KAISER FOUNDATION HOSPITALS: Form 990, tax year 2018
View the entire original 990 at ProPublica ↗
- Organization
- KAISER FOUNDATION HOSPITALS (EIN 94-1105628)
- Tax period
- 2018-01-01 to 2018-12-31
- Filed
- 2019-11-08
- IRS object ID
- 201933129349301758
- Schema version
- 2018v3.1
- 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 C
- 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 | 2019-11-08T16:50:27-06:00 | ReturnTs |
| Tax Period End | 2018-12-31 | 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 | 2018-01-01 | 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 | ALFONSE UPSHAW | PersonNm |
| Person Title | SVP, CC AND CAO | PersonTitleTxt |
| Phone | 5102716611 | PhoneNum |
| Signature | 2019-10-25 | 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 | 167.68.125.77 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Federal Original Submission Id | 23522320193125000039 | FederalOriginalSubmissionId |
| Federal Original Submission Id | 2019-11-08 | FederalOriginalSubmissionIdDt |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | 481BC8A6E8C6B118EC01B0ECDF2A6DAEC9C9819D | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | F456C520C4F0493F307ED3F1DC1F0DE42227702A | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2018 | TaxYr |
| Build TS | 2020-03-31 21:24:44Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Principal Officer | Bernard J Tyson | 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 | $39,138,218,786 | 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 | 14 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 13 | VotingMembersIndependentCnt |
| Total Employee | 83747 | TotalEmployeeCnt |
| Total Volunteers | 10489 | TotalVolunteersCnt |
| Total Gross UBI | $13,278,983 | TotalGrossUBIAmt |
| PY Contributions Grants | $133,030,190 | PYContributionsGrantsAmt |
| CY Contributions Grants | $136,210,181 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $24,245,322,520 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $26,270,046,242 | CYProgramServiceRevenueAmt |
| PY Investment Income | $1,748,745,817 | PYInvestmentIncomeAmt |
| CY Investment Income | $1,855,957,653 | CYInvestmentIncomeAmt |
| PY Other Revenue | $39,622,965 | PYOtherRevenueAmt |
| CY Other Revenue | $35,436,930 | CYOtherRevenueAmt |
| PY Total Revenue | $26,166,721,492 | PYTotalRevenueAmt |
| CY Total Revenue | $28,297,651,006 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $180,945,294 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $133,361,309 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $8,438,687,895 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $9,300,950,001 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $14,376,980,733 | PYOtherExpensesAmt |
| CY Other Expenses | $15,853,581,525 | CYOtherExpensesAmt |
| PY Total Expenses | $22,996,613,922 | PYTotalExpensesAmt |
| CY Total Expenses | $25,287,892,835 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $3,170,107,570 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $3,009,758,171 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $51,507,506,504 | TotalAssetsBOYAmt |
| Total Assets EOY | $51,713,833,331 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $26,616,949,182 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $25,122,934,454 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $24,890,557,322 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $26,590,898,877 | 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 | $21,836,438,622 | ExpenseAmt |
| Grant | $67,434,576 | GrantAmt |
| Revenue | $25,248,466,283 | 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 | $1,684,394,129 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $903,943,061 | 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 2018, 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 | $291,950,391 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $9,485,691 | 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 2018, THIS PROGRAM ASSISTED OVER 215,000 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. OVER 18,800 PATIENTS WERE RECEIVING ACCESS TO COMPREHENSIVE HEALTH CARE THROUGH THESE PROGRAMS AT THE END OF 2018. | Desc |
Prog Srvc Accom Acty Other ProgSrvcAccomActyOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $422,972,495 | ExpenseAmt |
| Grant | $65,926,733 | GrantAmt |
| Revenue | $108,151,207 | RevenueAmt |
| Desc | See part iii, line 4a-d description | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $422,972,495 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $65,926,733 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $108,151,207 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $24,235,755,637 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | Yes (true) | 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 |
| Temp Or Permanent Endowments | false | TempOrPermanentEndowmentsInd |
| 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 With Officer Ent | false | BusinessRlnWithOfficerEntInd |
| 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 | 3412 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 83747 | 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 | AR | ForeignCountryCd |
| Foreign Country | BR | ForeignCountryCd |
| Foreign Country | CI | ForeignCountryCd |
| Foreign Country | CH | ForeignCountryCd |
| Foreign Country | CO | ForeignCountryCd |
| Foreign Country | EZ | ForeignCountryCd |
| Foreign Country | GH | ForeignCountryCd |
| Foreign Country | GR | ForeignCountryCd |
| Foreign Country | HK | ForeignCountryCd |
| Foreign Country | IN | 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 | 14 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 13 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | false | DelegationOfMgmtDutiesInd |
| Change To Org Documents | Yes (true) | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | Yes (true) | 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 (82 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | OfficerOfficerInd | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd | Former Ofcr Director TrusteeFormerOfcrDirectorTrusteeInd |
|---|---|---|---|---|---|---|---|---|---|---|
| Ramon F Baez | ||||||||||
| Director | 2.0 | 3.6 | Yes (X) | $0 | $222,181 | $13,477 | ||||
| David Barger | ||||||||||
| Director | 3.5 | 6.5 | Yes (X) | $0 | $198,500 | $16,825 | ||||
| Regina M Benjamin MD MBA | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $216,734 | $15,542 | ||||
| Jeffery E Epstein | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $226,895 | $11,038 | ||||
| Leslie S Heisz | ||||||||||
| Director | 2.0 | 3.0 | Yes (X) | $0 | $235,287 | $12,475 | ||||
| David F Hoffmeister | ||||||||||
| Director | 4.0 | 5.5 | Yes (X) | $0 | $222,880 | $13,054 | ||||
| Judith A Johansen JD | ||||||||||
| Director | 3.0 | 6.0 | Yes (X) | $0 | $260,324 | -$18,131 | ||||
| Kim J Kaiser | ||||||||||
| Director | 2.4 | 5.6 | Yes (X) | $0 | $247,260 | -$11,160 | ||||
| Edward Y W Pei | ||||||||||
| Director | 3.0 | 4.5 | Yes (X) | $0 | $233,531 | -$16,551 | ||||
| Margaret E Porfido JD | ||||||||||
| Director | 2.0 | 4.0 | Yes (X) | $0 | $278,762 | -$9,170 | ||||
| Richard Shannon MD | ||||||||||
| Director | 2.0 | 3.5 | Yes (X) | $0 | $210,000 | $34,412 | ||||
| Cynthia A Telles PHD | ||||||||||
| Director | 3.2 | 6.0 | Yes (X) | $0 | $251,108 | $1,559 | ||||
| Bernard Tyson | ||||||||||
| Chairman & CEO | 15.0 | 35.0 | Yes (X) | $0 | $15,709,853 | $2,173,780 | Yes (X) | |||
| Eugene Washington MD | ||||||||||
| Director | 3.0 | 4.0 | Yes (X) | $0 | $206,000 | $13,686 | ||||
| Gregory Adams | ||||||||||
| EVP, Group President | 15.0 | 35.0 | $0 | $9,082,242 | $1,144,302 | Yes (X) | ||||
| Anthony Barrueta | ||||||||||
| SVP, Government Relations | 25.0 | 25.0 | $0 | $1,324,242 | $218,659 | Yes (X) | ||||
| Kristin Bear | ||||||||||
| Assistant Secretary | 17.0 | 33.0 | $0 | $319,457 | $24,425 | Yes (X) | ||||
| Kathryn Helen Beiser | ||||||||||
| SVP Chf Communications Officer | 5.0 | 45.0 | $0 | $675,149 | $397,537 | Yes (X) | ||||
| Vanessa Benavides | ||||||||||
| SVP,Chf Compliance & Priv. Off | 20.0 | 30.0 | $0 | $840,063 | $203,925 | Yes (X) | ||||
| Chuck Bevilacqua | ||||||||||
| SVP Health Plan Svc & Admin | 10.0 | 40.0 | $0 | $1,506,181 | $232,534 | Yes (X) | ||||
| Maryann Bodayle | ||||||||||
| Assistant Secretary | 22.0 | 28.0 | $0 | $176,012 | $17,629 | Yes (X) | ||||
| William Caswell | ||||||||||
| Interim Regional President -HI | 40.0 | 10.0 | $0 | $1,214,141 | $41,010 | Yes (X) | ||||
| Bechara Choucair | ||||||||||
| SVP, Chief Cmty Health Officer | 25.0 | 25.0 | $0 | $986,004 | $217,690 | Yes (X) | ||||
| Charles Columbus | ||||||||||
| SVP, Chief HR Officer | 25.0 | 25.0 | $0 | $2,136,649 | $358,508 | Yes (X) | ||||
| Patrick Courneya | ||||||||||
| EVP, Chief Medical Officer | 22.5 | 27.5 | $0 | $1,360,520 | $328,076 | Yes (X) | ||||
| Richard Daniels | ||||||||||
| EVP, CIO | 25.0 | 25.0 | $0 | $3,334,708 | $79,640 | Yes (X) | ||||
| Bernice Gould | ||||||||||
| Assistant Secretary | 19.5 | 30.5 | $0 | $238,526 | $20,358 | Yes (X) | ||||
| Kimberly Horn | ||||||||||
| Regional President - MAS | 5.0 | 45.0 | $0 | $1,712,857 | $437,212 | Yes (X) | ||||
| Laurel Junk | ||||||||||
| SVP, Enterprise Shared Svcs | 10.0 | 40.0 | $0 | $1,553,821 | $181,058 | Yes (X) | ||||
| Kathryn Lancaster | ||||||||||
| EVP & CFO | 15.0 | 35.0 | $0 | $3,221,105 | $353,313 | Yes (X) | ||||
| Janet Liang | ||||||||||
| Regional President - NCAL | 25.0 | 25.0 | $0 | $2,151,710 | $326,959 | Yes (X) | ||||
| Roland Lyon | ||||||||||
| Regional President - Colorado | 5.0 | 45.0 | $0 | $693,510 | $178,620 | Yes (X) | ||||
| Thomas Meier | ||||||||||
| SVP, Corporate Treasurer | 18.0 | 32.0 | $0 | $1,211,947 | $41,466 | Yes (X) | ||||
| Julie Miller-Phipps | ||||||||||
| Regional President - SCAL | 25.0 | 25.0 | $0 | $2,024,517 | -$35,059 | Yes (X) | ||||
| Susan Mullaney | ||||||||||
| Regional President - WA | 5.0 | 45.0 | $0 | $1,220,548 | $273,530 | Yes (X) | ||||
| Donald Orndoff | ||||||||||
| SVP, NFS | 14.0 | 36.0 | $0 | $1,147,552 | $202,084 | Yes (X) | ||||
| Wade Overgaard | ||||||||||
| SVP, Health Plan Ops - CA | 10.0 | 40.0 | $0 | $1,669,460 | $1,573 | Yes (X) | ||||
| Frank Richardson | ||||||||||
| Assistant Secretary - HI | 25.0 | 25.0 | $0 | $301,127 | $62,209 | Yes (X) | ||||
| James Simpson | ||||||||||
| Regional President - GA | 5.0 | 45.0 | $0 | $1,189,166 | $231,306 | Yes (X) | ||||
| Arthur Southam | ||||||||||
| EVP, Health Plan Operations | 5.0 | 45.0 | $0 | $3,370,942 | $573,089 | Yes (X) | ||||
| Paul Swenson | ||||||||||
| SVP, Chief Strategy Officer | 5.0 | 45.0 | $0 | $1,270,747 | $245,192 | Yes (X) | ||||
| David Thomas Underriner | ||||||||||
| Regional President Hawaii | 25.0 | 25.0 | $0 | $626,200 | $280,492 | Yes (X) | ||||
| Alfonse Upshaw | ||||||||||
| SVP,Corporate Controller & CAO | 15.0 | 35.0 | $0 | $813,644 | $128,411 | Yes (X) | ||||
| Ronald Vance | ||||||||||
| Interim Regional Pres - CO | 5.0 | 45.0 | $39,000 | $0 | $0 | Yes (X) | ||||
| Matthew Weber | ||||||||||
| Assistant Secretary | 0.0 | 50.0 | $0 | $543,149 | $91,123 | Yes (X) | ||||
| Ruth Williams-Brinkley | ||||||||||
| Regional President - Northwest | 25.0 | 25.0 | $0 | $926,162 | $377,343 | Yes (X) | ||||
| John Yamamoto | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $685,718 | $24,350 | Yes (X) | ||||
| Philip Young | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $448,254 | $84,987 | Yes (X) | ||||
| Hong-Sze Yu | ||||||||||
| VP, Brd & Corp Gov & Asst Secy | 14.0 | 36.0 | $0 | $361,334 | $86,046 | Yes (X) | ||||
| Mark Zemelman | ||||||||||
| SVP, General Counsel & Secy | 17.5 | 32.5 | $0 | $2,058,532 | $22,057 | Yes (X) | ||||
| Chandrika Bhalla | ||||||||||
| SVP, CFO - NCAL | 25.0 | 25.0 | $0 | $984,958 | $126,242 | Yes (X) | ||||
| Christopher Boyd | ||||||||||
| SVP & Area Mgr - Santa Clara | 50.0 | 0.0 | $0 | $703,791 | $133,640 | Yes (X) | ||||
| Greg Christian | ||||||||||
| SVP, Area Mgr - San Bernadino | 50.0 | 0.0 | $0 | $668,565 | $90,534 | Yes (X) | ||||
| Judith Coffey | ||||||||||
| SVP, Area Mgr, Marin/Sonoma | 50.0 | 0.0 | $0 | $629,814 | $82,118 | Yes (X) | ||||
| Jeffrey Collins | ||||||||||
| SVP, Area Manager - East Bay | 50.0 | 0.0 | $0 | $1,197,490 | $80,922 | Yes (X) | ||||
| Mark Costa | ||||||||||
| SVP, Area Mgr - Orange County | 50.0 | 0.0 | $0 | $815,329 | $62,083 | Yes (X) | ||||
| George DiSalvo | ||||||||||
| SVP, CFO - SCAL | 25.0 | 25.0 | $0 | $2,108,456 | $103,503 | Yes (X) | ||||
| Elizabeth Finley | ||||||||||
| SVP, Area Manager - San Diego | 50.0 | 0.0 | $0 | $750,156 | -$6,636 | Yes (X) | ||||
| Corwin Harper | ||||||||||
| SVP, Area Mgr - Central Valley | 50.0 | 0.0 | $0 | $619,334 | $114,994 | Yes (X) | ||||
| Patricia A Harvey | ||||||||||
| SVP, Qlty, Reg, & Clinical Ops | 50.0 | 0.0 | $0 | $1,099,387 | $102,507 | Yes (X) | ||||
| Gerald McCall | ||||||||||
| SVP, Operations | 50.0 | 0.0 | $0 | $1,132,767 | -$3,422 | Yes (X) | ||||
| Colleen McKeown | ||||||||||
| SVP, Area Manager Group - NCAL | 50.0 | 0.0 | $0 | $689,224 | $75,275 | Yes (X) | ||||
| Christine Robisch | ||||||||||
| SVP, Ops, Nat'l Op Strat & Imp | 50.0 | 0.0 | $0 | $778,705 | $84,991 | Yes (X) | ||||
| Lisa L Caplan | ||||||||||
| SVP, Care Delivery Tech Svcs | 50.0 | 0.0 | $0 | $908,253 | $106,873 | Yes (X) | ||||
| Diane Comer | ||||||||||
| SVP, Business Info Officer | 50.0 | 0.0 | $0 | $956,089 | $61,799 | Yes (X) | ||||
| Michael Anthony Rembis | ||||||||||
| CEO & Hosp Admin'tor - MHS | 50.0 | 0.0 | $0 | $1,148,143 | $277,714 | Yes (X) | ||||
| Kathleen Marie Scheirman | ||||||||||
| SVP, Application Svcs Group | 50.0 | 0.0 | $0 | $1,014,837 | $145,980 | Yes (X) | ||||
| Michael Sutten | ||||||||||
| SVP, Info Technology & CTO | 50.0 | 0.0 | $0 | $1,061,249 | $124,055 | Yes (X) | ||||
| George Halvorson | ||||||||||
| Chairman | 0.0 | 0.0 | $0 | $27,324 | -$49,993 | Yes (X) | ||||
| Mary Ann Barnes | ||||||||||
| Regional President Hawaii | 0.0 | 0.0 | $0 | $317,399 | $0 | Yes (X) | ||||
| Raymond Baxter | ||||||||||
| SVP, CB Research & Hlth Policy | 0.0 | 0.0 | $0 | $275,528 | $127,536 | Yes (X) | ||||
| Daniel Garcia | ||||||||||
| SVP, Chief Compliance Officer | 0.0 | 0.0 | $0 | $310,893 | -$67,932 | Yes (X) | ||||
| Sandra Golze | ||||||||||
| Assistant Secretary - NCAL | 0.0 | 0.0 | $0 | $141,941 | -$54,019 | Yes (X) | ||||
| Janet O'Hollaren | ||||||||||
| VP, COO | 0.0 | 50.0 | $0 | $1,075,050 | $143,429 | Yes (X) | ||||
| Rochelle Roth | ||||||||||
| Assistant Secretary | 0.0 | 50.0 | $0 | $185,515 | -$84,471 | Yes (X) | ||||
| Jacqueline Sellers | ||||||||||
| Assistant Secretary | 0.0 | 50.0 | $0 | $300,332 | $35,262 | Yes (X) | ||||
| Cesar Villalpando | ||||||||||
| SVP, Enterprise Shared Svcs | 0.0 | 0.0 | $0 | $825,781 | -$73,340 | Yes (X) | ||||
| Deborah Friberg | ||||||||||
| Bus Planning & Corp Dev't Exec | 0.0 | 50.0 | $0 | $379,072 | $93,187 | Yes (X) | ||||
| Thomas Hanenburg | ||||||||||
| SVP, COO - NCAL | 0.0 | 50.0 | $0 | $1,071,346 | $148,631 | Yes (X) | ||||
| Michael Rowe | ||||||||||
| SVP, Chf Bus Dev & Strat Exec | 10.0 | 40.0 | $0 | $1,428,167 | $249,330 | Yes (X) | ||||
| Max Villalobos | ||||||||||
| COO - North County | 50.0 | 0.0 | $0 | $508,639 | $30,873 | Yes (X) | ||||
| Vita Willett | ||||||||||
| SVP, Area Manager - Riverside | 50.0 | 0.0 | $0 | $824,246 | $42,575 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $39,000 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $96,052,991 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $12,006,730 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 32814 | 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 | $447,881,745 |
| ROSE INTERNATIONAL INC | |||||
| 16401 SWINGLEY RIDGE RD STE 300 | CHESTERFIELD | MO | 63017 | STAFFING SERVICES | $366,328,472 |
| ORACLE AMERICA INC | |||||
| 500 ORACLE PKWY | REDWOOD SHORES | CA | 94085 | CONSULTING SERVICES | $160,547,428 |
| COGNIZANT TECHNOLOGY SOLUTIONS | |||||
| 500 FRANK W BURR BLVD | TEANECK | NJ | 07666 | DIGITAL TECHNOLOGY | $157,250,290 |
| BLACKSTONE CONSULTING INC | |||||
| 11726 SAN VICENTE BLVD | LOS ANGELES | CA | 90049 | CONSULTING SERVICES | $131,654,980 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 312 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Government Grants | $105,566,561 | GovernmentGrantsAmt |
| All Other Contributions | $30,643,620 | AllOtherContributionsAmt |
| Total Contributions | $136,210,181 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (4 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| HOSPITAL SERV REV | 622110 | $22,286,969,632 | $22,286,969,632 | |
| NON-PLAN & IND REV | 622110 | $679,283,228 | $679,283,228 | |
| OTHR PRGM SERV REV | 622110 | $2,876,052,365 | $2,872,538,916 | $3,513,449 |
| MEDICARE PAYMENTS | 622110 | $427,741,017 | $427,741,017 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $26,270,046,242 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,557,370,388 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | $7,618,482 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,549,751,906 | 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 | $1,626,247 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $1,626,247 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,626,247 | TotalRevenueColumnAmt |
| Exclusion | $1,626,247 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $11,137,454,273 | SecuritiesAmt |
| Other | $1,700,772 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $10,833,464,539 | SecuritiesAmt |
| Other | $7,103,241 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $303,989,734 | SecuritiesAmt |
| Other | -$5,402,469 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $298,587,265 | TotalRevenueColumnAmt |
| Exclusion | $298,587,265 | 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 | ExclusionExclusionAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| CAFETERIA | 722310 | $23,724,712 | $23,724,712 | |
| PARKING GARAGES | 812930 | $8,335,971 | $7,938,919 | $397,052 |
| KP VENTURES | 900099 | $1,750,000 | $1,750,000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $33,810,683 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $28,297,651,006 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $26,266,532,793 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | $13,278,983 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,881,629,049 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $132,067,324 | TotalAmt |
| Program Services | $132,067,324 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,094,100 | TotalAmt |
| Program Services | $1,094,100 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $199,885 | TotalAmt |
| Program Services | $199,885 | 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 |
| Program Services | $0 | ProgramServicesAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $562,162 | TotalAmt |
| Program Services | $531,881 | ProgramServicesAmt |
| Management And General | $30,281 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,612,941,799 | TotalAmt |
| Program Services | $6,256,732,477 | ProgramServicesAmt |
| Management And General | $356,209,322 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $946,979,240 | TotalAmt |
| Program Services | $895,969,743 | ProgramServicesAmt |
| Management And General | $51,009,497 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,279,431,012 | TotalAmt |
| Program Services | $1,210,513,839 | ProgramServicesAmt |
| Management And General | $68,917,173 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $461,035,788 | TotalAmt |
| Program Services | $436,201,871 | ProgramServicesAmt |
| Management And General | $24,833,917 | ManagementAndGeneralAmt |
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 | $278,338 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $278,338 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,572,019 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $4,572,019 | ManagementAndGeneralAmt |
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 | $104,315,355 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $104,315,355 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,382,082 | TotalAmt |
| Program Services | $0 | ProgramServicesAmt |
| Management And General | $4,382,082 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $375,382,761 | TotalAmt |
| Program Services | $355,162,586 | ProgramServicesAmt |
| Management And General | $20,220,175 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,046,996,182 | TotalAmt |
| Program Services | $990,599,224 | ProgramServicesAmt |
| Management And General | $56,396,958 | ManagementAndGeneralAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $367,727,472 | TotalAmt |
| Program Services | $347,919,653 | ProgramServicesAmt |
| Management And General | $19,807,819 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $17,430,233 | TotalAmt |
| Program Services | $16,491,345 | ProgramServicesAmt |
| Management And General | $938,888 | ManagementAndGeneralAmt |
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 | $16,172,423 | TotalAmt |
| Management And General | $16,172,423 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $836,164,549 | TotalAmt |
| Program Services | $791,124,139 | ProgramServicesAmt |
| Management And General | $45,040,410 | ManagementAndGeneralAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,004,764,292 | TotalAmt |
| Program Services | $950,642,175 | ProgramServicesAmt |
| Management And General | $54,122,117 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $75,261,061 | TotalAmt |
| Program Services | $71,207,087 | ProgramServicesAmt |
| Management And General | $4,053,974 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt | FundraisingFundraisingAmt |
|---|---|---|---|---|
| PURCHASED MEDICAL SERVICES | $4,546,533,871 | $4,546,533,871 | $0 | $0 |
| BASIC CONTRACTUAL PAYMENTS | $3,353,824,447 | $3,353,824,447 | $0 | |
| MEDICAL & OTHER SUPPLIES | $2,400,353,997 | $2,271,057,763 | $129,296,234 | |
| PURCHASED NON-MEDICAL SVC | $514,059,758 | $486,369,679 | $27,690,079 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,185,362,685 | TotalAmt |
| Program Services | $1,121,512,548 | ProgramServicesAmt |
| Management And General | $63,850,137 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $25,287,892,835 | TotalAmt |
| Program Services | $24,235,755,637 | ProgramServicesAmt |
| Management And General | $1,052,137,198 | 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 | $189,273,579 | BOYAmt |
| EOY | $318,017,493 | 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 | $613,829,020 | BOYAmt |
| EOY | $533,652,487 | 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 | $2,624,092,353 | BOYAmt |
| EOY | $2,812,474,736 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $463,786,153 | BOYAmt |
| EOY | $473,052,659 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $458,529,277 | BOYAmt |
| EOY | $719,234,877 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $36,957,723,494 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $19,099,109,558 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $17,659,179,335 | BOYAmt |
| EOY | $17,858,613,936 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $21,190,841,573 | BOYAmt |
| EOY | $19,215,262,848 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $7,608,898,024 | BOYAmt |
| EOY | $8,636,049,253 | 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 | $699,077,190 | BOYAmt |
| EOY | $1,147,475,042 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $51,507,506,504 | BOYAmt |
