |||||||
| 748 MERCY ST | MOUNTAIN VIEW | CA | 91730 | 473754161 | 501(c)(3) | $10,000 | Project Support |
| HOSPICE OF SANTA CRUZ COUNTY | |||||||
| 940 DISC DR | SCOTTS VALLEY | CA | 94041 | 942497618 | 501(c)(3) | $50,000 | Project Support |
| HOUSE OF RUTH INC | |||||||
| PO BOX 459 | CLAREMONT | CA | 95066 | 953276033 | 501(c)(3) | $17,500 | Project Support |
| HOUSING MATTERS | |||||||
| 115B CORAL ST | SANTA CRUZ | CA | 91711 | 770126783 | 501(c)(3) | $80,000 | Project Support |
| HUCKLEBERRY YOUTH PROGRAMS INC | |||||||
| 3310 GEARY BLVD | SAN FRANCISCO | CA | 95060 | 941687559 | 501(c)(3) | $133,000 | Project Support |
| HUMAN OPTIONS | |||||||
| PO BOX 53745 | IRVINE | CA | 94118 | 953667817 | 501(c)(3) | $20,000 | Project Support |
| HUMANIDAD THERAPY & EDUCATION SERVICES | |||||||
| 95 MONTGOMERY DR | SANTA ROSA | CA | 92619 | 463725156 | 501(c)(3) | $20,000 | Project Support |
| HUNGER ACTION LOS ANGELES | |||||||
| 961 S MARIPOSA AVE | LOS ANGELES | CA | 95404 | 205142259 | 501(c)(3) | $56,280 | Project Support |
| IMTASIK FAMILY COUNSELING SERVICES INC | |||||||
| 6809 INDIANA AVE 205 | RIVERSIDE | CA | 90006 | 465525893 | 501(c)(3) | $15,000 | Project Support |
| Imua Family Services | |||||||
| 95 Mahalani St Ste 19A | Wailuku | HI | 92506 | 990194402 | 501(c)(3) | $12,133 | Research / Project Support |
| INDIANA UNIVERSITY | |||||||
| 509 E 3rd Street | Bloomington | IN | 96793 | 330100208 | Government | $13,052 | Research / Project Support |
| INFO LINE OF SAN DIEGO COUNTY | |||||||
| 3860 CALLE FORTUNADA | SAN DIEGO | CA | 47401 | 331029843 | 501(c)(3) | $33,546 | Project Support |
| INITIATIVE FOR A COMPETITIVE INNER CITY | |||||||
| 56 WARREN ST STE 300 | ROXBURY | MA | 92123 | 133772904 | 501(c)(3) | $200,000 | Project Support |
| INLAND VALLEY COUNCIL OF CHURCHES | |||||||
| 1753 N PARK AVE | POMONA | CA | 02119 | 952674837 | 501(c)(3) | $10,000 | Project Support |
| INNER CITY ACTION INC | |||||||
| 1800 N WILSON WAY | STOCKTON | CA | 91768 | 901025382 | 501(c)(3) | $25,000 | Project Support |
| INNOVATIVE SERVICES NW | |||||||
| 9414 NE 4TH PLAIN RD | VANCOUVER | WA | 95205 | 910782136 | 501(c)(3) | $15,000 | Project Support |
| INSTITUTO FAMILIAR DE LA RAZA | |||||||
| 2919 MISSION ST | SAN FRANCISCO | CA | 98662 | 942523608 | 501(c)(3) | $40,000 | Project Support |
| INSURE THE UNINSURED PROJECT | |||||||
| 1107 9TH ST 1025 | SACRAMENTO | CA | 94110 | 274159194 | 501(c)(3) | $97,790 | Project Support |
| INTERFACE CHILDREN FAMILY SERVICES | |||||||
| 4001 MISSION OAKS BLVD | CAMARILLO | CA | 95814 | 952944459 | 501(c)(3) | $20,000 | Project Support |
| INTERNATIONAL INSTITUTE OF THE BAY AREA | |||||||
| 476 3RD ST | OAKLAND | CA | 93012 | 941156554 | 501(c)(3) | $30,000 | Project Support |
| INTERNATIONAL PRE-DIABETES CENTER INC | |||||||
| 14500 ROSCOE BLVD | PANORAMA CITY | CA | 94607 | 471341290 | 501(c)(3) | $13,500 | Project Support |
| IRCO | |||||||
| 10301 NE GLISAN ST | PORTLAND | OR | 91402 | 930806295 | 501(c)(3) | $30,000 | Project Support |
| JACOBS HEART CHILDRENS CANCER SUPPORT | |||||||
| 680 W BEACH ST | WATSONVILLE | CA | 97220 | 680413822 | 501(c)(3) | $20,000 | Project Support |
| JAMBOREE HOUSING CORPORATION | |||||||
| 17701 COWAN 200 | IRVINE | CA | 95076 | 330413518 | 501(c)(3) | $40,000 | Project Support |
| JAPANESE COMMUNITY YOUTH COUNCIL | |||||||
| 2012 PINE ST | SAN FRANCISCO | CA | 92614 | 237092514 | 501(c)(3) | $500,000 | Project Support |
| JEFFERSON UNION HIGH SCHOOL | |||||||
| 699 SERRAMONTE BLVD100 | DALY CITY | CA | 94115 | 943083772 | 501(c)(3) | $30,000 | Project Support |
| JEWISH COMMUNITY FREE CLINIC | |||||||
| 50 MONTGOMERY DR | SANTA ROSA | CA | 94015 | 943386103 | 501(c)(3) | $20,000 | Project Support |
| JEWISH FAMILY & CHILDREN SERVICE | |||||||
| 3801 E WILLOW ST | LONG BEACH | CA | 95404 | 952273033 | 501(c)(3) | $12,500 | Project Support |
| JEWISH FAMILY & COMMUNITY SERVICES | |||||||
| 2484 SHATTUCK AVE210 | BERKELEY | CA | 90815 | 943250304 | 501(c)(3) | $40,000 | Project Support |
| JK GROUP INC TRUSTEES FOR KAIS | |||||||
| PO BOX 7174 | Princeton | NJ | 94704 | 222984759 | 501(c)(3) | $22,538 | Project Support |
| JOHNS HOPKINS UNIVERSITY | |||||||
| 3910 Keswick Rd N2100 | Baltimore | MD | 08543 | 520595110 | 501(c)(3) | $463,901 | Research |
| JOIN | |||||||
| PO BOX 16490 | PORTLAND | OR | 21211 | 931090005 | 501(c)(3) | $30,000 | Project Support |
| JOVENES INC | |||||||
| 1208 PLEASANT AVE | LOS ANGELES | CA | 97292 | 954342434 | 501(c)(3) | $30,000 | Project Support |
| J-SEI INC | |||||||
| 1285 66TH ST | EMERYVILLE | CA | 90033 | 942496799 | 501(c)(3) | $15,000 | Project Support |
| JUMA | |||||||
| 131 STEUART ST201 | SAN FRANCISCO | CA | 94608 | 943203203 | 501(c)(3) | $15,000 | Project Support |
| JUNIOR ACHIEVEMENT OF NORTHERN | |||||||
| 3003 OAK RD 109 | WALNUT CREEK | CA | 94105 | 941322179 | 501(c)(3) | $10,000 | Project Support |
| JURUPA UNIFIED SCHOOL DISTRICT | |||||||
| 4850 PEDLEY RD | JURUPA VALLEY | CA | 94597 | 330740037 | 501(c)(3) | $20,000 | Project Support |
| JUSTICE IN AGING | |||||||
| 3660 WILSHIRE BLVD | LOS ANGELES | CA | 92509 | 953132674 | 501(c)(3) | $95,000 | Project Support |
| JWCH INSTITUTE INC | |||||||
| 5650 JILLSON ST | COMMERCE | CA | 90010 | 952289916 | 501(c)(3) | $38,500 | Project Support |
| KABOOM | |||||||
| 4301 CONNECTICUT AVE NWML1 | WASHINGTON | DC | 90040 | 521970904 | 501(c)(3) | $500,000 | Project Support |
| KAINOS HOME AND TRAINING CENTER FOR THE | |||||||
| 3631 JEFFERSON AVE | REDWOOD CITY | CA | 20008 | 237408490 | 501(c)(3) | $10,000 | Project Support |
| KP BERNARD J TYSON SCHOOL OF MEDICINE | |||||||
| 100 S Los Robles | Pasadena | CA | 94062 | 814053028 | 501(c)(3) | $61,273,719 | Project Support |
| KEATON RAPHAEL MEMORIAL FOR | |||||||
| 2260 DOUGLAS BLVD140 | ROSEVILLE | CA | 91101 | 680406980 | 501(c)(3) | $15,000 | Project Support |
| KEEP YOUTH DOING SOMETHING INC | |||||||
| 7026 SOPHIA AVE | VAN NUYS | CA | 95661 | 954426350 | 501(c)(3) | $20,000 | Project Support |
| KERN COUNTY CHILDREN & FAMILIES | |||||||
| 2724 L STREET | BAKERSFIELD | CA | 91406 | 770529128 | 501(c)(3) | $30,000 | Project Support |
| KIDPOWER TEENPOWER FULLPOWER INTERNATIONAL | |||||||
| PO BOX 2163 | CASTRO VALLEY | CA | 93301 | 770226712 | 501(c)(3) | $35,000 | Project Support |
| KIDS COMMUNITY CLINIC OF BURBANK | |||||||
| 400 W ELMWOOD AVE | BURBANK | CA | 94546 | 954791296 | 501(c)(3) | $30,000 | Project Support |
| KIDS FIRST | |||||||
| 124 MAIN ST | ROSEVILLE | CA | 91506 | 680195225 | 501(c)(3) | $25,000 | Project Support |
| KIDWORKS COMMUNITY DEVELOPMENT CORP | |||||||
| 1902 W CHESTNUT AVE | SANTA ANA | CA | 95678 | 743081569 | 501(c)(3) | $20,000 | Project Support |
| KIVA | |||||||
| 875 HOWARD ST 340 | SAN FRANCISCO | CA | 92703 | 710992446 | 501(c)(3) | $90,000 | Project Support |
| KIWANIS CLUB OF THE DELTA ANTIOCH | |||||||
| 3377 DEER VALLEY RD239 | ANTIOCH | CA | 94103 | 161693220 | 501(c)(3) | $18,200 | Project Support |
| KOREAN HEALTH EDUCATION | |||||||
| 3727 W 6TH STREET | LOS ANGELES | CA | 94531 | 954074660 | 501(c)(3) | $39,002 | Project Support |
| L A FAMILY HOUSING CORP | |||||||
| 7843 LANKERSHIM BLVD | N HOLLYWOOD | CA | 90020 | 953920560 | 501(c)(3) | $20,750 | Project Support |
| LA CLINICA DE LA RAZA INC | |||||||
| PO BOX 22210 | OAKLAND | CA | 91605 | 941744108 | 501(c)(3) | $308,000 | Project Support |
| LA LUZ CENTER | |||||||
| 17560 GREGER ST | SONOMA | CA | 94623 | 680228235 | 501(c)(3) | $20,000 | Project Support |
| LA PROMISE FUND | |||||||
| 202 W 1ST ST 160 | LOS ANGELES | CA | 95476 | 204562686 | 501(c)(3) | $10,000 | Project Support |
| LARKIN STREET YOUTH SERVICES | |||||||
| 134 GOLDEN GATE AVE | SAN FRANCISCO | CA | 90012 | 942917999 | 501(c)(3) | $15,000 | Project Support |
| LAS BEST | |||||||
| 201 N SPRING ST M120 | LOS ANGELES | CA | 94102 | 954311058 | 501(c)(3) | $20,000 | Sponsorships |
| Latino Center for Prevention & Action in H | |||||||
| 450 W 4th Street | Santa Ana | CA | 90012 | 330562943 | 501(c)(3) | $45,000 | Project Support |
| LATINO COMMUNITY FOUNDATION | |||||||
| 235 MONTGOMERY ST | SAN FRANCISCO | CA | 92701 | 810564400 | 501(c)(3) | $350,000 | Project Support |
| LATINO LEADERSHIP COUNCIL | |||||||
| 2945 BELL ROAD 274 | AUBURN | CA | 94104 | 270970476 | 501(c)(3) | $40,000 | Project Support |
| LATINO NETWORK | |||||||
| 410 NE 18TH AVE | PORTLAND | OR | 95603 | 731675402 | 501(c)(3) | $114,948 | Project Support |
| LATINO PHYSICIANS OF CALIFORNIA | |||||||
| 400 CAPITOL MALL FL 22 | SACRAMENTO | CA | 97232 | 453502281 | 501(c)(3) | $25,000 | Project Support |
| LAVA MAE | |||||||
| 1015 FILLMORE ST | SAN FRANCISCO | CA | 95814 | 810832318 | 501(c)(3) | $150,000 | Project Support |
| LEADERSHIP COUNSEL FOR JUSTICE AND | |||||||
| 764 P ST 12 | FRESNO | CA | 94115 | 461517800 | 501(c)(3) | $14,013 | Project Support |
| LEADERSHIP EXCELLENCE | |||||||
| 1714 FRANKLIN ST | OAKLAND | CA | 93721 | 330488726 | 501(c)(3) | $75,000 | Project Support |
| LEAHS PANTRY INC | |||||||
| 3019 MISSION ST | SAN FRANCISCO | CA | 94612 | 205512442 | 501(c)(3) | $10,000 | Project Support |
| LEARNING CENTERS AT FAIRPLEX | |||||||
| 1101 W MCKINLEY AVE | POMONA | CA | 94110 | 954686764 | 501(c)(3) | $15,000 | Project Support |
| LEGAL AID OF SONOMA COUNTY | |||||||
| 144 SOUTH E ST 100 | SANTA ROSA | CA | 91768 | 680008581 | 501(c)(3) | $90,000 | Project Support |
| LIFE LAB SCIENCE PROGRAM | |||||||
| 1156 HIGH ST | SANTA CRUZ | CA | 95404 | 942778848 | 501(c)(3) | $15,000 | Project Support |
| LIFELONG MEDICAL CARE | |||||||
| 2344 SIXTH ST | BERKELEY | CA | 95064 | 942502308 | 501(c)(3) | $132,119 | Project Support |
| LIFEMOVES | |||||||
| 181 CONSTITUTION DR | MENLO PARK | CA | 94710 | 770160469 | 501(c)(3) | $65,000 | Project Support |
| LIFEWORKS OF SONOMA COUNTY | |||||||
| 1260 N DUTTON AVE105 | SANTA ROSA | CA | 94025 | 680375462 | 501(c)(3) | $110,000 | Project Support |
| LIGHTHOUSE COUNSELING AND FAMILY | |||||||
| 427 A ST SUITE 400 | LINCOLN | CA | 95401 | 352252834 | 501(c)(3) | $25,000 | Project Support |
| LIGHTHOUSE OF HOPE COUNSELING CENTER | |||||||
| 1515 PARTRIDGE AVE | SUNNYVALE | CA | 95648 | 270910581 | 501(c)(3) | $35,000 | Project Support |
| LIGHTHOUSE SOCIAL SERVICE CENTERS | |||||||
| 1003 E COOLEY DR 205 | COLTON | CA | 94087 | 753147113 | 501(c)(3) | $19,000 | Project Support |
| LINCOLN | |||||||
| 1266 14TH ST | OAKLAND | CA | 92324 | 941156501 | 501(c)(3) | $98,000 | Project Support |
| LIVE LOVE NW | |||||||
| 9200 NE FREMONT ST | PORTLAND | OR | 94607 | 824840745 | 501(c)(3) | $15,000 | Project Support |
| LIVE OAK SCHOOL DISTRICT | |||||||
| 984 BOSTWICK LN 1 | SANTA CRUZ | CA | 97220 | 946002632 | 501(c)(3) | $30,000 | Project Support |
| LIVERMORE AREA RECREATION | |||||||
| 4444 EAST AVE | LIVERMORE | CA | 95062 | 946000849 | 501(c)(3) | $25,000 | Project Support |
| LIVERMORE VALLEY JOINT | |||||||
| 685 E JACK LONDON BLVD | LIVERMORE | CA | 94550 | 942175582 | 501(c)(3) | $30,000 | Project Support |
| LOAVES AND FISHES OF CONTRA COSTA | |||||||
| 835 FERRY ST | MARTINEZ | CA | 94551 | 680018077 | 501(c)(3) | $40,000 | Project Support |
| LONG BEACH BAR FOUNDATION INC | |||||||
| 3515 LINDEN AVE | LONG BEACH | CA | 94553 | 330585482 | 501(c)(3) | $10,000 | Project Support |
| LOS ANGELES BROTHERHOOD CRUSADE INC | |||||||
| 200 E SLAUSON AVE | LOS ANGELES | CA | 90807 | 952543819 | 501(c)(3) | $20,000 | Sponsorships |
| LOS ANGELES CHRISTIAN HEALTH CENTERS | |||||||
| 202 W 1ST ST 4 0435 | LOS ANGELES | CA | 90011 | 954315734 | 501(c)(3) | $50,000 | Project Support |
| LOS ANGELES GAY & LESBIAN CTR | |||||||
| 1625 N SCHRADER BLVD | LOS ANGELES | CA | 90012 | 953567895 | 501(c)(3) | $34,250 | Project Support |
| LOS ANGELES TRADE TECH COLLEGE | |||||||
| 400 W WASHINGTON BLVD | LOS ANGELES | CA | 90028 | 953813527 | 501(c)(3) | $9,500 | Sponsorships |
| LOS ANGELES YOUTH NETWORK | |||||||
| 1857 TAFT AVE | LOS ANGELES | CA | 90015 | 953953979 | 501(c)(3) | $30,000 | Project Support |
| LOVE IN THE NAME OF CHRIST OF COWLITZ | |||||||
| 3609 COLUMBIA HEIGHTS RD | LONGVIEW | WA | 90028 | 273261065 | 501(c)(3) | $7,000 | Project Support |
| LOVE OVERWHELMING | |||||||
| PO BOX 42 | KELSO | WA | 98632 | 464721592 | 501(c)(3) | $109,520 | Project Support |
| LYNWOOD UNIFIED SCHOOL DISTRICT | |||||||
| 11321 BULLIS RD | LYNWOOD | CA | 98626 | 952798626 | GOVERNMENT | $45,000 | Project Support |
| MADERA COUNTY FOOD BANK | |||||||
| 225 S PINE ST | MADERA | CA | 90262 | 770513488 | 501(c)(3) | $10,000 | Project Support |
| MAGEE-WOMENS RESEARCH INSTITUTE AND | |||||||
| 3339 Ward Street | Pittsburgh | PA | 93637 | 250965420 | 501(c)(3) | $36,890 | Research / Project Support |
| MANDELA MARKETPLACE INC | |||||||
| 1364 7TH ST | OAKLAND | CA | 15213 | 113754129 | 501(c)(3) | $30,000 | Project Support |
| MARIN HORIZON SCHOOL INC | |||||||
| 305 MONTFORD AVE | MILL VALLEY | CA | 94607 | 942427732 | 501(c)(3) | $15,000 | Project Support |
| MARION-POLK FOOD SHARE INC | |||||||
| 1660 SALEM INDUSTRIAL DR NE | SALEM | OR | 94941 | 943034161 | 501(c)(3) | $10,000 | Project Support |
| MARJAREE MASON CENTER | |||||||
| 1600 M ST | FRESNO | CA | 97301 | 941156639 | 501(c)(3) | $50,000 | Project Support |
| MARTIN LUTHER KING JR FREEDOM CENTER | |||||||
| 333 EAST 8TH ST | OAKLAND | CA | 93721 | 943390034 | 501(c)(3) | $75,000 | Project Support |
| MARTIN LUTHER KING JR COMMUNITY HEALTH | |||||||
| 1680 E 120TH ST | LOS ANGELES | CA | 94606 | 454433505 | 501(c)(3) | $15,000 | Sponsorships |
| MARYS MERCY CENTER INC | |||||||
| PO BOX 7563 | SAN BERNARDINO | CA | 90059 | 330632426 | 501(c)(3) | $17,100 | Project Support |
| MASSACHUSETTS GENERAL HOSPITAL | |||||||
| 399 Revolution Drive | Somerville | MA | 92411 | 041564655 | 501(c)(3) | $26,056 | Research / Project Support |
| MEALS ON WHEELS FAMILY AND COMMUNITY | |||||||
| 1300 CIVIC DR | WALNUT CREEK | CA | 02145 | 680044205 | 501(c)(3) | $10,000 | Project Support |
| MEALS ON WHEELS OF SAN FRANCISCO | |||||||
| 1375 FAIRFAX AVE | SAN FRANCISCO | CA | 94596 | 941741155 | 501(c)(3) | $525,000 | Project Support |
| MEALS ON WHEELS OF SOLANO COUNTY | |||||||
| 95 MARINA CENTER | SUISUN | CA | 94124 | 942453452 | 501(c)(3) | $30,000 | Project Support |
| MEALS ON WHEELS PEOPLE | |||||||
| 7710 SW 31ST AVE | PORTLAND | OR | 94585 | 930584318 | 501(c)(3) | $15,000 | Project Support |
| MEDICAL EDUCATION IN COOPERATION WITH CUBA | |||||||
| 1714 FRANKLIN ST100 282 | Oakland | CA | 97219 | 311603765 | 501(c)(3) | $50,000 | Project Support |
| MEDICAL MISSION ADVENTURES | |||||||
| 11540 BONHAM AVE | LAKEVIEW TERRACE | CA | 94612 | 043661520 | 501(c)(3) | $10,000 | Project Support |
| MEN EDUCATING MEN INC | |||||||
| 537 CYPRESS AVE | PASADENA | CA | 91342 | 272773299 | 501(c)(3) | $7,500 | Sponsorships |
| MEND-MEET EACH NEED WITH DIGNITY | |||||||
| 10641 N SAN FERNANDO RD | PACOIMA | CA | 91103 | 237306337 | 501(c)(3) | $21,620 | Sponsorships |
| MENTAL HEALTH AMERICA OF LOS ANGELES | |||||||
| 200 PINE AVE 400 | LONG BEACH | CA | 91331 | 951881491 | 501(c)(3) | $24,126 | Project Support |
| MENTAL HEALTH ASSOCIATION OF SAN MATEO | |||||||
| 2686 SPRING ST | REDWOOD CITY | CA | 90802 | 946034112 | 501(c)(3) | $15,000 | Project Support |
| MENTIS | |||||||
| 709 FRANKLIN ST | NAPA | CA | 94063 | 941236934 | 501(c)(3) | $29,968 | Project Support |
| MENTORING IN MEDICINE AND SCIENCE | |||||||
| 333 HEGENBERGER RD 208 | Oakland | CA | 94559 | 273263074 | 501(c)(3) | $95,000 | Project Support |
| MERCY FOUNDATION BAKERSFIELD | |||||||
| PO BOX 119 | BAKERSFIELD | CA | 94621 | 770201321 | 501(c)(3) | $34,000 | Project Support |
| MERCY HOUSE LIVING CENTERS | |||||||
| PO BOX 1905 | SANTA ANA | CA | 93302 | 330315864 | 501(c)(3) | $10,000 | Project Support |
| MET | |||||||
| PO BOX 283 | PORTLAND | OR | 92702 | 931151949 | 501(c)(3) | $30,000 | Project Support |
| METROPOLITAN PUBLIC DEFENDER SERVICES | |||||||
| 630 SW 5TH AVE STE 500 | PORTLAND | OR | 97207 | 930591637 | 501(c)(3) | $99,000 | Project Support |
| MEXICAN AMERICAN LEGAL DEFENSE | |||||||
| 634 S SPRING ST 11 | LOS ANGELES | CA | 97204 | 741563270 | 501(c)(3) | $18,050 | Sponsorships |
| MF PLACE INC | |||||||
| PO BOX 3867 | HOLLYWOOD | CA | 90014 | 954834034 | 501(c)(3) | $30,000 | Project Support |
| MICHELLES PLACE BREAST CANCER RESOURCE | |||||||
| 41669 Winchester Rd 101 | TEMECULA | CA | 90078 | 330951216 | 501(c)(3) | $20,000 | Project Support |
| MICHIGAN STATE UNIVERSITY | |||||||
| 426 Auditorium Rd | East Lansing | MI | 92590 | 386005984 | Government | $22,499 | Research / Project Support |
| MID-PENINSULA BOYS & GIRLS CLUB | |||||||
| 200 NORTH QUEBEC ST | SAN MATEO | CA | 48824 | 941431583 | 501(c)(3) | $10,000 | Project Support |
| MIND BODY AWARENESS PROJECT | |||||||
| PO BOX 7541 | OAKLAND | CA | 94143 | 912167480 | 501(c)(3) | $10,000 | Project Support |
| MINDFUL LIFE PROJECT | |||||||
| 124 WASHINGTON AVE B | RICHMOND | CA | 94601 | 475066819 | 501(c)(3) | $95,000 | Project Support |
| MINDFUL SCHOOLS | |||||||
| 1260 45TH ST B | EMERYVILLE | CA | 94801 | 273261154 | 501(c)(3) | $75,000 | Project Support |
| MISSION CITY COMMUNITY NETWORK | |||||||
| 8527 SEPULVEDA BLVD | NORTH HILLS | CA | 94608 | 954226189 | 501(c)(3) | $15,000 | Project Support |
| MISSION LANGUAGE & VOCATIONAL SCHOOL | |||||||
| 2929 19TH ST 2ND FL | SAN FRANCISCO | CA | 91343 | 942174237 | 501(c)(3) | $500,000 | Project Support |
| MISSION NEIGHBORHOOD CENTERS INC | |||||||
| 362 CAPP ST | SAN FRANCISCO | CA | 94110 | 941408150 | 501(c)(3) | $1,000,000 | Project Support |
| MODEL NEIGHBORHOOD PROGRAM | |||||||
| 1242 ALDINE CT | SAN PEDRO | CA | 94110 | 954615739 | 501(c)(3) | $10,000 | Project Support |
| MOMENTUM ALLIANCE | |||||||
| 221 NW 2ND AVE STE 203 | PORTLAND | OR | 90731 | 454176224 | 501(c)(3) | $30,000 | Project Support |
| MOMENTUM FOR MENTAL HEALTH | |||||||
| 438 N WHITE RD | SAN JOSE | CA | 97209 | 941496052 | 501(c)(3) | $90,000 | Project Support |
| MONARCH SERVICES SERVICIOS MONARCA | |||||||
| 233 E LAKE AVE | WATSONVILLE | CA | 95127 | 942462783 | 501(c)(3) | $30,000 | Project Support |
| MONUMENT CRISIS CENTER | |||||||
| 1990 MARKET ST | CONCORD | CA | 95076 | 412111171 | 501(c)(3) | $40,000 | Project Support |
| MONUMENT IMPACT | |||||||
| 1760 CLAYTON RD | CONCORD | CA | 94520 | 943370919 | 501(c)(3) | $25,000 | Project Support |
| MOSES HOUSE MINISTRIES | |||||||
| PO BOX 2033 | VICTORVILLE | CA | 94520 | 330568537 | 501(c)(3) | $10,000 | Project Support |
| MOTION PACIFIC DANCE INC | |||||||
| 131 FRONT ST E | SANTA CRUZ | CA | 92393 | 465251353 | 501(c)(3) | $6,700 | Project Support |
| MOVEMENT STRATEGY CENTER | |||||||
| 436 14TH ST FL 5 | OAKLAND | CA | 95060 | 201037643 | 501(c)(3) | $20,000 | Project Support |
| MUJERES UNIDAS Y ACTIVAS | |||||||
| 3543 18TH ST 23 | SAN FRANCISCO | CA | 94612 | 202986926 | 501(c)(3) | $30,000 | Project Support |
| MULTICULTURAL INTEGRATED KIDNEY | |||||||
| 9155 SW BARNES RD 219 | PORTLAND | OR | 94110 | 450520604 | 501(c)(3) | $15,000 | Project Support |
| MUTUAL ASSISTANCE NETWORK OF DEL PASO | |||||||
| 811 GRAND AVE | SACRAMENTO | CA | 97225 | 680332694 | 501(c)(3) | $30,000 | Project Support |
| MY SISTERS HOUSE | |||||||
| PO BOX 188218 | SACRAMENTO | CA | 95838 | 680464114 | 501(c)(3) | $20,000 | Project Support |
| NAMI CALIFORNIA | |||||||
| 1851 HERITAGE LN 150 | SACRAMENTO | CA | 95818 | 942676057 | 501(c)(3) | $139,320 | Project Support |
| NAMI SAN MATEO COUNTY | |||||||
| 1650 BOREL PL | SAN MATEO | CA | 95815 | 942650681 | 501(c)(3) | $20,000 | Project Support |
| NAMI SONOMA COUNTY | |||||||
| 182 FARMERS LN 202 | SANTA ROSA | CA | 94402 | 680041644 | 501(c)(3) | $20,000 | Project Support |
| NAMI-VENTURA COUNTY | |||||||
| 5251 VERDUGO WAY K | CAMARILLO | CA | 95405 | 770037450 | 501(c)(3) | $8,155 | Project Support |
| NAPA EMERGENCY WOMENS SERVICES | |||||||
| 1141 PEAR TREE LANE 220 | NAPA | CA | 93012 | 942745889 | 501(c)(3) | $20,000 | Project Support |
| NAPA SOLANO SANE SART | |||||||
| 1141 PEAR TREE LN 220 | NAPA | CA | 94558 | 680285816 | 501(c)(3) | $20,000 | Project Support |
| NAPA VALLEY CHILD ADVOCACY NETWORK INC | |||||||
| 1909 JEFFERSON ST | NAPA | CA | 94558 | 562498308 | 501(c)(3) | $20,000 | Project Support |
| NARIKA | |||||||
| PO BOX 7779 | BERKELEY | CA | 94559 | 943162871 | 501(c)(3) | $20,000 | Project Support |
| NATIONAL MEDICAL FELLOWSHIPS INC | |||||||
| 12 E 46TH ST FL 5E | NEW YORK | NY | 94707 | 010963657 | 501(c)(3) | $13,750 | Sponsorships |
| NEIGHBORHOOD HOMEWORK HOUSE | |||||||
| 777 E ALOSTA AVE | AZUSA | CA | 10017 | 954713600 | 501(c)(3) | $7,500 | Project Support |
| NEIGHBORHOOD HOUSING SERVICES OF | |||||||
| 3926 WILSHIRE BLVD | LOS ANGELES | CA | 91702 | 953938955 | 501(c)(3) | $10,000 | Project Support |
| NEW DIRECTIONS FOR YOUTH INC | |||||||
| 7315 N LANKERSHIM BLVD | N HOLLYWOOD | CA | 90010 | 952973008 | 501(c)(3) | $14,000 | Project Support |
| NEW HAVEN UNIFIED SCHOOL DISTRICT | |||||||
| 34200 ALVARADO NILES RD | UNION CITY | CA | 91605 | 941717886 | GOVERNMENT | $56,000 | Project Support |
| NEW HOPE FREE CLINIC INC | |||||||
| PO BOX 8157 | REDLANDS | CA | 94587 | 462473576 | 501(c)(3) | $12,500 | Project Support |
| NEW HORIZONS CAREGIVERS GROUP | |||||||
| 3129 S HACIENDA BLVD | HACIENDA HEIGHTS | CA | 92375 | 753132090 | 501(c)(3) | $9,000 | Project Support |
| NEXT DOOR SOLUTIONS TO DOMESTIC | |||||||
| 234 E GISH RD | SAN JOSE | CA | 91745 | 942420708 | 501(c)(3) | $45,000 | Project Support |
| NIROGA INSTITUTE | |||||||
| 111 FAIRMOUNT AVENUE | OAKLAND | CA | 95112 | 202620278 | 501(c)(3) | $130,000 | Project Support |
| NONPROFIT ASSOCIATION OF OREGON | |||||||
| 5100 SW MACADAM AVE 360 | PORTLAND | OR | 94611 | 930685385 | 501(c)(3) | $24,500 | Project Support |
| NONPROFIT RESOURCE CENTER | |||||||
| 2031 K ST 2ND FL | SACRAMENTO | CA | 97239 | 680173440 | 501(c)(3) | $50,000 | Project Support |
| NORTH BAY CHILDRENS CENTER | |||||||
| 932 C ST | NOVATO | CA | 95811 | 943024246 | 501(c)(3) | $20,000 | Project Support |
| NORTH BY NORTHEAST COMMUNITY HEALTH | |||||||
| 714 NE ALBERTA ST | PORTLAND | OR | 94949 | 721618287 | 501(c)(3) | $65,000 | Project Support |
| NORTH MARIN COMMUNITY SERVICES | |||||||
| 680 WILSON AVENUE | NOVATO | CA | 97211 | 941735064 | 501(c)(3) | $105,000 | Project Support |
| NORTH VALLEY CARING SERVICES INC | |||||||
| 15435 RAYEN ST | NORTH HILLS | CA | 94947 | 954444561 | 501(c)(3) | $10,000 | Project Support |
| NORTHEAST VALLEY HEALTH CORP | |||||||
| 1172 N MACLAY AVE | SAN FERNANDO | CA | 91343 | 237120632 | 501(c)(3) | $25,000 | Project Support |
| NORTHERN CALIFORNIA CENTER | |||||||
| 101 BROOKWOOD AVE | SANTA ROSA | CA | 91340 | 931144835 | 501(c)(3) | $30,000 | Project Support |
| NORTHWEST FAMILY SERVICES | |||||||
| 6200 SE KING RD | PORTLAND | OR | 95404 | 930841022 | 501(c)(3) | $75,000 | Project Support |
| NORTHWEST HOUSING ALTERNATIVES | |||||||
| 2316 SE WILLARD ST | MILWAUKIE | OR | 97222 | 930814473 | 501(c)(3) | $15,000 | Project Support |
| NORTHWEST HUMAN SERVICES INC | |||||||
| 681 CENTER ST NE | SALEM | OR | 97222 | 930605570 | 501(c)(3) | $30,000 | Project Support |
| NORTHWEST PILOT PROJECT INC | |||||||
| 1430 SW BROADWAY 200 | PORTLAND | OR | 97301 | 930635871 | 501(c)(3) | $30,000 | Project Support |
| NORTHWESTERN UNIVERSITY | |||||||
| 633 Clark St Evanston | Evanston | IL | 97201 | 362167817 | 501(c)(3) | $55,151 | Research |
| NYU WINTHROP HOSPITAL | |||||||
| 259 1ST ST | MINEOLA | NY | 60208 | 111633486 | 501(c)(3) | $193,742 | Research |
| OAK GROVE INSTITUTE FOUNDATION INC | |||||||
| 24275 JEFFERSON AVE | MURRIETA | CA | 11501 | 330470446 | 501(c)(3) | $20,000 | Project Support |
| OAKLAND CALIFORNIA YOUTH OUTREACH INC | |||||||
| PO BOX 19500 | OAKLAND | CA | 92562 | 274707108 | 501(c)(3) | $40,000 | Project Support |
| OAKLAND COMMUNITIES UNITED FOR EQUITY & | |||||||