| EOY | $51,713,833,331 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,188,750,041 | BOYAmt |
| EOY | $3,234,469,783 | 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 | $240,159,500 | BOYAmt |
| EOY | $313,288,761 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $9,365,288,192 | BOYAmt |
| EOY | $6,117,070,000 | 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 | $13,822,751,449 | BOYAmt |
| EOY | $15,458,105,910 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $26,616,949,182 | BOYAmt |
| EOY | $25,122,934,454 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Org Does Not Follow SFAS117 | Yes (X) | OrgDoesNotFollowSFAS117Ind |
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 | $54,349,820 | BOYAmt |
| EOY | $56,982,009 | EOYAmt |
Rtn Earn Endowment Incm Oth Fnds RtnEarnEndowmentIncmOthFndsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $24,836,207,502 | BOYAmt |
| EOY | $26,533,916,868 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $24,890,557,322 | BOYAmt |
| EOY | $26,590,898,877 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $51,507,506,504 | BOYAmt |
| EOY | $51,713,833,331 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $3,009,758,171 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | -$1,541,556,176 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | $232,139,560 | 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 C IRS990ScheduleC
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Grassroots Lobbying | TotalGrassrootsLobbyingGrp | |
| Total Direct Lobbying | TotalDirectLobbyingGrp | |
| Total Lobbying Expend | TotalLobbyingExpendGrp | |
| Other Exempt Purpose Expend | OtherExemptPurposeExpendGrp | |
| Total Exempt Purpose Expend | TotalExemptPurposeExpendGrp | |
| Lobbying Nontaxable Amount | LobbyingNontaxableAmountGrp | |
| Grassroots Nontaxable | GrassrootsNontaxableGrp | |
| Tot Lbbyng Grassroot Mns Non Tx | TotLbbyngGrassrootMnsNonTxGrp | |
| Tot Lbby Expend Mns Lbbyng Non Tx | TotLbbyExpendMnsLbbyngNonTxGrp | |
| Volunteers | false | VolunteersInd |
| Paid Staff Or Management | false | PaidStaffOrManagementInd |
| Media Advertisements | false | MediaAdvertisementsInd |
| Mailings Members | false | MailingsMembersInd |
| Publications Or Broadcast | false | PublicationsOrBroadcastInd |
| Grants Other Organizations | false | GrantsOtherOrganizationsInd |
| Direct Contact Legislators | false | DirectContactLegislatorsInd |
| Rallies Demonstrations | false | RalliesDemonstrationsInd |
| Other Activities | Yes (true) | OtherActivitiesInd |
| Other Activities | $114 | OtherActivitiesAmt |
| Total Lobbying Expenditures | $114 | TotalLobbyingExpendituresAmt |
| Not Described Section501c3 | false | NotDescribedSection501c3Ind |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE C, PART II-B, LINE 1A THROUGH 1I | FormAndLineReferenceDesc |
| Explanation | LOBBYING ACTIVITY BY NONELECTING PUBLIC CHARITIES THE ORGANIZATION ("Kaiser Foundation Hospitals" aka "KFH") IS A MEMBER OF THE KAISER PERMANENTE MEDICAL CARE PROGRAM (KP) AND PARTICIPATED IN AND BENEFITED FROM LOBBYING ACTIVITIES CONDUCTED AT THE REGIONAL AND NATIONAL LEVELS FOR THE BENEFIT OF ITS ENROLLED MEMBERS, THE BROADER COMMUNITY AND FOR THE HEALTH CARE INDUSTRY AS A WHOLE. AS AN ORGANIZATION EXEMPT FROM INCOME TAX UNDER INTERNAL REVENUE CODE SECTION 501(C)(3), KFH HAS A POLICY PROHIBITING ANY OF KFH'S RESOURCES BEING USED IN ANY POLITICAL CAMPAIGNS. THIS POLICY IS CLOSELY MONITORED FOR COMPLIANCE. DURING THE YEAR THIS ORGANIZATION MADE COMMENTS OR STATEMENTS CONCERNING LEGISLATION AND BALLOT INITIATIVES WHICH MAY AFFECT THE HEALTH CARE INDUSTRY. KFH ENGAGED IN CONVERSATIONS WITH AND/OR WRITTEN COMMUNICATIONS TO VARIOUS FEDERAL, STATE, AND LOCAL OFFICIALS REGARDING MATTERS WHICH AFFECTED THE HEALTHCARE INDUSTRY AS A WHOLE. THE AMOUNT OF MONEY INVOLVED IN THE ACTIVITIES IS DETAILED ON LINES A THROUGH I. KP EMPLOYS INDIVIDUALS, INCLUDING ONE OR MORE REGISTERED LOBBYISTS AND/OR MAY RETAIN ONE OR MORE PROFESSIONAL CONSULTANTS TO REPRESENT KFH'S INTERESTS IN VARIOUS LEGISLATIVE AND REGULATORY BODIES AND FROM TIME-TO-TIME TO KEEP INFORMED ABOUT FEDERAL AND STATE LEGISLATION HAVING AN IMPACT ON KP'S CHARITABLE ACTIVITIES AS AN EXEMPT HEALTH MAINTENANCE ORGANIZATION. THESE INDIVIDUALS ATTEMPT TO ENSURE THAT PROPOSED LEGISLATION AND ENACTED LAWS ARE COMPATIBLE WITH THE INTERESTS OF KP, ITS MEMBERS AND ITS PATIENTS BY PERFORMING THE FOLLOWING ACTIVITIES: - COLLECTING, ANALYZING AND DISTRIBUTING WITHIN THE ORGANIZATION, PUBLIC AND PRIVATE POLICY RECOMMENDATIONS REGARDING PROPOSED LEGISLATION THAT AFFECT THE OPERATION OF KFH AND ITS ABILITY TO PROVIDE QUALITY HEALTH AND MEDICAL CARE SERVICES TO ITS MEMBERS AND THE BROADER COMMUNITY IN A COST EFFECTIVE MANNER. - PROVIDING APPROPRIATE INFORMATIONAL MATERIALS TO LEGISLATORS AND THEIR STAFFS THAT PERTAIN TO MATTERS OF COMMON INTEREST IN THE HEALTH CARE COMMUNITY AND IN THE NOT-FOR-PROFIT COMMUNITY. - PREPARING WRITTEN AND ORAL TESTIMONY, APPEARING AT LEGISLATIVE HEARINGS, MONITORING LEGISLATIVE PROCEEDINGS AND MEETING WITH LEGISLATORS AND/OR THEIR STAFFS REGARDING ISSUES PERTINENT TO THE MISSION OF KFH. INDIVIDUALS APPEARING AT SUCH HEARINGS AND MEETINGS FOR AND ON BEHALF OF KFH OFTEN ARE REPRESENTING THE INTERESTS OF COMMON INTEREST GROUPS AS WELL AS THE INTERESTS OF THE MEMBERS AND PATIENTS OF KFH. OTHER EMPLOYEES AND OFFICERS PERFORM SERVICES BY DELIVERING SPEECHES AT VARIOUS PUBLIC AND PRIVATE FUNCTIONS AND IN SERVING AS FACULTY IN HEALTHCARE RELATED EDUCATIONAL PROGRAMS THROUGHOUT THE COMMUNITY. | ExplanationTxt |
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 | $1,012,713,183 | OtherCostOrOtherBasisAmt |
| Book Value | $1,012,713,183 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $24,111,715,770 | OtherCostOrOtherBasisAmt |
| Depreciation | $11,498,045,908 | DepreciationAmt |
| Book Value | $12,613,669,862 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $307,837,355 | OtherCostOrOtherBasisAmt |
| Depreciation | $221,585,881 | DepreciationAmt |
| Book Value | $86,251,474 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $3,721,829,009 | OtherCostOrOtherBasisAmt |
| Depreciation | $2,913,733,713 | DepreciationAmt |
| Book Value | $808,095,296 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $7,803,628,177 | OtherCostOrOtherBasisAmt |
| Depreciation | $4,465,744,056 | DepreciationAmt |
| Book Value | $3,337,884,121 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $17,858,613,936 | TotalBookValueLandBuildingsAmt |
| Financial Derivatives | FinancialDerivativesGrp | |
| Closely Held Equity Interests | CloselyHeldEquityInterestsGrp |
Other Securities OtherSecuritiesGrp (3 entries)
| DescDesc | Book ValueBookValueAmt | Method ValuationMethodValuationCd |
|---|---|---|
| ABSOLUTE RETURN FUNDS | $2,092,052,165 | F |
| PRIVATE EQUITY FUNDS | $5,713,328,998 | F |
| RISK PARITY FUNDS | $830,668,090 | F |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $8,636,049,253 | TotalBookValueSecuritiesAmt |
| Federal Income Tax Liability | $0 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (9 entries)
| DescDesc | AmtAmt |
|---|---|
| DUE TO RELATED ENTITIES | $5,450,107,406 |
| RESERVE FOR WORKERS COMP RISKS | $418,708,156 |
| RESERVE FOR PROF/PUBLIC LIAB | $240,147,571 |
| COMMERCIAL PAPER | $996,806,174 |
| POST RETIREMENT LIABILITIES | $4,708,500,589 |
| OTHER LONG-TERM LIABILITIES | $402,485,459 |
| OTHER CURRENT LIABILITIES | $84,071,642 |
| BROKER PAYABLES | $167,539,742 |
| LOANS PAYABLE TO EXTRNL ENTITY | $2,989,739,171 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $15,458,105,910 | 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 | $92,310,000 |
| East Asia and the Pacific | Investments | $1,691,753,000 |
| Europe (Including Iceland and Greenland) | Investments | $383,766,194 |
| Middle East and North Africa | Investments | $2,816,000 |
| South Asia | Investments | $3,011,000 |
| Sub-Saharan Africa | Investments | $14,026,000 |
| Central America and the Caribbean | Investments | $5,383,045,000 |
| Russia and the Newly Independent States | Investments | $1,033,806 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Spent | $7,571,761,000 | SubtotalSpentAmt |
| Total Spent | $7,571,761,000 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (3 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt |
|---|---|---|
| Europe (Including Iceland and Greenland) | RSCRH GRANT | $30,011 |
| North America | RSCRH GRANT | $152,672 |
| Europe (Including Iceland and Greenland) | RSCRH GRANT | $17,202 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 3 | Total501c3OrgCnt |
| Transfer To Foreign Corp | Yes (true) | TransferToForeignCorpInd |
| Interest In Foreign Trust | false | InterestInForeignTrustInd |
| Foreign Corp Ownership | Yes (true) | ForeignCorpOwnershipInd |
| Passive Foreign Investmest Co | false | 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 | $291,950,391 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $9,485,691 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $282,464,700 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01120 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,680,779,806 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $902,071,050 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $778,708,756 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03080 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $3,614,323 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,872,011 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,742,312 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00010 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,976,344,520 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $913,428,752 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,062,915,768 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.04210 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $42,624,855 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $42,624,855 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00170 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $137,913,789 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $26,362,300 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $111,551,489 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00440 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $121,285,987 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $81,788,907 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $39,497,080 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00160 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $109,453,119 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $109,453,119 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00430 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $411,277,750 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $108,151,207 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $303,126,543 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01200 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,387,622,270 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,021,579,959 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,366,042,311 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.05410 | 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 | $370,368,197 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $437,778,108 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$67,409,911 | 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 FDN HOSPITAL- SAN DIEGO(ZION) | |||||||||||||
| 2 | 4647 ZION AVE | SAN DIEGO | CA | 92120 | http://www.kp.org | 0800062 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSP - SUNNYSIDE MED CTR | |||||||||||||
| 3 | 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97105 | http://www.kp.org | 1073 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | D | ||
| KAISER FOUNDATION HOSPITAL - FONTANA | |||||||||||||
| 4 | 9961 SIERRA AVE | FONTANA | CA | 92335 | http://www.kp.org | 2400159 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL- ROSEVILLE | |||||||||||||
| 5 | 1600 Eureka Rd | Roseville | CA | 95661 | http://www.kp.org | 030000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - SANTA CLARA | |||||||||||||
| 6 | 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 | |||||||||||||
| 7 | 275 W MACARTHUR BLVD | OAKLAND | CA | 94611 | http://www.kp.org | 140000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - DOWNEY | |||||||||||||
| 8 | 9333 IMPERIAL HIGHWAY | DOWNEY | CA | 90242 | http://www.kp.org | 930000078 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - HONOLULU | |||||||||||||
| 9 | 3288 MOANALUA RD | HONOLULU | HI | 96819 | http://www.kp.org | OHCA#31-H | Yes (X) | Yes (X) | Yes (X) | Yes (X) | E | ||
| KAISER FDN HOSPITAL - SAN FRANCISCO | |||||||||||||
| 10 | 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 - ANAHEIM | |||||||||||||
| 11 | 3340 E LA PALMA AVE | ANAHEIM | CA | 92806 | http://www.kp.org | 060000091 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - VALLEJO | |||||||||||||
| 12 | 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- SOUTH SACRAMENTO | |||||||||||||
| 13 | 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 - WALNUT CREEK | |||||||||||||
| 14 | 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 - 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 FOUNDATION HOSPITAL- RIVERSIDE | |||||||||||||
| 16 | 10800 MAGNOLIA AVE | RIVERSIDE | CA | 92505 | http://www.kp.org | 250000327 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL - ONTARIO | |||||||||||||
| 17 | 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 - SAN LEANDRO | |||||||||||||
| 18 | 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 - SAN JOSE | |||||||||||||
| 19 | 250 HOSPITAL PARKWAY | SAN JOSE | CA | 95119 | http://www.kp.org | 070000117 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - BALDWIN PARK | |||||||||||||
| 20 | 1011 BALDWIN PARK BLVD | BALDWIN PARK | CA | 91706 | http://www.kp.org | 930000920 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL - IRVINE | |||||||||||||
| 21 | 6640 ALTON PARKWAY | IRVINE | CA | 92618 | http://www.kp.org | 060000091 | 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 FDN HOSPITAL - SANTA ROSA | |||||||||||||
| 23 | 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 - WOODLAND HILLS | |||||||||||||
| 24 | 5601 DE SOTO AVE | WOODLAND HILLS | CA | 91367 | http://www.kp.org | 930000358 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL - MODESTO | |||||||||||||
| 25 | 4601 DALE RD | MODESTO | CA | 95356 | http://www.kp.org | 030000393 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FOUNDATION HOSPITAL - FRESNO | |||||||||||||
| 26 | 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 | |||||||||||||
| 27 | 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 - 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) | B | |
| KAISER WESTSIDE MEDICAL CENTER | |||||||||||||
| 29 | 2875 NW STUCKI ROAD | HILLSBORO | OR | 97124 | http://www.kp.org | 14-1472 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | D | ||
| KAISER FDN HOSPITAL - W LOS ANGELES | |||||||||||||
| 30 | 6041 CADILLAC AVE | LOS ANGELES | CA | 90034 | http://www.kp.org | 930000081 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL- VACAVILLE | |||||||||||||
| 31 | 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 | |||||||||||||
| 32 | 4501 SAND CREEK RD | ANTIOCH | CA | 94531 | http://www.kp.org | 550000614 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| MAUI MEMORIAL MEDICAL CENTER | |||||||||||||
| 33 | 221 Mahalani Street | Wailuku | HI | 96793 | mauihealthsystem.org | 3-H | Yes (X) | Yes (X) | Yes (X) | C | |||
| KAISER FDN HOSP - SOUTH SAN FRANCISCO | |||||||||||||
| 34 | 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 | |||||||||||||
| 35 | 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 - RICHMOND | |||||||||||||
| 36 | 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 - 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) | B | |
| KAISER FOUNDATION HOSPITAL - MANTECA | |||||||||||||
| 39 | 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 | |||||||||||||
| 40 | 100 Keokea Place | Kula | HI | 96790 | mauihealthsystem.org | 25-H | Yes (X) | Yes (X) | Yes (X) | C | Yes (X) | ||
| LANAI COMMUNITY HOSPITAL | |||||||||||||
| 41 | 628 SEVENTH STREET | LANAI CITY | HI | 96763 | mauihealthsystem.org | 28-H | Yes (X) | Yes (X) | Yes (X) | C | Yes (X) | ||
| KAISER FDN HOSPITAL - SD (Clairemont) | |||||||||||||
| 42 | 9455 CLAIREMOMT MESA BLVD | SAN DIEGO | CA | 92123 | http://www.kp.org | 080000062 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (5 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-30 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) | 16 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 16 | 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-6 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) | 16 | Yes (true) | Yes (true) | false | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 16 | 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-3 Facilities - See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 18 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (true) | 18 | 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) | https://www.mauihealthsystem.org/ | Yes (X) | https://www.mauihealthsystem.org/ | Yes (X) | www.mauihealthsystem.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 (X) | Yes (true) | false | false | Yes (X) | ||||
| 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) | 16 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 16 | 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) | |||
| E-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) | 16 | Yes (true) | Yes (true) | Yes (true) | Yes (true) | Yes (X) | http://www.kp.org/chna | Yes (X) | Yes (true) | 16 | Yes (true) | http://www.kp.org/chna | false | Yes (true) | Yes (X) | 400. | 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 | Yes (X) | ||
Supplemental Information SupplementalInformationGrp (60 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| A, 1, KFH - LOS ANGELES EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was through the use of 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 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, non-traditional stakeholders representing affordable housing development, banking, business, community capital development, disaster preparedness, government real estate, land use, property management, public utility and transportation also provided input. LINE 6A: Cedars-Sinai Medical Center LINE 6B: ChapCare Medical and Dental Health Center, the Hollywood Chamber of Commerce, and The Wellness Center LINE 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Los Angeles participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved; Build the capacity of the primary care workforce and improve appropriate utilization of health care services. - KFH-Los Angeles will continue to support Eisner Pediatric & Family Medical Center with the engagement of KFH-Los Angeles Pediatric Community Fellow and residents and by providing specialty care consults and services to un/underinsured pediatric patients (15 -20 patients per year). - To address access to care for the homeless and underserved population, KFH-Los Angeles radiologists will continue to read over 2,000 x-rays from the JWCH Wesley Health Center Clinic annually. - KFH-Los Angeles will continue to support KHEIR Community Clinics primary and specialty care hub by having physician specialists (Dermatology, Ophthalmology, Sleep Medicine, Neurology) and Internal Medicines Community Medicine Fellows and residents volunteer their time. B. Obesity/HEAL/Diabetes Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. Examples for these strategies include: - KFH-Los Angeles Family Medicine and Pediatrics Community Medicine Fellows continued participation in obesity/overweight and diabetes prevention at Belmont and Hollywood Highs Wellness Centers and help develop STEM-related curriculum to other local LAUSD schools. - KFH-Los Angeles Pediatric and Family Medicine Community Medicine Fellows participation in Belmont and Hollywood Highs Student Wellness Councils to promote healthy eating active, living practices and policies within a school environment and surrounding school community by the provision of health education materials. - Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. For example, KFH-Los Angeles partnership pilot program with The Wellness Center at the Historic General Hospital (LAC+USC) to provide free healthy eating cooking classes and diabetes/overweight prevention health education to members and non-members living in East Los Angeles. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. C. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. As an example, KFH-Los Angeles Community Benefit Manager will continue to participate in the Executive Committee of the East Hollywood/Los Feliz Homeless Coalition (ELFH), the Saban Community Clinic Strategic Planning Committee and in other homeless collaboratives such as: Hollywood4WRD and the Los Angeles County Department of Mental Healths Hollywood Health Neighborhood. Support integration of health care with community-based mental health services. One way KFH Los Angeles will address this strategy is to consider the possibility of providing Kaiser Permanente Health Education classes related to mental and behavioral health to community members at KFH Los Angeles Medical Center Campus, Medical Office Buildings, and in community settings. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Los Angeles will continue to partner with JWCH Wesley Health Center to support the Emergency Department Embedded Homeless Navigator to link homeless individuals to primary, mental health, behavioral health and other homeless supportive services. In addition, KFH-Los Angeles will continue to provide funding to support the integration of health care with community-based community clinics and provide health education materials and/or classes to community partners engaged in the identification and prevention of mental health illness. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. D. Sexually Transmitted Infections Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for STI/HIV management and prevention. KFH-Los Angeles will continue to promote and provide community health education materials, resources and technical training (as appropriate) to community clinics, mental health/counseling centers, and community-based organizations to promote healthy living and the prevention and treatment of sexually-transmitted diseases and/or HIV. Support the provision of high quality health care including preventive services and specialty care for underserved populations. - KFH-Los Angeles will continue to engage its Pediatrics, Family Medicine and Internal Medicine Community Medicine Fellows and residents with community clinics and school-based Wellness Centers to promote healthy lifestyles, including responsible sexual health and prevention of sexually transmitted infections/HIV to at risk youth. - Through its local grant-making and sponsorships, KFH-Los Angeles will continue to support community-based organizations and/or community clinics serving the LGBTQ individuals, homeless youth and adults, and other at-risk populations. Community partners include but not limited to: Latino Equality Alliance, The LGBT Center, TransLatin@ Coalition, Bienestar Human Services, The Wall/Las Memorias, AIDS Project Los Angeles, Planned Parenthood Los Angeles, CHAPCare, Covenant House, St. Johns Well Child & Family Center, Saban Community Clinic, JWCH Wesley Health Center). The health needs that KFH Los Angeles does not intend to directly address are: asthma, cancer, cardiovascular disease, community safety and oral health. A majority of these needs were deemed to be of relatively lower need. Additionally, existing community resources were also considered, and KFH Los Angeles will focus on health needs that can be most effectively addressed given the assets available. The core planning team was involved in this process and these needs were deemed to have lower magnitude and severity ratings. Finally, during the CHNA process, community members ranked health needs, and asthma, cancer, safety, cardiovascular disease, and oral health were in the bottom half of the final list of priori |
| A, 2, KFH-SAN DIEGO (ZION) & A, 42 KFH-SAN DIEGO PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, discussions/focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs within 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, when applicable, other individuals with expertise of local health needs were consulted. LINE 6A: Kaiser Foundation Hospital - San Diego, Palomar Health, Palomar Medical Center, Palomar Health Downtown Campus, Pomerado Hospital, Rady Children's Hospital , Rady Children's Hospital - San Diego, Scripps Health, Scripps Memorial Hospital La Jolla, Scripps Mercy Hospital, Scripps Green Hospital, Scripps Memorial Hospital Encinitas, Scripps Mercy Hospital Chula Vista, Sharp HealthCare, Sharp Chula Vista Medical Center, Sharp Coronado Hospital, Sharp Grossmont Hospital, Sharp Mary Birch Hospital , Sharp McDonald Center, Sharp Memorial Hospital, Sharp Mesa Vista Hospital, Tri-City Medical Center, Tri-City Medical Center, UCSD Medical Center, UCSD Thornton Hospital, UCSD Hillcrest. LINE 6B: 2-1-1 San Diego, San Diego County Health and Human Services Agency, Resident Leadership Academy, North County Health Services, Palomar Health Community Action CounciL - TODAY Program. LINE 11: A. Obesity/Diabetes Long-term Goal All Community Members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. Strategies - Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. - Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Afresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages. - Increased enrollment and use of federal food programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. B. Cardiovascular Disease Long-term Goal Improve cardiovascular health and quality of life through prevention, detection, and treatment of risk factors for heart attack and stroke. Intermediate Goals - Improve clinical system processes to enable the delivery of quality health care services that address CVD. - Improve linkages between health care services and community-level services to address CVD. - Improve patient access to CVD preventive services including affordable medications and behavioral counseling and support. - Improve access to healthy eating and physical activity opportunities among those with or at risk of CVD. Strategies - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). - Increase healthy eating and active living among vulnerable populations by supporting programs that focus on wellness and promote healthy food choices and exercise. - Support community based initiatives that promote cardiovascular screenings, health and wellness checkup and increase care management related to patient care for vulnerable populations. Expected Outcomes - Improved referrals and coordination between healthcare providers and community resources and programs to address the medical and social needs of at-risk CVD patients. - Improved clinical systems and processes to support CVD population health management (panel management, team based-care, QI infrastructure, data-based decision making, supportive leadership and culture). - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. - Improved referrals and coordination between healthcare providers and community resources and programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. C. Behavioral/Mental Health Long-term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Support community based initiatives that promote positive mental health by fostering community connection to one's neighbors and participation in local activities and create access to safe local public spaces where people can congregate. - SUPPORT INTEGRATION OF HEALTHCARE WITH COMMUNITY-BASED MENTAL HEALTH SERVICES, SUCH AS: INCREASE PATIENT NAVIGATORS AND CASE MANAGERS WHO CAN HELP PATIENTS ACCESS SERVICES, STRENGTHENING OF REFERRAL NETWORKS, AND/OR CO-LOCATION OF SERVICES BETWEEN PRIMARY CARE AND MENTAL HEALTH PROVIDERS. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings. - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs. - Improved community cohesion, networks and social support. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. The 2016 KFH San Diego CHNA process focused on compiling additional data--both primary and secondary--to better understand and confirm the priority Health Needs first identified in 2013. Through the CHNA process, stakeholders affirmed that Obesity, Diabetes, Cardiovascular Disease and Behavioral/Mental Health persisted as the most pressing Health Needs in 2016. At the same time, stakeholders recommended that Obesity and Diabetes be combined into one Health Need, and that Behavioral/Mental Health become the first priority. Therefore, in 2016, there were no Health Needs considered by the Implementation Strategy Engagement Team (ISET) committee that were subsequently excluded from the KFH San Diego Community Benefits Implementation Strategy. 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 |
| D, 3, Kaiser Sunnyside 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. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas. 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 has 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 two Coordinated Care Organizations (CCOs) 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. KPNW Community Benefit 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 & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - 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 five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury 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 excluding medical insurance premiums 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 16G: In 2018, KFH, through its ongoing internal compliance process, discovered that the direct website address (URL) where copies of the financial assistance policy (FAP), FAP application form, and plain language summary of the FAP (PLS) may be obtained was inadvertently not included on the billing statements for two of its forty-one hospital facilities, KFH Sunnyside and Westside Medical Center, as a result of a system update that impacted the billing statements. Upon discovery in February 2018, the billing statements for these two facilities were promptly updated (by March 2018) to include the URL. The billing statements otherwise provided patients with all other required information regarding the FAP for each facility and how to obtain information about the program or assistance in applying for financial assistance. Further, at all times the URL was made known to patients by including the URL on the PLS and providing the PLS to patients at intake or discharge as well as with at least one billing statement. KFH has also implemented processes to provide additional review for the content of billing statements following a system update. 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, 4, KFH - FONTANA EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including 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, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: Ontario Line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Support evidence-based and promising family and youth development programs in school settings focused on conflict resolution, violence/bullying, mentoring, trauma, and/or suicide prevention. Programs can include 1) student assistance programs (Screening, Assessment, Referral, and Treatment-SAR, Positive Behavioral Interventions & Support; Trauma -Informed Care), 2) direct delivery of services, and 3) parenting education, social support to parents, and encouragement of positive parent-child interactions. KFH-Fontana will address mental health issues among youth by collaborating with the Fontana Unified School District, where the Kaiser Permanente Child and Adolescent Psychiatry staff and SCPMG residents will provide therapy to high school students to address Adverse Childhood Experiences. Support integration of healthcare with community-based mental health services, such as training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH-Fontana will address mental health issues by providing grant support to El Sol Neighborhood Center to enable promotores de salud to educate the broader community about the issue, link to services, and stress the importance of seeking care in San Bernardino. Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. KFH-Fontana will address mental health issues by partnering with the Fontana Unified School District, where the Kaiser Permanente Chemical Dependency Recovery Program and the SCPMG Adolescent Chemical Dependency Ph.D Coordinator will provide substance abuse education by speaking with adolescents and their parents and linking them to substance abuse community resources. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Fontana will address mental health issues by collaborating with the National Alliance on Mental Illness (NAMI) San Bernardino Chapter through grant funding support. KFH-Fontana will also explore the opportunity to provide hospital conference room space to NAMI to hold Family Support meetings for those living with a mental health disorder at no cost to community. B. Economic Security Support educational attainment programs focused on: 1) High School dropout prevention; 3) Mentoring for students at-risk, homeless, foster care; 4) College enrollment; 5) Health care workforce pipeline 5) Science, Technology, Engineering, and Mathematics (STEM). KFH-Fontana Human Resources liaison is member of the Inland Health Professions Coalition, which brings K-12, community college and university faculty, hospital and health care agency representatives, county office of education staff, and professional organization and community agency representatives together to identify and facilitate solutions to the educational, social and environmental barriers to enable a seamless health pipeline. Support employment programs focused on: 1) Employment skills development, education, and training through career-employment bridge programs, transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment, on-the-job training. KFH-Fontana will address economic security issues by partnering with the San Bernardino City Unified School District, where Kaiser Permanente Human Resources Director will provide Employment Workshops to parents of students from Arroyo High School to facilitate career exploration, writing a cover letter/resume, including job search techniques. Support programs that focus on 1) Shelter/housing for homeless; 2) rapid re-housing or 3) tenant-based rental assistance for low-income families to create a path to more housing options, to include intake of all needs, case management, and follow -up. KFH-Fontana will address economic security by providing grant support to homeless service providers from throughout San Bernardino County. Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. KFH-Fontana serves on the San Bernardino County Interagency Council on Homelessness, where a nonprofit hospital is represented for the first time. Support cities, schools, community based organizations to provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices. Enroll community members into available food programs (i.e. Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC)). KFH-Fontana will address economic security by providing grant support to Healthy Cities to set up and accept Cal Fresh and WIC benefits to enable community to obtain fresh fruits and vegetables at Farmer's Markets. Support community-based organizations and networks to build their capacity to advance economic security. KFH-Fontana Community Benefit liaison is member of the High Desert Food Collaborative, which will ensure 30 food providers create synergy, communication channels to mutually tap into coordinated equipment/distribution resources, share food surplus, share best practices and explore opportunities for joint funding to better respond to the food security needs in the High Desert Region. Support efforts to assess upstream social and basic needs and coordinate with community based organizations. KFH-Fontana will address economic security issues by partnering with social service, housing, transportation, and food security nonprofits to screen low income residents in response to non-medical social needs and link to basic needs through the Kaiser Permanente Health Leads Program. C. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Fontana participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. Explore opportunities between hospitals and safety net community clinic providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). KFH-Fontana Community Benefit liaison is member of the Community Clinic Association of San Bernardino County, which supports community clinics to efficiently deliver culturally appropriate quality healthcare to the medically indigent, underserved, uninsured and/or underinsured. Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as a) outreach, enrollment, and retention efforts to increase access to health care coverage and b) use of Community Health Workers to connect residents to medical homes, onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. KFH-Fontana will address access to care by providing grant support to SAC Health Systems, Bloomington Community Health Center, Lestonnac Free Clinic, Al Shifa Free Clinic, and Well of Healing Mobile Medical Clinic. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including education on use of |
| A, 5, KFH - ROSEVILLE EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of 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 local public health department 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. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Roseville service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital. - Kaiser Permanente of Greater Sacramento: KFH Roseville, KFH Sacramento, KFH South Sacramento. - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Roseville Medical Center). - UC Davis Health System. Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 35 organizations assisted the KFH-Roseville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Roseville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Roseville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Roseville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Roseville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income population. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Participate in Placer Community Health Initiative to strengthen Placer County's public health system through conducting health assessments, developing improvement plans, and supporting strategic planning. - Provide grants for transportation to medical appointments. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants for a behavioral health navigation program to help clients access services. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve 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. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to un |
| 2016 Needs Not Selected and Rationale | A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. There is a lack of internal and external resources to leverage in this area. It scored low on all criteria used during prioritization. D. Basic Needs (Economic Security) Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Roseville. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Roseville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 6, KFH - Santa Clara EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems- Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders. Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. Line 6a: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jose Kaiser Foundation Hospitals) - Lucile Packard Children's Hospital Stanford - O'Connor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6b: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Clara has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Santa Clara is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Clara welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Clara will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Support community health workers who assist community members with obtaining appropriate services. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the 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. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Preve |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Santa Clara, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH Santa Clara is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Santa Clara is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimer's Disease Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimer's disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Santa Clara. While KFH Santa Clara did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Santa Clara have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Santa Clara is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via strategies related to active living. 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 |
| A, 7, KFH - OAKLAND EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Oakland has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Oakland is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Oakland welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Oakland will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - 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 via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represented school age youth and college students to health |
| E. Economic Security | Long-term Goal All community members have access to the basic needs necessary to thrive. Intermediate Goals - Increase access to safe, quality affordable housing and support services for the most vulnerable populations affected by homelessness and housing displacement. - Increase opportunities for education, training and employment for vulnerable and low-income populations. - Increase enrollment in and use of public benefit programs among vulnerable and low-income populations, including social non-medical services. - Improve community revitalization and economic health. Strategies Housing and support strategy: - Support innovative solutions to develop affordable, sustainable housing to increase availability and decrease displacement for low and moderate income families Education, training & employment strategies: - Increase availability of job training programs for high risk populations. - Improve educational attainment and college readiness among youth from educationally disadvantaged backgrounds. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Connection to services strategies: - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. - Increase and systematize access to needed social non-medical services. - Increase access to safe, affordable transportation to promote access to necessary services (Active transportation/HEAL). Community revitalization strategy: - Provide support to improve economic outcomes for communities. For example: - Participate in Oakland Thrive Council which preserves and protects affordable housing. - Partner with community college districts and workforce coalitions on strategies to address academic success of youth from educationally disadvantaged backgrounds at the Regional and State level. - Participate 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. - Support non-profit housing developers who are exploring innovative solutions to the affordable housing shortage. - Support the connection of residents in affordable housing to a range of critical health and human services. - Support programs that provide access to job training programs for high-risk populations. - Support organizations focused on improving academic success of youth from educationally disadvantaged backgrounds. - Support organizations who work with re-entry population to help them successfully access jobs. - 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 programs that prepare underrepresented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support the development and use of innovative technology to decrease barriers to enrollment in CalFresh. - Support programs that provide financial literacy support. - Implement a paid summer internship program for underserved high school students at KP medical centers and administrative offices. - Implement KP health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Provide KP 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. - Explore social impact investing opportunities in service of promoting affordable housing. - At the institutional level, support vendors that hire under/unemployed residents in specific communities and provide living wages and benefits. - Explore implementing policies and standards at the institutional level to procure supplies and services from diverse vendors. - Build capacity of small businesses to be able to contract with KP in target neighborhoods/populations. - At the institutional level, target recruitment activities in underrepresented or lower socio-economic communities, focused primarily on working with local organizations to educate the community on hiring practices and jobs available. - At the institutional level, focus efforts on local hiring. Expected Outcomes - Increased availability and utilization of affordable housing. - Increased enrollment and completion of education and job training programs. - Improved educational outcomes. - Increase in number of culturally and linguistically competent and skilled healthcare providers. - Increased enrollment and participation in public benefit programs. - Increase in referrals and coordination between healthcare providers and social non-medical services. - Improved transportation access to necessary services. Additional Community Benefit Priorities In addition to addressing the selected health needs described above, Kaiser Permanente, as an integrated health care delivery system, dedicates resources that target broader health system needs and upstream determinants of health. Kaiser Permanente deploys dedicated research expertise to conduct, publish, and disseminate high-quality epidemiological and health services research to improve the health and medical care throughout our communities. Access to reliable data is a significant need of the overall health care system and can also be implemented in service of the identified health needs. Deploying a wide range of research methods contributes to building general knowledge for improving health and health care services, including clinical research, health care services research, and epidemiological and translational studies on health care that are generalizable and broadly shared. Conducting high-quality health research and disseminating its findings increases awareness of the changing health needs of diverse communities, addresses health disparities, and improves effective health care delivery and health outcomes in diverse populations disproportionally impacted by heath disparities. Research projects encompass epidemiologic and health services studies as well as clinical trials and program evaluations. They cover a wide range of topics including cardiovascular disease, cancer, diabetes, substance abuse, mental health, maternal and child health, women's health, health care delivery, health care disparities, pharmaco-epidemiology, and studies of the impact of changing health care policy and practice. 2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Oakland could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Oakland does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer wa |