| 4799 SHATTUCK AVE | OAKLAND | CA | 94619 | 301005887 | 501(c)(3) | $25,000 | Project Support |
| OAKLAND ELIZABETH HOUSE | |||||||
| 6423 COLBY ST | OAKLAND | CA | 94609 | 943225949 | 501(c)(3) | $20,000 | Project Support |
| OAKLAND POLICE ACTIVITIES LEAGUE | |||||||
| PO BOX 6788 | OAKLAND | CA | 94618 | 942826718 | 501(c)(3) | $40,000 | Project Support |
| OAKLAND PUBLIC EDUCATION FUND | |||||||
| PO BOX 71005 | OAKLAND | CA | 94603 | 432014630 | 501(c)(3) | $24,500 | Project Support |
| OCEAN PARK COMMUNITY CENTER | |||||||
| 2116 ARLINGTON AVE | LOS ANGELES | CA | 94612 | 956143865 | 501(c)(3) | $18,000 | Project Support |
| OCHIN | |||||||
| 1881 SW Naito Parkway | Portland | OR | 90018 | 200195556 | 501(c)(3) | $784,606 | Research / Project Support |
| OLE HEALTH | |||||||
| 1100 TRANCAS ST | NAPA | CA | 95076 | 237221695 | 501(c)(3) | $130,000 | Project Support |
| OLIVE CREST | |||||||
| 555 TECHNOLOGY CT 300 | RIVERSIDE | CA | 94558 | 952877102 | 501(c)(3) | $20,000 | Project Support |
| ON THE MOVE | |||||||
| 780 LINCOLN AVENUE | NAPA | CA | 92507 | 753149095 | 501(c)(3) | $40,000 | Project Support |
| ONE GENERATION | |||||||
| 17400 VICTORY BLVD | VAN NUYS | CA | 94558 | 954066979 | 501(c)(3) | $13,000 | Project Support |
| ONE IN LONG BEACH INC | |||||||
| 2017 E 4TH ST | LONG BEACH | CA | 91406 | 953523149 | 501(c)(3) | $10,000 | Project Support |
| ONE MIND | |||||||
| PO BOX 680 | RUTHERFORD | CA | 90814 | 680359707 | 501(c)(3) | $1,500,000 | Project Support |
| ONE STEP A LA VEZ | |||||||
| 421 SESPE AVE | FILLMORE | CA | 94573 | 454604852 | 501(c)(3) | $8,155 | Project Support |
| ONEILL SEA ODYSSEY | |||||||
| 2222 E CLIFF DR 222 | SANTA CRUZ | CA | 93015 | 770464784 | 501(c)(3) | $10,000 | Project Support |
| ON-SITE DENTAL CARE FOUNDATION INC | |||||||
| PO BOX 41111 | SAN JOSE | CA | 95062 | 770495262 | 501(c)(3) | $50,000 | Project Support |
| ONTARIO MONTCLAIR SCHOOL | |||||||
| 950 WEST D STREET | ONTARIO | CA | 95160 | 956002267 | 501(c)(3) | $15,000 | Project Support |
| ONTARIO-MONTCLAIR SCHOOL FOUNDATION | |||||||
| PO BOX 1426 | ONTARIO | CA | 91762 | 900716973 | 501(c)(3) | $10,000 | Project Support |
| OPAL ENVIRONMENTAL JUSTICE OREGON | |||||||
| 3202 SE 82ND AVE STE B | PORTLAND | OR | 91762 | 202782595 | 501(c)(3) | $45,000 | Project Support |
| OPEN HEART KITCHEN OF LIVERMORE INC | |||||||
| 1141 CATALINA DR 137 | LIVERMORE | CA | 97266 | 943396038 | 501(c)(3) | $40,000 | Project Support |
| OPERATION ACCESS | |||||||
| 1119 MARKET ST | SAN FRANCISCO | CA | 94550 | 943180356 | 501(c)(3) | $350,000 | Project Support |
| OPERATION DIGNITY INC | |||||||
| 3850 SAN PABLO AVE102 | EMERYVILLE | CA | 94103 | 943176007 | 501(c)(3) | $95,000 | Project Support |
| OPERATION SAFE HOUSE INC | |||||||
| 9685 HAYES ST | RIVERSIDE | CA | 94608 | 330326090 | 501(c)(3) | $20,000 | Project Support |
| ORANGEWOOD FOUNDATION | |||||||
| 1575 E 17TH ST | SANTA ANA | CA | 92503 | 953616628 | 501(c)(3) | $80,000 | Project Support |
| OREGON CHILDRENS FOUNDATION | |||||||
| 101 SW MARKET ST | PORTLAND | OR | 92705 | 931051724 | 501(c)(3) | $15,000 | Project Support |
| OREGON COLLEGE OF ORIENTAL MEDICINE | |||||||
| 75 NW COUCH | PORTLAND | OR | 97201 | 930845182 | 501(c)(3) | $15,000 | Project Support |
| OREGON COMMUNITY FOUNDATION THE | |||||||
| 1221 SW YAMHILL 100 | PORTLAND | OR | 97209 | 237315673 | 501(c)(3) | $5,000,000 | Project Support |
| OREGON COMMUNITY HEALTH WORKERS | |||||||
| 411 NE 19TH AVE | PORTLAND | OR | 97205 | 931259522 | 501(c)(3) | $208,000 | Project Support |
| OREGON FOOD BANK INC | |||||||
| PO BOX 55370 | PORTLAND | OR | 97232 | 930785786 | 501(c)(3) | $15,000 | Project Support |
| OREGON HEALTH & SCIENCE UNIVERSITY | |||||||
| 3181 SW Sam Jackson Prk | Portland | OR | 97238 | 931176109 | Government | $110,281 | Research / Project Support |
| OREGON PARTNERSHIP INC | |||||||
| 5101 SW MACADAM AVE 400 | PORTLAND | OR | 91702 | 930725294 | 501(c)(3) | $215,000 | Project Support |
| OREGON PRIMARY CARE ASSOCIATION | |||||||
| 333 SW 5TH AVE STE 250 | PORTLAND | OR | 97239 | 930877986 | 501(c)(3) | $95,000 | Project Support |
| OREGON SCHOOL-BASED HEALTH ALLIANCE | |||||||
| 911 NE DAVIS ST | PORTLAND | OR | 97204 | 364588657 | 501(c)(3) | $163,000 | Project Support |
| OREGON STATE HOSPITAL MUSEUM OF MENTAL | |||||||
| PO BOX 851 | SALEM | OR | 97232 | 271850784 | 501(c)(3) | $15,000 | Project Support |
| OUTSIDE IN | |||||||
| 1132 SW 13TH AVE | PORTLAND | OR | 97308 | 930567549 | 501(c)(3) | $94,000 | Project Support |
| PACIFIC CLINICS | |||||||
| 800 S SANTA ANITA AVE | ARCADIA | CA | 97205 | 951644034 | 501(c)(3) | $14,333 | Sponsorships |
| PACIFICA RESOURCE CENTER | |||||||
| 1809 PALMETTO AVE | PACIFICA | CA | 91006 | 811496989 | 501(c)(3) | $10,000 | Project Support |
| PAJARO VALLEY LOAVES AND FISHES INC | |||||||
| 150 2ND ST | WATSONVILLE | CA | 94044 | 770319247 | 501(c)(3) | $15,000 | Project Support |
| PAJARO VALLEY PREVENTION & STUDENT | |||||||
| 335 E LAKE AVE | WATSONVILLE | CA | 95076 | 770269322 | 501(c)(3) | $98,000 | Project Support |
| PAJARO VALLEY UNIFIED SCHOOL DISTRICT | |||||||
| 294 GREEN VALLEY RD | WATSONVILLE | CA | 95076 | 770375541 | GOVERNMENT | $20,000 | Project Support |
| Palo Alto Medical Foundation Res Instit | |||||||
| 795 E Camino Real | Palo Alto | CA | 95076 | 941156581 | 501(c)(3) | $90,055 | Research |
| PARENT TEACHER HOME VISIT PROJECT INC | |||||||
| 2411 15TH ST | SACRAMENTO | CA | 94301 | 510477445 | 501(c)(3) | $30,000 | Project Support |
| PARTI | |||||||
| 2576 GUMDROP DR | SAN JOSE | CA | 95818 | 760832431 | 501(c)(3) | $15,000 | Project Support |
| PARTNERS FOR A HUNGER FREE OREGON | |||||||
| 712 SE HAWTHORNE-STE 202 | PORTLAND | OR | 95148 | 204970868 | 501(c)(3) | $15,000 | Project Support |
| PARTNERS IN CARE FOUNDATION | |||||||
| 732 MOTT ST 150 | SAN FERNANDO | CA | 97214 | 953954057 | 501(c)(3) | $9,750 | Sponsorships |
| PARTNERSHIPS FOR TRAUMA RECOVERY | |||||||
| 1936 UNIVERSITY AVE191 | BERKELEY | CA | 91340 | 473948973 | 501(c)(3) | $25,000 | Project Support |
| PASADENA SENIOR CENTER | |||||||
| 85 E HOLLY ST | PASADENA | CA | 94704 | 952085393 | 501(c)(3) | $15,000 | Sponsorships |
| PEACE OVER VIOLENCE | |||||||
| 1015 WILSHIRE BLVD | LOS ANGELES | CA | 91103 | 510179305 | 501(c)(3) | $8,848 | Sponsorships |
| PENINSULA FAMILY CONNECTIONS | |||||||
| 220 TWIN DOLPHIN DR | REDWOOD CITY | CA | 90017 | 943315163 | 501(c)(3) | $10,000 | Project Support |
| PENINSULA FAMILY SERVICE | |||||||
| 24 SECOND AVENUE | SAN MATEO | CA | 94065 | 941186169 | 501(c)(3) | $15,000 | Project Support |
| PENINSULA VOLUNTEERS INC | |||||||
| 800 MIDDLE AVE | MENLO PARK | CA | 94401 | 941294939 | 501(c)(3) | $10,000 | Project Support |
| Pennsylvania State University | |||||||
| 227 Beaver Ave Ste 401 | State College | PA | 94025 | 246000376 | Government | $261,175 | Research / Project Support |
| PEOPLE ASSISTING THE HOMELESS | |||||||
| 340 N MADISON AVE | LOS ANGELES | CA | 16801 | 953950196 | 501(c)(3) | $15,000 | Project Support |
| PEOPLE REACHING OUT INC | |||||||
| 5299 AUBURN BLVD | SACRAMENTO | CA | 90004 | 942795430 | 501(c)(3) | $20,000 | Project Support |
| PHYSICIANS MEDICAL FORUM | |||||||
| 6114 LA SALLE AVE601 | OAKLAND | CA | 95841 | 300086728 | 501(c)(3) | $75,000 | Project Support |
| PITTSBURG UNIFIED SCHOOL DISTRICT | |||||||
| 3200 LOVERIDGE RD | PITTSBURG | CA | 94611 | 521771225 | GOVERNMENT | $90,000 | Project Support |
| PLACER COUNTY OFFICE OF EDUCATION | |||||||
| 360 NEVADA ST | AUBURN | CA | 94565 | 946002096 | GOVERNMENT | $20,000 | Project Support |
| PLACER FOOD BANK | |||||||
| 8284 INDUSTRIAL AVE | ROSEVILLE | CA | 95603 | 941740316 | 501(c)(3) | $130,000 | Project Support |
| PLANNED PARENTHOOD | |||||||
| 400 WEST 30TH STREET | LOS ANGELES | CA | 95678 | 952408623 | 501(c)(3) | $12,000 | Project Support |
| PLANNED PARENTHOOD MAR MONTE INC | |||||||
| 1746 THE ALAMEDA | SAN JOSE | CA | 90007 | 941583439 | 501(c)(3) | $20,000 | Project Support |
| PLANNED PARENTHOOD SHASTA DIABLO | |||||||
| 2185 PACHECO ST | CONCORD | CA | 95126 | 941575233 | 501(c)(3) | $20,000 | Project Support |
| PLAYWORKS EDUCATION ENERGIZED | |||||||
| 460 E CARSON PLAZA DR106 | CARSON | CA | 94520 | 943251867 | 501(c)(3) | $190,000 | Project Support |
| POGO PARK | |||||||
| 2604 ROOSEVELT AVE | RICHMOND | CA | 90746 | 320318691 | 501(c)(3) | $20,000 | Project Support |
| POMONA COMMUNITY HEALTH CENTER | |||||||
| 1450 EAST HOLT AVE | POMONA | CA | 94804 | 223914738 | 501(c)(3) | $15,000 | Project Support |
| POMONA UNIFIED SCHOOL DISTRICT | |||||||
| 800 S GAREY AVE | POMONA | CA | 91767 | 956002457 | GOVERNMENT | $18,000 | Project Support |
| PORTLAND CHILDRENS MUSEUM | |||||||
| 4015 SW CANYON RD | PORTLAND | OR | 91766 | 931278089 | 501(c)(3) | $15,000 | Project Support |
| PORTLAND LEADERSHIP FOUNDATION | |||||||
| 809 N RUSSELL ST 203 | PORTLAND | OR | 97221 | 264224606 | 501(c)(3) | $70,000 | Project Support |
| PORTLAND MEET PORTLAND | |||||||
| 1320 SE 122ND AVE | PORTLAND | OR | 97227 | 472471876 | 501(c)(3) | $10,000 | Project Support |
| PORTLAND PARKS FOUNDATION | |||||||
| 1500 SW 1ST AVE STE 760 | PORTLAND | OR | 97233 | 931319970 | 501(c)(3) | $15,000 | Project Support |
| PORTLAND WORKFORCE ALLIANCE | |||||||
| 7100 SE DIVISION ST | PORTLAND | OR | 97201 | 272964874 | 501(c)(3) | $10,000 | Project Support |
| PORTOLA FAMILY CONNECTION CENTER | |||||||
| 2565 SAN BRUNO AVE | SAN FRANCISCO | CA | 97206 | 943213689 | 501(c)(3) | $15,000 | Project Support |
| PORTUGUESE ORGANIZATION FOR SOCIAL | |||||||
| 1115 E SANTA CLARA ST | SAN JOSE | CA | 94134 | 510187655 | 501(c)(3) | $35,000 | Project Support |
| POSITIVE RESULTS CORPORATION | |||||||
| 1128 W GARDENA BLVD | GARDENA | CA | 95116 | 954455668 | 501(c)(3) | $60,000 | Project Support |
| POVERELLO HOUSE | |||||||
| 412 F ST | FRESNO | CA | 90247 | 770007985 | 501(c)(3) | $75,000 | Project Support |
| PRC | |||||||
| 170 9TH ST | SAN FRANCISCO | CA | 93706 | 943078431 | 501(c)(3) | $10,000 | Project Support |
| PRESCHOOL COLLABRATION PTA | |||||||
| 900 TRAVIS BLVD | FAIRFIELD | CA | 94103 | 901074067 | 501(c)(3) | $20,000 | Project Support |
| PRESIDENT AND FELLOWS OF HARVARD COLLEGE | |||||||
| 677 Huntington Ave | Boston | MA | 94533 | 042103580 | 501(c)(3) | $37,586 | Research / Project Support |
| PRIMARY SCHOOL EAST PALO ALTO | |||||||
| 1765 E BAYSHORE RD | EAST PALO ALTO | CA | 02115 | 473334579 | 501(c)(3) | $200,000 | Project Support |
| PROJECT ACCESS INC | |||||||
| 2100 W ORANGEWOOD AVE230 | ORANGE | CA | 94303 | 330834635 | 501(c)(3) | $25,000 | Project Support |
| PROJECT ACCESS NOW | |||||||
| PO BOX 10953 | PORTLAND | OR | 92868 | 208928388 | 501(c)(3) | $897,543 | Project Support |
| PROJECT ANGEL FOOD | |||||||
| 922 VINE ST | LOS ANGELES | CA | 97296 | 954115863 | 501(c)(3) | $43,500 | Project Support |
| PROJECT AVARY INC | |||||||
| PO BOX 150088 | SAN RAFAEL | CA | 90038 | 680433289 | 501(c)(3) | $20,000 | Project Support |
| PROJECT HEAL | |||||||
| 3818 WEST DR | DOUGLASTON | NY | 94915 | 262614278 | 501(c)(3) | $10,000 | Project Support |
| PROJECT SISTER FAMILY SERVICES | |||||||
| PO BOX 1369 | POMONA | CA | 11363 | 237116161 | 501(c)(3) | $17,000 | Project Support |
| PROUD GROUND | |||||||
| 5288 N INTERSTATE AVE | PORTLAND | OR | 91769 | 931290320 | 501(c)(3) | $30,000 | Project Support |
| Providence Health Systems | |||||||
| 5251 NE Glisan Street A | Portland | OR | 97217 | 930386906 | 501(c)(3) | $45,000 | Project Support |
| PUBLIC COUNSEL | |||||||
| 610 S ARDMORE AVE | LOS ANGELES | CA | 97213 | 237105149 | 501(c)(3) | $9,000 | Sponsorships |
| PUBLIC HEALTH ADVOCATES | |||||||
| PO BOX 2309 | DAVIS | CA | 90005 | 954723901 | 501(c)(3) | $220,000 | Project Support |
| PUBLIC HEALTH INSTITUTE | |||||||
| 555 12TH ST 10TH FL | OAKLAND | CA | 95617 | 941646278 | 501(c)(3) | $415,000 | Project Support |
| PV COMMUNITY HEALTH TRUST | |||||||
| 85 NEILSON ST | WATSONVILLE | CA | 94607 | 941149702 | 501(c)(3) | $75,000 | Project Support |
| QUEST CENTER FOR INTEGRATIVE HEALTH | |||||||
| 2901 E BURNSIDE | PORTLAND | OR | 95076 | 931121778 | 501(c)(3) | $15,000 | Project Support |
| RAFIKI COALITION FOR HEALTH & WELLNESS | |||||||
| 601 CESAR CHAVEZ | SAN FRANCISCO | CA | 97214 | 943098879 | 501(c)(3) | $40,000 | Project Support |
| RANCHO LOS AMIGOS FOUNDATION | |||||||
| 7601 IMPERIAL HWY TRLR 1 | DOWNEY | CA | 94124 | 953849600 | 501(c)(3) | $7,500 | Sponsorships |
| RAND | |||||||
| 1776 Main Street | Santa Monica | CA | 90242 | 951958142 | 501(c)(3) | $17,531 | Research / Project Support |
| RAPE TRAUMA SERVICES | |||||||
| 1860 EL CAMINO REAL SUITE 406 | BURLINGAME | CA | 90401 | 943215045 | 501(c)(3) | $15,000 | Project Support |
| RAPHAEL HOUSE OF SAN FRANCISCO INC | |||||||
| 1065 SUTTER ST | SAN FRANCISCO | CA | 94010 | 943141608 | 501(c)(3) | $15,000 | Project Support |
| RAVENSWOOD EDUCATION FOUNDATION | |||||||
| PO BOX 396 | MENLO PARK | CA | 94109 | 260166433 | 501(c)(3) | $20,000 | Project Support |
| REACH OUT AND READ INC | |||||||
| 56 ROLAND ST STE 100D | BOSTON | MA | 94026 | 043481253 | 501(c)(3) | $98,000 | Project Support |
| REACH OUT WEST END | |||||||
| 1126 W FOOTHILL BLVD 250 | UPLAND | CA | 91786 | 952642747 | 501(c)(3) | $25,000 | Project Support |
| REBEKAH CHILDRENS SERVICES | |||||||
| 290 IOOF AVENUE | GILROY | CA | 91786 | 941167402 | 501(c)(3) | $50,000 | Project Support |
| REBUILDING TOGETHER SILICON VALLEY | |||||||
| 1701 S 7TH ST 10 | SAN JOSE | CA | 95020 | 770289381 | 501(c)(3) | $20,000 | Project Support |
| RECOVERY CAFE SAN JOSE INC | |||||||
| 80 S 5TH ST | SAN JOSE | CA | 95112 | 454496745 | 501(c)(3) | $25,000 | Project Support |
| RECTOR WARDENS AND VESTRY OF THE CHURCH | |||||||
| 4368 SANTA ANITA AVE | EL MONTE | CA | 95112 | 951765149 | 501(c)(3) | $10,000 | Project Support |
| REDWOOD CITY POLICE ACTIVITIES LEAGUE | |||||||
| 3399 BAY ROAD | REDWOOD CITY | CA | 91731 | 943229506 | 501(c)(3) | $10,000 | Project Support |
| REDWOOD COMMUNITY HEALTH COALITION | |||||||
| 1310 REDWOOD WAY | PETALUMA | CA | 94063 | 943220029 | 501(c)(3) | $119,500 | Project Support |
| REGENTS OF THE UNIVERSITY OF MICHIGAN | |||||||
| 3003 S State Street | Ann Arbor | MI | 94954 | 386006309 | Government | $705,208 | Research / Project Support |
| REGENTS OF THE UNIVERSITY OF Minnesota | |||||||
| 200 Oak St SE | Minneapolis | MN | 48109 | 061793666 | Government | $64,036 | Research / Project Support |
| REGENTS UNIVERSITY OF CALIFORNIA | |||||||
| 10889 WILSHIRE BLVD | LOS ANGELES | CA | 95455 | 956006143 | 501(c)(3) | $711,607 | Research |
| REGIONAL PARKS FOUNDATION | |||||||
| 2950 PERALTA OAKS CT | OAKLAND | CA | 90024 | 237011877 | 501(c)(3) | $70,000 | Sponsorships |
| REIMAGINE MACK ROAD FOUNDATION | |||||||
| 75 QUINTA CT | SACRAMENTO | CA | 94605 | 464193875 | 501(c)(3) | $60,000 | Project Support |
| RENAISSANCE ENTREPRENEURSHIP CENTER | |||||||
| 275 5TH ST | SAN FRANCISCO | CA | 95823 | 942793122 | 501(c)(3) | $90,000 | Project Support |
| RESCUE MISSION ALLIANCE | |||||||
| 315 NORTH A ST | OXNARD | CA | 94103 | 237278002 | 501(c)(3) | $10,000 | Project Support |
| RESEARCH FOUNDATION FOR THE STATE Univ NY | |||||||
| 402 Crofts Hall | Buffalo | NY | 93030 | 141368361 | 501(c)(3) | $5,222 | Research / Project Support |
| RESOURCES FOR COMMUNITY DEVELOPMENT | |||||||
| 2220 OXFORD ST | BERKELEY | CA | 14260 | 942952466 | 501(c)(3) | $30,000 | Project Support |
| RETURNING VETERANS PROJECT | |||||||
| 833 SE MAIN ST 429 | PORTLAND | OR | 94704 | 204034255 | 501(c)(3) | $15,000 | Project Support |
| RICHMOND AREA MULTI-SERVICES | |||||||
| 4355 GEARY BLVD | SAN FRANCISCO | CA | 97214 | 237389436 | 501(c)(3) | $40,000 | Project Support |
| RIGHTWAY FOUNDATION | |||||||
| 3650 W MLK JR BLVD | LOS ANGELES | CA | 94118 | 900761009 | 501(c)(3) | $10,000 | Project Support |
| RIM FAMILY SERVICES INC | |||||||
| PO BOX 578 | SKYFOREST | CA | 90008 | 330496148 | 501(c)(3) | $20,000 | Project Support |
| RIVER CITY FOOD BANK | |||||||
| PO BOX 160204 | SACRAMENTO | CA | 92385 | 911851398 | 501(c)(3) | $15,000 | Project Support |
| RIVER TO COAST CHILDRENS SERVICES INC | |||||||
| PO BOX 16 | GUERNEVILLE | CA | 95816 | 942378459 | 501(c)(3) | $20,000 | Project Support |
| RIVERSIDE AREA RAPE CRISIS CENTER | |||||||
| 1845 CHICAGO AVE | RIVERSIDE | CA | 95446 | 953245057 | 501(c)(3) | $20,000 | Project Support |
| RIVERSIDE COMMUNITY HEALTH FOUNDATION | |||||||
| 4275 LEMON ST | RIVERSIDE | CA | 92507 | 237276444 | 501(c)(3) | $20,000 | Project Support |
| RIVERSIDE MEDICAL CLINIC CHARITABLE | |||||||
| PO BOX 2605 | RIVERSIDE | CA | 92501 | 300796418 | 501(c)(3) | $24,600 | Sponsorships |
| RIVERSIDE UNIVERSITY HEALTH SYSTEM | |||||||
| PO BOX 9850 | MORENO VALLEY | CA | 92516 | 330374018 | 501(c)(3) | $25,000 | Project Support |
| ROBBY POBLETE FOUNDATION | |||||||
| 5055 BUSINESS CENTER DR | FAIRFIELD | CA | 92552 | 820740692 | 501(c)(3) | $20,000 | Project Support |
| ROBERT F KENNEDY INSTITUTE OF COMMUNITY | |||||||
| 544 N AVALON BLVD309 | WILMINGTON | CA | 94534 | 330531975 | 501(c)(3) | $10,000 | Project Support |
| ROBERTS FAMILY DEVELOPMENT CENTER | |||||||
| 770 DARINA AVE | SACRAMENTO | CA | 90744 | 680470557 | 501(c)(3) | $30,000 | Project Support |
| ROOTS COMMUNITY HEALTH CENTER | |||||||
| 9925 INTERNATIONAL BLVD | OAKLAND | CA | 95815 | 262583954 | 501(c)(3) | $40,000 | Project Support |
| ROSEWOOD INITIATIVE | |||||||
| 16126 SE STARK ST | PORTLAND | OR | 94603 | 273823320 | 501(c)(3) | $90,000 | Project Support |
| ROTACARE BAY AREA INC | |||||||
| 514 VALLEY WAY | MILPITAS | CA | 97233 | 770328723 | 501(c)(3) | $45,000 | Project Support |
| RUBICON PROGRAMS INC | |||||||
| 2500 BISSELL AVENUE | RICHMOND | CA | 95035 | 942301550 | 501(c)(3) | $100,000 | Project Support |
| RYSE INC | |||||||
| 205 41ST ST | RICHMOND | CA | 94804 | 260692904 | 501(c)(3) | $30,000 | Project Support |
| SAC HEALTH SYSTEM | |||||||
| 250 S G ST | SAN BERNARDINO | CA | 94805 | 330664371 | 501(c)(3) | $15,000 | Project Support |
| SACRAMENTO CHILDRENS HOME | |||||||
| 2750 SUTTERVILLE RD | SACRAMENTO | CA | 92410 | 941156588 | 501(c)(3) | $20,000 | Project Support |
| SACRAMENTO CITY UNIFIED SCHOOL | |||||||
| 5735 47TH AVE | SACRAMENTO | CA | 95820 | 946002491 | GOVERNMENT | $148,000 | Project Support |
| SACRAMENTO FOOD BANK & FAMILY SERVICES | |||||||
| 3333 THIRD AVENUE | SACRAMENTO | CA | 95824 | 943315566 | 501(c)(3) | $95,000 | Project Support |
| SACRAMENTO LOAVES AND FISHES | |||||||
| PO BOX 2161 | SACRAMENTO | CA | 95817 | 680189897 | 501(c)(3) | $25,000 | Project Support |
| SACRAMENTO NEIGHBORHOOD HOUSING SERVICES | |||||||
| 2411 ALHAMBRA BLVD200 | SACRAMENTO | CA | 95811 | 680118032 | 501(c)(3) | $15,000 | Project Support |
| SACRAMENTO SELF-HELP HOUSING INC | |||||||
| PO BOX 188445 | SACRAMENTO | CA | 95817 | 680217383 | 501(c)(3) | $20,000 | Project Support |
| SAFE & SOUND | |||||||
| 1757 WALLER ST | SAN FRANCISCO | CA | 95818 | 942455072 | 501(c)(3) | $15,000 | Project Support |
| SAFE ALTERNATIVES TO VIOLENT ENVIRONMENTS | |||||||
| 1900 MOWRY AVE | FREMONT | CA | 94117 | 942520559 | 501(c)(3) | $20,000 | Project Support |
| SAFE PASSAGES | |||||||
| 250 FRANK H OGAWA PLZ | OAKLAND | CA | 94538 | 204535835 | 501(c)(3) | $135,000 | Project Support |
| SAFE ROUTES TO SCHOOL NATIONAL | |||||||
| PO BOX 102088 | PASADENA | CA | 94612 | 462694434 | 501(c)(3) | $400,000 | Project Support |
| SALEM FREE MEDICAL CLINIC | |||||||
| 1301 BROADWAY ST NE 104 | SALEM | OR | 91189 | 203549992 | 501(c)(3) | $23,000 | Project Support |
| SALEM HARVEST INC | |||||||
| PO BOX 483 | SALEM | OR | 97301 | 453043885 | 501(c)(3) | $9,000 | Project Support |
| SALEM HOSPITAL | |||||||
| PO BOX 14001 | SALEM | OR | 97308 | 930579722 | 501(c)(3) | $2,644,218 | Project Support |
| SALEM-KEIZER COALITION FOR EQUALITY | |||||||
| 3850 PORTLAND RD NE 100 | SALEM | OR | 97309 | 651203900 | 501(c)(3) | $50,000 | Project Support |
| SALUD PARA LA GENTE | |||||||
| 195 AVIATION WAY200 | WATSONVILLE | CA | 97301 | 942705747 | 501(c)(3) | $95,000 | Project Support |
| SAMARITAN COUNSELING CENTER | |||||||
| 1126 W FOOTHILL BLVD 111 | UPLAND | CA | 95076 | 953160005 | 501(c)(3) | $15,000 | Project Support |
| SAMARITAN HOUSE | |||||||
| 4031 PACIFIC BLVD | SAN MATEO | CA | 91786 | 237416272 | 501(c)(3) | $35,000 | Project Support |
| SAN BERNARDINO CITY UNIFIED SCHOOL | |||||||
| 777 N F ST | SAN BERNARDINO | CA | 94403 | 952285577 | Government | $17,100 | Project Support |
| SAN BERNARDINO SEXUAL ASSAULT | |||||||
| 444 N ARROWHEAD AVE | SAN BERNARDINO | CA | 92410 | 953543081 | 501(c)(3) | $22,100 | Project Support |
| SAN DIEGO STATE UNIVERSITY | |||||||
| 5250 Campanile Drive | San Diego | CA | 92401 | 330373293 | Government | $164,168 | Research / Project Support |
| SAN FERNANDO COMMUNITY HOSPITAL | |||||||
| 732 MOTT ST 100 | SAN FERNANDO | CA | 94109 | 510142144 | 501(c)(3) | $14,000 | Project Support |
| SAN FRANCISCO COMMUNITY CLINIC | |||||||
| 2720 TAYLOR ST | SAN FRANCISCO | CA | 91340 | 942897258 | 501(c)(3) | $20,000 | Project Support |
| SAN FRANCISCO MARKET CORPORATION | |||||||
| 2095 JERROLD AVE | SAN FRANCISCO | CA | 94133 | 454849844 | 501(c)(3) | $10,000 | Project Support |
| SAN FRANCISCO PARKS ALLIANCE | |||||||
| 1663 MISSION ST320 | SAN FRANCISCO | CA | 94124 | 237131784 | 501(c)(3) | $1,765,000 | Project Support |
| SAN FRANCISCO PARTICULAR COUNCIL | |||||||
| 1175 HOWARD ST | SAN FRANCISCO | CA | 94103 | 941571017 | 501(c)(3) | $10,000 | Project Support |
| SAN GABRIEL UNIFIED SCHOOL | |||||||
| 408 JUNIPERO SERRA DR | SAN GABRIEL | CA | 94103 | 956000777 | Government | $10,651 | Project Support |
| SAN GABRIEL VALLEY FOUNDATION FOR DENTAL | |||||||
| 14101 E NELSON AVE | LA PUENTE | CA | 91776 | 954590029 | 501(c)(3) | $10,000 | Project Support |
| San Gabriel Valley Habitat for Humanity | |||||||
| 400 South Irwindale Ave | Azusa | CA | 91746 | 954244947 | 501(c)(3) | $10,000 | Project Support |
| SAN JOAQUIN COUNTY OFFICE | |||||||
| PO BOX 213030 | STOCKTON | CA | 91702 | 680006282 | GOVERNMENT | $70,000 | Project Support |
| SAN JOSE EVERGREEN COMMUNITY COLLEGE | |||||||
| 600 S BASCOM AVE T-124 | SAN JOSE | CA | 95213 | 770100756 | GOVERNMENT | $30,000 | Project Support |
| SAN JOSE PARKS RECREATION SVCS | |||||||
| 200 E SANTA CLARA ST | SAN JOSE | CA | 95128 | 946000419 | GOVERNMENT | $44,408 | Project Support |
| SAN JUAN UNIFIED SCHOOL DISTRICT | |||||||
| 3738 WALNUT AVE | CARMICHAEL | CA | 95113 | 946002533 | GOVERNMENT | $90,000 | Project Support |
| SAN MATEO COUNTY SHERIFFS ACTIVITIES | |||||||
| 3151 EDISON WAY | REDWOOD CITY | CA | 95608 | 450617342 | 501(c)(3) | $20,000 | Project Support |
| SAN MATEO POLICE ACTIVITIES | |||||||
| 200 FRANKLIN PARKWAY | SAN MATEO | CA | 94063 | 311593896 | 501(c)(3) | $15,000 | Project Support |
| SAN PABLO POLICE DEPARTMENT | |||||||
| 13880 SAN PABLO AVE | SAN PABLO | CA | 94403 | 946000423 | GOVERNMENT | $40,000 | Project Support |
| SANGER UNIFIED SCHOOL DISTRICT | |||||||
| 1905 7TH ST | SANGER | CA | 94806 | 956002210 | GOVERNMENT | $75,000 | Project Support |
| SANTA CLARITA VALLEY BOYS | |||||||
| 24909 NEWHALL AVE | NEWHALL | CA | 93657 | 952572622 | 501(c)(3) | $10,000 | Project Support |
| SANTA CRUZ COMMUNITY HEALTH CENTERS | |||||||
| 125 WATER ST A2 | SANTA CRUZ | CA | 91321 | 237428303 | 501(c)(3) | $300,000 | Project Support |
| SANTA CRUZ MAH | |||||||
| 705 FRONT ST | SANTA CRUZ | CA | 95060 | 942718861 | 501(c)(3) | $10,000 | Project Support |
| SANTA ROSA COMMUNITY HEALTH | |||||||
| 3569 ROUND BARN CIR | SANTA ROSA | CA | 95060 | 680365296 | 501(c)(3) | $348,000 | Project Support |
| SANTA ROSA JUNIOR COLLEGE | |||||||
| 1501 MENDOCINO AVE | SANTA ROSA | CA | 95403 | 946033759 | government | $20,000 | Project Support |
| SANTA ROSA PARKS FOUNDATION | |||||||