| A, 8, KFH - DOWNEY EXPLANATIONS PART V, SECTION B. | ********************************************************************** Line 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including 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, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: PIH Health Hospital - Downey and PIH Health Hospital - Whittier Line 6b: Cerritos College Health Clinic, Ernie Pyle Elementary School, Bellflower, Interfaith Food Center, Santa Fe Springs, Kaiser Permanente Watts Counseling and Learning Center, My Friends House, Partnership for Healthier Communities Collaborative, Plaza de la Raza, TLC Collaborative, Downey Unified School District Line 11: A. Access to Care Support the provision of high quality health care including preventive services and specialty care for underserved populations (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to health care. Support policies and programs that improve the ability of health care organizations to access upstream factors and coordinate with community-based preventive services. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH Downey will address access to care by partnering with Caring Connections, a nonprofit serving Bellflower Unified School District. KFH Downey Public Affairs Representative is a member of the Caring Connections collaborative which ensures that children and families gain access to medical care regardless of insurance status or ability to pay. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. KFH Downey Director of Human Resources is a member of the Southeast Los Angeles County Workforce Development Board where she provides expertise on local programs and policies that impact the evolving needs of the healthcare workforce. B. Obesity/HEAL/Diabetes Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments (HEAL Zones). KFH Downey Community Benefit Manager is a founding member of the Healthy Downey initiative which aims to align school and city based healthy eating and active living efforts in the community of Downey. Support multi-level, multi-component activities in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. The Thriving Schools Initiative is a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. KFH Downey Community Benefit Manager serves as a member of the Partnership for Healthy Communities (PHC) coalition, which is made up of representatives from the Los Angeles County Department of Public Health, PIH Health, Interfaith Food Center and staff from the cities of Cerritos, Artesia, Bellflower and Whittier. PHC has a team of 21 trained promotores who are implementing evidence based healthy eating curriculums at nonprofits and through Parks and Recreation programs in all four cities involved. C. Mental Health Support school and youth development organizations in learning about and addressing mental and behavioral health including suicide prevention and trauma-informed care. KFH Downey will address mental health by providing educational programming and resources (such as bully prevention), through programs such as the KP Educational Theatre, to local schools. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH Downey will address mental health by partnering with True Lasting Connections (TLC) Family Resource Center (FRC) in Downey. KFH Downey Public Affairs Director has served for eight years on the advisory board for this FRC who focuses on providing uninsured and underinsured youth access to mental health services. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. D. Community Safety/Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution program, and mentoring programs that focus on keeping youth positively engaged in school and the community. Support policies and programs that improve the delivery of services for youth and adults returning to the community from incarceration. KFH Downey collaborates with Black Coffee, a social enterprise based in KFH Downey service area dedicated to providing job training, employment and mentoring to men re-entering the community from incarceration. KFH Downey purchases and serves Black Coffee in our hospital cafeteria. Leverage KP assets, including organizational practices, to promote community safety and prevent violence in communities. KFH Downeys Associate Executive Director of the Kaiser Permanente Watts Counseling and Learning Center serves as a member of the Watts Gang Taskforce whose primary function is to eliminate gang violence, and coordinate resources and services in the Watts Community to help youth stay gang free and in school. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). E. Sexually Transmitted Infections Promote and encourage STI education, condom use, abstinence, testing and treatment for patients and their partners. Support school and youth development organizations in learning about and addressing STD prevention. KFH Downey will address sexual health by providing educational programming and resources (such as STI awareness), through programs such as the KP Educational Theatre, to local schools. The health needs that KFH Downey does not intend to directly address are: asthma, cardiovascular disease, oral health, preventive practices, substance abuse and teen pregnancy. For the most part these needs were deemed to be of relatively lower need based on the defined criteria. Taking existing community resources into consideration, KFH Downey has selected to concentrate on those health needs that we can most effectively address given our assets. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Downey will look for collaboration opportunities that address needs not |
| E, 9, KFH - HONOLULU EXPLANATIONS PART V, SECTION B. | ********************************************************************** Line 5: Key Informants were chosen by the Healthcare Association of Hawaii Advisory Committee through a structured nomination and selection process, which followed a thorough review of the preliminary core indicator data. Key informant interviews were conducted by local consultants, Storyline Consulting. Following is a list of the key informants: Kurt Akamine, Garden Isle Rehabilitation & Healthcare Center Marc Alexander, Hawaii Community Foundation Gino Amar, Kohala Hospital Maile Ballesteros, Stay At Home Healthcare Services Joy Barua, Kaiser Permanente Hawaii Dan Brinkman, Hawaii Health System Corporation, East Hawaii Region Rose Choy, Sutter Health Kahi Mohala Behavioral Health Kathy Clark, Wilcox Memorial Hospital R. Scott Daniels, State Department of Health Thomas Driskill, Spark M. Matsunaga VA Medical Center Tom Duran, CMS Laurie Edmondson, North Hawaii Community Hospital Lynn Fallin, State Department of Health Brenda Fong, Kohala Home Health Care of North Hawaii Community Andrew Garrett, Healthcare Association of Hawaii Beth Giesting, State of Hawaii, Office of the Governor Kenneth Graham, North Hawaii Community Hospital George Greene, Healthcare Association of Hawaii Robert Hirokawa, Hawaii Primary Care Association Mari Horike, Hilo Medical Center Janice Kalanihuia, Molokai General Hospital Lori Karan, MD; State Department of Public Safety Darren Kasai, Kula and Lanai Hospitals Nicole Kerr, Castle Medical Center Peter Klune, Hawaii Health Systems Corporation, Kauai Region Tammy Kohrer, Wahiawa General Hospital Jay Kreuzer, Kona Community Hospital Tony Krieg, Hale Makua Eva LaBarge, Wilcox Memorial Hospital Greg LaGoy, Hospice Maui, Inc. Leonard Licina, Sutter Health Kahi Mohala Behavioral Health Wesley Lo, Hawaii Health Systems Corporation, Maui Region Lorraine Lunow-Luke, Hawaii Pacific Health Sherry Menor-McNamara, Chamber of Commerce of Hawaii Lori Miller, Kauai Hospice Pat Miyasawa, Shriners Hospitals for Children - Honolulu Ramona Mullahey, U.S. Department of Housing and Urban Development Jeffrey Nye, Castle Medical Center Quin Ogawa, Kuakini Medical Center Don Olden, Wahiawa General Hospital Ginny Pressler, MD, State Department of Health Sue Radcliffe, State Department of Health, State Health Planning and Development Agency Michael Robinson, Hawaii Pacific Health Linda Rosen, MD, Hawaii Health Systems Corporation Nadine Smith, Ohana Pacific Management Company Corinne Suzuka, CareResource Hawaii Brandon Tomita, Rehabilitation Hospital of the Pacific Sharlene Tsuda, The Queen's Medical Centers Stephany Vaioleti, Kahuku Medical Center Laura Varney, Hospice of Kona Cristina Vocalan, Hawaii Primary Care Association John White, Shriners Hospitals for Children - Honolulu Rachael Wong, State Department of Human Services Betty J. Wood, Department of Health Barbara Yamashita, City and County of Honolulu, Department of Community Services Ken Zeri, Hospice Hawaii Line 6a: Castle Medical Center Kahi Mohala Behavioral Health Kapiolani Medical Center for Women and Children Kuakini Medical Center Pali Momi Medical Center Rehabilitation Hospital of the Pacific Shriners Hospitals for Children Straub Clinic & Hospital The Queen's Medical Center The Queen's Medical Center - West Oahu Wahiawa General Hospital Line 6b: The Healthcare Association of Hawaii led the statewide effort. Line 11: The two health needs that KFH Honolulu plans to address are Access to Care and Exercise, Nutrition and Weight/Diabetes. As part of the Kaiser Permanente integrated health system, KFH Honolulu has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Honolulu is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Honolulu welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Honolulu will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. The remaining prioritized health needs for Honolulu will not be addressed by KFH Honolulu because they were not ranked as highly as Exercise, Nutrition, Weight and Diabetes, and Equitable Access to Health Services. KFH Honolulu has unique resources and capacity to dedicate to the two chosen health needs, and a number of the strategies developed to address the chosen health needs will impact the other health needs that were not selected in this Implementation Strategy. Additionally, many of the specific health needs identified through the CHNA can be addressed by strategies implemented under the needs selected to address. In addition, there are other strong community partners who are currently addressing these needs below: - Mental Health and Mental Disorders - Cardiovascular Disease and Stroke - Substance Abuse, including Tobacco - Oral Health - Prevention and Safety, including Violence/Injury Prevention - Maternal, Infant and Fetal Health - Respiratory Diseases, including Asthma - Cancers - Immunizations and Infectious Diseases, including HIV/AIDS/STDs The implementation strategy can be found at: https://share.kaiserpermanente.org/wp-content/uploads/2013/10/KFH-HI-IS-Re port.pdf 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 13B: 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 KP WEBSITE AT WWW.KP.ORG/MFA/HAWAII Line 20E: You may qualify for Kaiser Permanente's Medical Financial Assistance Program if you cannot pay for medically necessary care and meet specific income requirements. Please contact Patient Financial Services or visit our website at kp.org/mfa/Hawaii for an application and detailed program information, including how we determine the Accounts Generally Billed adjustment (Amt Gen Billed Adj). |
| A, 10, KFH - SAN FRANCISCO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of 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 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. SFHIP screened 43 published community health assessments completed between 2012 and 2015 to identify gaps in primary data available. Twenty-one of the assessments were included in the data analysis. This review informed the selection of community partners and target populations for community input. The SFHIP identified target populations for which there was limited secondary data or limited data from other assessments as described above. The target populations are listed below. Community conversations with members of these groups included low-income, minority and medically underserved residents: - Formerly incarcerated - Transitional age youth - Seniors - Latinos - Middle Eastern and Arab residents - African American mothers - Filipinos - LGBT - Native Americans - Veterans Using the SFHIP member relationships, community-based organizations representing or serving the target populations were asked to host a community conversation with residents about their health needs. SFDPH staff facilitated 11 community conversations using the Technology of Participation techniques for focused conversations and consensus development. SFDPH staff compiled the themes and identified health needs from the 11 community conversations for inclusion in the CHNA and in the 29 SFDPH Social Determinant of Health and Health Outcome reports. The Health Need In addition to the input from public health experts who serve on SFHIP, two formal key informant interviews with SFDPH staff were conducted, including the County Population Health Branch Director. Key informants were asked about their highest health issue concerns for vulnerable San Franciscans, the top health needs in San Francisco and community assets to protect and enhance. 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: SFHIP participants included: - APA Family Support Services - Asian Pacific Islander Health Parity Coalition - San Francisco Community Clinic Consortium - Chicano/Latino/Indigena Health Equity Coalition - Instituto Familiar de la Raza - Bayview Hunters Point Foundation for Community Improvement - San Francisco Human Services Network - San Francisco Unified School District - San Francisco Mayors Office - African American Community Health Equity Coalition - Rafiki Wellness - CAL Insurance and Associates, Inc. - Metta Fund - The San Francisco Foundation - Interfaith Coalition for Immigrants Rights - San Francisco Interfaith Council - San Francisco Department of Public Health - University of California, San Francisco Community Engagement Partners: - Advancing Justice of the Asian Law Caucus - African American Art and Cultural Center - CARECEN - Filipino American Development Foundation - Instituto Familiar de la Raza/Asociacin Mayab - Larkin Street Youth - LGBT Center - Native American Health Center - On Lok 30th Street Senior Center - Swords to Plowshares - Transitions Line 11: As part of the Kaiser Permanente integrated health system, KFH San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals 1. Expand prevention and support services for mild to moderate behavioral health conditions. 2. Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. 3. Develop a diverse, well trained behavioral health care workforce that provides culturally sensitive behavioral health care. 4. Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services and environments that evidence suggests reduce stress, anxiety and depression. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. For example: - Provide grants to programs at schools and community-based organizations that identify behavioral health needs and connect individuals to services, including programs to help people avoid and recover from substance abuse; programs that support mindfulness, stress reduction, peer support, and a trauma-informed approach to care; and programs that increase access to and from primary and behavioral health care. - Partner with the San Francisco Unified School District, the San Francisco Department of Public Health, and the San Francisco Human Services Network to identify persons with behavioral health needs and the best services to address those needs. - Support depression screening and follow-up as part of population health management initiatives. - Support the use and adoption of screening tools for risk of exposure to trauma - Conduct outreach to underrepresented populations to support entering behavioral health professions. - Support the capacity of clinics, schools and other community-based organizations to provide trauma-informed care. Expected Outcomes Prevention - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs Destigmatization - Increase in help seeking behavior for accessing behavioral health care. Workforce - Increase in the number of culturally and linguistical |
| 2016 Needs Not Selected and Rationale | A. Housing Stability Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Francisco. In San Francisco, the discussion focused on Housing Stability and Homelessness which are driven by housing costs and availability of good paying jobs. While KFH San Francisco did not select this need because of the challenges of addressing a need this large given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to transition the homeless to stable housing, promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Safety and violence prevention Safety and Violence Prevention was not ranked as highly as the selected needs. In addition, the Community Benefit Advisory Committee (CBAC) recognized that there are other strong community partners who are currently addressing or are better suited to address Safety and Violence Prevention. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements of the Affordable Care Act and IRS notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Francisco will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. In addition, as KFH San Francisco develops specific implementation strategies and grant criteria, it will acknowledge the connection of housing stability, safety and violence prevention to the selected priority health 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| A, 11, KFH - ANAHEIM EXPLANATIONS PART V, SECTION B. | ********************************************************************** Line 5: Local stakeholders participated in focus groups or key informant interviews. 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, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. Line 6a: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Anaheim intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). KFH-Anaheim intends to address mental health by collaborating with Cal State Fullerton's Center for Healthy Neighborhoods and other nonprofit organizations through participation on the advisory board to provide expertise regarding parenting classes, early childhood education and teen mental health concerns. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Anaheim community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/Heal/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example of an initiative for this strategy is the Healthy Eating Active Living (HEAL) Zones. HEAL Zones are multi-year, place-based investments that support policy, advocacy and/or system changes in communities. This initiative aims to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables, and healthy beverages and increasing safe places to play and be physically active. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanente's service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Anaheim Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of this work is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange County's active transportation projects and programs to promote healthy communities. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. KFH-Anaheim community medicine fellow and Orange County Family Medicine Residents provide direct and guidance for the diabetes self-management program run by Latino Health Access. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Anaheim recruitment services liaison will continue to serve as a member of the City of Anaheim workforce investment board to share knowledge regarding healthcare jobs of the future, participate on focus groups and serve on the workforce evaluation subcommittee. In addition, KFH-Anaheim recruitment services liaison will continue to partner with Vital Link to coordinate an expert panel and review of Orange County MA and LVN programs (ROP, private and community college) curriculum as well as provide expert speakers at large events. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. This will be accomplished by contributing toward supplier diversity in the community to address economic security by implementing policies and standards to procure supplies and services from a diverse set of providers; working with vendors to support sub-contracting with diverse suppliers/service providers; working with community-based workforce development programs to support a pipeline for diverse suppliers/service provides; and building the capacity of target neighborhoods/populations. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange County's Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH - Anaheim participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehen |
| A, 12, KFH - VALLEJO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders provided community input through key informant interviews and focus groups. The consultant team interviewed individuals who were identified as having valuable knowledge, information, and expertise relevant to the health needs of the community. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 18 key informant interviews were conducted for the Napa County CHNA. Because the KFH-Vallejo service area also includes Benicia and Vallejo, two cities in Solano County, the 18 Napa County interviews were considered alongside primary data that were collected in Solano County by Valley Vision for the Solano County CHNA. Four interviews (including group interviews) conducted with Benicia and Vallejo residents and stakeholders for the Solano County CHNA, and were included in the analysis because the KFH-Vallejo service area includes these two cities. Additionally, four focus groups were conducted throughout Napa County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as having worse health outcomes or at risk for having worse health outcomes than the general population in Napa County. These subpopulations included youth county-wide, as well as residents in American Canyon and Calistoga. Focus groups were monolingual, conducted in either English or Spanish. Two additional focus groups conducted in Solano County by Valley Vision were also considered in this analysis because they included residents from Benicia and Vallejo, which are part of the KFH-Vallejo service area. line 6a: Kaiser Foundation Hospital-Vallejo collaborated with St. Joseph Health Queen of the Valley Medical Center and St. Helena Hospital on data collection and interpretation for Napa County. Line 6b: The Napa County hospitals, in partnership with the following organizations, made up the Napa County CHNA Advisory Group: - Napa County Health and Human Services Agency - Live Healthy Napa County Line 11: As part of the Kaiser Permanente integrated health system, KFH Vallejo has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vallejo is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vallejo welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vallejo will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). B. Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools, and utilize schools as forums for educational sessions (e.g. convening assemblies). For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Participate in Live Healthy Napa County (LHNC), a public-private partnership that provides Napa County residents with education and resources to drive health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanente's Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Health Care Services 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 services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cannot afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management, addressing socio-economic, ethnic and cultural needs, as well as barriers like housing and transportation. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grants for programs that support children's enrollment in and use of health insurance coverage. - Provide grants for programs that support promoters and/or community health workers to help patients navigate the health care system. - Partner with local community colleges on programs to improve ac |