| 1014 HOPPER AVE | SANTA ROSA | CA | 95401 | 461409462 | 501(c)(3) | $500,000 | Project Support |
| SATELLITE AFFORDABLE HOUSING ASSOCIATES | |||||||
| 1835 ALCATRAZ AVE | BERKELEY | CA | 95403 | 943186770 | 501(c)(3) | $25,000 | Project Support |
| SAVE BLACK BOYS | |||||||
| 1842 N BULLIS RD Q | COMPTON | CA | 94703 | 472096517 | 501(c)(3) | $27,500 | Project Support |
| SCHOOL HEALTH CLINICS OF SANTA CLARA | |||||||
| 6840 VIA DEL ORO | SAN JOSE | CA | 90221 | 770031679 | 501(c)(3) | $50,000 | Project Support |
| SCOPA HAS A DREAM INC | |||||||
| PO BOX 1004 | HEALDSBURG | CA | 95119 | 273044487 | 501(c)(3) | $110,000 | Project Support |
| SCOTTS VALLEY EDUCATIONAL FOUNDATION | |||||||
| 245 MOUNT HERMON RD | SCOTTS VALLEY | CA | 95448 | 770006718 | 501(c)(3) | $10,000 | Project Support |
| SEATTLE CHILDRENS HOSPITAL | |||||||
| 2001 Eighth Avenue | Seattle | WA | 95066 | 911156519 | 501(c)(3) | $273,030 | Research / Project Support |
| SECOND HARVEST FOOD BANK | |||||||
| 8014 MARINE WAY | IRVINE | CA | 92516 | 320362611 | 501(c)(3) | $25,000 | Project Support |
| SECOND HARVEST FOOD BANK OF SAN JOAQUIN | |||||||
| 1220 VANDERBILT CIR | MANTECA | CA | 92618 | 680376587 | 501(c)(3) | $30,000 | Project Support |
| SECOND HARVEST FOOD BANK SANTA CRUZ | |||||||
| 800 OHLONE PKWY | WATSONVILLE | CA | 95337 | 770326685 | 501(c)(3) | $95,000 | Project Support |
| Second Harvest of Silicon Valley | |||||||
| 4001 N First St | San Jose | CA | 95076 | 942614101 | 501(c)(3) | $95,000 | Project Support |
| SEEDS COMMUNITY RESOLUTION CENTER | |||||||
| 2530 SAN PABLO AVE | BERKELEY | CA | 95134 | 943054165 | 501(c)(3) | $25,000 | Project Support |
| SELF ENHANCEMENT INC | |||||||
| 3920 N KERBY AVE | PORTLAND | OR | 94702 | 931086629 | 501(c)(3) | $50,000 | Project Support |
| SENECA FAMILY OF AGENCIES | |||||||
| 6925 CHABOT RD | OAKLAND | CA | 97227 | 942971761 | 501(c)(3) | $128,000 | Project Support |
| SENIOR COASTSIDERS | |||||||
| 925 MAIN ST | HALF MOON BAY | CA | 94618 | 943119310 | 501(c)(3) | $10,000 | Project Support |
| SENIOR SUPPORT OF THE TRI VALLEY | |||||||
| 5353 SUNOL BOULEVARD | PLEASANTON | CA | 94019 | 203225569 | 501(c)(3) | $20,000 | Project Support |
| SENIORS FIRST | |||||||
| 12183 LOCKSLEY LN | AUBURN | CA | 94596 | 680430154 | 501(c)(3) | $22,500 | Project Support |
| SFGH FOUNDATION CO HEROES AND HEARTS | |||||||
| 2789 25TH ST 2028 | SAN FRANCISCO | CA | 95602 | 943189424 | 501(c)(3) | $5,000,000 | Project Support |
| SHANTI PROJECT INC | |||||||
| 730 POLK ST FL 3 | SAN FRANCISCO | CA | 94110 | 942297147 | 501(c)(3) | $20,000 | Project Support |
| SHARE INC | |||||||
| 2306 NE ANDRESEN RD | VANCOUVER | WA | 94109 | 911205119 | 501(c)(3) | $45,000 | Project Support |
| SHAREFEST COMMUNITY DEVELOPMENT INC | |||||||
| 638 S BEACON ST 700 | SAN PEDRO | CA | 98661 | 205651596 | 501(c)(3) | $10,000 | Project Support |
| SHELTER INC OF CONTRA COSTA COUNTY | |||||||
| PO BOX 5368 | CONCORD | CA | 90731 | 680117241 | 501(c)(3) | $207,500 | Project Support |
| SHELTER PARTNERSHIP INC | |||||||
| 520 S GRAND AVE 695 | LOS ANGELES | CA | 94524 | 953976214 | 501(c)(3) | $13,750 | Sponsorships |
| SHELTERCARE | |||||||
| 499 W 4TH AVE | EUGENE | OR | 90071 | 237115003 | 501(c)(3) | $407,376 | Project Support |
| SHERIFFS COMMUNITY IMPACT PROGRAM THE | |||||||
| 2350 NORTHROP AVE | SACRAMENTO | CA | 97401 | 273457087 | 501(c)(3) | $20,000 | Project Support |
| Shirley Ware Education Foundation | |||||||
| 1000 Broadway675 | Oakland | CA | 95825 | 943319072 | 501(c)(3) | $32,500,000 | Project Support |
| Shrine of the Holy Cross Parish Daphne | |||||||
| 612 Main Street | Daphne | AL | 94607 | 473618645 | 501(c)(3) | $7,500 | Project Support |
| SIERRA FOREVER FAMILIES | |||||||
| 8928 VOLUNTEER LN100 | SACRAMENTO | CA | 36526 | 680002878 | 501(c)(3) | $20,000 | Project Support |
| SIERRA HEALTH FOUNDATION CENTER FOR | |||||||
| 1321 GARDEN HWY 210 | SACRAMENTO | CA | 95826 | 455282243 | 501(c)(3) | $125,000 | Project Support |
| SIERRA VISTA CHILD AND FAMILY SERVICES | |||||||
| 100 POPLAR AVENUE | MODESTO | CA | 95833 | 942158023 | 501(c)(3) | $150,000 | Project Support |
| SINGLE MOTHERS OUTREACH | |||||||
| 24781 APPLE ST B | SANTA CLARITA | CA | 95354 | 954646004 | 501(c)(3) | $10,000 | Project Support |
| SMILE UNTO HIM | |||||||
| 1317 W FOOTHILL BLVD 138 | UPLAND | CA | 91321 | 473989669 | 501(c)(3) | $20,000 | Project Support |
| SOCIAL ADVOCATES FOR YOUTH | |||||||
| 2447 SUMMERFIELD RD | SANTA ROSA | CA | 91786 | 941711490 | 501(c)(3) | $20,000 | Project Support |
| SOCIAL GOOD FUND | |||||||
| 12651 SAN PABLO AVE5473 | RICHMOND | CA | 95405 | 461323531 | 501(c)(3) | $13,000 | Project Support |
| SOCIAL JUSTICE LEARNING INSTITUTE INC | |||||||
| 600 CENTINELA AVE | INGLEWOOD | CA | 94805 | 263413373 | 501(c)(3) | $10,000 | Project Support |
| SOCIAL SCIENCE SERVICES INC | |||||||
| 18612 SANTA ANA AVE | BLOOMINGTON | CA | 90302 | 952914237 | 501(c)(3) | $15,000 | Project Support |
| SOCIETY OF ST VINCENT DE PAUL | |||||||
| 8101 SE CORNWELL ST | PORTLAND | OR | 92316 | 930456525 | 501(c)(3) | $30,000 | Project Support |
| SOCIETY OF ST VINCENT DE PAUL OF CONTRA | |||||||
| 2210 GLADSTONE DR | PITTSBURG | CA | 97206 | 941448577 | 501(c)(3) | $40,000 | Project Support |
| SOIL BORN FARMS URBAN PROJECT | |||||||
| PO BOX 661175 | SACRAMENTO | CA | 94565 | 200774693 | 501(c)(3) | $35,000 | Project Support |
| SOLANO COUNTY OFFICE OF EDUCATION | |||||||
| 5100 BUSINESS CENTER DR | FAIRFIELD | CA | 95866 | 946002197 | GOVERNMENT | $45,000 | Project Support |
| SOLUTIONS FOR AT RISK YOUTH | |||||||
| 579 WILLOW CT | BENICIA | CA | 94533 | 680479787 | 501(c)(3) | $10,000 | Project Support |
| SOMALI AMERICAN COUNCIL OF OREGON | |||||||
| 1511 SE 122ND AVE | PORTLAND | OR | 94510 | 320338616 | 501(c)(3) | $30,000 | Project Support |
| SONOMA COUNTY COMMUNITY DEVELOPMENT | |||||||
| 1440 GUERNEVILLE RD | SANTA ROSA | CA | 97233 | 942158408 | 501(c)(3) | $75,000 | Project Support |
| SONOMA COUNTY HEALTH SERVICES | |||||||
| DHS PUBLIC HEALTH LAB | SANTA ROSA | CA | 95403 | 946000539 | GOVERNMENT | $208,000 | Project Support |
| SONOMA COUNTY OFFICE OF | |||||||
| 5340 SKYLANE BLVD | SANTA ROSA | CA | 95405 | 946002635 | GOVERNMENT | $110,000 | Project Support |
| SONRISAS DENTAL HEALTH INC | |||||||
| 430 N EL CAMINO REAL | SAN MATEO | CA | 95403 | 943390196 | 501(c)(3) | $40,000 | Project Support |
| SOUTH BAY FAMILY | |||||||
| 23430 HAWTHORNE BLVD | TORRANCE | CA | 94401 | 237049937 | 501(c)(3) | $10,000 | Project Support |
| SOUTH CENTRAL FAMILY HEALTH CENTER | |||||||
| 1111 E VERNON AVE | LOS ANGELES | CA | 90505 | 953877793 | 501(c)(3) | $17,750 | Project Support |
| SOUTH SAN FRANCISCO PARKS DEPT | |||||||
| 33 ARROYO DR | SO SAN FRANCISCO | CA | 90011 | 946000435 | GOVERNMENT | $12,500 | Project Support |
| SOUTHERN ALAMEDA COUNTY COMMITTEE FOR | |||||||
| 21455 BIRCH ST STE 5 | HAYWARD | CA | 94080 | 942297155 | 501(c)(3) | $125,000 | Project Support |
| SOUTHLAND INTEGRATED SERVICES INC | |||||||
| 1618 W 1ST ST | SANTA ANA | CA | 94541 | 953403526 | 501(c)(3) | $20,000 | Project Support |
| SOW A SEED COMMUNITY FOUNDATION | |||||||
| 35 E 10TH ST D1 | TRACY | CA | 92703 | 113821058 | 501(c)(3) | $68,600 | Project Support |
| SPECIAL SERVICE FOR GROUPS | |||||||
| 905 E 8TH ST | LOS ANGELES | CA | 95376 | 951716914 | 501(c)(3) | $84,000 | Project Support |
| SPOON FOUNDATION | |||||||
| 135 SE MAIN ST STE 201 | PORTLAND | OR | 90021 | 260712302 | 501(c)(3) | $15,000 | Project Support |
| SPUR | |||||||
| 654 MISSION ST | SAN FRANCISCO | CA | 97214 | 941498232 | 501(c)(3) | $40,000 | Project Support |
| ST JOHNS PROGRAM FOR REAL CHANGE | |||||||
| 2443 FAIR OAKS BLVD | SACRAMENTO | CA | 94105 | 680132934 | 501(c)(3) | $25,000 | Project Support |
| ST FRANCIS CENTER OF REDWOOD CITY | |||||||
| 151 BUCKINGHAM AVE | REDWOOD CITY | CA | 95825 | 943052056 | 501(c)(3) | $15,000 | Project Support |
| ST JEANNE DE LESTONNAC FREE CLINIC | |||||||
| 1215 E CHAPMAN AVE | ORANGE | CA | 94063 | 953499011 | 501(c)(3) | $55,000 | Project Support |
| ST JOHNS WELL CHILD & FAMILY CENTER INC | |||||||
| 808 W 58TH ST | LOS ANGELES | CA | 92866 | 954067758 | 501(c)(3) | $10,000 | Sponsorships |
| ST MARYS CENTER | |||||||
| 925 BROCKHURST ST | OAKLAND | CA | 90037 | 680172229 | 501(c)(3) | $20,000 | Project Support |
| ST MARYS DINING ROOM | |||||||
| 545 W SONORA ST | STOCKTON | CA | 94608 | 942687280 | 501(c)(3) | $50,000 | Project Support |
| ST VINCENT DE PAUL SOCIETY ROSEVILLE | |||||||
| 503 GIUSEPPE CT 8 | ROSEVILLE | CA | 95203 | 680205405 | 501(c)(3) | $30,000 | Project Support |
| ST JOSEPHS MEDICAL CENTER | |||||||
| 1800 North California St | Stockton | CA | 95678 | 510432777 | 501(c)(3) | $3,307,494 | Project Support |
| STAND AGAINST DOMESTIC | |||||||
| 1410 DANZIG PLAZA 200 | CONCORD | CA | 95204 | 942476576 | 501(c)(3) | $98,000 | Project Support |
| STAND FOR CHILDREN LEADERSHIP CENTER INC | |||||||
| 2121 SW BROADWAY 111 | PORTLAND | OR | 94520 | 521957214 | 501(c)(3) | $24,500 | Project Support |
| STAND UP PLACER INC | |||||||
| PO BOX 5462 | AUBURN | CA | 97201 | 942578871 | 501(c)(3) | $25,000 | Project Support |
| STANFORD UNIVERSITY | |||||||
| 3160 Porter Drive | Palo Alto | CA | 95604 | 941156365 | 501(c)(3) | $319,286 | Research / Project Support |
| STANISLAUS COUNTY HEALTH SERVICES AGENCY | |||||||
| 251 E HACKETT RD | MODESTO | CA | 94304 | 946000540 | 501(c)(3) | $135,000 | Project Support |
| STARVISTA | |||||||
| 610 ELM ST 212 | SAN CARLOS | CA | 95358 | 943094966 | 501(c)(3) | $105,000 | Project Support |
| STATE CENTER COMMUNITY COLLEGE | |||||||
| 390 W FIR AVE | CLOVIS | CA | 94070 | 770190269 | GOVERNMENT | $25,000 | Project Support |
| STILES HALL | |||||||
| 2400 BANCROFT WAY | BERKELEY | CA | 93611 | 941156636 | 501(c)(3) | $85,000 | Project Support |
| STORE TO DOOR | |||||||
| PO BOX 4665 | PORTLAND | OR | 94704 | 943105555 | 501(c)(3) | $15,000 | Project Support |
| STREET LEVEL HEALTH PROJECT | |||||||
| 3125 E 15TH ST | OAKLAND | CA | 97208 | 562324355 | 501(c)(3) | $30,000 | Project Support |
| STRENGTH IN SUPPORT | |||||||
| 23461 S POINTE DR | LAGUNA HILLS | CA | 94601 | 461896501 | 501(c)(3) | $80,000 | Project Support |
| STUDENTS RUN AMERICA | |||||||
| 5252 CREBS AVE | TARZANA | CA | 92653 | 954430502 | 501(c)(3) | $11,500 | Project Support |
| SUNNYVALE COMMUNITY SERVICES | |||||||
| 725 KIFER RD | SUNNYVALE | CA | 91356 | 941713897 | 501(c)(3) | $45,000 | Project Support |
| SUNSET DISTRICT COMMUNITY | |||||||
| 3918 JUDAH STREET | SAN FRANCISCO | CA | 94086 | 931004117 | 501(c)(3) | $10,000 | Project Support |
| SUPPLYBANK ORG | |||||||
| 7730 PARDEE LN | OAKLAND | CA | 94122 | 510671019 | 501(c)(3) | $50,000 | Project Support |
| SUPPORTING MAMAS | |||||||
| 1144 ARDSLEY CT | SAN JOSE | CA | 94621 | 474561203 | 501(c)(3) | $20,947 | Project Support |
| SUSTAINABLE ECONOMIC | |||||||
| 1125 W 6TH ST 500 | LOS ANGELES | CA | 95120 | 954597000 | 501(c)(3) | $45,000 | Project Support |
| SWORDS TO PLOWSHARES VETERANS RIGHTS | |||||||
| 1060 HOWARD ST | SAN FRANCISCO | CA | 90017 | 942260626 | 501(c)(3) | $20,000 | Project Support |
| T H E CLINIC INC | |||||||
| 714 W OLYMPIC BLVD | LOS ANGELES | CA | 94103 | 237351622 | 501(c)(3) | $10,000 | Project Support |
| TARZANA TREATMENT CENTERS INC | |||||||
| 18646 OXNARD ST | TARZANA | CA | 90015 | 942219349 | 501(c)(3) | $15,000 | Project Support |
| TEEN KITCHEN PROJECT | |||||||
| 2880 RESEARCH PARK DR | SOQUEL | CA | 91356 | 270524692 | 501(c)(3) | $15,000 | Project Support |
| TENDERLOIN NEIGHBORHOOD | |||||||
| 201 EDDY ST | SAN FRANCISCO | CA | 95073 | 942761808 | 501(c)(3) | $20,000 | Project Support |
| THE ABUNDANT TABLE | |||||||
| 1012 W VENTURA BLVD | CAMARILLO | CA | 94102 | 262243787 | 501(c)(3) | $8,332 | Project Support |
| THE ALANO CLUB OF PORTLAND | |||||||
| 909 NW 24TH AVE | PORTLAND | OR | 93010 | 930370227 | 501(c)(3) | $24,500 | Project Support |
| THE CATALYST FOUNDATION | |||||||
| 547 W LANCAR BLVD | LANCASTER | CA | 97210 | 770357456 | 501(c)(3) | $11,314 | Project Support |
| THE CHILDRENS BOOK BANK | |||||||
| 1915 NE 7TH AVE | PORTLAND | OR | 93534 | 261600475 | 501(c)(3) | $15,000 | Project Support |
| THE DIVERSITY CENTER | |||||||
| 1117 SOQUEL AVE | SANTA CRUZ | CA | 97212 | 770212967 | 501(c)(3) | $20,000 | Project Support |
| THE EDWARD BOSS PRADO FOUNDATION | |||||||
| 35 PEEBLES AVE | MORGAN HILL | CA | 95062 | 811659497 | 501(c)(3) | $15,000 | Project Support |
| THE EXPLORATORIUM | |||||||
| PIER 17 SUITE 100 | San Francisco | CA | 95037 | 941696494 | 501(c)(3) | $15,000 | Project Support |
| THE HEALTH COMMUNICATION RESEARCH INST | |||||||
| 5025 J ST STE 311 | SACRAMENTO | CA | 94111 | 680195121 | 501(c)(3) | $25,000 | Project Support |
| THE HEALTH TRUST | |||||||
| 3180 NEWBERRY DR | SAN JOSE | CA | 95819 | 946050231 | 501(c)(3) | $50,000 | Project Support |
| THE KENNEDY COMMISSION | |||||||
| 17701 COWAN 200 | IRVINE | CA | 95118 | 330959380 | 501(c)(3) | $40,000 | Project Support |
| THE LATINA CENTER | |||||||
| 3701 BARRETT AVE | RICHMOND | CA | 92614 | 680470904 | 501(c)(3) | $20,000 | Project Support |
| THE LEAVEN | |||||||
| 2220 BOYNTON AVE A | FAIRFIELD | CA | 94805 | 263653717 | 501(c)(3) | $55,000 | Project Support |
| THE SALVATION ARMY | |||||||
| 2626 PACIFIC ST | HIGHLAND | CA | 94533 | 941156347 | 501(c)(3) | $30,000 | Project Support |
| THE UNITY COUNCIL | |||||||
| 1900 FRUITVALE AVENUE | OAKLAND | CA | 92346 | 941670490 | 501(c)(3) | $1,500,000 | Project Support |
| THINK TOGETHER | |||||||
| 2101 E 4TH ST 200B | SANTA ANA | CA | 94601 | 330781751 | 501(c)(3) | $102,500 | Project Support |
| TIBURCIO VASQUEZ HEALTH CENTER | |||||||
| 22331 MISSION BLVD | HAYWARD | CA | 92705 | 237118361 | 501(c)(3) | $145,000 | Project Support |
| TIDES CENTER | |||||||
| 1438 WEBSTER ST STE 101 | OAKLAND | CA | 94541 | 943213100 | 501(c)(3) | $791,022 | Project Support |
| TIME FOR CHANGE FOUNDATION | |||||||
| PO BOX 25040 | SAN BERNARDINO | CA | 94612 | 522405277 | 501(c)(3) | $10,000 | Project Support |
| TOURO UNIVERSITY CALIFORNIA | |||||||
| 1310 CLUB DR | VALLEJO | CA | 92406 | 133838740 | 501(c)(3) | $25,000 | Project Support |
| TRANSITION PROJECTS | |||||||
| 665 NW HOYT ST | PORTLAND | OR | 94592 | 930591582 | 501(c)(3) | $54,500 | Project Support |
| TRANSITIONAL LIVING & COMMUNITY SUPPORT | |||||||
| 650 HOWE AVE BLDG 400 | SACRAMENTO | CA | 97209 | 942777955 | 501(c)(3) | $40,427 | Project Support |
| TRI-CITY ELDER COALITION | |||||||
| 3300 CAPITAL AVE BLDG B | FREMONT | CA | 95825 | 946027361 | 501(c)(3) | $90,000 | Project Support |
| TRI-CITY HEALTH CENTER | |||||||
| 40910 FREMONT BLVD | FREMONT | CA | 94537 | 237255435 | 501(c)(3) | $60,000 | Project Support |
| TRILLIUM FAMILY SERVICES | |||||||
| 3415 SE POWELL BLVD | PORTLAND | OR | 94538 | 930386966 | 501(c)(3) | $15,000 | Project Support |
| TRI-VALLEY HAVEN FOR WOMEN | |||||||
| 3663 PACIFIC AVENUE | LIVERMORE | CA | 97202 | 942462357 | 501(c)(3) | $15,000 | Project Support |
| TRI-VALLEY NONPROFIT ALLIANCE | |||||||
| PO BOX 2467 | LIVERMORE | CA | 94551 | 474672151 | 501(c)(3) | $20,000 | Project Support |
| TRUST FOR PUBLIC LAND | |||||||
| 1410 N GRANT ST | DENVER | CO | 94551 | 237222333 | 501(c)(3) | $95,000 | Project Support |
| TUCKER MAXON ORAL SCHOOL | |||||||
| 2860 SE HOLGATE BLVD | PORTLAND | OR | 80203 | 930391592 | 501(c)(3) | $15,000 | Project Support |
| TUFTS MEDICAL CENTER INC | |||||||
| 800 Washington Street | Boston | MA | 97202 | 042720360 | Government | $29,372 | Research / Project Support |
| Turning Point Foundation | |||||||
| 557 E Thompson Blvd | Ventura | CA | 02111 | 770213467 | 501(c)(3) | $20,000 | Project Support |
| UC REGENTS | |||||||
| 3333 California St | San Francisco | CA | 93001 | 946036494 | Government | $1,533,777 | Research / Project Support |
| UNCOMMON GOOD | |||||||
| 211 W FOOTHILL BLVD | CLAREMEONT | CA | 94143 | 954792792 | 501(c)(3) | $10,000 | Project Support |
| UNION GOSPEL MISSION | |||||||
| 400 BANNON ST | SACRAMENTO | CA | 91711 | 946103618 | 501(c)(3) | $15,000 | Project Support |
| UNITED CAMBODIAN COMMUNITY | |||||||
| 2201 E ANAHEIM ST 200 | LONG BEACH | CA | 95811 | 953442295 | 501(c)(3) | $7,500 | Project Support |
| UNITED HEALTH CENTERS | |||||||
| PO BOX 790 | PARLIER | CA | 90804 | 941732538 | 501(c)(3) | $90,000 | Project Support |
| UNITED SAMARITANS FOUNDATION | |||||||
| 220 SOUTH BROADWAY | TURLOCK | CA | 93648 | 770393321 | 501(c)(3) | $130,000 | Project Support |
| UNITED STATES VETERANS INITIATIVE | |||||||
| 800 W 6TH ST 1505 | LOS ANGELES | CA | 95380 | 954382752 | 501(c)(3) | $95,750 | Project Support |
| UNITED WAY FRESNO AND MADERA COUNTIES | |||||||
| 4949 E KINGS CANYON RD | FRESNO | CA | 90017 | 941156514 | 501(c)(3) | $50,000 | Project Support |
| UNITED WAY OF SANTA CRUZ COUNTY | |||||||
| 4450 CAPITOLA RD 106 | CAPITOLA | CA | 93727 | 941422471 | 501(c)(3) | $70,000 | Project Support |
| UNITED WAY OF THE BAY AREA | |||||||
| 550 KEARNY ST | SAN FRANCISCO | CA | 95010 | 941312348 | 501(c)(3) | $95,000 | Project Support |
| UNITED WAY OF THE STANISLAUS AREA | |||||||
| 422 MCHENRY AVE | MODESTO | CA | 94108 | 941212129 | 501(c)(3) | $90,000 | Project Support |
| UNITED WAY OF THE WINE COUNTRY | |||||||
| 975 CORP CTR PKWY | SANTA ROSA | CA | 95354 | 941669646 | 501(c)(3) | $105,000 | Project Support |
| UNIVERSITY MUSLIM MEDICAL ASSOCIATION | |||||||
| 711 W FLORENCE AVE | LOS ANGELES | CA | 95407 | 954666712 | 501(c)(3) | $10,250 | Project Support |
| UNIVERSITY OF ALABAMA AT BIRMINGHAM | |||||||
| 1720 2nd Avenue | Birmingham | AL | 90044 | 636001138 | Government | $77,713 | Research / Project Support |
| UNIVERSITY OF CALIFORNIA BERKELEY | |||||||
| 1608 4TH Street | Berkeley | CA | 94710 | 946002123 | Government | $6,008 | Research / Project Support |
| UNIVERSITY OF CALIFORNIA SAN FRANCISCO | |||||||
| 2200 Post Street | San Francisco | CA | 94710 | 946036493 | Government | $449,591 | Research / Project Support |
| UNIVERSITY OF CHICAGO PRESS | |||||||
| 6030 S Ellis | Chicago | IL | 95358 | 362177139 | Government | $18,613 | Research / Project Support |
| UNIVERSITY OF FLORIDA HEALTH | |||||||
| 2197 Mowry Road | Gainesville | FL | 60637 | 596002052 | Government | $15,163 | Research / Project Support |
| University of Hawaii | |||||||
| 2440 Campus Road | Honolulu | HI | 32611 | 996000354 | Government | $28,676 | Research |
| UNIVERSITY OF MASSACHUSETTS WORCESTER | |||||||
| 55 Lake Ave North | Worcester | MA | 96822 | 046013152 | Government | $202,121 | Research / Project Support |
| UNIVERSITY OF PITTSBURGH | |||||||
| 123 University Place | Pittsburgh | PA | 01655 | 250965591 | Government | $67,643 | Research / Project Support |
| UNIVERSITY OF THE PACIFIC | |||||||
| 3601 PACIFIC AVE | STOCKTON | CA | 15213 | 941156266 | 501(c)(3) | $40,000 | Project Support |
| UNIVERSITY OF UTAH | |||||||
| 201 S President Cir | Salt Lake City | UT | 95211 | 876000525 | Government | $70,703 | Research / Project Support |
| UNIVERSITY OF WASHINGTON | |||||||
| 4333 Brooklyn Ave NE | Seattle | WA | 91356 | 916001537 | Government | $1,077,361 | Research / Project Support |
| UPVALLEY FAMILY CENTERS | |||||||
| 1440 SPRING ST | SAINT HELENA | CA | 98195 | 800023012 | 501(c)(3) | $35,000 | Project Support |
| URBAN DESIGN 4 HEALTH INC | |||||||
| 353 Rockingham St | Rochester | NY | 94574 | 113756463 | 501(c)(3) | $98,540 | Research / Project Support |
| URBAN GLEANERS | |||||||
| PO BOX 6344 | PORTLAND | OR | 94621 | 204641665 | 501(c)(3) | $15,000 | Project Support |
| URBAN HABITAT | |||||||
| 2000 FRANKLIN ST | OAKLAND | CA | 97228 | 200275424 | 501(c)(3) | $95,000 | Project Support |
| URBAN LEAGUE OF PORTLAND | |||||||
| 10 N RUSSELL ST | PORTLAND | OR | 94612 | 930395590 | 501(c)(3) | $95,000 | Project Support |
| UT SOUTHWESTERN MEDICAL CENTER | |||||||
| 5323 Harry Hines Blvd | Dallas | TX | 97227 | 741587488 | 501(c)(3) | $830,356 | Research / Project Support |
| VACAVILLE NEIGHBORHOOD BOYS | |||||||
| 100 HOLLY LANE | VACAVILLE | CA | 75390 | 134223488 | 501(c)(3) | $56,000 | Project Support |
| VALLEJO CITY UNIFIED DISTRICT | |||||||
| 665 WALNUT AVE | VALLEJO | CA | 95688 | 680111380 | GOVERNMENT | $19,558 | Project Support |
| VALLEY CARE COMMUNITY CONSORTIUM | |||||||
| 7515 VAN NUYS BLVD | VAN NUYS | CA | 94592 | 205569606 | 501(c)(3) | $9,350 | Sponsorships |
| VALLEY FAMILY CENTER | |||||||
| 302 S BRAND BLVD | SAN FERNANDO | CA | 91405 | 954105054 | 501(c)(3) | $19,000 | Project Support |
| VALLEY VERDE | |||||||
| 376 W VIRGINIA ST | SAN JOSE | CA | 91340 | 453084814 | 501(c)(3) | $35,000 | Project Support |
| VALLEY VILLAGE | |||||||
| 20830 SHERMAN WAY | WINNETKA | CA | 95125 | 237314159 | 501(c)(3) | $15,000 | Project Support |
| VENICE FAMILY CLINIC FOUNDATION | |||||||
| 604 ROSE AVE | VENICE | CA | 91306 | 273484548 | 501(c)(3) | $10,000 | Sponsorships |
| VERITY COMPASSION SAFETY SUPPORT | |||||||
| 835 PINER RD D | SANTA ROSA | CA | 90291 | 942437947 | 501(c)(3) | $20,144 | Project Support |
| VIA CARE COMMUNITY HEALTH CENTER INC | |||||||
| 501 S ATLANTIC BLVD | LOS ANGELES | CA | 95403 | 800699156 | 501(c)(3) | $30,000 | Project Support |
| VICTOR VALLEY COMMUNITY SERVICES COUNCIL | |||||||
| PO BOX 1992 | VICTORVILLE | CA | 90022 | 952041473 | 501(c)(3) | $10,000 | Project Support |
| VIETNAMESE AMERICAN COMMUNITY | |||||||
| 655 INTERNATIONAL BLVD | OAKLAND | CA | 92393 | 205358946 | 501(c)(3) | $20,000 | Project Support |
| VILLAGES NW-METRO | |||||||
| 1402 SE CORA ST | PORTLAND | OR | 94606 | 464190513 | 501(c)(3) | $15,000 | Project Support |
| VIRGINIA GARCIA MEMORIAL FOUNDATION | |||||||
| PO BOX 6149 | BEAVERTON | OR | 97202 | 912077840 | 501(c)(3) | $15,000 | Project Support |
| VISION Y COMPROMISO | |||||||
| 2536 EDWARDS AVE | EL CERRITO | CA | 97007 | 320071651 | 501(c)(3) | $138,000 | Project Support |
| VISTA COMMUNITY CLINIC | |||||||
| 1000 VALE TERRACE | VISTA | CA | 94530 | 952815615 | 501(c)(3) | $20,000 | Project Support |
| VITALANT | |||||||
| 270 Masonic Ave | San Francisco | CA | 92084 | 860098929 | 501(c)(3) | $84,421 | Research / Project Support |
| VOLUNTEER CENTER | |||||||
| 1740 17TH AVE | SANTA CRUZ | CA | 94118 | 941702678 | 501(c)(3) | $12,000 | Project Support |
| VOLUNTEERS IN MEDICINE CLINIC | |||||||
| 2260 MARCOLA RD | SPRINGFIELD | OR | 95062 | 931276816 | 501(c)(3) | $23,000 | Project Support |
| WALL LAS MEMORIAS PROJECT | |||||||
| 5619 MONTE VISTA ST | LOS ANGELES | CA | 97477 | 954468225 | 501(c)(3) | $32,300 | Project Support |
| WARMING CENTER PROGRAM | |||||||
| PO BOX 462 | SANTA CRUZ | CA | 90042 | 822706806 | 501(c)(3) | $25,000 | Project Support |
| Washington State University | |||||||
| PO Box 641025 | Pullman | WA | 95061 | 916001108 | Government | $175,775 | Project Support |
| Washington State University Foundation | |||||||
| Po Box 641927 | Pullman | WA | 99164 | 911075542 | 501(c)(3) | $30,000 | Project Support |
| WEAVE INC | |||||||
| 1900 K ST | SACRAMENTO | CA | 99164 | 942493158 | 501(c)(3) | $25,000 | Project Support |
| WELL OF HEALING MOBILE MEDICAL CLINIC | |||||||
| 7625 EAST AVE | FONTANA | CA | 95811 | 330831503 | 501(c)(3) | $15,000 | Project Support |
| WELLSPACE HEALTH INC | |||||||
| 777 12TH ST 250 | SACRAMENTO | CA | 92336 | 941713704 | 501(c)(3) | $289,184 | Project Support |
| WEST COUNTY COMMUNITY SERVICES | |||||||
| 16390 MAIN ST | GUERNEVILLE | CA | 95814 | 942277740 | 501(c)(3) | $60,000 | Project Support |
| WEST COUNTY HEALTH CENTERS INC | |||||||
| PO BOX 1449 | GUERNEVILLE | CA | 95446 | 237310613 | 501(c)(3) | $250,000 | Project Support |
| WEST COVINA UNIFIED SCHOOL DISTRICT | |||||||
| 1717 W MERCED AVE | WEST COVINA | CA | 95446 | 956003481 | Government | $11,415 | Project Support |
| WEST MARIN SENIOR SERVICES | |||||||
| 11435 SR ONE | PT REYES STATION | CA | 91790 | 510192320 | 501(c)(3) | $20,000 | Project Support |
| WEST MODESTO COMMUNITY COLLABORATIVE | |||||||
| 601 S MLK DR | MODESTO | CA | 94956 | 311751288 | 501(c)(3) | $180,000 | Project Support |
| WESTCARE CALIFORNIA INC | |||||||
| 1900 N GATEWAY BLVD | FRESNO | CA | 95351 | 237368450 | 501(c)(3) | $150,000 | Project Support |
| Westminster Free Clinic | |||||||
| 5560 Napoleon Ave | Oak Park | CA | 93727 | 770563241 | 501(c)(3) | $40,000 | Project Support |
| WESTSIDE FAMILY HEALTH CENTER | |||||||
| 1711 OCEAN PARK BLVD | SANTA MONICA | CA | 91377 | 952931931 | 501(c)(3) | $15,000 | Project Support |
| WHAT WOULD JESUS DO MINISTRIES INC | |||||||
| 236 S SANTA CRUZ AVE A | MODESTO | CA | 90405 | 272849449 | 501(c)(3) | $6,000 | Project Support |
| WILLAMETTE FAMILY INC | |||||||
| 687 CHESHIRE AVE | EUGENE | OR | 95354 | 930569684 | 501(c)(3) | $92,857 | Project Support |
| WILLIAM TEMPLE HOUSE | |||||||
| 2023 NW HOYT ST | PORTLAND | OR | 97402 | 930559964 | 501(c)(3) | $15,000 | Project Support |
| WILMINGTON COMMUNITY CLINIC | |||||||
| 1009 N AVALON BLVD | WILMINGTON | CA | 97209 | 953137803 | 501(c)(3) | $10,000 | Project Support |
| WIND YOUTH SERVICES | |||||||
| 815 S ST | SACRAMENTO | CA | 90744 | 237348227 | 501(c)(3) | $25,000 | Project Support |
| WINDS FOUNDATION INC | |||||||
| PO BOX 3633 | VICTORVILLE | CA | 95811 | 271404608 | 501(c)(3) | $22,100 | Project Support |
| Winters Healthcare | |||||||
| 310 Main St | Winters | CA | 92393 | 680454670 | 501(c)(3) | $250,000 | Project Support |
| WISE & HEALTHY AGING | |||||||
| 1527 4TH ST 2ND FL | SANTA MONICA | CA | 95694 | 952788014 | 501(c)(3) | $40,000 | Project Support |
| WOMEN AGAINST GUN VIOLENCE | |||||||
| 10401 VENICE BLVD | LOS ANGELES | CA | 90401 | 954738754 | 501(c)(3) | $9,300 | Sponsorships |
| WOMEN HELPING WOMEN | |||||||
| 2803 MCGAW AVE | IRVINE | CA | 90034 | 330576900 | 501(c)(3) | $25,000 | Project Support |
| WOMENS CROWNED IN GLORY INC | |||||||
| 7120 HAYVENHURST AVE314 | VAN NUYS | CA | 92614 | 954808038 | 501(c)(3) | $8,155 | Project Support |
| WOMENS EMPOWERMENT | |||||||
| 1590 A ST | SACRAMENTO | CA | 91406 | 030520643 | 501(c)(3) | $20,000 | Project Support |
| WRITE AROUND PORTLAND | |||||||
| 133 SW 2ND AVE STE 304 | PORTLAND | OR | 95811 | 841482706 | 501(c)(3) | $15,000 | Project Support |
| YALE UNIVERSITY | |||||||
| 150 Munson Street | New Haven | CT | 97204 | 060646973 | 501(c)(3) | $34,534 | Research / Project Support |
| YES NATURE TO NEIGHBORHOODS | |||||||
| 3029 MACDONALD AVE | RICHMOND | CA | 06520 | 030458294 | 501(c)(3) | $20,000 | Project Support |
| YMCA OF SAN FRANCISCO | |||||||
| 50 CALIFORNIA ST | SAN FRANCISCO | CA | 94804 | 940997140 | 501(c)(3) | $112,500 | Project Support |
| YMCA OF SILICON VALLEY | |||||||
| 80 SARATOGA AVE | SANTA CLARA | CA | 94111 | 941156318 | 501(c)(3) | $50,000 | Project Support |
| YMCA OF WEST SAN GABRIEL VALLEY | |||||||
| 401 CORTO ST | ALHAMBRA | CA | 95051 | 951644051 | 501(c)(3) | $8,750 | Project Support |
| YOLO COUNTY CHILDRENS | |||||||
| 600 A ST Y | DAVIS | CA | 91801 | 680526185 | 501(c)(3) | $125,000 | Project Support |
| YOLO COUNTY EMS | |||||||
| 137 N COTTONWOOD ST1300 | WOODLAND | CA | 95616 | 946000548 | GOVERNMENT | $50,000 | Project Support |
| YOLO HEALTHY AGING ALLIANCE | |||||||
| 600 A ST C | DAVIS | CA | 95695 | 461075195 | 501(c)(3) | $10,000 | Project Support |
| YOUNG ARTIST CONSERVATORY | |||||||
| 500 DAVIS ST | VACAVILLE | CA | 95616 | 202734913 | 501(c)(3) | $24,000 | Project Support |
| YOUNG MENS CHRISTIAN ASSOCIATION | |||||||
| 1553 N SCHRADER BLVD | LOS ANGELES | CA | 95688 | 951644052 | 501(c)(3) | $77,295 | Project Support |
| YOUTH ALIVE | |||||||
| 3300 ELM ST | OAKLAND | CA | 90028 | 943143254 | 501(c)(3) | $128,000 | Project Support |
| YOUTH OUTSIDE | |||||||
| 436 14TH ST 1209 | OAKLAND | CA | 94609 | 800565914 | 501(c)(3) | $75,000 | Project Support |
| YOUTH POLICY INSTITUTE | |||||||
| 6464 W SUNSET BLVD | LOS ANGELES | CA | 94612 | 521278339 | 501(c)(3) | $7,500 | Sponsorships |
| YOUTH RADIO | |||||||
| 1701 BROADWAY | OAKLAND | CA | 90028 | 943180825 | 501(c)(3) | $188,000 | Project Support |
| YOUTH SPEAKS INC | |||||||
| 1663 MISSION ST604 | SAN FRANCISCO | CA | 94612 | 912134499 | 501(c)(3) | $20,000 | Project Support |
| YWCA | |||||||
| PO BOX 3506 | SANTA ROSA | CA | 94103 | 942347428 | 501(c)(3) | $20,000 | Project Support |
| YWCA OF GLENDALE | |||||||
| 735 E LEXINGTON DR | GLENDALE | CA | 95402 | 951644057 | 501(c)(3) | $25,000 | Project Support |
| YWCA PASADENA-FOOTHILL VALLEY | |||||||
| 50 N HILL AVE 301 | PASADENA | CA | 91206 | 951644059 | 501(c)(3) | $29,850 | Project Support |
| ZERO BREAST CANCER | |||||||
| 30 N San Pedro Rd | San Rafael | CA | 91106 | 680386016 | 501(c)(3) | $24,147 | Research / Project Support |
| HEALTHPARTNERS INC | |||||||
| PO Box 1524 | Minneapolis | MN | 55440 | 411693838 | 501(c)(3) | $522,990 | research |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1003 | Total501c3OrgCnt |
| Total Other Org | 1 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Scholarships | GrantTypeTxt |
| Recipient | 513 | RecipientCnt |
| Cash Grant | $1,158,000 | CashGrantAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE I, PART I, LINE 2 | FormAndLineReferenceDesc |
| Explanation | Grantees are required to submit a final report that describes progress towards goals, impact to date, as well as financial accounting for how funds were used. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Severance Payment | Yes (true) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (true) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | Yes (true) | InitialContractExceptionInd |
| Rebuttable Presumption Proc | Yes (true) | RebuttablePresumptionProcInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (84 entries)
| TitleTitleTxt | Base Compensation Filing OrgBaseCompensationFilingOrgAmt | Compensation Based On Rltd OrgsCompensationBasedOnRltdOrgsAmt | Bonus Filing OrganizationBonusFilingOrganizationAmount | Bonus Related OrganizationsBonusRelatedOrganizationsAmt | Other Compensation Filing OrgOtherCompensationFilingOrgAmt | Other Compensation Rltd OrgsOtherCompensationRltdOrgsAmt | Deferred Compensation Flng OrgDeferredCompensationFlngOrgAmt | Deferred Comp Rltd OrgsDeferredCompRltdOrgsAmt | Nontaxable Benefits Filing OrgNontaxableBenefitsFilingOrgAmt | Nontaxable Benefits Rltd OrgsNontaxableBenefitsRltdOrgsAmt | Total Compensation Filing OrgTotalCompensationFilingOrgAmt | Total Compensation Rltd OrgsTotalCompensationRltdOrgsAmt | Comp Report Prior990 Filing OrgCompReportPrior990FilingOrgAmt | Comp Report Prior990 Rltd OrgsCompReportPrior990RltdOrgsAmt |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Gregory Adams | ||||||||||||||
| Chairman & CEO | $0 | $1,311,861 | $0 | $3,637,446 | $0 | $556,058 | $0 | $681,386 | $0 | $26,506 | $0 | $6,213,257 | $0 | $1,174,224 |
| Ramon F Baez | ||||||||||||||
| Director | $0 | $236,500 | $0 | $0 | $0 | $13,530 | $0 | $1,555 | $0 | $0 | $0 | $251,585 | $0 | $0 |
| David J Barger | ||||||||||||||
| Director | $0 | $227,000 | $0 | $0 | $0 | $0 | $0 | $4,554 | $0 | $0 | $0 | $231,554 | $0 | $0 |
| Mary Ann Barnes | ||||||||||||||
| Region President - HI | $0 | $0 | $0 | $143,745 | $0 | $9,315 | $0 | $0 | $0 | $0 | $0 | $153,060 | $0 | $0 |
| Anthony Barrueta | ||||||||||||||
| SVP, Government Relations | $0 | $476,664 | $0 | $759,021 | $0 | $41,881 | $0 | $433,858 | $0 | $22,743 | $0 | $1,734,167 | $0 | $0 |
| Raymond Baxter | ||||||||||||||
| SVP, CB Research & Hlth Policy | $0 | $0 | $0 | $102,909 | $0 | $12,700 | $0 | $39,447 | $0 | $0 | $0 | $155,056 | $0 | $0 |
| Kristin Bear | ||||||||||||||
| Assistant Secretary | $0 | $238,589 | $0 | $117,747 | $0 | $12,739 | $0 | $195,193 | $0 | $19,787 | $0 | $584,055 | $0 | $0 |
| Kathryn Beiser | ||||||||||||||
| SVP Chf Communications Officer | $0 | $452,538 | $0 | $564,897 | $0 | $549,895 | $0 | $446,962 | $0 | $31,502 | $0 | $2,045,794 | $0 | $0 |
| Vanessa Benavides | ||||||||||||||
| SVP,Chf Compliance & Priv. Off | $0 | $448,467 | $0 | $560,813 | $0 | $49,263 | $0 | $236,769 | $0 | $20,317 | $0 | $1,315,629 | $0 | $0 |
| Regina M Benjamin MD MBA | ||||||||||||||
| Director | $0 | $210,500 | $0 | $0 | $0 | $8,668 | $0 | $36,843 | $0 | $0 | $0 | $256,011 | $0 | $0 |
| Chuck Bevilacqua | ||||||||||||||
| SVP, Health Plan Svc & Admin | $0 | $773,320 | $0 | $865,615 | $0 | $25,303 | $0 | $350,814 | $0 | $25,675 | $0 | $2,040,727 | $0 | $0 |
| Chandrika Bhalla | ||||||||||||||
| SVP, CFO - NCAL | $0 | $575,962 | $0 | $444,490 | $0 | $19,612 | $0 | $277,153 | $0 | $28,693 | $0 | $1,345,910 | $0 | $0 |
| Maryann Bodayle | ||||||||||||||
| Assistant Secretary | $0 | $162,592 | $0 | $13,052 | $0 | $2,285 | $0 | $59,564 | $0 | $9,977 | $0 | $247,470 | $0 | $0 |
| Christopher Boyd | ||||||||||||||
| SVP, Area Manager Large | $0 | $429,117 | $0 | $207,520 | $0 | $363,557 | $0 | $148,729 | $0 | $19,656 | $0 | $1,168,579 | $0 | $305,294 |
| William Caswell | ||||||||||||||
| SVP, Operations | $0 | $566,862 | $0 | $448,651 | $0 | $129,194 | $0 | $188,489 | $0 | $23,783 | $0 | $1,356,979 | $0 | $0 |
| Bechara Choucair | ||||||||||||||
| SVP, Chief Cmty Health Officer | $0 | $518,350 | $0 | $414,572 | $0 | $50,946 | $0 | $304,173 | $0 | $22,428 | $0 | $1,310,469 | $0 | $24,211 |
| Greg Christian | ||||||||||||||
| SVP, Area Mgr - San Bernadino | $0 | $470,258 | $0 | $270,622 | $0 | $118,485 | $0 | $299,586 | $0 | $23,870 | $0 | $1,182,821 | $0 | $78,376 |
| Judith Coffey | ||||||||||||||
| SVP, Area Manager Group - NCAL | $0 | $72,724 | $0 | $229,444 | $0 | $50,972 | $0 | $65,624 | $0 | $5,870 | $0 | $424,634 | $0 | $24,494 |
| Jeffrey Collins | ||||||||||||||
| SVP,Health Plan &Hospital Opns | $0 | $522,491 | $0 | $287,106 | $0 | $442,211 | $0 | $161,897 | $0 | $25,521 | $0 | $1,439,226 | $0 | $303,134 |
| Charles Columbus | ||||||||||||||
| SVP, Chief HR Officer | $0 | $230,517 | $0 | $1,175,960 | $0 | $1,161,687 | $0 | $182,369 | $0 | $10,260 | $0 | $2,760,793 | $0 | $1,130,390 |
| Diane Comer | ||||||||||||||
| SVP, Business Info Officer | $0 | $399,903 | $0 | $528,140 | $0 | $549,199 | $0 | $175,797 | $0 | $26,061 | $0 | $1,679,100 | $0 | $404,423 |
| Mark Costa | ||||||||||||||
| SVP, Area Manager Large | $0 | $454,057 | $0 | $296,762 | $0 | $409,949 | $0 | $175,632 | $0 | $25,360 | $0 | $1,361,760 | $0 | $289,306 |
| Patrick Courneya | ||||||||||||||
| EVP, Chief Medical Officer | $0 | $594,720 | $0 | $716,678 | $0 | $439,925 | $0 | $1,214,561 | $0 | $23,683 | $0 | $2,989,567 | $0 | $282,719 |
| Richard Daniels | ||||||||||||||
| EVP, Chief Information Officer | $0 | $824,474 | $0 | $1,391,759 | $0 | $370,014 | $0 | $1,334,363 | $0 | $38,320 | $0 | $3,958,930 | $0 | $0 |
| George Disalvo | ||||||||||||||
| SVP, CFO - SCAL | $0 | $626,267 | $0 | $829,725 | $0 | $190,593 | $0 | $219,939 | $0 | $22,563 | $0 | $1,889,087 | $0 | $0 |
| Jeffrey E Epstein | ||||||||||||||
| Director | $0 | $243,000 | $0 | $0 | $0 | $8,395 | $0 | -$26,164 | $0 | $0 | $0 | $225,231 | $0 | $0 |
| Elizabeth Finley | ||||||||||||||
| SVP, Area Manager - San Diego | $0 | $451,359 | $0 | $222,472 | $0 | $103,065 | $0 | $386,239 | $0 | $24,375 | $0 | $1,187,510 | $0 | $0 |
| Deborah Friberg | ||||||||||||||
| Bus Planning & Corp Dev't Exec | $0 | $247,583 | $0 | $0 | $0 | $55,384 | $0 | $88,656 | $0 | $31,537 | $0 | $423,160 | $0 | $0 |
| Daniel Garcia | ||||||||||||||
| SVP, Chief Compliance Officer | $0 | $0 | $0 | $0 | $0 | $58,564 | $0 | $0 | $0 | $0 | $0 | $58,564 | $0 | $49,611 |
| Michelle Gaskill | ||||||||||||||
| SVP,Health Plan &Hospital Opns | $0 | $488,858 | $0 | $270,051 | $0 | $70,088 | $0 | $143,172 | $0 | $28,238 | $0 | $1,000,407 | $0 | $0 |
| Bernice Gould | ||||||||||||||
| Assistant Secretary | $0 | $208,314 | $0 | $24,065 | $0 | $2,566 | $0 | $187,578 | $0 | $10,678 | $0 | $433,201 | $0 | $0 |
| William Graber | ||||||||||||||
| Director | $0 | $0 | $0 | $0 | $0 | $10,284 | $0 | $0 | $0 | $0 | $0 | $10,284 | $0 | $0 |
| Ron Groepper | ||||||||||||||
| SVP, Area Manager - Greater SF | $0 | $532,998 | $0 | $271,563 | $0 | $429,871 | $0 | $131,879 | $0 | $25,674 | $0 | $1,391,985 | $0 | $0 |
| Thomas Hanenburg | ||||||||||||||
| SVP, Chief Operating Officer | $0 | $647,884 | $0 | $557,820 | $0 | $42,804 | $0 | $228,287 | $0 | $27,426 | $0 | $1,504,221 | $0 | $0 |
| Corwin Harper | ||||||||||||||
| SVP, Area Mgr - Central Valley | $0 | $432,755 | $0 | $246,761 | $0 | $426,761 | $0 | $195,889 | $0 | $31,372 | $0 | $1,333,538 | $0 | $386,332 |
| Patricia Harvey | ||||||||||||||
| SVP, Qlty, Reg, & Clinical Ops | $0 | $373,118 | $0 | $278,669 | $0 | $92,284 | $0 | $274,807 | $0 | $18,569 | $0 | $1,037,447 | $0 | $0 |
| Leslie S Heisz | ||||||||||||||
| Director | $0 | $235,500 | $0 | $0 | $0 | $17,787 | $0 | $8,494 | $0 | $0 | $0 | $261,781 | $0 | $0 |
| David F Hoffmeister | ||||||||||||||
| Director | $0 | $222,000 | $0 | $0 | $0 | $12,880 | $0 | -$3,793 | $0 | $0 | $0 | $231,087 | $0 | $0 |
| Kimberly Horn | ||||||||||||||
| Regional President - MAS | $0 | $759,542 | $0 | $817,506 | $0 | $30,363 | $0 | $1,861,441 | $0 | $34,622 | $0 | $3,503,474 | $0 | $0 |
| Judith A Johansen JD | ||||||||||||||
| Director | $0 | $263,500 | $0 | $0 | $0 | $9,375 | $0 | -$13,027 | $0 | $0 | $0 | $259,848 | $0 | $0 |
| Laurel Junk | ||||||||||||||
| SVP, Enterprise Shared Svcs | $0 | $546,353 | $0 | $467,317 | $0 | $25,718 | $0 | $265,055 | $0 | $17,173 | $0 | $1,321,616 | $0 | $0 |
| Kim J Kaiser | ||||||||||||||
| Director | $0 | $26,300 | $0 | $0 | $0 | $13,160 | $0 | $0 | $0 | $0 | $0 | $39,460 | $0 | $0 |
| Tami Lamp | ||||||||||||||
| SVP, Chief HR Officer | $0 | $291,211 | $0 | $550,000 | $0 | $270,346 | $0 | $14,000 | $0 | $11,770 | $0 | $1,137,327 | $0 | $0 |
| Kathryn Lancaster | ||||||||||||||
| EVP & CFO | $0 | $1,110,792 | $0 | $1,801,204 | $0 | $3,309,963 | $0 | $482,339 | $0 | $16,037 | $0 | $6,720,335 | $0 | $2,480,584 |
| Janet Liang | ||||||||||||||
| Regional President - NCAL | $0 | $901,432 | $0 | $1,208,753 | $0 | $45,679 | $0 | $1,351,044 | $0 | $35,798 | $0 | $3,542,706 | $0 | $0 |
| Roland Lyon | ||||||||||||||
| SVP, Natl Del System Strategy | $0 | $508,767 | $0 | $658,824 | $0 | $92,278 | $0 | $292,052 | $0 | $27,654 | $0 | $1,579,575 | $0 | $0 |
| Gerald A Mccall | ||||||||||||||
| SVP, Operations | $0 | $268,737 | $0 | $448,651 | $0 | $100,289 | $0 | $13,499 | $0 | $11,509 | $0 | $842,685 | $0 | $0 |
| Colleen Mckeown | ||||||||||||||
| SVP, Area Manager Large | $0 | $616,128 | $0 | $219,447 | $0 | $111,446 | $0 | $323,391 | $0 | $24,095 | $0 | $1,294,507 | $0 | $0 |
| Thomas Meier | ||||||||||||||
| SVP, Corporate Treasurer | $0 | $488,751 | $0 | $565,117 | $0 | $123,880 | $0 | $226,729 | $0 | $33,614 | $0 | $1,438,091 | $0 | $0 |
| Julie Miller-Phipps | ||||||||||||||
| Region President - SCAL | $0 | $931,027 | $0 | $991,580 | $0 | $342,570 | $0 | $1,388,524 | $0 | $23,233 | $0 | $3,676,934 | $0 | $0 |
| Susan Mullaney | ||||||||||||||
| Region President - WA | $0 | $674,750 | $0 | $453,055 | $0 | $24,465 | $0 | $643,008 | $0 | $28,608 | $0 | $1,823,886 | $0 | $0 |
| Janet O'Hollaren | ||||||||||||||
| VP, COO | $0 | $460,177 | $0 | $260,425 | $0 | $78,885 | $0 | $485,368 | $0 | $24,740 | $0 | $1,309,595 | $0 | $0 |
| Donald Orndoff | ||||||||||||||
| SVP, NFS | $0 | $445,801 | $0 | $478,235 | $0 | $632,179 | $0 | $148,482 | $0 | $28,439 | $0 | $1,733,136 | $0 | $576,482 |
| Wade Overgaard | ||||||||||||||
| SVP, Health Plan Ops - CA | $0 | $768,317 | $0 | $865,615 | $0 | $192,689 | $0 | $383,419 | $0 | $32,444 | $0 | $2,242,484 | $0 | $0 |
| Arlene Peasnall | ||||||||||||||
| Interim SVP, Chief HR Officer | $0 | $504,768 | $0 | $283,912 | $0 | $302,408 | $0 | $328,576 | $0 | $18,838 | $0 | $1,438,502 | $0 | $0 |
| Edward YW Pei | ||||||||||||||
| Director | $0 | $238,000 | $0 | $0 | $0 | $14,531 | $0 | $19,000 | $0 | $0 | $0 | $271,531 | $0 | $0 |
| Margaret E Porfido JD | ||||||||||||||
| Director | $0 | $281,500 | $0 | $0 | $0 | $20,262 | $0 | -$23,196 | $0 | $0 | $0 | $278,566 | $0 | $0 |
| Michael Ramseier | ||||||||||||||
| Region President - Colorado | $0 | $282,615 | $0 | $950,000 | $0 | $18,526 | $0 | $250,665 | $0 | $11,538 | $0 | $1,513,344 | $0 | $0 |
| Frank Richardson | ||||||||||||||
| Assistant Secretary - HI | $0 | $249,511 | $0 | $112,400 | $0 | $22,948 | $0 | $200,778 | $0 | $30,064 | $0 | $615,701 | $0 | $0 |
| Christine Robisch | ||||||||||||||
| SVP,Operations-Op Strat &Impln | $0 | $512,835 | $0 | $349,877 | $0 | $22,179 | $0 | $388,656 | $0 | $17,990 | $0 | $1,291,537 | $0 | $0 |
| Rochelle Roth | ||||||||||||||
| Assistant Secretary | $0 | $172,901 | $0 | $49,992 | $0 | $2,261 | $0 | $128,451 | $0 | $18,048 | $0 | $371,653 | $0 | $0 |
| Michael Rowe | ||||||||||||||
| SVP, Chf Bus Dev & Strat Exec | $0 | $632,824 | $0 | $760,937 | $0 | $26,297 | $0 | $260,376 | $0 | $31,738 | $0 | $1,712,172 | $0 | $80,822 |
| Kathleen Scheirman | ||||||||||||||
| SVP, IT Operations | $0 | $453,938 | $0 | $454,226 | $0 | $387,203 | $0 | $148,587 | $0 | $24,943 | $0 | $1,468,897 | $0 | $346,335 |
| Richard P Shannon MD | ||||||||||||||
| Director | $0 | $235,500 | $0 | $0 | $0 | $0 | $0 | $8,391 | $0 | $0 | $0 | $243,891 | $0 | $0 |
| James Simpson | ||||||||||||||
| Region President - GA | $0 | $536,844 | $0 | $351,637 | $0 | $759,163 | $0 | $284,048 | $0 | $38,297 | $0 | $1,969,989 | $0 | $679,741 |
| Arthur Southam | ||||||||||||||
| EVP, Health Plan Operations | $0 | $1,115,013 | $0 | $1,813,133 | $0 | $2,402,892 | $0 | $475,052 | $0 | $31,693 | $0 | $5,837,783 | $0 | $1,916,554 |
| Michael Sutten | ||||||||||||||
| SVP Info Technology & CTO | $0 | $66,412 | $0 | $456,072 | $0 | $931,881 | $0 | $75,579 | $0 | $20,699 | $0 | $1,550,643 | $0 | $316,807 |
| Paul Swenson | ||||||||||||||
| SVP, Chief Strategy Officer | $0 | $645,746 | $0 | $627,127 | $0 | $670,314 | $0 | $129,523 | $0 | $25,663 | $0 | $2,098,373 | $0 | $585,218 |
| Cynthia A Telles PHD | ||||||||||||||
| Director | $0 | $257,500 | $0 | $0 | $0 | $13,108 | $0 | -$6,498 | $0 | $0 | $0 | $264,110 | $0 | $0 |
| Bernard Tyson | ||||||||||||||
| Chairman & CEO | $0 | $1,597,794 | $0 | $13,057,701 | $0 | $1,459,234 | $0 | $19,325,730 | $0 | $39,080 | $0 | $35,479,539 | $0 | $2,727,724 |
| David Underriner | ||||||||||||||
| Region President - HI | $0 | $516,144 | $0 | $344,861 | $0 | $126,714 | $0 | $0 | $0 | $19,237 | $0 | $1,006,956 | $0 | $126,776 |
| Alfonse Upshaw | ||||||||||||||
| SVP,Corporate Controller & CAO | $0 | $463,195 | $0 | $446,852 | $0 | $38,745 | $0 | $179,095 | $0 | $21,077 | $0 | $1,148,964 | $0 | $0 |
| Ronald Vance | ||||||||||||||
| Interim Regional President -HI | $0 | $1,186,875 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $1,186,875 | $0 | $0 |
| Max Villalobos | ||||||||||||||
| COO - North County | $0 | $351,073 | $0 | $141,838 | $0 | $14,823 | $0 | $276,010 | $0 | $21,982 | $0 | $805,726 | $0 | $0 |
| Cesar Villalpando | ||||||||||||||
| SVP, Enterprise Shared Svcs | $0 | $0 | $0 | $211,698 | $0 | $0 | $0 | $268,565 | $0 | $0 | $0 | $480,263 | $0 | $0 |
| A Eugene Washington MD | ||||||||||||||
| Director | $0 | $229,500 | $0 | $0 | $0 | $2,545 | $0 | -$8,669 | $0 | $0 | $0 | $223,376 | $0 | $0 |
| Matthew Weber | ||||||||||||||
| Assistant Secretary | $0 | $325,337 | $0 | $155,050 | $0 | $68,759 | $0 | $180,954 | $0 | $28,139 | $0 | $758,239 | $0 | $39,755 |
| Lesley Wille | ||||||||||||||
| SVP, Operations | $0 | $509,364 | $0 | $259,704 | $0 | $19,817 | $0 | $303,165 | $0 | $24,579 | $0 | $1,116,629 | $0 | $0 |
| Vita Willett | ||||||||||||||
| SVP, Area Manager - Riverside | $0 | $471,562 | $0 | $290,694 | $0 | $388,942 | $0 | $389,298 | $0 | $24,394 | $0 | $1,564,890 | $0 | $346,745 |
| Ruth Williams-Brinkley | ||||||||||||||
| Region President - NW | $0 | $658,126 | $0 | $857,676 | $0 | $55,945 | $0 | $390,761 | $0 | $24,814 | $0 | $1,987,322 | $0 | $111,354 |
| John Yamamoto | ||||||||||||||
| Assistant Secretary | $0 | $348,338 | $0 | $236,942 | $0 | $71,962 | $0 | $307,825 | $0 | $29,515 | $0 | $994,582 | $0 | $0 |
| Philip Young Jr | ||||||||||||||
| Assistant Secretary | $0 | $328,707 | $0 | $260,121 | $0 | $17,767 | $0 | $244,848 | $0 | $28,669 | $0 | $880,112 | $0 | $0 |
| Hong-Sze Yu | ||||||||||||||
| VP, Brd & Corp Gov & Asst Secy | $0 | $264,788 | $0 | $101,619 | $0 | $17,527 | $0 | $260,726 | $0 | $26,177 | $0 | $670,837 | $0 | $0 |
| Mark Zemelman | ||||||||||||||
| SVP, General Counsel & Secy | $0 | $733,254 | $0 | $1,044,587 | $0 | $296,430 | $0 | $290,533 | $0 | $38,147 | $0 | $2,402,951 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (7 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule J, Part I, Line 3 | METHODS USED TO ESTABLISH COMPENSATION OF CEO/EXECUTIVE DIRECTOR: THE FILING ORGANIZATION RELIED ON A RELATED ORGANIZATION THAT USED ONE OR MORE OF THE METHODS DESCRIBED BELOW TO ESTABLISH THE TOP MANAGEMENT OFFICIALS' COMPENSATION: - COMPENSATION COMMITTEE - INDEPENDENT COMPENSATION CONSULTANT - FORM 990 OF OTHER ORGANIZATIONS - WRITTEN EMPLOYMENT CONTRACT - COMPENSATION SURVEY OR STUDY, AND - APPROVAL BY THE BOARD OR COMPENSATION COMMITTEE OF A RELATED ORGANIZATION. |
| SCHEDULE J, PART I, LINE 4A | - Severance Payments - Tami Lamp $ 72,459 Michael Sutten 551,815 David Underriner 92,308 LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO SEVERANCE BENEFITS IN THE EVENT OF TERMINATION BY THE ORGANIZATION WITHOUT CAUSE OR DUE TO JOB ELIMINATION. DEPENDING ON POSITION LEVEL, TENURE, AND TERMINATION REASON, SEVERANCE BENEFITS PAYABLE UNDER THESE ARRANGEMENTS PROVIDE FOR PAY AND HEALTH BENEFITS CONTINUATION PLUS PAYMENT OF ACCRUED OBLIGATIONS. IN ADDITION, FOR SOME OF THE LISTED PERSONS, SEVERANCE BENEFITS PAYABLE INCLUDE PRORATED INCENTIVE AWARDS FOR PERFORMANCE PERIODS NOT YET ENDED. NONE OF THE LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO CHANGE-OF-CONTROL PAYMENTS. |
| SCHEDULE J, PART I, LINE 4B | SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 501,612 Christopher Boyd 320,559 William Caswell 84,396 Greg Christian 96,764 Jeffrey Collins 360,133 Charles Columbus 1,130,390 Diane Comer 490,568 Mark Costa 366,889 Patrick Courneya 391,885 Richard Daniels 312,548 George Disalvo 145,008 Elizabeth Finley 60,042 Ron Groepper 270,171 Corwin Harper 405,649 Kathryn Lancaster 3,257,380 Gerald A. Mccall 82,776 Colleen Mckeown 52,960 Thomas Meier 79,722 Julie Miller-Phipps 310,731 Donald Orndoff 605,306 Wade Overgaard 164,986 Arlene Peasnall 54,832 Kathleen Scheirman 363,652 James Simpson 713,728 Arthur Southam 2,350,243 Michael Sutten 356,897 Paul Swenson 614,479 Bernard Tyson 1,079,066 Matthew Weber 49,985 Vita Willett 364,082 John Yamamoto 52,212 Mark Zemelman 239,768 SOME OF THE PARTICIPANTS LISTED IN SCHEDULE J, PART II PARTICIPATED IN NONQUALIFIED SUPPLEMENTAL RETIREMENT PLANS. UNDER THESE PLANS, THE ORGANIZATION MAKES ANNUAL CONTRIBUTIONS TO A NOTIONAL ACCOUNT ON BEHALF OF EACH PARTICIPANT. CONTRIBUTIONS VARY BY POSITION, LEVEL AND PAY, AND VEST OVER TIME BASED ON AGE AND/OR SERVICE. PARTICIPANT ACCOUNTS ARE CREDITED WITH A FIXED RATE OF INTEREST, INVESTED IN AVAILABLE MUTUAL FUNDS OR A COMBINATION OF BOTH. CERTAIN OFFICERS ACCRUE A BENEFIT THAT VESTS BASED ON AGE AND SERVICE AND TARGETS A PERCENTAGE OF FINAL AVERAGE PAY LESS PRIOR PLAN OFFSETS. UNVESTED AMOUNTS ARE SUBJECT TO RISK OF FORFEITURE. |
| Schedule J, Part I, Line 7 | Non-fixed payments: THE ORGANIZATION PROVIDED NON-FIXED PAYMENTS TO SOME OF THE PERSONS LISTED. PAYMENTS WERE MADE UNDER INCENTIVE PLANS, BASED ON ATTAINMENT OF ORGANIZATIONAL PERFORMANCE GOALS AND INDIVIDUAL PERFORMANCE, DESIGNED TO SUPPORT THE ORGANIZATION'S MISSION TO PROVIDE HIGH-QUALITY, AFFORDABLE CARE AND IMPROVE THE HEALTH OF ITS MEMBERS AND THE COMMUNITIES IT SERVES. THE PLANS ORGANIZATIONAL PERFORMANCE GOALS INCLUDED: QUALITY OF CARE AND SERVICE, MEMBERSHIP GROWTH, OPERATING INCOME, PER MEMBER EXPENSE TREND, AND COMMUNITY BENEFIT. PLAN DESIGNS, PERFORMANCE, AND PAYOUT LEVELS, AS WELL AS INDIVIDUAL PAYMENTS TO CERTAIN PERSONS, WERE REVIEWED AND APPROVED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS, COMPRISED OF INDEPENDENT DIRECTORS. SCHEDULE J, PART I, LINE 8 CERTAIN AMOUNTS REPORTED IN FORM 990, PART VII, WERE PAID OR ACCRUED PURSUANT TO A CONTRACT THAT WAS SUBJECT TO THE INITIAL CONTRACT EXCEPTION DESCRIBED IN REGULATIONS SECTION 53.4958-4(A)(3). FIXED PAYMENTS WERE PAID TO OR ACCRUED FOR ONE INDIVIDUAL IN 2019. |