| 2016 Needs Not Selected and Rationale | KFH Vallejo has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vallejo because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vallejo will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Cancers Cancers will not be directly addressed by KFH Vallejo through implementation strategies because the Contributions Committee assigned this health need a low score with respect with to CHNA prioritization, existing county funding, and ability to leverage community assets. However, KFH Vallejo anticipates indirectly addressing this need through strategies aimed to address Access to Care and Coverage and Healthy Eating/Active Living, as these health needs are interrelated. For example, providing high quality medical care to Medi-Cal participants and supporting outreach, enrollment, retention and appropriate utilization of health care coverage programs will increase access to preventative care and screenings, as well as treatment for individuals with cancer. Because healthy eating and an active lifestyle are directly correlated with a decreased risk of cancer, KFH Vallejo also intends to address cancer prevention by increasing access to healthy, affordable foods, decreasing access to unhealthy food and sugar-sweetened beverages, and increasing opportunities for physical activity in the community and in schools. B. Education While KFH Vallejo did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the region, and state. Progress in educational attainment and education quality requires partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vallejo chose to address other health needs in this implementation plan. C. Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Vallejo. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vallejo did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| A, 13, KFH - SOUTH SACRAMENTO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of 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 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. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-South Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH South Sacramento, KFH Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Roseville Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 37 organizations assisted the KFH-South Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH South Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low -income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support programs to promote integration of care between primary and specialty care. - Provide grants to increase coordination of youth and family services by providing a single point of access and assistance to address the social, emotional, health and academic needs of students. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve 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. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical acti |
| 2016 Needs Not Selected and Rationale | A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs in IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH South Sacramento. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH South Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| A, 14, KFH - WALNUT CREEK EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 55 individuals through focus groups and individual interviews. In all, ASR consulted with 21 professional community representatives of various organizations and sectors through 15 key informant interviews and one focus group (which included six participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (2) - Other health centers or systems (7) - Mental/Behavioral health or violence prevention providers (2) - School system representatives (8) - City or county government representatives (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - Stanford Health Care - ValleyCare - San Ramon Regional Hospital - St. Rose Hospital - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Walnut Creek has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Walnut Creek is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Walnut Creek welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Walnut Creek will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - 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. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Walnut Creek could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Walnut Creek does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Walnut Creek. While KFH Walnut Creek did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a person's use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Walnut Creek did not select this need because the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Walnut Creek did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION 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 the use of 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 local public health department 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. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Primary data were collected from May 2015-November 2015. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH Sacramento, KFH South Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Sacramento Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 40 organizations assisted the KFH-Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low -income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants to improve navigation to obtain services (e.g. promotores). - Support programs to promote integration of care between primary and specialty care. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support KP Pals Program at Thomas Edison Institute, which provides 5th grade students with ongoing communication with a healthcare professional mentor. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve 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. Social non-medical service - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in lo |
| 2016 Needs Not Selected and Rationale | A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored low on CHNA prioritization and lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Sacramento. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| B, 16, KFH - RIVERSIDE EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was solicited from stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g. grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Local stakeholders participated in focus groups or key informant interviews to discuss health needs, health barriers, and health assets in their respective community. Line 6a: KFH-Moreno Valley Line 11: Health Need 1: Access to Care Access to Care Long-Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Access to Care Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. - Improve the capacity of health care systems to provide quality health care services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system. Access to Care Strategies - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. - Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community based preventive services. - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies - Provide training for medical providers on the provision of culturally competent care to diverse populations. - Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. - Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members. Access to Care Resources and Partners - Community Health Care Access (formerly Community Surgery Day) for uninsured residents in partnership with community clinics. - Family Medicine Residency Program. - Partners such as the Riverside University Health System, local FQHCs, community clinics, and more. Access to Care Expected Outcomes - Enrollment continues to rise, especially in low-income communities and communities of color. - Individuals who do not qualify for low-cost or no-cost health insurance (e.g., undocumented individuals) have at least one option for seeking medical treatment. - Increased referrals and coordination between health care providers and community-based efforts. - Increased efforts to address health predictors and other upstream factors in community outreach. - Health care organizations have increased opportunities for professional development and infrastructure improvements, especially in areas relating to data analysis, leadership training, and business operations. - There is an increase in the number of medical providers who receive continuing education in providing culturally competent care. - Increased availability of medical care in preferred language, utilizing qualified interpreter services. - Multiple low-cost transportation options are available when traveling to-and-from care. - Increased number of patients accessing care at non-traditional access points. - Greater public understanding of the health care system and coverage options. - New patient members are successfully onboarded and understand their benefits. Health Need 2: Obesity/Diabetes/HEAL Obesity/Diabetes/HEAL Long-Term Goal All community members eat healthy and move more as part of daily life. Obesity/Diabetes/HEAL Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Obesity/Diabetes/HEAL Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes) - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices - Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh, etc. - Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores and addressing violence-free neighborhoods - Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management Obesity/Diabetes/HEAL Resources and Partners - HEAL Zone Initiative - Thriving Schools Initiative - Pediatric Obesity Champion - Partners such as local cities, coalitions, collaboratives, foundations, after-school programs for children, and many more Obesity/Diabetes/HEAL Expected Outcomes - Increased options are available for safe active transportation - The number of people using active transportation has increased - Existing parks are improved to encourage greater use - Local organizations adopt and implement policies and environments that increase availability and encourage consumption of nutritious foods - Reduced unhealthy food consumption in participating organizations - Increased availability of free, clean drinking water across the community and in schools - Increased enrollment of eligible individuals into federal food programs - Increased use of federal food program benefits at farmers' markets - Increased consumption of fruits and vegetables among those receiving federal food program benefits - Increased number of available evidence-based health promotion programs are available in the community at no-or-low cost - Increased attendance at health promotion programs - Improved feelings of self-efficacy and ability to prevent/manage chronic disease - Increased number of people with diabetes who take a self-management course - Increased ability of people with diabetes to manage their blood sugar levels and avoid serious diabetic complications - Improved referrals and coordination between health care providers and community-based resources/programs - Increased collaboration between health care providers and non-traditional partners (e.g., police, local merchants, etc.) Health Need 3: Mental Health Mental Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Mental Health Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Mental Health Strategies - Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency an |
| A, 17, KFH - ONTARIO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including 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, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in PROVIDING INPUT. Line 6a: KFH-Fontana Line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Long-term Goal Increase the number of community members that have optimal levels of mental health/well-being and access to quality mental and behavioral health services Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support - Prevent and reduce violence Strategies - Support 1) Evidence-based and promising family and youth development programs in school setting (i.e. conflict resolution, violence/bullying, mentoring, suicide prevention); 2) Student assistance programs (Screening, Assessment, Referral, and Treatment-SART); Positive Behavioral Interventions & Support; Trauma -Informed Care; 3) Direct delivery of services; 4) Parenting education, social support to parents, and encouragement of positive parent-child interactions. Example resources and partnerships include: Ontario - Montclair Unified School Districts and the Kaiser Permanente Chemical Dependency Recovery Program. - Support integration of healthcare with community-based mental health services (training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers) if grant is proposed from specific organizations including National Alliance on Mental Illness (NAMI) and DBH. Example resources and partnerships include: San Bernardino County Behavioral Health Dr. Ahiba, a physician who is also connected with the NAMI. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. Example resources and partnerships include: Ontario Unified School Districts and the Kaiser Permanente Chemical Dependency Recovery Program. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in school and community settings. - Increased screening and identification of mental and behavioral needs in High Schools. - Improved schools and community cohesion and social support - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. B. Economic Security Long-term Goal Increase the number of community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Improve the availability and the quality of affordable housing - Prevent displacement and homelessness - Improve employment opportunities - Reduce food insecurity in the community - Increase education attainment Strategies - Support 1) Career and bridge training/educational opportunities to participate in postsecondary education and obtain employment; 2) Transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment; 3) Youth apprenticeship programs that provide high school students with professional opportunities that combine academic and on-the-job training/mentorship. Example resources and partnerships include: San Bernardino County Vital Signs and Kaiser Permanente Human Resources Employment Workshops. - Support 1) Efforts to increase access to permanent housing with supportive services for homeless individuals/families to help them maintain stability and self-sufficiency; 2) Rapid re-housing combined with crisis intervention, needs assessment, case management; 3)Tenant-based rental assistance programs to low-income families for more housing options. Example resources and partnerships include: Homeless Service Provider Collaborations and the Kaiser Permanente Social Medicine Department. - Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. Example resources and partnerships include: The Interagency Council on Homelessness and Kaiser Permanente Public Affairs - Support cities, schools, community based organizations to 1)Provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices; 2) Enroll community members into available food programs (i.e. Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC)); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing and promote fresh fruits and vegetables as healthy food choices. Example resources and partnerships include: Healthy Cities and Kaiser Permanente Nutrition and Food Services - Support community-based organizations and networks to build their capacity to advance economic security. Example resources and partnerships include: High Desert Food Collaborative and Kaiser Permanente Public Affairs - Support efforts to assess upstream social and basic needs and coordinate with community based organizations. Example resources and partnerships include: Health Leads and Kaiser Permanente Regional Program. - Support: 1) Career academies, small learning communities within high schools that focus on specific vocational fields; 2) Dropout prevention programs; 3) Mentoring programs for at-risk students, homeless or youth in foster care; 4) Targeted programs to increase college enrollment, with strong parental engagement; 5) Health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers; 5) Support STEM education programs/opportunities focused on science, technology, engineering or mathematics; an interdisciplinary and applied approach coupled with real-world, problem-based learning and exposure. Example resources and partnerships include: Inland Empire Pipeline Convergence and Kaiser Permanente Hippocrates Circle Program. Expected Outcomes - Increased self-sufficiency - Decreased percentage of individuals with no high school diploma - Increased educational attainment - Increased number of people employed - Decreased number of people becoming homeless C. Access to Care Long-term Goal Increase the number of community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the size and capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system Strategies - Explore opportunities between hospitals and community health providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). Example resources and partnerships include: Community Clinic Association of San Bernardino County and Kaiser Permanente Public Affairs. - Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as 1) Outreach, enrollment, and retention efforts to increase access to health care coverage; 2) Encourage and integrate use of Community Health Workers to connect residents to medical homes and sign them up for insurance; onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. Example resources and partnerships include: El Sol Promotoras and admitting staff in emergency departments who are aware of alternative community resources. - Train new physicians (i.e., Graduate Me |
| A, 18, KFH - SAN LEANDRO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, Applied Survey Research (ASR) gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH San Leandro has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Leandro is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Leandro welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Leandro will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Implement Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Partner with local safety net clinics and faith-based organizations on SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve nav |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Leandro, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Leandro is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH San Leandro is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Leandro is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Leandro. While KFH San Leandro did not select this need because the Contributions Committee believed it was much less feasible to address given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Leandro believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Leandro is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| A, 19, KFH - SAN JOSE EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems- Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. line 6A: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jos Kaiser Foundation Hospitals) - Lucile Packard Childrens Hospital Stanford - OConnor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6B: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH San Jos has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Jose is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Jos welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Jose will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the 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. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Prevention and early intervention strategies: - Increase availability of education, job training and enrichment programs for |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Jose, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH San Jose is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Jose is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimer's Disease Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimer's disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Jose. While KFH San Jose did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH San Jos have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Jose is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via strategies related to active living. 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 EL |