| SCHEDULE J, PART II, COLUMN C | THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' BENEFIT PLAN DECLINED IN 2019, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES. |
| SCHEDULE J, PART II, COLUMN F | AMOUNTS INCLUDED IN SCHEDULE J, PART II, COLUMN F INCLUDE AMOUNTS PREVIOUSLY REPORTED AS DEFERRED COMPENSATION, AS WELL AS, DISTRIBUTIONS FROM A 457(B) PLAN THAT WERE PREVIOUSLY REPORTED AS REPORTABLE COMPENSATION IN ACCORDANCE WITH FORM 990 INSTRUCTIONS. |
| PART VII, LINE 5 COMPENSATION FROM AN UNRELATED ORGANIZATION | ONE OFFICER RECEIVED COMPENSATION FROM AN UNRELATED ORGANIZATION, ALVAREZ & MARSAL HOLDINGS, LLC. |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| 2003 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| A | 521598225 | 130911RW2 | 2003-08-06 | $213,060,000 | PAR REFUNDING CHFFA 83,85,93 SER C | false | false | false |
| 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| B | 680164610 | 130911WF3 | 2004-03-30 | $1,600,000,000 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2006 CSCDA CHFFA Variable | ||||||||
| C | 521643828 | 13033FK74 | 2006-06-08 | $600,000,000 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| D | 680164610 | 130795SZ1 | 2008-05-01 | $500,000,000 | PAR REFUNDING 04A-D ARS BONDS& 04H | false | false | false |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Bond DefeasedBondDefeasedAmt | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Capitalized InterestCapitalizedInterestAmt | Refunding EscrowRefundingEscrowAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Credit EnhancementCreditEnhancementAmt | Working Capital ExpendituresWorkingCapitalExpendituresAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | UnspentUnspentAmt | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Substantial CompletionSubstantialCompletionYr |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $168,620,000 | $0 | $213,060,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $213,060,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| B | $879,480,000 | $0 | $1,639,884,612 | $0 | $88,159,219 | $0 | $6,375,000 | $10,073,543 | $0 | $1,535,276,850 | $0 | $0 | false | false | Yes (true) | Yes (true) | 2009 |
| C | $73,800,000 | $0 | $602,245,616 | $0 | $5,674,726 | $0 | $0 | $0 | $0 | $596,570,889 | $0 | $0 | false | false | Yes (true) | Yes (true) | 2009 |
| D | $370,000,000 | $0 | $500,000,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $500,000,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Private Bus Use By OthersPrivateBusUseByOthersPct | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Remedial Action TakenRemedialActionTakenInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | ||||||||||
| B | 0 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) |
| C | 0 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) |
| D | 0 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Exception To RebateExceptionToRebateInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Business Name Line1GICProviderName/BusinessNameLine1Txt | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd | No Rebate DueNoRebateDueInd |
|---|---|---|---|---|---|---|---|---|---|
| 0 | |||||||||
| A | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) | |
| 0 | |||||||||
| B | false | Yes (true) | false | false | 0 | Yes (true) | Yes (true) | Yes (true) | |
| 0 | |||||||||
| C | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) | |
| 0 | |||||||||
| D | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) | |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (true) |
| B | Yes (true) |
| C | Yes (true) |
| D | Yes (true) |
Supplemental Information Detail SupplementalInformationDetail (8 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I: | 2006 CSCDA / CHFFA Variable have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP. |
| PART I: | 2003 CSCDA bonds refunded bonds issued from October 1983, November 1985, and May 1993. |
| PART I: | 2008 CSCDA bonds refunded bonds issued March 2004. |
| PART I: | 2017 CHHFA bonds refunded tax-exempt eligible project spending from bonds issued May 2006, February 2007, May 2009, May 2011, and April 2012. |
| Part II, Line 1: | We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired". |
| Part II, Line 3: | Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund. |
| Part III, Lines 4 and 5: | At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility. |
| PART IV, LINE 2C: | BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (4 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| 2009 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| A | 680164610 | 130795D38 | 2009-06-03 | $1,638,437,048 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| B | 680164610 | 130795TP2 | 2009-05-29 | $149,996,162 | REOFFERING OF 2008C CSCDA (PREMIUM | false | false | false |
| 2012 CALIFORNIA STATEWIDE COMNTYS DEV AUTH | ||||||||
| C | 680164610 | 1307955G8 | 2012-04-18 | $1,007,791,119 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH | ||||||||
| D | 521643828 | 13032UMQ8 | 2017-05-03 | $1,528,834,768 | REFUNDING OF PROJECTS (2002C,2011, | false | false | false |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (4 entries)
| Bond ReferenceBondReferenceCd | RetiredRetiredAmt | Bond DefeasedBondDefeasedAmt | Total ProceedsTotalProceedsAmt | In Reserve FundInReserveFundAmt | Capitalized InterestCapitalizedInterestAmt | Refunding EscrowRefundingEscrowAmt | Issuance Costs From ProceedsIssuanceCostsFromProceedsAmt | Credit EnhancementCreditEnhancementAmt | Working Capital ExpendituresWorkingCapitalExpendituresAmt | Capital ExpendituresCapitalExpendituresAmt | Other Spent ProceedsOtherSpentProceedsAmt | UnspentUnspentAmt | Substantial CompletionSubstantialCompletionYr | Refunding Tax Exempt BondsRefundingTaxExemptBondsInd | Refunding Taxable BondsRefundingTaxableBondsInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $894,510,000 | $0 | $1,639,188,993 | $0 | $71,262,216 | $0 | $0 | $0 | $0 | $1,567,926,777 | $0 | $0 | 2011 | false | false | Yes (true) | Yes (true) |
| B | $3,131,162 | $0 | $149,996,162 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $149,996,162 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| C | $100,000,000 | $0 | $1,007,791,119 | $0 | $0 | $0 | $0 | $0 | $0 | $1,007,791,119 | $0 | $0 | 2014 | false | false | Yes (true) | Yes (true) |
| D | $0 | $0 | $1,528,834,768 | $0 | $0 | $0 | $41,768 | $0 | $0 | $0 | $1,528,793,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (4 entries)
| Bond ReferenceBondReferenceCd | Owning Bond Financed PropertyOwningBondFinancedPropertyInd | Any Lease ArrangementsAnyLeaseArrangementsInd | Mgmt Contract Bond Fincd PropMgmtContractBondFincdPropInd | Engage Bond Counsel ContractsEngageBondCounselContractsInd | Any Research AgreementsAnyResearchAgreementsInd | Engage Bond Counsel ResearchEngageBondCounselResearchInd | Private Bus Use By OthersPrivateBusUseByOthersPct | Bond Iss Meet Prvt Sec Pymt TestBondIssMeetPrvtSecPymtTestInd | Change In Use Bond Financed PropChangeInUseBondFinancedPropInd | Remedial Action TakenRemedialActionTakenInd | Procs Nonqualified Bond RemdtdProcsNonqualifiedBondRemdtdInd |
|---|---|---|---|---|---|---|---|---|---|---|---|
| A | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0 | false | false | false | Yes (true) |
| B | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0 | false | false | false | Yes (true) |
| C | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0 | false | false | false | Yes (true) |
| D | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0 | false | false | false | Yes (true) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (4 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Exception To RebateExceptionToRebateInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Business Name Line1GICProviderName/BusinessNameLine1Txt | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|
| 0 | ||||||||
| A | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
| 0 | ||||||||
| B | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
| 0 | ||||||||
| C | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
| 0 | ||||||||
| D | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (4 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (true) |
| B | Yes (true) |
| C | Yes (true) |
| D | Yes (true) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
Issuer Name IssuerName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Issuer EIN | 521643828 | BondIssuerEIN |
| CUSIP | 13032UMP0 | CUSIPNum |
| Bond Issued | 2017-05-03 | BondIssuedDt |
| Issue Price | $812,493,279 | IssuePriceAmt |
| Purpose | FINANCE HEALTH CARE FACILITIES | PurposeDesc |
| Defeased | false | DefeasedInd |
| On Behalf Of Issuer | false | OnBehalfOfIssuerInd |
| Pool Financing | false | PoolFinancingInd |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Retired | $0 | RetiredAmt |
| Bond Defeased | $0 | BondDefeasedAmt |
| Total Proceeds | $812,511,867 | TotalProceedsAmt |
| In Reserve Fund | $0 | InReserveFundAmt |
| Capitalized Interest | $0 | CapitalizedInterestAmt |
| Refunding Escrow | $0 | RefundingEscrowAmt |
| Issuance Costs From Proceeds | $0 | IssuanceCostsFromProceedsAmt |
| Credit Enhancement | $0 | CreditEnhancementAmt |
| Working Capital Expenditures | $0 | WorkingCapitalExpendituresAmt |
| Capital Expenditures | $812,511,867 | CapitalExpendituresAmt |
| Other Spent Proceeds | $0 | OtherSpentProceedsAmt |
| Unspent | $0 | UnspentAmt |
| Refunding Tax Exempt Bonds | false | RefundingTaxExemptBondsInd |
| Refunding Taxable Bonds | false | RefundingTaxableBondsInd |
| Final Allocation Made | false | FinalAllocationMadeInd |
| Adequate Books And Rec Maint | Yes (true) | AdequateBooksAndRecMaintInd |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Owning Bond Financed Property | false | OwningBondFinancedPropertyInd |
| Any Lease Arrangements | Yes (true) | AnyLeaseArrangementsInd |
| Mgmt Contract Bond Fincd Prop | Yes (true) | MgmtContractBondFincdPropInd |
| Engage Bond Counsel Contracts | false | EngageBondCounselContractsInd |
| Any Research Agreements | Yes (true) | AnyResearchAgreementsInd |
| Engage Bond Counsel Research | false | EngageBondCounselResearchInd |
| Private Bus Use By Others | 0 | PrivateBusUseByOthersPct |
| Bond Iss Meet Prvt Sec Pymt Test | false | BondIssMeetPrvtSecPymtTestInd |
| Change In Use Bond Financed Prop | false | ChangeInUseBondFinancedPropInd |
| Remedial Action Taken | false | RemedialActionTakenInd |
| Procs Nonqualified Bond Remdtd | Yes (true) | ProcsNonqualifiedBondRemdtdInd |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Form8038 T Filed | false | Form8038TFiledInd |
| Exception To Rebate | Yes (true) | ExceptionToRebateInd |
| Variable Rate Issue | false | VariableRateIssueInd |
| Hedge Identified In Bks And Rec | false | HedgeIdentifiedInBksAndRecInd |
Hedge Provider Name HedgeProviderName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 0 | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Proceeds Invested In GIC | false | GrossProceedsInvestedInGICInd |
GIC Provider Name GICProviderName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | 0 | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Proceeds Invested | false | GrossProceedsInvestedInd |
| Written Proc To Monitor Reqs | Yes (true) | WrittenProcToMonitorReqsInd |
Procedures Corrective Action ProceduresCorrectiveActionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bond Reference | A | BondReferenceCd |
| Procedures Corrective Action | Yes (true) | ProceduresCorrectiveActionInd |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (4 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| ANGELA PATRICIA BENNAGE | |||
| FAM. Mbr OF Fmr Key Empl. | $186,176 | COMPENSATION | false |
| CAROL MCMENAMY | |||
| FAMILY MEMBER OF KEY EMPLOYEE | $164,368 | COMPENSATION | false |
| JOSHUA SCRUGGS | |||
| FAM. Mbr OF Fmr Key Empl. | $124,802 | COMPENSATION | false |
| CHRIS ZIPPERT | |||
| FAMILY MEMBER OF KEY EMPLOYEE | $107,253 | COMPENSATION | false |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (17 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART V, LINE 4B - FOREIGN COUNTRIES CONTINUED | INDONESIA ISRAEL INDIA JAPAN KENYA SOUTH KOREA MALAYSIA NIGERIA Philippines POLAND QATAR RUSSIA THAILAND TURKEY TAIWAN URUGUAY FORM 990, PART VI, LINE 1A THE EXECUTIVE COMMITTEE, COMPOSED OF THE DIRECTORS THAT ARE THE CHAIRS OF THE BOARDS OTHER STANDING COMMITTEES, HAS AUTHORITY TO ACT FOR THE BOARD BETWEEN MEETINGS EXCEPT IT HAS NO AUTHORITY TO: A. FILL VACANCIES ON THE BOARD OR THE COMMITTEE; B. FIX THE COMPENSATION OF DIRECTORS FOR SERVING ON THE BOARD OR ANY COMMITTEE; C. ADOPT, AMEND OR REPEAL BYLAWS; D. AMEND OR REPEAL ANY RESOLUTION OF THE BOARD WHICH BY ITS EXPRESS TERMS CANNOT BE AMENDED OR REPEALED BY THE EXECUTIVE COMMITTEE; E. APPOINT COMMITTEES OF THE BOARD OR APPOINT THE MEMBERS THEREOF; OR F. APPROVE ANY ASPECT OF A TRANSACTION INVOLVING THE COMPANY WHEN A DIRECTOR HAS A MATERIAL FINANCIAL INTEREST IN THAT TRANSACTION, EXCEPT AS EXPRESSLY PROVIDED BY THE LAW. FORM 990, PART VI, LINE 4 SIGNIFICANT CHANGES TO GOVERNING DOCUMENTS: The Bylaws of the Corporation were materially amended in 2019 as follows: On March 8, 2019, Article E, Section E-7.B.4 was amended to add subsection e regarding an official oversight role of the Compensation Committee on pay equity matters. On June 13, 2019, Article E, Sections E-8.C.3.a and E-8.C.3.b were amended to increase the Board approval threshold for (i) investments with combined capital and one-time operating expenditures and (ii) property and equipment leases from over $50 million to over $150 million. On December 12, 2019, Article D, Section D-9, was amended so that the Executive Vice President and Chief Financial Officer is designated to perform the duties of the Executive Vice President and Group President in his or her absence or disability. In addition, Article E, Sections E-8.C.2.a, E-8.C.3.e and E-8.C.3.h were amended to increase the Board approval threshold for (i) bond financings and other major financing transactions from over $25 million to over $150 million, (ii) the purchase, sale, or closure of subsidiaries or lines of business from over $50 million to over $150 million and (iii) long-term extensions of credit from over $25 million to over $150 million; and to require Board approval of refinancing transactions only in excess of $1 billion and guarantees of obligations only over $150 million. Form 990, Part VI, Line 2 Family or Business Relationships Board members Eugene Washington, MD and Richard Shannon, MD have a business relationship. |
| FORM 990, PART VI, LINE 11B | Form 990 Review Process: 1. Key information necessary for the preparation of the tax return is obtained and/or confirmed with internal sources including regional finance, executive compensation, community benefits, treasury, government relations, and legal. 2. Prior to finalization, the return is reviewed by an external tax advisor. 3. Once signed by an external tax advisor, the return and underlying data are reviewed by an officer or a member of management designated by an officer for signature and filing. 4. Copies are then provided to board members prior to filing. |
| FORM 990, PART VI, LINE 12C | ETHICS AND COMPLIANCE ENFORCEMENT A. REGULARLY AND CONSISTENTLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - KAISER PERMANENTE REGULARLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY IN 3 KEY WAYS: A1. THE KAISER PERMANENTE COMPLIANCE HOTLINE IS AVAILABLE TO ALL EMPLOYEES AND VENDORS TO REPORT ACTUAL OR POTENTIAL CONFLICTS OF INTEREST. ALL CALLS ARE ANSWERED BY A THIRD PARTY AND PROVIDED TO KAISER PERMANENTE'S NATIONAL COMPLIANCE OFFICE FOR REVIEW AND APPROPRIATE ACTION. EMPLOYEES CAN REPORT ANONYMOUSLY. RETALIATION IS PROHIBITED. REPORTS OF ACTUAL OR POTENTIAL CONFLICTS OF INTEREST ARE GENERATED AND INVESTIGATIONS ARE CONDUCTED AS REQUIRED AND INFORMATION IS TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL GUIDANCE IS REQUIRED TO AVOID OR MANAGE CONFLICTS OF INTEREST. COMPLIANCE HOTLINE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY. A2.a - ETHICS AND COMPLIANCE ANNUALLY REVIEWS THE DIRECTORS', OFFICERS', KEY EMPLOYEES', AND EXECUTIVES' ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRE DISCLOSURES AND PROVIDES DIRECTION ON ANY INVESTIGATIONS REQUIRED. INVESTIGATIONS ARE DOCUMENTED, TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL CONTROLS OR EDUCATION IS REQUIRED. IN ADDITION, CONFLICTS OF INTEREST QUESTIONNAIRE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY; AND A2.b - ANNUALLY, EMPLOYEES IN ROLES WITH AN ELEVATED RISK OF CONFLICTS OF INTEREST COMPLETE A CONFLICTS OF INTEREST QUESTIONNAIRE. RESPONSES ARE REVIEWED AND ASSESSED. WHEN ACTION IS WARRANTED, THE SITUATION IS ADDRESSED IN ACCORDANCE WITH WRITTEN STANDARDS. DOCUMENTATION AND TRACKING IS MAINTAINED IN THE SAME WAY AS DIRECTORS, OFFICERS, AND KEY EMPLOYEES. A2.c - IN ADDITION TO THE CONFLICTS OF INTEREST QUESTIONNAIRE, ETHICS AND COMPLIANCE RECEIVES, CONSULTS, MONITORS, AND REPORTS ONGOING DISCLOSURES MADE BY EMPLOYEES THROUGHOUT THE YEAR. A3. ANNUALLY, AS A COMPONENT OF THE EXTERNAL AUDIT, AN OUTSIDE CERTIFIED PUBLIC ACCOUNTING FIRM REVIEWS THE ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRES PROCESS COMPLETED BY DIRECTORS, OFFICERS, KEY EMPLOYEES, AND EXECUTIVES, AND ACTIONS TAKEN AS A RESULT OF THE DISCLOSURES. THE RESULTS OF THE ANNUAL AUDIT, INCLUDING ANY FINDINGS IN THIS AREA, ARE PRESENTED TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS AUDIT AND COMPLIANCE COMMITTEE. B. REGULARLY AND CONSISTENTLY ENFORCES COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - TO ENSURE CONSISTENCY IN THE ENFORCEMENT OF THE POLICY KAISER PERMANENTE USES THE FOLLOWING STEPS AS A GENERAL GUIDELINE: B1. REPRESENTED EMPLOYEES ARE SUBJECT TO ANY CORRECTIVE/DISCIPLINARY ACTION PROVISIONS DESCRIBED IN SPECIFIC REGIONAL/NATIONAL COLLECTIVE BARGAINING AGREEMENTS AND/OR ORGANIZATIONAL POLICIES AND PRACTICES. B2. KAISER PERMANENTE NOTIFIES EMPLOYEES OF THE NATIONAL HUMAN RESOURCES POLICY NO. 14. CORRECTIVE/DISCIPLINARY ACTION POLICY DURING NEW EMPLOYEE ORIENTATION AND IN ANNUAL COMPLIANCE TRAINING. B3. IN THE EVENT THAT IT IS NECESSARY TO DISCIPLINE ANY EMPLOYEE BECAUSE OF, BUT NOT LIMITED TO, FAILURE TO COMPLY WITH APPLICABLE LEGAL/REGULATORY REQUIREMENTS, KAISER PERMANENTE POLICIES AND PROCEDURES, OR THE PRINCIPLES OF RESPONSIBILITY, OR FOR UNSATISFACTORY PERFORMANCE OR MISCONDUCT, COACHING/COUNSELING AND/OR CORRECTIVE/DISCIPLINARY ACTION MAY INCLUDE, BUT IS NOT LIMITED TO: - ORAL DISCUSSION AND/OR WARNING BY THE EMPLOYEE'S IMMEDIATE SUPERVISOR OR HIGHER LEVEL MANAGER TO CORRECT THE PROBLEM; - WRITTEN NOTICE, WITH OR WITHOUT FINAL WARNING; - PAID OR UNPAID SUSPENSION, WITH OR WITHOUT FINAL WARNING; - TERMINATION OF EMPLOYMENT. |
| FORM 990, PART VI, LINE 15A/B | COMPENSATION DETERMINATION THE EXECUTIVE COMPENSATION PROGRAM AS ADMINISTERED BY KAISER FOUNDATION HEALTH PLAN, INC. IS DESIGNED TO RECRUIT, RETAIN AND MOTIVATE QUALIFIED SENIOR MANAGEMENT PERSONNEL. SENIOR MANAGEMENT PERSONNEL HAVE A SIGNIFICANT IMPACT ON THE STRATEGIC AND POLICY DIRECTION AND RESULTS OF THE ORGANIZATION. THEREFORE, THE EXECUTIVE COMPENSATION PROGRAM IS, TO A SIGNIFICANT DEGREE, PERFORMANCE-BASED. THE COMPENSATION PROGRAM IS REVIEWED ANNUALLY BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. PRIOR TO PAYMENT, ALL PROGRAMS AND PAYMENTS TO THE CEO, EXECUTIVE DIRECTOR, AND TOP MANAGEMENT OFFICIALS (EXECUTIVES) ARE REVIEWED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. BASE PAY FOR EXECUTIVE POSITIONS IS ESTABLISHED AT A LEVEL COMPARABLE TO THE RELEVANT MARKET. IN ADDITION, OTHER COMPONENTS OF THE COMPENSATION PROGRAM BEAR 'AT-RISK' FEATURES DESIGNED TO FOCUS ON STRATEGICALLY IMPORTANT PERFORMANCE GOALS AND TO ASSIST IN ATTRACTING AND RETAINING TOP PERFORMERS. THE EXECUTIVE COMPENSATION PROGRAM IS TARGETED TO BE COMPETITIVE TO THE COMPARABLE EXTERNAL MARKET IN WHICH THE ORGANIZATION COMPETES FOR EXECUTIVE LEADERSHIP. EVALUATION OF COMPARABLE PAY DATA IS PERFORMED BY AN INDEPENDENT COMPENSATION, BENEFIT & HUMAN RESOURCES CONSULTING FIRM. THE COMPENSATION PROGRAM FOCUSES ON OBJECTIVES IN THE AREAS OF QUALITY OF MEMBER CARE AND SERVICE, MEMBERSHIP GROWTH, FINANCIAL SOUNDNESS, AND THE COMMUNITY AND SOCIAL MISSION OF THE ORGANIZATION. |
| FORM 990, PART VI, LINE 18 | Forms 990 are available on www.guidestar.org. |
| FORM 990, PART VI, LINE 19 | Public Inspection Copy: Governing documents, conflict of interest policy are available upon request as disclosed to other regulatory bodies. Financial Statements are on file with the state regulatory agency. Combined data is published for Kaiser Foundation Health Plan Inc. and subsidiaries and Kaiser Foundation Hospitals and Subsidiaries with independent auditors' report. To request copies contact: Vice President, Communications Kaiser Foundation Health Plan and Hospitals One Kaiser Plaza, 18th floor Oakland, CA 94612 |
| FORM 990, PART VII, SECTION A, COLUMN B | Hours for Related Organization: Individuals who are both officers and members of Boards of Directors work full time as employees as well as fulfill their board assignment. All officers work full time in their employee capacity. Full time work may require in excess of the traditional 40 hour week. Given the integrated nature of our organization, employees may provide support for various Kaiser Permanente companies. The average hours per week reported for the filing organization and related organizations was estimated. |
| FORM 990, PART XI, LINE 9 | Other Changes in Net Assets or Fund Balances: Change in donated capital $ (4,112,134) Change in inter-regional transfer (175,478,806) Change in dividends, partnership 1,247,777,164 Non-Controlling Interest Adjustment 525,993 Change in Other Comprehensive Income (2,132,380,589) Book tax difference in sub income (6,486,829) OTTI losses (204,214,953) Gain/loss on sale on investment - Book 3,001,649,241 Gain/loss on sale on investment - Tax (1,253,788,148) Transfer to Affiliates 61,273,719 ------------------ TOTAL $ 534,764,658 |
| FORM 990, PART III, LINES 4A-4D | I. Introduction A. About Kaiser Permanente Founded in 1942 to serve employees of Kaiser Industries and opened to the public in 1945, Kaiser Permanente is recognized as one of Americas leading health care providers and nonprofit health plans. We were created to meet the challenge of providing American workers with medical care during the Great Depression and World War II, when most people could not afford to go to a doctor. Since our beginnings, we have been committed to helping shape the future of healthcare. Among the innovations Kaiser Permanente has brought to U.S. health care are: - Prepaid health plans, which spread the cost to make it more affordable - A focus on preventing illness and disease as much as on caring for the sick - An organized, coordinated system that puts as many services as possible under one roof-all connected by an electronic medical record Kaiser Permanente is an integrated health care delivery system comprised of Kaiser Foundation Hospitals (KFH), Kaiser Foundation Health Plan (KFHP), and physicians in the Permanente Medical Groups. Today we serve more than 12.2 million members in eight states and the District of Columbia. Our mission is to provide high-quality, affordable health care services and to improve the health of our members and the communities we serve. Care for members and patients is focused on their Total Health and guided by their personal physicians, specialists, and team of caregivers. Our expert and caring medical teams are empowered and supported by industry-leading technology advances and tools for health promotion, disease prevention, state-of-the-art care delivery, and world-class chronic disease management. Kaiser Permanente is dedicated to care innovations, clinical research, health education, and the support of community health. B. Kaiser Permanentes Approach to Community Health For 75 years, Kaiser Permanente has been dedicated to providing high-quality, affordable health care services and to improving the health of our members and the communities we serve. We believe good health is a fundamental right shared by all and we recognize that good health extends beyond the doctors office and the hospital. It begins with healthy environments: fresh fruits and vegetables in neighborhood stores, successful schools, clean air, accessible parks, and safe playgrounds. Good health for the entire community requires equity and social and economic well-being. These are the vital signs of healthy communities. Better health outcomes begin where health starts, in our communities. Like our approach to medicine, our work in the community takes a prevention-focused, evidence-based approach. We go beyond traditional corporate philanthropy or grant making to pair financial resources with medical research, physician expertise, and clinical practices. Our community health strategy focuses on three areas: - Ensuring health access by providing individuals served at Kaiser Permanente or by our safety-net partners with integrated clinical and social services; - Improving conditions for health and equity by engaging members, communities, and Kaiser Permanente's workforce and assets; and - Advancing the future of community health by innovating with technology and social solutions. C. Kaiser Permanentes Total Contribution Kaiser Permanente provided $3.4 billion in community benefits in 2019. The amounts attributable to Kaiser Foundation Hospitals are $1.6 billion as follows: - Financial Assistance at cost - $311.6 million - Medicaid - $658 million - Costs of other means-tested government programs - $2.1 million - Community health improvement services and community benefit operations - $51.2 million - Health Professions Education - $120.5 million - Research - $40.1 million - Cash and in-kind contributions from community benefit - $431 million In addition to our direct spend on community benefits, we also leverage assets from across Kaiser Permanente to help us achieve our mission to improve the health of communities. This "Total Health" strategy includes our widely recognized activities around supplier diversity, socially responsible investing and environmental stewardship. II. Ensure Health Access A. Summary of The Strategy Ensuring health access means serving those most in need of health care through Medicaid, medical financial assistance, charitable health coverage, and other forms of subsidized care and coverage. It also means connecting people with wrap-around social services, healthy meals, affordable homes, safe playgrounds, and supportive schools. For many low-income people without access to health care coverage, or for those who lose their jobs and cant maintain health care coverage, an emergency room is often the only place they receive care. At Kaiser Permanente, were working to change that with programs that lower financial barriers by providing deeply subsidized health coverage and medical financial assistance for care. We also provide information about how to access and qualify for public programs such as Medicaid and financial assistance through the marketplace to individuals who may be eligible. Kaiser Foundation Hospitals supports the health access needs of our communities through a combination of coverage and care programs. We provide coverage to low income populations through two key vehicles: first, via our participation in government programs like Medicaid and the Childrens Health Insurance Programs (CHIP), and second, via our own Charitable Health Coverage (CHC) program, which provides a premium subsidy for Kaiser Permanente coverage for qualified low-income families and children who do not have access to public or private health coverage. Similarly, we provide care to low-income populations through two key vehicles: first, via our treatment of Medicaid and CHIP enrollees (not assigned to Kaiser Permanente), and second, via the Medical Financial Assistance (MFA) program, which is Kaiser Permanentes traditional charity care or financial assistance program (FAP). For Kaiser Foundation Hospitals, the main way to address health access challenges is by absorbing the cost of the care programs described above. In 2019, Kaiser Foundation Hospitals spent a total of $971.7 million on our coverage and care programs (at cost, net of all related revenues). In addition, it provided $175 million in grants to help improve health access challenges, including but not limited to funding key safety-net partner organizations. B. Coverage Having health coverage means consistent access to comprehensive and continuous medical and preventative services for people to get and stay healthy, a much better alternative to episodic care at emergency departments. Coverage is good for the patient, good for Kaiser Permanente and good for the US overall because it helps people get and stay healthy and avoid costly hospital services. i. Coverage provided through Medicaid, CHIP and other government programs The Affordable Care Act has had a far-reaching impact on the landscape of government-sponsored programs, as these options have become a key source of health coverage for a significant portion of the US population. Kaiser Permanente has responded to this challenge by developing organizational strategies to enable low-income individuals to obtain and/or retain health coverage through Medicaid, CHIP or other government programs, even as their personal or financial circumstances may be changing. At the end of 2019, Kaiser Foundation Hospitals was providing access to care to over 791,000 people through these government programs. ii. Coverage provided through CHC CHC is a unique approach to caring for low-income uninsured persons in the community. The program provides a premium subsidy for a KFHP off exchange plan to low income individuals and families who are not eligible for other public or privately sponsored coverage. Eligible participants receive a regular KFHP membership card and have access to the same services and providers as other KFHP individual and family plan members. CHC members also receive cost sharing support that eliminates out of pocket costs for most covered services provided at Kaiser Permanente facilities. CHC provides individuals/families who would otherwise not have access to coverage, consistent access through the "front door" of the health delivery system, including a medical home and preventive services, better alternatives than episodic care. At the end of 2019, Kaiser Foundation Hospitals was providing access to care to approximately 15,000 people through the CHC program. |
| C. Care | To get and/or stay healthy, people need access to high quality care by providers they trust. This care must include preventative services and required medications so that people can avoid ending up in the emergency room or requiring more extensive services down the line. Kaiser Permanente helps low income populations gain access to this type of care by leveraging the full scope of its integrated delivery system, including not only critical hospital-based services but also outpatient primary, specialty and pharmacy services. i. Care provided through Medicaid, CHIP and other government programs Kaiser Permanente provides a wide range of health care services to individuals enrolled in Medicaid, CHIP and other government programs, regardless of whether they are assigned to Kaiser Permanente or not. In addition to the individuals who received health coverage in 2019 due to Kaiser Permanente's participation in these government programs, Kaiser Foundation Hospitals also provided care to approximately 214,000 people who are enrolled in these programs but not formally assigned to Kaiser Permanente. ii. Care subsidized by MFA Medical Financial Assistance program (MFA) helps low-income, uninsured, and underserved patients receive access to care. The program provides temporary financial assistance or free care to patients who receive health care services from our providers, regardless of whether they have health coverage or are uninsured. The MFA program is one of the most generous in the health care industry and is available to those patients in greatest need. Eligibility is based on financial need. In general, patients whose household income is at or below 200 percent, and in some regions up to 400 percent, of the federal poverty guidelines are eligible for the MFA program. Patients who are experiencing high medical expenses as compared to their income may be eligible under high medical expenses criteria, regardless of household income. The MFA program covers emergency and medically necessary health care services, pharmacy services and products, and medical supplies provided at Kaiser Permanente facilities (i.e. hospitals, medical centers, and medical office buildings), at Kaiser Permanente outpatient pharmacies, or by Kaiser Permanente providers. Over the course of 2019, Kaiser Foundation Hospitals subsidized care for over 246,000 people through the MFA program. D. Social Health: Thrive Local As an integrated health system committed to total health, Kaiser Permanente must not only provide excellent medical care and health services, it must also address social health - for Kaiser Permanente members and in our communities. To help address unmet social needs, Kaiser Permanente is deploying Thrive Local in each of its regions. Thrive Local integrates clinical and social care and is supported by data integration and partnerships with community-based organizations. Thrive Local consists of three components: a resource directory that provides current, up-to-date and searchable information on community resources; geographically based community partner networks of social service organizations; and a technology platform that allows for two-way referrals between health care providers and social care providers. By linking clinical and social care delivery and building social health networks for our members and the communities we serve, Kaiser Permanente is making a bold move to transform health. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northwest launched Thrive Local, a new social health network in Oregon and Southwest Washington that will be the most comprehensive, far-reaching network of its kind. Thrive Local will create connections between health care providers and social services agencies to address pressing social needs such as housing, food, safety, transportation, and utilities. Kaiser Foundation Hospitals Northwest kicked off the implementation of Thrive Local with a Community kick-off event attended by more than 300 individuals representing a wide range of health and social service providers. These organizations and many others subsequently met in smaller groups to learn more about the Thrive Local community network and how to join it. The community network launched on December 17, 2019. Kaiser Permanente Community Health contracted with Insight for Action to evaluate the process of building the Community Network and share learnings with regions slated for subsequent implementation. Kaiser Foundation Hospitals funded 24 agencies addressing food insecurity a total of $1,727,000 to increase their capacity to meet the needs of food insecure residents. The agencies will also assist all eligible residents, which includes Kaiser Permanente members and others to apply for enrollment in the federal Supplemental Nutrition Assistance Program, known as CalFresh in California. For example, Kaiser Foundation Hospitals Northern California funded a grant for $95,000 to the Catholic Charities of the Diocese of Stockton who will provide outreach and application assistance to eligible Seniors, Latinos, and other low-income individuals throughout San Joaquin County. The Program will screen 8,000 individuals and 1,200 eligible individuals will be assisted to complete a CalFresh application and 1,500 will be assisted with retention of benefits. Kaiser Foundation Hospitals funded $625,000 in core support grants to 211 information and referral agencies in counties served by Northern California. The 10 agencies who received these grants, will use the funds to expand their reach with uninsured populations, provide additional core services, and connect people to essential emergency resources such as, food, shelter and utilities. These agencies, which include United Way of the Bay Area and Contra Costa Crisis Center among others, have served their communities for more than a decade and will be invited to partner with Kaiser Permanente as the Thrive Local initiative is implemented in their geographies. Kaiser Foundation Hospitals partnered with Health Leads, a national nonprofit organization focused on social health and health equity in Northern California. Through the partnership, Health Leads convened 211 information and referral agencies in the Greater San Francisco Bay Area to develop a plan to integrate their work with Thrive Local in order to build on assets already developed in the community, avoid duplication of effort, and optimize coordination among a large number of partners. Additionally, Kaiser Permanente convened leaders of Federally Qualified Health Centers and public hospitals in Northern California to solicit their input on how most effectively to integrate safety net health providers into the Community Networks in their respective geographies. Kaiser Permanente will continue this engagement and expand it to Southern California to ensure that the needs of the safety net are met as Thrive Local is implemented. Kaiser Foundation Hospitals Northwest partnered with ten community-based organizations as part of its Community Clinic Integration Initiative to support the organizations' capacity to increase the availability of community resources for community members who are experiencing housing and poverty related issues, including homelessness or evictions. The initiative supports both direct services and new processes to track and report outcome data between social service organizations and healthcare systems. |
| E. Safety-Net Partnerships | Kaiser Permanente is committed to building partnerships with the institutions that serve on the front lines of health care for the uninsured and underserved, often referred to as the health care "safety net." Through grants, training, and technical assistance, we're working with safety-net hospitals and health centers to help these institutions reach people in our communities who are low-income, uninsured, or under-resourced. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northern California provided a $5,000,000 grant to the San Francisco General Hospital Foundation. The funds support the Foundation in assisting Zuckerberg San Francisco General to integrate EPIC, its electronic health record (EHR) system with its 14 primary care clinics. Key components of this project will include patient engagement to connect patients, families, and clinicians as well as integrating with the Epic coordinated care management application. Approximately 70,000 patients are expected to be impacted by this contribution. Kaiser Foundation Hospitals Northern California provided a $300,000 grant to Clinica Sierra Vista, a federally qualified health center system. The funds will be used to increase access to comprehensive and coordinated quality primary care services in Fresno through the addition of a new access point known as the McKinley/Blackstone Community Health Center. The health center will be on the same premises as a low-income housing unit and senior center and will serve as a precepting site for students seeking medical careers. Approximately 36,500 patients are expected to be reached by this contribution. Kaiser Foundation Hospitals Southern California provided a $30,000 grant to the Kids' Community Dental Clinic (KCDC). KCDC's mission is to improve the oral health of children from low income families with quality procedures, preventative treatments, and oral health education. This funding will support KCDC's ability to offer free dental services to children at their schools including teaching them to prevent tooth decay, screening to find those with rampant decay, and offering care to those who lack dental access to dental care. Approximately 2,700 children are expected to be reached by this contribution. Kaiser Permanente is committed to not only building partnerships with the institutions that play a critical role in delivering health care for the uninsured and underserved but also in partnering with organizations that help connect this population to care and coverage. In 2019, Kaiser Foundation Hospitals Northwest region provided a grant for $415,543 in support of operations for Project Access NOW. This organization connects uninsured and underserved individuals and families to care, including pharmacy services, resources e.g., premium and cost sharing assistance programs, and coverage. This support will help Project Access NOW reach over 16,000 individuals over a 12-month period. III. Improve Conditions for Health and Equity A. Summary of the Strategy Healthy individuals need healthy communities, and healthy communities need healthy people to thrive. At Kaiser Permanente, we are working to improve the conditions for health and equity in the community by addressing the root causes of health, such as economic opportunity, affordable housing, safe and supportive schools, and a healthy environment. These improvements grow from our collaboration with each community to co-design and co-create solutions that truly make a positive impact. By engaging members, communities, our sizeable workforce, and all of our organizations considerable assets, we are working to create communities that are among the healthiest in the nation, and inspiring greater health for America and the world. In 2019, Kaiser Foundation Hospitals spent a total of $187.5 million on charitable contributions designed to improve conditions for health and equity. In addition to the charitable contributions awarded to improve conditions for health and equity, Kaiser Foundation Hospitals also provided $3.8 million in charitable contributions for other Community Health activities and programs. B. Social Health: Food for Life Kaiser Permanente is tackling the most basic of human needs-food-by helping at-risk members and communities access the food and nutrition they need to live a full and healthy life. We launched Food for Life to transform the economic, social and policy environments connected to food so that people across the nation have access to, and can afford, healthy food. Specific example(s) of our efforts in 2019 include: Kaiser Permanente launched a texting and multimodal campaign to boost enrollment in CalFresh among low-income members. To date, weve reached over 440,000 households and over 6,000 households have submitted an application and another 6,000 applications are in process across our Northern California and Southern California regions. In future years, Food for Life will be exploring a community-based model, policy work, a research agenda, and other interventions to improve access to healthy, affordable food for people in our communities. |
| C. Thriving Schools | Our efforts to support health in schools are part of how we are advancing our vision for total health - a holistic approach that emphasizes the social, environmental, behavioral, and clinical aspects that shape one's well-being. Schools are passionate about ensuring that all students succeed. They need strong partners to help them address health as part of their strategy. That's why Kaiser Permanente created Thriving Schools, our all-in engagement to improve health for students, staff, and teachers. Our vision is that every community can count on their school as a champion for good health that enables great learning. Kaiser Permanente Thriving Schools is intentional about coordinating our own knowledge and existing work in school health with the good work of others. Through our valued partnerships with some of the country's most innovative organizations, we are able to provide concrete resources and pathways to health in schools. To create lasting change, we use our voice to advance local, regional, and national policies and a movement to make healthy schools the norm for everyone. A distinguishing feature of Thriving Schools is our complementary focus: we support students, staff, and teachers, and we address their physical, emotional, and social wellness. This approach builds a culture of wellness across the entire school. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals supported the RISE (Resilience in School Environments) initiative, an enterprise-wide effort with the Alliance for Healthier Generation. RISE is designed to empower schools and districts to create safe and supportive learning environments by cultivating practices that strengthen the social and emotional health of all students and staff, understand and integrate social and emotional well-being into all aspects of school life. Across Northern California, Southern California, and Northwest, 26 schools and 4 districts were recruited in 2019 to participate in RISE onsite program. Kaiser Foundation Hospitals funded over $671,000 to the Alliance for a Healthier Generation for the Healthy Schools Program also known as the Healthy Eating Active Living initiative. The Healthy Eating Active Living initiative empowers school and district leaders to create and sustain healthier learning environments for students, staff and teachers. School and districts receive a range of school health resources and information through onsite support and a virtual platform to help them choose smart snacks and healthier school breakfast and lunch programs, including movement in the classroom, support for health and physical education instruction, healthy food procurement, and adopting school and district wellness policies that guide positive, healthy practices. In Northern California, Southern California, and Northwest, 166 schools made one or more improvements in physical activity, nutrition, or staff wellness meeting the guidelines of the Healthy Schools Program. Kaiser Foundation Hospitals Northern California funded a $98,000 grant to the Santa Rosa Community Health Centers for the Trauma-Informed Care program. The program targets 1,275 teens at the Elsie Allen High School campus to ensure access to trauma-informed mental and physical health services, strengthen student/teacher awareness of services and collaboration with Elsie Allen High School/Santa Rosa City Schools administrations, and improve student experience of diversity, equity, and inclusion. On the clinical side, Santa Rosa Community Health Centers will maintain access to services like screening, counseling and groups, while also deepening the type of trauma informed services offered to these high-needs, low-resourced students and the teachers/staff who work with them. Kaiser Foundation Hospitals Southern California supported OneOC-Kid Healthy for the HEAL Zone program. This effort impacted Anaheim Elementary School District and focused on supporting a parent-led, health and wellness program that empowers parents to be leaders in school-based wellness policies, advocacy, peer to peer health education and leadership development. HEAL Zone also provided increased physical activity through parent-led active recess 3 days per week at 3 Elementary Schools, as well as scale to 3 additional Anaheim schools. Kaiser Foundation Hospitals Northwest funded a $98,000 grant to the Oregon School-Based Health Alliance, whose mission is to strengthen school-based health services and systems that promote the health and academic success of young people. This grant will help to increase health equity in school-based health centers through youth-adult partnership. The effort is designed to reach and support 400 students to increase health equity at their school and student involvement in planning school health services, while improving adult support for youth-led projects. D. Thriving Cities The places where we live, learn, work, and play-our cities and towns, our schools, our homes, our neighborhoods-have an enormous impact on our health. And how we shape those places, through public policy and the support for healthy environments, has the potential to make real, lasting impacts on our surroundings and our everyday quality of life. Through Kaiser Permanente's ongoing partnerships with community organizations, municipal leaders, and public health champions, we are working to incorporate health, equity and sustainability considerations into public policy and the built environment in ways that influence how neighborhoods take shape and grow. Specific example(s) of our efforts in 2019 include: Kaiser Permanente continued as a partner in CityHealth, an initiative of the de Beaumont Foundation and Kaiser Permanente that advances a package of evidence-based policy solutions that will help millions of people live longer, better lives in vibrant, prosperous communities. CityHealth recognized large cities across the country for specific policies related to health and quality of life, including Pre-K, Tobacco 21, complete streets, smoke-free indoor air, and healthy food procurement. In the policy areas assessed by CityHealth among the 40 largest cities, a total of 35 new policy advances occurred since 2018. San Francisco and Portland were recognized by CityHealth for policy advancements related to complete streets and Pre-K. These policies are projected to make streets safer for all types of users, enhance quality metrics for Pre-K programs, help to bolster Pre-K quality for young students and set them on a trajectory for success through high quality, accessible early education. Kaiser Permanente supported the strengthening of these policies, and CityHealth provided policy technical assistance. These policy enhancements also helped propel San Francisco to an overall gold medal for 2019. Kaiser Foundation Hospitals has funded the Healthy Eating, Active Living (HEAL) Cities Campaign since its initiation in 2008. Programs were active in 2019 in Kaiser Foundation Hospitals Northern California, Southern California and Northwest. Since 2008, a total of 373 cities, including 206 throughout the state of California and 40 in the Northwest, have committed to pass and implement policies addressing healthy eating and active living. These policies range from health in general or comprehensive plans to healthy food procurement to complete streets and worksite wellness. Kaiser Foundation Hospitals, Northern California paid $150,000 to Public Health Advocates in 2019 in support of this work. |