| B, 20, KFH - BALDWIN PARK EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including 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, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: Citrus Valley Health Partners three campuses (Citrus Valley Medical Center-Inter-Community Campus in Covina; Citrus Valley Medical Center-Queen of the Valley Campus in West Covina; and Foothill Presbyterian Hospital in Glendora) and hospice (Citrus Valley Hospice in West Covina) Line 11: A. Obesity/HEAL/Diabetes KFH-Baldwin Parks long-term goal for addressing Obesity/HEAL/Diabetes is that all community members eat healthy and move more as a part of daily life. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. These priorities have guided the development of the following core strategies to address Obesity/HEAL/Diabetes in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support new and improved policies and programs that support active transportation and physical activity (e.g. safe pedestrian bicycle routes and violence prevention initiatives that create safe schools and communities). Support programs and policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Support local governments, schools and/or community-based organizations to enroll community members into available food programs, most importantly CalFresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of CalFresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. KFH-Baldwin Park partners with Southland Farmers Market Association in holding a farmers market every Friday on the medical center campus. The Farmers Market is available to the broad community (including patients and staff). This partnership enables the use of CalFresh and WIC benefits for the purchase of fresh fruits and vegetables as healthy food choices. KFH-Baldwin Park partners with Baldwin Park and West Covina Unified School Districts in implementing the Garden Gourmets program for low-income fourth grade students at nine (9) participating elementary schools. Students are taught to harvest their own vegetables and fresh herbs and encouraged to make healthy choices when purchasing food from local vendors. In addition, the hands on activities in the gardens (KP Baldwin Park Community Garden and Hurst Ranch in West Covina) and use of healthy recipes directly align with their science and health curriculums implemented in the classroom. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community-based partnership to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease (obesity, diabetes, and/or heart disease) management and prevention. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. Successful implementation of these strategies is expected to contribute to the following set of outcomes in the community: Adoption and implementation of policies and programs that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages. Increased enrollment and use of federal food programs. Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. B. Access to Care KFH-Baldwin Parks long term goal for addressing Access to Care is that all community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. Enhance individuals' utilization of the community based health delivery system. Improve the capacity of healthcare systems to provide high quality healthcare services, including the social and non-medical needs of their patients. These priorities have guided the development of the following core strategies to address access to care in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations. KFH Baldwin Park aims to address access to care by a) partnering with the East Valley Community Health Center (EVCHC) through the KP Care Night program, where once a month, KFH-Baldwin Park physicians and nurse practitioners provide no-cost primary care services to uninsured and underinsured residents of the San Gabriel Valley, b) partnering with nine school districts in the San Gabriel Valley for the Every Childs Healthy Option (ECHO) Program, where various KFH-Baldwin Park departments including Emergency Room, Pediatrics, Vision Essentials, and Pharmacy provide uninsured children in grades K-12 with year-round, no-cost access to urgent care services (i.e. fractures, breaks, infections, etc) and any follow up appointments and services (i.e. glasses, medication) affiliated with their initial visit at the medical center are also covered. In addition, as part of the largest non-profit health system, KFH-Baldwin Park participates in government-sponsored programs for low-income individuals (i.e., Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. Support partnerships and net |
| A, 21, KFH - IRVINE EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Local stakeholders participated in focus groups or key informant interviews. 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, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. line 6A: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups. Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Irvine intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Irvine community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/HEAL/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Irvine Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of the active transportation subcommittee is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange County's active transportation projects and programs to promote healthy communities. Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Irvine recruitment services liaison will continue to serve as a member of the Orange County Business Council workforce development committee to share knowledge regarding healthcare jobs of the future, participate on focus groups and participate as a guest speaker on work force development expert panels. KFH-Irvine liaison will continue to meet with community based organizations, such as Working Wardrobes, to provide expertise in mock interviews, resume writing and presentations such as the values of hiring a Veteran. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange County's Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Kaiser Permanente liaison serves as a funder on the collaborative as well as providing community expertise in participating in formation of initiatives for community clinics to improve access to care. In addition, KFH-Irvine intends on addressing access to care by involving Kaiser Permanente service line leaders in the community to provide diversity training for community based organizations, specifically around health care equality and measures to address disparities in healthcare for African Americans. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH - Irvine participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cannot afford medical expenses and/or cost sharing. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). The remaining prioritized health needs not addressed by KFH-Irvine because they demonstrated lower 'Need,'Feasibility' include Housing, Substance Abuse/Use, Oral/Dental Health, Cancer, Cardiovascular Disease, Alzheimer's, Suicide, Maternal & Child Health and HIV/AIDS. While the Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Irvine will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs, or where needs align with current strategy and priorities. 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 O |
| A, 22, KFH - SOUTH BAY EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of 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 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, non-traditional stakeholders representing anchor institutions/significant employers (e.g., DIRECTV, Edison, Sam's Club), chamber of commerce, civic leaders, educational. Line 6a: Dignity Health St. Mary Medical Center, Long Beach Memorial, Miller Children's & Women's Hospital Long Beach, and Community Hospital Long Beach Line 6b: The Children's Clinic and the City of Long Beach Department of Health and Human Services. Line 11: A. Access to Care Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. KFH-Harbor City will provide Charitable Care and Coverage and grants to nonprofit organizations offering health coverage outreach and enrollment services. Support policies and programs that improve the ability of health care organizations to assess upstream factors and coordinate with community based preventative services. KFH-Harbor City will provide funding support to FQHCs/Community Health Centers to provide employment and housing assistance, and enrollment in CalFresh for underserved populations. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision, and other health services. To address the integration of clinical care, KFH-Harbor City will award grants to nonprofit organizations and FQHCs/Community Health Centers that provide mental and dental health services. Provide training for medical providers on the provision of culturally competent care to diverse populations (including homeless). KFH-Harbor City will identify Continuing Medical Education (CMEs), symposiums or in-service training and learning opportunities for FQHCs/Community Health Centers to participate. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Harbor City participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and can't afford medical expenses and/or cost sharing. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. KFH-Harbor City coordinates annual Community Surgery and Colonoscopy Screening Days in partnership with FQHCs (Harbor Community Clinic; Harbor City Family Health Care; The Children's Clinic, Serving Children and Their Families; and Wilmington Community Clinic). Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. B. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. KFH-Harbor City's Community Benefit Manager and Physician Champion will participate on a hospital subcommittee of the Harbor City Coalition to End Homelessness to share best practices, resources and training opportunities to serve the homeless population. Support policies that increase economic security for individuals and families by expanding opportunities for employment. KFH-Harbor City will identify a local leader (Human Resources Director) to partner with the Harbor City Workforce Investment Board to recruit and hire individuals in the communities KFH-Harbor City serves. Support local governments, schools, and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC); Promote the use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. In partnership with City of Los Angeles, KFH-Harbor City will establish a Farmer's Market at Ken Malloy Park in Harbor City and offer enrollment in supplemental food programs such as Women Infants and Children (WIC) and Cal Fresh at the existing KFH-Harbor City Farmer's Market. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. KFH-Harbor City will partner with local vocational schools, community colleges, workforce investment boards, local hiring halls or community-based workforce development programs to create career pipeline programs in target communities with high rates of unemployment and poverty. C. Injury and Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community. KFH-Harbor City's Hippocrates Circle Program will assign physician mentors to middle school students to encourage them to enter the health care field; connecting Kaiser Permanente's Educational Theatre Program conflict resolution and anti-bullying performances to local schools. Additionally, KFH-Harbor City's Chief Operating Officer will serve as a member of the advisory board for California State University Dominguez Hills Male Success Alliance Program, which matches professional mentors, provides career guidance and mock interviews for college students and afterschool programs for youth. Support policies and programs that increase diversion from incarceration for low-level offenses among youth and adults, particularly those that result from substance abuse or mental health needs. KFH-Harbor City to provide grants to nonprofit organizations offering school-based diversion programs, namely: Centinela Youth Services' Reducing Violence in Schools through Mediation; Long Beach Bar Association's Short Stop Juvenile Crime Diversion Program; and the California Conference for Equality and Justice, Restorative Justice Programs in Schools and Community. Support new and improved policies and environments that increase the availability and use of safe public spaces, such as parks. In partnership with the City of Los Angeles Parks and Recreation Department, KFH-Harbor City will convene nonprofit and community-based organizations in the Harbor City-Harbor Gateway area to engage youth in positive programs and activities at Los Angeles County Ken Malloy Park to reduce violence in the community. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). KFH-Harbor City will identify a leader to participate in stakeholder convenings and activities hosted by the City of Long Beach in support of Safe Long Beach Violence Prevention Plan and its initiatives aimed at reducing violence, increasing awareness, and providing resources and assistance. Leverage KP assets to drive community health, including violence prevention; champion organizational practice changes within KP that create safe schools and communities. D. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. KFH-Harbor City will identify and recruit physician volunteers to participate in the Mental Health America's homeless innovations program, a "street medicinecollaborative approach to providing medical and mental health services to homeless individuals in Long Beach. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Harbor City physicians and LCSWs will be identified to speak at parent and youth workshops offered by Behavioral Health Services on various topics such substance abuse and gender identity. Support the development of community-based orga |
| A, 23, KFH - SANTA ROSA EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department, as well as members of medically underserved, low-income, chronically diseased, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 21 key informant interviews were conducted during this needs assessment. Additionally, five focus groups were conducted throughout Sonoma County, reaching 64 residents. These groups were intentionally sampled to reach residents in specific geographic regions identified as areas of high concern in the Portrait of Sonoma County report. These subpopulations included residents in Petaluma, the Boyes Hot Springs in Sonoma Valley, Cloverdale, Roseland in Southwest Santa Rosa, and the Russian River area. Focus groups were monolingual, and the language of facilitation was selected to encourage participation from the target population for each conversation. The SC CHNA Collaborative worked closely with community organizations to ensure that the location and language of facilitation selected was appropriate and convenient for residents in each community. Groups in Cloverdale and the Boyes Hot Springs in Sonoma Valley were conducted in Spanish; all others were conducted in English. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. line 6a: Sonoma County's primary hospitals (KFH-Santa Rosa, St. Joseph Health-Sonoma County, Sutter Health) worked in collaboration with partners from Sonoma County District Hospitals, including Healdsburg Health District, Palm Drive Health Care District, and Sonoma Valley Hospital, to complete a county wide CHNA. Line 6b: Representatives from the primary hospitals, joined by representatives from Sonoma County Department of Health Services, formed the 2016 Sonoma County Community Health Needs Assessment Collaborative. Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Rosa has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Santa Rosa is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Rosa welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Rosa will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for food distribution programs. - Grant funding for physical activity programs in parks and the community. - Support programs that promote school-based physical activity as well as school wellness policy development and implementation. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example: - Provide grant funding for community health centers, clinics, and coalitions. - Support programs that expand use of patient navigators, promotores or community application assisters. - Provide grant funding for 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. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Partner with existing organizations and collaboratives focus |
| 2016 Needs Not Selected and Rationale | KFH Santa Rosa has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Santa Rosa because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Santa Rosa will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Access to Education Access to Education is an important issue in Sonoma County, particularly in early childhood. In selecting to focus on Early Childhood Development, KFH Santa Rosa intends to support innovative solutions to providing increased access to education in early childhood, such as increasing access to high quality early learning opportunities and supporting early childhood workforce development. Therefore, KFH Santa Rosa chose not to address Access to Education separately. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Santa Rosa. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and existing or promising practices. Ultimately, KFH Santa Rosa did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Oral Health In Sonoma County, oral health is an important issue that is driven in part by lack of access to dental insurance coverage or inadequate utilization of dental care. KFH Santa Rosa does not have extensive expertise in the field of oral health, and instead intends to explore opportunities to increase residents' access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. Therefore, KFH Santa Rosa chose not to address Oral Health as a separate priority area. D. Violence and Unintentional Injury Violence and Unintentional Injury, while a concern in Sonoma County, was the lowest ranked health need in the CHNA prioritization process. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH Santa Rosa chose to address higher-priority health needs. KFH Santa Rosa intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| B, 24, KFH - WOODLAND HILLS EXPLANATIONS PART V, SECTION B. | ************************************************************************ LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. 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. Additionally, Valley Care Community Consortium's (VCCC) long-established partnerships and collaboration with organizations and county departments was advantageous to identifying representatives who serve within various sectors of the communities of KFH-Woodland Hills. These representatives included community residents, political representatives, county departments, educators, health providers and providers, and business leaders. Line 6a: Simi Valley Hospital, Community Memorial Health System, St. John's Regional Medical Center, and Ventura County Medical Center Line 11: Financial Well-Being Long-term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Prevent displacement and homelessness. - Improve employment opportunities. - Reduce food insecurity in the community. Strategies - Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families. - Support policies that increase economic security for individuals and families by expanding opportunities for employment. - Support the development of culturally relevant and multi-generational community resident's leadership and build their capacity to advance equity and improve economic security. - Support policies that increase economic security by expanding educational opportunities for individuals and their families. Expected Outcomes - Increase access to education opportunities. - Increase access to employment opportunities and workforce training. Healthy Eating Active Living Long-term Goal All Community Members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve linkages between health care services and community-level services. Strategies - Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and prevent obesity/promote healthy eating and active living. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies that are community driven. - Support new and improved community driven policies and environments that support increased physical activity. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to physical activity. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. - Improved referrals and coordination between healthcare providers and community resources and programs. Access to Care Long-term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Improve the capacity of the primary care workforce to meet community needs. - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. Strategies - Support the provision of high quality healthcare (including preventive services, specialty care and integrative medicine) for underserved populations. - Reduce barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. - Support the development of culturally relevant and multi-generational community resident's leadership and build their capacity to advance equity and improve access to healthcare. Expected Outcomes - Enhanced care integration of clinical, mental, dental, vision and complementary health strategies. - Safety net partners are engaged in a public policy agenda to create conditions that support the health of low-income and underserved individuals and that advance equity, improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to healthcare. Social and Emotional Support Long-term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Enhance access to high quality substance abuse prevention and treatment, including integrated assistance therapies, to promote resiliency and recovery from addiction. - Support community based initiatives that promote social and emotional wellbeing by fostering community connections. - Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings. - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs. The remaining prioritized health needs for the Woodland Hills MCA will not be addressed by KFH-Woodland Hills because they demonstrated lower 'Need,'Feasibility' than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Access to Care, Diabetes/Obesity, Economic Security, Mental/Behavioral Health) demonstrate relatively higher levels of magnitude, severity, and disproportionate impact among vulnerable populations. There are strong community partners mobilizing around these issues and KFH-Woodland Hills has unique resources and capacity to dedicate to work focused on these health needs. The needs that will not be addressed for Woodland Hills are: 1. Cancers Although cancer is a leading cause of death in the United States, the rate of death due to cancer is notably lower in the Woodland Hills MCA (rate of 143.11 per 100,000 population) relative to the state (157.1 per 100,000 population). Furthermore, the incidence of breast, prostate, and lung cancers in this area are lower than rates in the state and nationwide. Alcohol consumption and tobacco usage, which have significant impact on cancer, are additionally lower in the Woodland Hills MCA than the state. 2. Heart Disease and Stroke The prevalence of heart disease is lower in the service area (6.08%) than in the state (6.30%). Furthermore, the rates of both mortality by ischemic heart disease and mortality by stroke are notably lower in the Woodland Hills service area than in the state. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Woodland Hills will look for collaboration opportunities that address needs not selected 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 |
| A, 25, KFH - MODESTO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local 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. A community survey was administered to 2,927 residents of San Joaquin County in the participants self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6A: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity Health-St. Joseph's Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6B: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Modesto has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Modesto is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Modesto welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Modesto will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Fund community-based organizations to provide health care coverage outreach, enrollment and retention, especially for undocumented populations. - Support diabetes prevention/management for adults and pregnant women. - Fund community clinics to provide behavioral health services (peer groups, promotoras), especially for Spanish speaking and Hmong populations. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support community-based organization staff to assist individuals/families with health system navigation. - Fund 211 for information & referral on primary, specialty and behavioral health care services. - Collaborate with Modesto City Schools, Stanislaus Union School |