| E. Economic Opportunity | Inclusive economic growth is critical to both individual and community health. When there is a lack of economic opportunity in communities, the prospects for upward social mobility are diminished, often resulting in poorer health and higher mortality rates for people living in those communities. By contrast, economic growth and opportunity provides individuals with jobs, income, a sense of purpose, and opportunities to improve their economic circumstances overtime. As a large, influential institution in our communities, Kaiser Permanente recognizes that the way we do business can support economic opportunity in local communities through how we hire, purchase, build our facilities and partner with communities. Some ways that we're helping revitalize and grow our communities by strengthening economic opportunity include: - Providing good jobs to individuals facing barriers to employment through high-impact hiring and workforce pipeline efforts. - Pursuing a social impact investment strategy to support impact investments aimed at addressing key social issues that have a significant impact on health. - Purchasing goods and services from local minority-and women-owned businesses and encouraging good employment practices by our vendor partners. - Building new facilities with an emphasis on positive local community impact, including local construction hiring, local and diverse purchasing, healthy and sustainable design features, neighborhood revitalization, and deep community engagement. Specific examples of our efforts in 2019 include: Kaiser Foundation Hospitals partnered with the Inner-City Capital Connections program to support 85 small businesses in Sacramento & Stockton (64% minority-owned; 52% women-owned), 82 small businesses in Los Angeles (71% minority-owned; 60% women-owned), 56 small businesses in San Diego (54% minority-owned; 70% women-owned), 70 small businesses in Oahu and Maui (71% minority-owned; 51% women-owned) and 93 small businesses in Portland (37% minority-owned; 62% women-owned) to build their capacity for sustainable growth in revenue, profitability, and employment through a combination of in-person executive education, webinars, coaching, and connections to capital. Kaiser Foundation Hospitals Northern California provided a grant for $1.5M to the Unity Council to support comprehensive programs of educational, career, financial, and housing development programs for low-income, limited-English, and non-white residents of Oakland. Particularly, over 250 high school aged youth of color will receive education and career mentorship through the Latinx Mentorship and Achievement programs, which leads to academic success, career readiness, positive identity formation and improved social-emotional well-being. Kaiser Foundation Hospitals Southern California provided a grant for $50,000 to Goodwill Industries Southern California, to support career services for 2,190 individuals experiencing re-entry, homelessness, disabilities, unemployed military veterans, and disconnected youth and help connect them into middle-wage, family-sustaining jobs. The Career Pathways Program includes a Certified Nursing Assistant (CNA) Training Program with Victor Valley College, a Strong Workforce Apprenticeship Group (SWAG) program with manufacturing sector such as Northrop Grumman, and the Uniquely Abled Program with San Bernardino Valley Community College to train individuals with autism as Computer Numerically Controlled (CNC) Machinists. Kaiser Foundation Hospitals formed partnerships with community workforce development organizations in every one of our service areas in Southern California, with a total of 17 partner organizations, to support hiring disadvantaged community residents into gainful employment at KP. These partnerships supported hiring 112 individuals across Southern California into a wide variety of jobs such as Environmental Services, Food & Nutrition Services, Licensed Vocational Nurse (LVN), Appointment Clerks, Admitting Clerks, and Surgical transporter. Kaiser Foundation Hospitals Northwest provided grants to seven organizations for a total of $140,000 to support young people and low-income families to overcome structural barriers to economic advancement. One of these grants included supporting the Mamas Lead program which provides leadership development and civic education to low-income women, women of color, and/or immigrant women to create the support systems and the opportunities for these women to get involved in shaping the public policies that affect their lives. These grants also included support for Girls Inc. of the Pacific Northwest for their Eureka Program which is an intensive five-year program that utilizes a STEM-based (Science, Technology, Engineering, and Mathematics) approach to engaging and empowering 8th-12th grade girls to see themselves as an important part of the workforce of the future. The long-term goal of the Eureka program is to motivate, and support girls living in low-income communities to make healthy life choices and pursue post-secondary education and careers in STEM fields. Kaiser Permanente continued its commitment to source goods and services from the minority, women, veteran, disabled, and LGBTQ-owned business community as a member of the Billion Dollar Roundtable. As part of this commitment, we encouraged our own suppliers to also increase their sourcing of goods and services from the minority, women, veteran, disabled, and LGBTQ-owned business community. Furthermore, we also began to measure job creation that resulted from our procurement spending and in 2019, found that our procurement spending led our supplier partners to create new jobs. |
| F. Housing for Health | Housing stability is a key factor in a person's overall health and well-being. Without a safe, stable place to live, it is nearly impossible to maintain health or sustain health improvements achieved in a medical setting. With homelessness affecting more than 550,000 people every day throughout our country, the need for safe, stable and affordable housing has never been greater. Kaiser Permanente understands the connection between housing and health. Our impact investments aim to create more affordable housing, reduce the displacement of lower-and middle-income households, and end homelessness by ensuring access to supportive housing. Specific example(s) of our efforts in 2019 include: Kaiser Foundation Hospitals Northern California partnered with Bay Area Community Services (BACS) to rapidly house 515 frail seniors over the age of 50 with at least one chronic condition who were also experiencing homelessness. The Bay Area Community Services achieved this goal though comprehensive outreach, housing coordination, landlord development, and tenancy sustaining services. Core to this effort was equipping BACS with a flexible funding pool to provide rental subsidies and other support for individuals to be housed quickly and sustainably. BACS employed a "Housing First" homeless assistance strategy that prioritized providing permanent housing to people experiencing homelessness, thus enabling them to pursue personal goals and improve their quality of life. Several lessons were learned through this effort which will inform future investments and influence opportunities to strengthen systems of care for unhoused individuals. This effort has been hailed as the single most impactful investment addressing homelessness in Oakland in 2019. Kaiser Foundation Hospitals partnered with Community Solutions in Southern California, Hawaii and Northwest to drive reductions in chronic and veteran homelessness. Community Solutions is Kaiser Permanentes national partner for ending veteran and chronic homelessness in Kaiser Permanente communities. Community Solutions is a nonprofit that leads Built for Zero, a movement of more than 80 cities and counties using data to radically change how they work and the impact they can achieve; and proving that it is possible to make homelessness rare and brief. In order to propel this movement to end homelessness up and over a tipping point, Community Solutions works with communities to solve the most persistent challenges that stand in the way. In Southern Californias Bakersfield service area, Community Solutions reduced the number of individuals experiencing chronic homelessness and are looking to expand their work to additional sub-populations. In Riverside County, the partnership with Community Solutions is working to re-engage key stakeholders to continue driving reductions in veteran homelessness. In Hawaii, Community Solutions has been working in Honolulu with Veteran Affairs, the local Continuum of Care and Catholic Charities Hawaii to reduce the number of chronically homeless veterans and has already seen a 30-40% reduction and are working on a proposal to catalyze additional reductions. In the Northwest, Community Solutions worked in 5 communities to drive reductions in chronic and veteran homelessness. These communities are still in the beginning stages of establishing quality By-Name-List data. This data will help inform Community Solutions and the communities to set bold targets and determine appropriate interventions. Kaiser Foundation Hospitals funded $200,000 to Montgomery Housing Partnership, Inc. to support the planning and pre-development of the Hillbrooke Towers and Hillwood Manor Affordable Housing Preservation. The Hillbrooke Towers and Hillwood Manor Affordable Housing Preservation will preserve affordability for 242 low-income families facing potential displacement from gentrification along the Purple Line Light Rail Transit Corridor in Montgomery County, Virginia. The partnership will support planning activities, including acquisition of building permits and property studies needed to secure financing and start construction by summer 2020. Kaiser Foundation Hospitals Northern California supported the Alameda Point Collaborative to support pre-development, planning and development and architectural activities for the development of a medical respite and Permanent Supportive Housing facility in Alameda, California. In addition to the 50-bed medical respite facility and 90 units of permanent supportive housing, these funds will also support the development of an on-site resource center for unsheltered and at-risk seniors. These facilities are expected to serve 275 formerly homeless seniors and medically vulnerable individuals experiencing homelessness. Kaiser Foundation Hospitals Northern California supported 11 organizations as part of Kaiser Permanente's Housing for Health Initiative to address gaps in the local homeless response system using data-driven approaches and evidence-based strategies for immediate and long-term solutions to address homelessness. These partnerships will support the 11 organizations to leverage technology, support real time data collection, optimize local housing resources and accelerate the spread of proven strategies. The organizations include homeless service providers and continuum of care agencies. Kaiser Foundation Hospitals Southern California funded a $54,000 grant to Special Service for Groups, Inc., a non-profit organization dedicated to providing community-based solutions to the social and economic issues facing those in greatest need. The grant will fund capacity building and technical assistance for the Special Service for Groups Homeless Outreach Program to connect 100 homeless patients in the West Los Angeles service area, including South Los Angeles to medical homes, providing intensive case management, and permanent housing patients. This program is expected to increase linkages to permanent supportive housing and improve the quality of life for the most vulnerable frequent utilizers of the emergency and related services. Kaiser Foundation Hospitals Northwest funded a total of $750,000 to Homes for Good Housing Agency who strives to provide safe, affordable, energy-efficient housing for all low-income Lane County residents. These funds will contribute capital and infrastructure dollars to the Homes for Good Housing Agency and Lane County effort to develop a 50-unit permanent supportive housing community. This effort uses the Housing First/harm reduction model to provide safe and dignified permanent supportive housing for chronically homeless individuals in Lane County. Kaiser Foundation Hospitals Northwest launched the Regional Supportive Housing Investment Fund (RSHIF) and the Portland Metro "300" to catalyze long-term systems change and rapidly house 300 seniors experiencing homelessness and one or more disabling condition. The RSHIF is a multi-sector innovative fund that will pool flexible funding from philanthropy, health systems, businesses, and Medicaid to prioritize housing and services for individuals experiencing homelessness and complex medical needs. |
| G. Environmental Stewardship | We believe it is our obligation as a health care provider to minimize our environmental impact. We embed efforts to be environmentally responsible throughout our organization - in how we power our facilities, purchase food and medical supplies and equipment, manage waste, and invest in our communities. We also prioritize partnerships with others to develop policies and systems that strengthen community health and protect our environment. In 2016, Kaiser Permanente adopted an ambitious set of environmental goals to guide the organization for the decade ahead. These goals have raised the bar on environmental responsibility, not just for Kaiser Permanente but for all health care organizations. Kaiser Permanente pledges that by 2025 it will: - Become "carbon net positive" by buying enough clean energy and carbon offsets to remove more greenhouse gases from the atmosphere than it emits. - Buy all of its food locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. - Recycle, reuse or compost 100 percent of its non-hazardous waste. - Reduce the amount of water it uses by 25 percent per square foot of buildings. - Increase its purchase of products and materials that meet environmental standards to 50 percent. - Meet international standards for environmental management at all its hospitals. - Pursue new collaborations to reduce environmental risks to the foodsheds, watersheds and air basins supplying its communities. Specific example(s) of our efforts in 2019 include: Kaiser Permanente finalized an agreement for a major renewable energy purchase, enabling us to achieve our goal of becoming carbon neutral in 2020. Kaiser Permanente dedicated 20% of overall spending on products to items that met our Environmentally Preferable Purchasing standards and dedicated 42% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. Kaiser Foundation Hospitals Northern California reduced the energy use intensity (kilowatt hours/rentable square foot) of its facilities by 10% compared to its 2010 baseline; reduced the water use intensity (gallons/rentable square foot) of its facilities by 15% compared to its 2013 baseline; and responsibly reused, recycled or composted over 14,592 tons of materials. The region also dedicated 25% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; dedicated 46% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly; and verified that its new all-electric medical office building in Santa Rosa has produced Zero Net Energy and Zero Net Carbon over a full one-year period. Kaiser Foundation Hospitals Southern California reduced the energy use intensity (kilowatt hours/rentable square foot) of its facilities by 2% compared to its 2010 baseline; reduced the water use intensity (gallons/rentable square foot) of its facilities by 15% compared to its 2013 baseline; and responsibly reused, recycled or composted over 18,495 tons of materials. The region also dedicated 24% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; and dedicated 43% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. Kaiser Foundation Hospitals Hawaii dedicated 22% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standard; and dedicated 18% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. The region also responsibly reused, recycled or composted over 552 tons of materials and reduced the water use intensity (gallons/rentable square foot) of its facilities by 31% compared to its 2013 baseline. Kaiser Foundation Hospitals Northwest dedicated 22% of its overall spending on products to items that met Kaiser Permanente's Environmentally Preferable Purchasing standards; and dedicated 30% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. The region also responsibly reused, recycled or composted over 1,623 tons of materials and reduced the water use intensity (gallons/rentable square foot) of its facilities by 7% compared to its 2013 baseline. Kaiser Foundation Hospitals partnered with Breathe California Sacramento Region, an organization that seeks creative solutions to cleaning the air and improving lung health. The partnership will support the organizations work with youth education facilities in communities disproportionately affected by poor air quality to improve indoor air-quality during unhealthy and hazardous air-quality events. These interventions are expected to improve health outcomes and reduce the need for health services for vulnerable populations while providing information about additional beneficial services. Kaiser Foundation Hospitals partnered with O'Neill Sea Odyssey, an organization that engages low-income youth sailing Monterey Bay to provide a hands-on educational experience to encourage the protection and preservation of our living sea and communities. The partnership with O'Neill Sea Odyssey's Healthy Ocean Stewards Program will enable 240 students to participate in a community service project that supports the health of their home watershed while receiving education about career opportunities in sustainability and ocean science. The majority of these students have never been on the ocean, are English Language Learners from Spanish speaking families, and have a higher likelihood of exposure to environmental toxins including pesticides, poor air and water quality, toxic waste including tobacco products, and the negative impacts of climate change. Kaiser Foundation Hospitals partnered with Esperanza Community Housing, an organization with a mission to achieve long-term, community development by addressing housing; health equity and access to care; environmental justice; economic development; and arts and culture. The partnership will enable 100 households to receive in-home education, case management, assessment and interventions addressing environmental health hazards affecting the health of individuals and families residing in the home. Additionally, 50 households will receive non-toxic cleaning supplies if they are not able to purchase the items based on their income and resources; and 10 community outreach and education presentations are to be conducted to increase awareness of the Healthy Homes program and recruit potential program participants. |
| IV. Advance the Future of Community Health | A. Summary of the Strategy Kaiser Permanente works in partnership with our communities, using our collective knowledge to identify and implement creative solutions to difficult community health problems by: - Inspiring young people to pursue careers in health care - Conducting research to identify and eliminate disparities in care - Advancing health innovation and achieving greater and more equitable health outcomes In 2019, Kaiser Foundation Hospitals spent a total of $225.6 million on programs to advance the future of community health (at cost, net of all related revenues). This included $120.5 million in health professionals education, $40.1 million in research and $65 million in charitable contributions designed to spur innovation in the community health field. B. Health Professionals Education Our Graduate Medical Education (GME) program provides training and education for medical residents and interns in the interest of educating the next generation of physicians. The nationally acclaimed program attracts some of the top medical school graduates in the United States and serves as a national model by exposing future health care providers to an integrated health care delivery system. Residents are offered the opportunity to serve a large, culturally diverse patient base in a setting with sophisticated technology and information systems, established clinical guidelines and an emphasis on preventive and primary care. In 2019, Kaiser Foundation Hospitals supported approximately 6,000 interns and residents through the GME program. The majority of medical residents are studying within the primary care medicine areas of family practice, internal medicine, ob/gyn, pediatrics, preventive medicine, and psychiatry. In addition to GME, we provide a range of training and education programs for nurse practitioners, nurses, radiology and sonography technicians, physical therapists, post-graduate psychology and social work students, pharmacists, and other non-physician health professionals. C. Research Kaiser Permanente has a long history of conducting health research related to both prevention and treatment of disease that benefits its members, the communities it serves and the nation. Kaiser Permanentes research efforts are core to the organizations mission to improve population health, and its commitment to continued learning. Research activities are conducted at Kaiser Permanentes eight regional research centers and three national groups: Kaiser Permanente Research Bank, Kaiser Permanente Center for Effectiveness & Safety Research; and Utility for Care Data Analysis. In addition, the Kaiser Foundation Research Institute administers and supports research at the research centers. Kaiser Permanente researchers study critical health issues including: cancer, cardiovascular conditions, diabetes, behavioral and mental health, and health care delivery improvement. Kaiser Permanente Research is broadly focused on three themes: understanding health risks; addressing patients' needs and improving health outcomes; and informing policy and practice to facilitate the use of evidence-based care. Kaiser Permanente is uniquely positioned to do research due to its rich, longitudinal, electronic clinical databases that capture virtually complete health care delivery, payment, decision-making and behavioral data in detail to support primary, secondary and tertiary clinical care across inpatient, outpatient and emergency department settings for its geographically and demographically diverse members. In 2019, Kaiser Foundation Hospitals engaged in approximately 1,900 active studies including over 850 clinical trials and published over 1,600 journal articles. The following are examples of research projects conducted in 2019: Kaiser Foundation Hospitals Northern California research center, the Division of Research (DOR) was established in 1961. DORs program is built on a base of rigorous epidemiologic investigation in a large, well-characterized population, and has made major contributions in risk factor identification, prevention and drug safety. New areas of inquiry include the role of genes and the environment in health, the use of health informatics, managing chronic conditions, and delivery science to enhance specialty care. Investigators at DOR conduct research on a broad range of topics including behavioral health and aging; cancer; cardiovascular and metabolic conditions; health care delivery and policy; and vaccines. Decades of research have indicated that high systolic blood pressure is more likely than high diastolic pressure to result in adverse outcomes such as heart attack or stroke. However, a study published in the New England Journal of Medicine in 2019 by a team from the Division of Research in Kaiser Foundation Hospitals Northern California demonstrated that high systolic and high diastolic blood pressure are both strongly, independently linked to cardiovascular risk. The researchers examined more than 36 million blood pressure readings from over 1 million people and concluded that both blood pressure numbers should be considered in the treatment of hypertension. Kaiser Foundation Hospitals Southern California research center, the Department of Research & Evaluation was established in 1963 and focuses on conducting research with real-world implications and translating findings into practice. The department is expanding and building scientific expertise in research areas including health services research and implementation science. This helps the organization to bridge the gap between research and practice and to understand how to provide better care for members and the communities in which they live. Investigators at the Department of Research & Evaluation conduct research on a broad range of topics, including cancer; cardiovascular diseases; diabetes; health services research and implementation science; and obesity. Chest pain is the second most common reason people visit the emergency department (ED). HEART (history, electrocardiography, age, risk factors, and troponin) is an objective risk score that helps clinicians decide which patients presenting with chest pain need further observation or testing in the hospital and which patients can be safely discharged. A study published in 2019 in the Annals of Emergency Medicine by a team from Kaiser Foundation Hospitals Southern California examined the impact of implementing the HEART care pathway in the EDs of 13 KPSC community hospitals. The study looked at 65,000 patients, comparing how many were admitted to the hospital or were given an order for noninvasive stress testing before and after adoption of the HEART care pathway. The researchers found that using the HEART care pathway to risk-stratify patients with chest pain resulted in less inpatient care and less noninvasive cardiac testing. Kaiser Foundation Hospitals Hawaii research center, the Center for Integrated Health Care Research was established in 1999 and is specially attuned to the health issues of the local population, which suffers disproportionately from several chronic diseases, primarily diabetes and heart disease. Hawaii has one of the world's most ethnically diverse populations. Japanese and Caucasians constitute about a quarter of the population, Native Hawaiians and other Pacific Islander populations are about 20%, Filipinos about 12%, Chinese about 8%, and other groups-mostly Southeast Asian and Korean-make up the balance. This mix of cultures, lifestyles, and practices creates a challenging and fascinating environment for research on cultural issues and on the mixing of cultures. Investigators in Hawaii conduct research on a broad range of topics, including cancer; chronic disease (e.g., diabetes); mental health; and patient safety. |
| Falls are the leading cause of non-fatal injury in the | community-dwelling older adult population. About one-third of adults aged 65 and older fall each year. An estimated half of all falls result in an injury (10% experience a serious injury), with the percentage increasing with advanced age. One of the keys to preventing falls is identifying older adults with a history of falls, as these individuals are at higher risk for future injurious events. History of falls data are unreliable, however, because these patients often have difficulty with recall and are thus prone to under-reporting. A study published in the Journal of the American Geriatrics Society in 2019 by a team from the Center for Integrated Health Care Research in Kaiser Foundation Hospitals Hawaii explored whether it would be possible to use electronic medical record (EMR) data to ascertain falls in an older population and to develop a fall risk prediction model. The team examined 3 years of data for 58,000 patients aged 60 and older. The study demonstrated that the EMR could be used to develop a preliminary fall risk prediction model and that concurrent work with clinical providers to enhance fall documentation is needed to improve the ability of the EMR to capture falls and the ability of the model to predict fall risk. kaiser Foundation Hospitals Northwest's research center, the Center for Health Research (CHR) has been a leader in the field of health research since its founding in 1964. As the research landscape has shifted over that time, CHR has adapted and cultivated new strengths, while remaining true to its guiding mission of advancing knowledge to improve health. The CHR covers a broad range of topics including cancer, diabetes, cardiovascular disease, obesity, health disparities, population health management, mental health and addiction, maternal and child health, evidence-based medicine and policy, genetics, health economics, social determinants, implementation science, and oral health (in collaboration with the Kaiser Permanente Northwest Dental Care Program, the only program of its kind in Kaiser Permanente). Lynch syndrome (LS) is the most common hereditary colorectal cancer syndrome, accounting for about 3% of cases. While there have been efforts to improve LS diagnosis rates, less is known about the care patients receive after diagnosis. A study published in the journal Hereditary Cancer in Clinical Practice in 2019 concluded that improved care coordination and clearer documentation of the LS diagnosis is needed. The study was undertaken by the Center for Health Research in Kaiser Foundation Hospitals Northwest in collaboration with researchers from Vanderbilt, Case Western Reserve, MD Anderson, and Dana-Farber. The team assessed trends in diagnosis of LS and adherence to recommended LS-related care among Kaiser Foundation HEALTH PLAN OF THE Northwests members. The researchers identified fewer than expected patients with LS in such a large care system, indicating that there is still a diagnostic care gap. However, patients with LS were found to be likely to receive and follow colorectal cancer surveillance recommendations. D. Advancing Innovation Despite our nation's best efforts at addressing the myriad of challenges facing the health of our communities, we see that social, economic and health disparities among people continue to grow. At Kaiser Permanente, we're trying to shift that paradigm by working to advance conditions for health through the spread of best practices, innovation and technology. Kaiser Permanente works in partnership with our communities, using our collective knowledge to identify and implement creative solutions to difficult community health problems. Using technology as the backbone of our efforts, we are exploring new approaches for accelerating and scaling community health solutions to create greater impact. Together, we are advancing health innovation and achieving greater and more equitable health outcomes. Specific example(s) of our efforts in 2019 include: Kaiser Permanente partnered with The Public Good Projects (PGP) to reduce stigma and raise awareness around mental health conditions. PGP's Action Minded Mental Health campaign has four components which include Therapy Pets, Like One Another, Mental Health Champions, and Community Partners and each component tailors its evidence-based approach to reach a specific audience. PGPs disease surveillance system monitors all publicly available media sources for mentions of mental health topics, and PGP tailors its messaging to address trending mental health topics. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (4 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt |
|---|---|---|---|---|---|---|---|---|---|
| MAUI HEALTH SYSTEM A KAISER FOUNDATION | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 811559375 | HEALTH CARE | HI | $35,199,244 | $166,779,557 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES A | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 272252521 | INVESTMENT | DE | $19,300,881 | $102,979,330 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES C | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 472924619 | INVESTMENT | DE | -$3,730,333 | $37,054,000 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES E | |||||||||
| ONE KAISER PLAZA 15L | Oakland | CA | 94612 | 842190194 | INVESTMENT | DE | $0 | $2,128,671 | KFH |
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (18 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| KAISER FOUNDATION HEALTH PLAN INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 941340523 | HEALTH CARE | CA | 501(C)(3) | 10 | NA | false |
| KAISER FOUNDATION HEALTH PLAN OF CO | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 840591617 | HEALTH CARE | CO | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FOUNDATION HEALTH PLAN OF GA INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 581592076 | HEALTH CARE | GA | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 520954463 | HEALTH CARE | MD | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930798039 | HEALTH CARE | OR | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 910511770 | HEALTH CARE | WA | 501(c)(3) | 3 | KFHPW HLDING | Yes (true) |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943299125 | ASSET MGT | CA | 501(c)(3) | 12-I | KFH | Yes (true) |
| KAISER HEALTH PLAN ASSET MANAGEMENTINC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943299124 | ASSET MGT | CA | 501(c)(3) | 12-I | KFHP INC | Yes (true) |
| CAMP BOWIE SERVICE CENTER | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943299123 | ADMIN | CA | 501(c)(3) | 12-I | KFHP INC | Yes (true) |
| LOKAHI ASSURANCE LTD | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 912171891 | WC PLACEMENT | HI | 501(c)(3) | 12-I | KFHP INC | Yes (true) |
| 1800 HARRISON FOUNDATION | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943317484 | FINANCING | CA | 501(c)(3) | 12-I | KFHP INC | Yes (true) |
| KAISER HOSPITAL ASSISTANCE CORPORATION | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 311779500 | FINANCING | CA | 501(c)(3) | 12-I | KFH | Yes (true) |
| KAISER HEALTH ALTERNATIVES | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930954562 | HEALTH CARE | OR | 501(C)(3) | 10 | KFHP INC | Yes (true) |
| KP BERNARD J TYSON SCHOOL OF MEDICINE | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 814053028 | MEDICAL EDU | CA | 501(C)(3) | 2 | KFH | Yes (true) |
| KFHPW HOLDINGS | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930480268 | HEALTH CARE | WA | 501(C)(3) | 12-I | KFHP INC | Yes (true) |
| GROUP HEALTH NORTHWEST | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911216856 | INACTIVE | WA | 501(C)(3) | 12-I | KFHP OF WA | Yes (true) |
| GROUP HEALTH OF WASHINGTON | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911314907 | inactive | WA | 501(C)(3) | 12-I | KFHP OF WA | Yes (true) |
| KAISER FDN FOR THE ADV OF INTEGRATED HC | ||||||||||
| ONE KAISER PLAZA 15L | oakland | CA | 94612 | 823819611 | ADVOCACY | CA | 501(C)(4) | N/A | KFHP INC | Yes (true) |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp (12 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Predominant Income TypePredominantIncomeTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Disproportionate AllocationsDisproportionateAllocationsInd | UBI Code VUBICodeVAmt | General Or Managing PartnerGeneralOrManagingPartnerInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| PANTHEON GLOBAL HO FUND LP | ||||||||||||||
| 600 MONTGOMERY ST 23RD FL | SAN FRANCISCO | CA | 94111 | 800948707 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $103,197,135 | $542,310,654 | false | $6,307,430 | false | 1.00000 |
| NXT CAP SR FD ILLC | ||||||||||||||
| 191 N Wacker Dr 1200 | CHICAGO | IL | 60606 | 371651297 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $25,967,726 | $411,981,121 | false | $0 | false | 0.98207 |
| GOLDMAN SACHS HO FUND B LP | ||||||||||||||
| 30 HUDSON STREET 15TH FLOOR | JERSEY CITY | NJ | 07302 | 464966204 | INVESTMENT | NJ | KFH | EXCL. UNDER SEC 512 | $28,609,908 | $567,314,267 | false | $2,435,914 | false | 0.99481 |
| AG KFHDL FUND LP | ||||||||||||||
| 245 PARK AVE 26TH FL | NEW YORK | NY | 10167 | 473496708 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $2,476,151 | $27,623,701 | false | $0 | false | 0.99877 |
| PANTHEON GLOBAL REAL ASSETS HO FUND LP | ||||||||||||||
| 600 MONTGOMERY ST 23RD FL | SAN FRANCISCO | CA | 94111 | 474226360 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $17,431,916 | $387,542,373 | false | -$2,725,890 | false | 1.00000 |
| KFH STRATEGIC PRIVATE INVESTMENTS LP | ||||||||||||||
| 600 MONTGOMERY STREET | SAN FRANCISCO | CA | 94111 | 811186461 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | $8,137,389 | $214,211,474 | false | $51,083 | false | 1.00000 |
| AG DIRECT LENDING FUND II LP | ||||||||||||||
| 245 PARK AVE 26TH FLOOR | NEW YORK | NY | 10167 | 371830579 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | $9,448,711 | $145,546,042 | false | $303,133 | false | 0.98336 |
| INVESCO INSTITUTIONAL TRUST BALANCED | ||||||||||||||
| 20 TRAFALGAR SQUARE STE 449 | NASHUA | NH | 03063 | 452193767 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | $51,877,961 | $305,761,708 | false | $0 | false | 0.81411 |
| FORTRESS REAL ESTATE OPPORTUNITIES FUND | ||||||||||||||
| PO BOX 5098 | NEW YORK | NY | 10185 | 611796658 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $1,218,260 | $16,821,704 | false | $397,951 | false | 0.58742 |
| LAZARD KP EM SOLUTIONS FUND LLC | ||||||||||||||
| 30 ROCKEFELLER PLAZA 55TH FLOOR | NEW YORK | NY | 10112 | 824364389 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $13,264,081 | $588,422,498 | false | $0 | false | 1.00000 |
| HOUSING FOR HEALTH FUND LLP | ||||||||||||||
| 11000 BROKEN LAND PARKWAY STE 700 | COLUMBIA | MD | 21044 | 371913493 | INVESTMENT | MD | KFH | EXCL. UNDER SEC 512 | -$770,993 | $5,252,750 | false | $0 | false | 0.99990 |
| KFH ABSOLUTE LP | ||||||||||||||
| 875 THIRD AVENUE | NEW YORK | NY | 10022 | 825076948 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $24,475,681 | $368,960,678 | false | $0 | false | 0.99999 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (5 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | Controlled OrganizationControlledOrganizationInd | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| OAK TREE ASSURANCE LTD | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 030329760 | INSURANCE | VT | NA | C CORP | $0 | $0 | Yes (true) | |
| KAISER PERMANENTE INSURANCE COMPANY | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943203402 | INSURANCE | CA | NA | C CORP | $0 | $0 | Yes (true) | |
| KAISER PERMANENTE INTERNATIONAL | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943245176 | CONSULTING | CA | NA | C CORP | -$43,114 | $837,133 | Yes (true) | 1.00000 |
| GROUP HEALTH SERVICES INC | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911392222 | INACTIVE | WA | NA | C CORP | $0 | $0 | Yes (true) | |
| KFHP OF WASHINGTON OPTIONS INC | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911467158 | INSURANCE | WA | NA | C CORP | $0 | $0 | Yes (true) | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | Yes (true) | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (true) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | Yes (true) | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | Yes (true) | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | Yes (true) | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | false | DivRelatedOrganizationInd |
| Asset Sale To Other Org | Yes (true) | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | Yes (true) | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | Yes (true) | AssetExchangeInd |
| Rental Of Facilities To Oth Org | Yes (true) | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | Yes (true) | RentalOfFcltsFromOthOrgInd |
| Perform Of Services For Oth Org | Yes (true) | PerformOfServicesForOthOrgInd |
| Perform Of Services By Other Org | Yes (true) | PerformOfServicesByOtherOrgInd |
| Sharing Of Facilities | Yes (true) | SharingOfFacilitiesInd |
| Paid Employees Sharing | Yes (true) | PaidEmployeesSharingInd |
| Reimbursement Paid To Other Org | Yes (true) | ReimbursementPaidToOtherOrgInd |
| Reimbursement Paid By Other Org | Yes (true) | ReimbursementPaidByOtherOrgInd |
| Transfer To Other Org | Yes (true) | TransferToOtherOrgInd |
| Transfer From Other Org | Yes (true) | TransferFromOtherOrgInd |
Transactions Related Org TransactionsRelatedOrgGrp (54 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| KAISER FOUNDATION HEALTH PLAN INC | ||
| A | $2,692,404 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| C | $162,244 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| G | $227,721 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| H | $198,293 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| I | $635,887 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| L | $21,969,204,270 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| M | $1,696,811,228 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| P | $597,682,521 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| Q | $1,941,954,817 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| R | $1,311,652,497 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| S | $3,079,685,558 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| A | $1,680,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| J | $7,443,456 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| L | $209,708,950 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| P | $1,681,817 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| Q | $2,552,890 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| A | $33,123,294 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| B | $116,077,724 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| L | $98,938,972 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| P | $92,653,936 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| Q | $6,029,026 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| A | $23,167,873 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| L | $243,902,934 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| M | $1,382,503 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| P | $13,621,641 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| Q | $10,641,199 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| I | $2,996,695 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| L | $234,611,903 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| M | $149,961 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| P | $2,080,242 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| Q | $4,028,826 | PER AGREEMENT |
| KFHPW HOLDINGS | ||
| A | $1,131,613 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| L | $290,278 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| P | $9,048,908 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| Q | $24,053,506 | PER AGREEMENT |
| Camp Bowie Service Center | ||
| Q | $1,302,915 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| M | $23,665,218 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| Q | $129,926 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| A | $78,280,993 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| D | $81,055,544 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| E | $20,057,673 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| L | $168,475,369 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| M | $264,004,870 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| P | $276,285,698 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| Q | $144,655,009 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| R | $6,831,331 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| S | $68,879 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| H | $7,008,016 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| K | $166,499,447 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| R | $2,549,218 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| S | $31,893,995 | PER AGREEMENT |
| KP BERNARD J TYSON SCHOOL OF MEDICINE | ||
| A | $362,608 | PER AGREEMENT |
| KP BERNARD J TYSON SCHOOL OF MEDICINE | ||
| B | $61,273,719 | PER AGREEMENT |
| KP BERNARD J TYSON SCHOOL OF MEDICINE | ||
| P | $141,148 | PER AGREEMENT |