| 2016 Needs Not Selected and Rationale | A. CVD/Stroke CVD/Stroke was not perceived as a high priority by the community. Many of the Obesity/HEAL/Diabetes and Access to Care strategies will address cardiovascular disease and stroke prevention. In addition, there are many existing programs that address this need; KFH Modesto and other area hospitals conduct ongoing CVD/Stroke prevention, education and screening as part of their clinical and outreach activities. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Modesto. KFH Modesto did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Modesto did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments in community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence/Injury Prevention Violence/injury prevention was categorized as a low priority during the multi voting process conducted to prioritize health needs during the CHNA, and this need was not identified as a priority need during the CHNA community input process. This need will be addressed in part by strategies conducted under Behavioral Health. D. Asthma Asthma was categorized as low priority during the multi voting process conducted to prioritize health needs during the CHNA. KFH Modesto perceives limited ability to leverage organizational assets to address asthma. E. 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 Permanente's strategies under Obesity/HEAL/Diabetes and Access to 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 26, KFH - FRESNO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of 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 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. Community input was collected through surveys, focus groups, and key informant interviews in each of the four counties that comprise the KFH Fresno service area (Fresno, Kings, Tulare and Madera Counties). The goal of soliciting community input was to gather the communitys perspective on the priority health needs for each county and any community assets or resources available to address those needs. All three methodologies focused on the same set of questions which asked about the biggest health, social and economic problems facing the community, obstacles to a healthy environment, behaviors that affect health, and barriers that make it hard to access health care. Community input validated a health need when at least two points were assigned using the criteria outlined for each methodology. LINE 6A: - Adventist Health/Central Valley Network - Community Medical Centers - Coalinga Regional District Hospital - Kaweah Delta Medical Center - Madera Community Hospital - Saint Agnes Medical Center - Sierra View Medical Center - Tulare Regional Medical Center - Valley Childrens Hospital Line 6B: Fresno Metro Ministry, a nonprofit established in 1970 with a mission to advocate for the health and well-being of the community, and Centro La Familia Advocacy Services, a nonprofit working to empower low income people to access life sustaining resources through education, training and social services, were contracted to assist with the community outreach efforts. In addition, the Madera County Department of Public Health assisted with the outreach efforts in Madera County. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fresno has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Fresno is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fresno welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fresno will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Fund community-based organization to assist homeless people with obtaining health care coverage. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and Kaiser Permanente staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Permanente expertise related to population health management via trainings and consultation. - Support community health workers who assist community members with obtaining appropriate services. - Fund school based health center model to link students to non-medical services. - Fund program to provide internships for low-income youth at local health centers, medical centers and hospitals. - Partner with UCSF Fresno Doctors Academy and UCSF/CSU Fresno Health Care Opportunities program to expand participation of Kaiser Permanente providers. - 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. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of Health Systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - 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. Social non-medical Services - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating and Active Living (HEAL) Long-term Goal All community mem |
| 2016 Needs Not Selected and Rationale | A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Fresno. KFH Fresno did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Fresno did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Asthma Although asthma was categorized as a high priority during the CHNA prioritization process, KFH Fresno perceives limited ability to leverage organizational assets to address asthma. Asthma will be addressed in part through strategies implemented under Access to Care and Coverage. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL. |
| A, 27, KFH - REDWOOD CITY EXPLANATION PART V, SECTION B. | ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 103 individuals through focus groups and individual interviews. In all, ASR consulted with 38 professional community representatives of various organizations and sectors through 29 key informant interviews and one focus group (which included nine participants). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (3) - Nonprofit agencies (22) - Faith-based leaders (2) - Business sector (2) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health System - Stanford Health Care - Sutter Health Mills-Peninsula Health Service Line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH Redwood City has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Redwood City is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Redwood City welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Redwood City will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants for programs that offer nutrition education and/or make healthy food available to low-income children, youth, and/or adults, such as food banks, distribution sites, and CalFresh enrollment work. - Collaborate with San Mateo Public Health Department to promote public health policy aimed at increasing access and availability of healthy foods and decreasing access and advertising of unhealthy foods and beverages. - Partner with community-based organizations to increase accessibility to farmers markets (new and/or existing) and to increase the use of EBT (Electronic Benefits Transfer) for SNAP (Supplemental Nutrition Assistance Program) for fresh fruits and vegetables. - Provide grants for programs that assist individuals in enrolling and/or using federal food programs. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants to local community-based organizations, community agencies, community stakeholder groups, and/or teen health centers that focus on providing mental health screening and treatment programs. - Provide grants to support substance abuse prevention and treatment programs for youth and families. - Provide grants to support therapeutic interventions for adolescents (e.g., cognitive-behavioral therapy and Mindfulness-Based Stress |
| 2016 Needs Not Selected and Rationale | The Community Benefit Advisory Committee (CBAC) was careful to choose a set of health needs that best met all of the selection criteria and on which KFH Redwood City could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Redwood City does not plan to address them at this time. They are listed below in alphabetical order. A. Alzheimer's disease and dementia Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage, and there are relatively few evidence-based practices that have been identified to ameliorate it. B. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. C. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. D. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and there are not many local community assets available to leverage for it. E. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. F. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Redwood City. While KFH Redwood City did not select this need because the CBAC believed it was much less feasible to address this need, given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Redwood City have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. I. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and relatively few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente does not have great expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. K. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. For this reason, and because it was of lower community priority, KFH Redwood City did not select this 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP |
| B, 28, KFH - PANORAMA EXPLANATIONS PART V, SECTION B. | ************************************************************************ Line 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. 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: Valley Presbyterian Hospital and Northridge Hospital Medical Center Line 11: A. Access to Care Long-term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Enhance individuals' utilization of the community-based health delivery system. - Improve the capacity of health care systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. Strategies - Support the provision of high quality health care including preventive services and specialty care for underserved populations. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community-based preventive services. - Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies. - Support policies and programs that improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Expected Outcomes - Reduced barriers that impede an individual's ability to seek and obtain health care, and comply with medical treatment regimes. - Improved referrals and coordination between health care providers and community resources and programs. - Enhanced care integration of clinical, mental, dental, vision and complementary health strategies. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to health care. B. Economic Security Long-term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Improve employment opportunities. - Reduce food insecurity in the community. Strategies - Support plans and policies that expand the supply of affordable housing for low-income families. - Support the development and implementation of plans to remove or remediate lead paint. - Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices, - Support local governments, schools and/or community-based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. - Support communities (schools, childcare, retailors, etc.) in adopting nutrition policies and practices, including those that limit children's exposure to unhealthy food and beverage marketing. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to affordable housing, healthy food, and reduction in lead paint. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access the social determinants of health. C. Obesity/HEAL/Diabetes Long-term Goal All community members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores. - Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente (Thriving Schools Initiative). Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Improved referrals and coordination between health care providers and community resources and programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. D. Mental Health and Behavioral Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Support integration of healthcare with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) - Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in health care and community settings. - Improved referrals and coordination between health care providers and community resources and programs. - Improved community cohesion, networks and social support. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. E. Oral Health Long-term Goal Reduce oral health disease and advance overall health through increasing access and improving the prevention and management of oral health across the lifespan. Intermediate Goals - Improve the quality of the oral health care delivery system, focusing on patient-centered care. - Improved oral health policies and programs that increase preventive care and expand services. Strategies - Support infrastructure and capacity building of FQHCs to improve access to quality oral health services. - Support the maintenance and expansion of clinic and community linkages with government, school, and community programs. - Support the integration of oral health into clinical care delivery models. - Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the fie |
| D, 29, 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. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas 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 has 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 two Coordinated Care Organizations (CCOs) 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. KPNW Community Benefit 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 & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - 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 five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury 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 16G: In 2018, KFH, through its ongoing internal compliance process, discovered that the direct website address (URL) where copies of the financial assistance policy (FAP), FAP application form, and plain language summary of the FAP (PLS) may be obtained was inadvertently not included on the billing statements for two of its forty-one hospital facilities, KFH Sunnyside and Westside Medical Center, as a result of a system update that impacted the billing statements. Upon discovery in February 2018, the billing statements for these two facilities were promptly updated (by March 2018) to include the URL. The billing statements otherwise provided patients with all other required information regarding the FAP for each facility and how to obtain information about the program or assistance in applying for financial assistance. Further, at all times the URL was made known to patients by including the URL on the PLS and providing the PLS to patients at intake or discharge as well as with at least one billing statement. KFH has also implemented processes to provide additional review for the content of billing statements following a system update. 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. |
| B, 30, KFH - WEST LOS ANGELES PART V, SECTION B. | ********************************************************************** Line 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise in local health needs were consulted where applicable. Line 6a: Cedars-Sinai Medical Center, University of California Los Angeles (UCLA) Medical Center, and Saint Johns Health Center Line 11: A. 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): - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. Strategies: Coverage and Access - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage are greatest - Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care Capacity of Healthcare Systems - Support policies and programs that improve the ability of the healthcare organizations to assess upstream factors and coordinate with community-based preventive services Capacity of Primary Care Workforce - Support educational programs to reduce system barriers to improve the capacity of the primary care workforce. Outcomes: - Improved referrals and coordination between healthcare providers and community resources and programs - Reduced barriers that impeded individuals ability to seek and obtain health care - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to healthcare B. Economic Security Long Term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Strategic Priorities (intermediate goals) - Improve the availability and quality of affordable housing - Prevent displacement and homelessness - Improve employment opportunities - Reduce food insecurity in the community Strategies: Affordable Housing - Support plans, programs, and policies that promote access to affordable housing for low-income residents and prevents displacements. Displacement and Homelessness - Support efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability to self-sufficiency. Employment - Supports policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income Food Insecurity - Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables C. Mental Health and Behavioral Health (Including Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Strategic Priorities (intermediate goals) - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Strategies: Knowledge, Capacity and Infrastructure - Support integration of healthcare with community-based mental health services such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Increase Access to high quality mental health services to low income populations by supporting community based organizations and schools and removing barriers to care. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) and substance abuse. Violence and Mental Health - Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community, including suicide prevention Outcomes: - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. D. Obesity/HEAL/Diabetes Long-Term Goal All Community Members eat healthy and move more as part of daily life. Strategic Priorities (intermediate goals) - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Strategies: Physical Activity - Support policies and programs that promote physical activity Healthy Food - Support local governments, schools and/or community based organizations to provide healthy food and water and to adopt health food policies Clinic to Community Integration - Support evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Outcomes: - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity - Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages - Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. - Improved referrals and coordination between healthcare providers and community resources and programs 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, 31, KFH - VACAVILLE EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Primary data were collected from May 2015-November 2015. Community input was provided by a broad range of community members through the use of 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 the local 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: - Kaiser Permanente: Kaiser Permanente Vacaville Medical Center - NorthBay Healthcare: NorthBay Medical Center - Sutter Health Sacramento Sierra Region: Sutter Solano Medical Center Line 6b: The Solano Coalition for Better Health and the Solano County Public Health Department were both active contributors to the CHNA Collaborative. In addition, numerous partner organizations contributed to the CHNA. Over 15 organizations assisted the KFH-Vacaville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Vacaville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vacaville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vacaville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vacaville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grant-making, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Provide grants for programs that promote physical activity in school curricula. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Partner with the Food-Ag-Nutrition Network and the Solano Coalition for Better Health to improve access to health food in Solano County - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanentes Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants for programs that support enrollment in affordable insurance coverage options. - Provide grants for programs that support healthy aging, especially programs that leverage technology and communications tools to make education about aging readily attainable. - Provide grants for programs that support a network of services for children and families (e.g., family resource centers). - Provide Medical Financial Assistance to patients that cant afford the cost of care - Provide subsidized health care coverage to children in low-income families who lack access to other sources of coverage. - Support rotation of residents and trainees in community health centers. - Participate 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 within health care. Expected Outcomes Access - 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. Capacity of healthy systems - Increased quality of care provided by safety net providers through PHASE protocol. - 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. Social non-medical services - Increased referrals and coordination between healthcare providers and social non-medical services. - Increased enrollment and participation in public benefit p |
| 2016 Needs Not Selected and Rationale | KFH Vacaville has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vacaville because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vacaville will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Disease Prevention, Management, and Treatment Disease Prevention, Management, and Treatment refers to clinical treatment and management of chronic and infectious diseases such as cancer, heart disease, and STIs. In implementation planning, KFH Vacaville decided to partially address this need through strategies aimed to address Access to Care and Coverage, as these two health needs are interrelated. By investing in programs that will improve navigation to obtain access to appropriate care within the health care system, and by providing high quality care to Medi-Cal patients, KFH Vacaville will support chronic disease management and early screening for diseases. B. Affordable and Accessible Transportation Transportation needs identified in the KFH Vacaville service area are related to other issues addressed in this implementation plan, including community safety and access to health care. While KFH Vacaville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Progress in achieving affordable and accessible transportation may require partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vacaville chose to address other health needs in this implementation plan. To the extent that access to transportation is identified as a key barrier to obtaining needed access to physical and behavioral health care, KFH Vacaville may address elements of this need as a method to improve access to preventative care and treatment. C. Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Vacaville. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vacaville did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions that promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 32, KFH - ANTIOCH EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 28 individuals through focus groups and individual interviews. In all, ASR consulted with 10 professional community representatives of various organizations and sectors through four key informant interviews and one focus group (with 6 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Mental/Behavioral health or violence prevention providers (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Antioch has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Antioch is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Antioch welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Antioch will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - 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. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Antioch could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Antioch does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Antioch. While KFH Antioch did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a person's use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Antioch did not select this need because the Contributions Committee believed it was somewhat less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Antioch did not select this need because it was of lower community priority than the selected health needs, and the Contributions Committee believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it. D. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Antioch did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 34, KFH - SOUTH SAN FRANCISCO EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 127 individuals through focus groups and individual interviews. In all, ASR consulted with 53 professional community representatives of various organizations and sectors through 29 key informant interviews and two focus groups (which included 24 participants total). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (4) - Nonprofit agencies (34) - Faith-based leaders (2) - Business sector (3) - Private practice (1) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health - System Stanford Health Care - Sutter Health Mills-Peninsula Health Service line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH South San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop, and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants to programs that support access to healthy food through home-delivered meals, healthy retail projects, farmers markets, and garden-based education; and to programs that support physical activity in the community and at schools. - Provide grants to programs that encourage walking and biking, physical activity for older adults, and increase the percentage of students who meet Healthy Fitness Zone standards for aerobic capacity. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide grants to support the development of active transportation policies and practices. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants to programs that help low-income communities with health disparities prevent and manage cancer and chronic diseases, provide culturally-appropriate care navigation and connection to medical homes, and provide community-based case management and support services for homeless residents. - Partner with the San Mateo Healthy Communities Collaborative, a coalition of the countys nonprofit hospitals and public health department, to coordinate efforts to address the identified health needs of vulnerable residents. - Provide grants that 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 - Provide subsidized health car |
| 2016 Needs Not Selected and Rationale | The Community Benefit Advisory Committee (CBAC) chose a set of health needs that best met all of the selection criteria and for which KFH South San Francisco could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources, understanding that many of the remaining health needs could be addressed through strategies of the top three needs. The remaining health needs did not meet the criteria to the same extent as the chosen needs did. They are listed below in priority order. A. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Behavioral Health can address the causes and consequences of violence and abuse. B. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and the strategies under Healthy Eating / Active Living have been shown to prevent and reduce the risk of CVD/Stroke. C. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. D. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and some of the strategies under Access to Care can address it. E. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Access to Care can address it. F. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has little expertise in it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH South San Francisco. While KFH South San Francisco did not select this need because the CBAC believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Alzheimer's disease and dementia Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and some of the strategies under Access to Care and Behavioral Health can address it. I. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, strategies under Access to Care can focus on persons with these conditions. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has only moderate expertise in it. K. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need locally than the selected health needs. Kaiser Permanente is addressing environmental concerns through national policies focusing on energy use, water conservation, transportation, etc. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 35, KFH - SAN RAFAEL EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the Marin County CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 20 key informant interviews were conducted during this needs assessment. Additionally, eight focus groups were conducted throughout Marin County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as high-risk populations by the Marin County CHNA Collaborative. These subpopulations included youth, adults in recovery from substance abuse, individuals experiencing homelessness, and residents in Marin City, Novato, San Geronimo, Canal, and West Marin. Focus groups were monolingual, conducted in either English or Spanish. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Line 6a: As has been done in Marin since 1996, Marin County's hospitals (Marin General, Novato Community Hospital, and KFH-San Rafael) worked in collaboration to complete a county-wide CHNA. Representatives from these institutions, joined by representatives from Marin County Health and Human Services and HMP, formed the 2016 Marin County CHNA Collaborative. line 6b: - Healthy Marin Partnership - Marin County Health and Human Services Line 11: As part of the Kaiser Permanente integrated health system, KFH San Rafael has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH San Rafael is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Rafael welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Rafael will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. Strategies mentioned below are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for countywide food recovery and distribution in Marin; healthy eating education programs; and wellness policy and program implementation in schools. - Partner with Healthy Marin Partnership, HEAL Zone 2.0, and the Community Health Initiative of the Petaluma Area to collaboratively address healthy eating active living. - Grant funding for school-based physical activity programs and wellness policy and program implementation in schools. - Participate in Marin County of Education's County-wide Wellness Initiative. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example - Participate in Medi-Cal Managed care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grant funding for: programs that expand the use of patient navigators, promotores or community application assisters, in clinic and community settings. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - National Facility Services in-kind consultation on design and construction for safety net capital projects. - Provide input and expertise to education and community partners to inform curricula, training and health career ladder/pipeline programs. - Partner |
| 2016 Needs Not Selected and Rationale | KFH San Rafael has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH San Rafael because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Rafael will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Economic and Housing Insecurity Economic and Housing Insecurity, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Rafael. KFH San Rafael did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral Health Oral Health, while a concern in Marin County, was the second-lowest ranked health need. Further, KFH San Rafael does not have extensive expertise in the field of oral health. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to increase residents' access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. C. Violence and Injury Violence and Injury, while a concern in Marin County, was the lowest ranked health need. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 36, KFH - RICHMOND EXPLANATIONS, PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Richmond each has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Richmond is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Richmond welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Richmond each will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - 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 via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represe |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Richmond could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Richmond does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Economic Security Economic Security, defined by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Richmond. KFH Richmond did not select this need because it is much less feasible to address locally than the other selected health needs given the resources required to have an impact. However, we understand that the causes are broad, and the solutions can extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities regionally to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. D. Infectious diseases Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious diseases were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. E. Sexually-Transmitted Infections Sexually- transmitted infections are diseases that are primarily transmitted through direct sexual contact with an infected individual or their discharge (such as blood or semen). They include HIV/AIDS, syphilis, chlamydia, gonorrhea, and genital herpes. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexually-transmitted infections were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease sexually-transmitted infections in the community as well. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| A, 37, KFH - FREMONT EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of 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 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. In all, ASR gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fremont has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Fremont is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fremont welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fremont will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Support Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. 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 Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Fremont, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Fremont is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH Fremont is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Fremont is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Fremont. While KFH Fremont did not select this need because the Contributions Committee believed it was much less feasible to address this need given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Fremont believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Fremont is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| B, 38, KFH - MORENO VALLEY EXPLANATIONS PART V, SECTION B. | ************************************************************************ LINE 5: Community input was solicited from stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Local community stakeholders participated in focus groups or key informant interviews to discuss health needs, health barriers, and health assets in their respective community. Stakeholders 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: KFH-Moreno Valley collaborated with KFH-Riverside. LINE 11: Health Need 1: Access to Care Access to Care Long-Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Access to Care Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations - Improve the capacity of health care systems to provide quality health care services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system Access to Care Strategies - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest - Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community based preventive services - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies - Provide training for medical providers on the provision of culturally competent care to diverse populations. - Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. - Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members Access to Care Resources and Partners - Community Health Care Access (formerly Community Surgery Day) for uninsured residents in partnership with community clinics - Family Medicine Residency Program - Partners such as the Riverside University Health System, local FQHCs, community clinics, and more. Access to Care Expected Outcomes - Enrollment continues to rise, especially in low-income communities and communities of color - Individuals who do not qualify for low-cost or no-cost health insurance (e.g., undocumented individuals) have at least one option for seeking medical treatment - Increased referrals and coordination between health care providers and community-based efforts - Increased efforts to address health predictors and other upstream factors in community outreach - Health care organizations have increased opportunities for professional development and infrastructure improvements, esp. data analysis, leadership training, and business operations - There is an increase in the number of medical providers who receive continuing education in providing culturally competent care - Increased availability of medical care in preferred language, utilizing qualified interpreter services - Multiple low-cost transportation options are available when traveling to-and-from care - Increased number of patients accessing care at non-traditional access points - Greater public understanding of the health care system and coverage options - New patient members are successfully onboarded and understand their benefits Health Need 2: Obesity/Diabetes/HEAL Obesity/Diabetes/HEAL Long-Term Goal All Community Members eat healthy and move more as part of daily life. Obesity/Diabetes/HEAL Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Obesity/Diabetes/HEAL Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes) - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices - Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh, etc. - Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores and addressing violence-free neighborhoods - Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management. Obesity/Diabetes/HEAL Resources and Partners - HEAL Zone Initiative - Thriving Schools Initiative - Pediatric Obesity Champion - Partners such as local cities, coalitions, collaboratives, foundations, after-school programs for children, and many more. Obesity/Diabetes/HEAL Expected Outcomes - Increased options are available for safe active transportation - The number of people using active transportation has increased - Existing parks are improved to encourage greater use - Local organizations adopt and implement policies and environments that increase availability and encourage consumption of nutritious foods - Reduced unhealthy food consumption in participating organizations - Increased availability of free, clean drinking water across the community and in schools - Increased enrollment of eligible individuals into federal food programs - Increased use of federal food program benefits at farmers' markets - Increased consumption of fruits and vegetables among those receiving federal food program benefits - Increased number of available evidence-based health promotion programs are available in the community at no-or-low cost - Increased attendance at health promotion programs - Improved feelings of self-efficacy and ability to prevent/manage chronic disease - Increased number of people with diabetes who take a self-management course - Increased ability of people with diabetes to manage their blood sugar levels and avoid serious diabetic complications - Improved referrals and coordination between health care providers and community-based resources/programs - Increased collaboration between health care providers and non-traditional partners (e.g., police, local merchants, etc.) Health Need 3: Mental Health Mental Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Mental Health Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Mental Health Strategies - Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, pati |
| A, 39, KFH - MANTECA EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local 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. A community survey was administered to 2,927 residents of San Joaquin County in the participant's self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6a: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity Health - St. Joseph's Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6b: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Manteca has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Manteca is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Manteca welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Manteca will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. 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 Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well -trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Partner with Healthier Communities Coalition (HCC), San Joaquin Hospital, and Community Medical Centers to increase access to quality care for Medi-Cal recipients, particularly for migrant and Pacific Islander populations. Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Collaborate with Catholic Charities on disseminating promotoras model in San Joaquin County. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Pe |
| 2016 Needs Not Selected and Rationale | While there is an important relationship between education and health, this need was not selected to address as KFH Manteca does not have the experience or organizational assets to leverage to make a meaningful contribution to addressing education. Furthermore, other organizations in the community are working to address this need. A. Youth growth and development Youth growth and development refers to the healthy physical, social, and emotional development of young people and lays a foundation for physical and mental/behavioral health and chronic disease prevention. KFH Manteca has limited organizational expertise or resources to leverage in this area and other agencies in the service area are addressing this need. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Manteca. KFH Manteca did not select this need locally because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Manteca did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence and injury This need will be addressed in part by strategies conducted under Behavioral Health. KFH Manteca does not have the same expertise as it has in the other selected health need areas and other agencies are implementing strategies to prevent violence and injury. D. Access to housing While access to housing is important to overall health and well being, access to housing was ranked as a moderate priority in the CHNA report. KFH Manteca does not have sufficient local resources or to leverage in this area. Housing is a component of overall economic security and will likely be addressed by Kaiser Permanente's overall commitment as an organization to addressing this important need. E. Oral health KFH Manteca does not offer dental services and does not have oral health expertise in house. Oral health scored next to last in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on a prevention level). F. Asthma/air quality Asthma/air quality scored lowest of all health needs in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on prevention level). KFH Manteca perceives limited ability to leverage organizational assets to address asthma. 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. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL |
| C, 33,40,41 MHS, KULA, LANAI EXPLANATIONS PART V, SECTION B. | ********************************************************************** LINE 2: IN JULY 2017 MAUI HEALTH SYSTEM TOOK OVER THE OPERATIONS OF THE THREE STATE FACILITIES (MAUI MEMORIAL MEDICAL CENTER, KULA HOSPITAL, AND LANAI COMMUNITY HOSPITAL) ON THE ISLANDS OF MAUI AND LANAI. THE GROUP OF FACILITIES IS NOW KNOWN AS MAUI HEALTH SYSTEM, A KAISER FOUNDATION HOSPITALS, LLC (MHS). 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. THE QUALITATIVE DATA USED IN THIS ASSESSMENT CONSIST OF KEY INFORMANT INTERVIEWS COLLECTED IN 2014 BY STORYLINE CONSULTING, AND FOLLOW UP INTERVIEWS CONDUCTED IN 2017 BY THE CENTER FOR COMMUNITY HEALTH AND EVALUATION. KEY INFORMANTS ARE INDIVIDUALS RECOGNIZED FOR THEIR KNOWLEDGE OF COMMUNITY HEALTH IN ONE OR MORE HEALTH AREAS. IN SEPTEMBER OF 2014, 17 KEY INFORMANTS WHO HAD BEEN IDENTIFIED BY THE HEALTHCARE ASSOCIATION OF HAWAII ADVISORY COMMITTEE WERE INTERVIEWED FOR THEIR KEY KNOWLEDGE ABOUT COMMUNITY HEALTH NEEDS, BARRIERS, STRENGTHS, AND OPPORTUNITIES (INCLUDING THE NEEDS FOR VULNERABLE AND UNDERSERVED POPULATIONS). IN MANY CASES, THE VULNERABLE POPULATIONS ARE DEFINED BY RACIAL/ETHNIC GROUPS, AND THIS ASSESSMENT. INTERVIEW TOPICS WERE NOT RESTRICTED TO THE HEALTH AREA FOR WHICH A KEY INFORMANT WAS NOMINATED. IN ADDITION, IN DECEMBER 2017, FIVE INDIVIDUALS WERE INTERVIEWED IN ORDER TO CORROBORATE AND UPDATE PAST FINDINGS AND TO LEARN ABOUT EMERGING NEEDS. LINE 6a: OTHER HOSPITAL FACILITIES THAT PARTICIPATED IN THE CHNA PROJECT WERE: CASTLE MEDICAL CENTER, SUTTER HEALTH KAHI MOHALA BEHAVIORAL HEALTH, KAISER PERMANENTE MEDICAL CENTER, KAPIOLANI MEDICAL CENTER FOR WOMEN & CHILDREN, KUAKINI MEDICAL CENTER, MOLOKAI GENERAL HOSPITAL, NORTH HAWAII COMMUNITY CENTER, PALI MOMI MEDICAL CENTER, REHABILITATION HOSPITAL OF THE PACIFIC, SHRINERS HOSPITAL FOR CHILDREN HONOLULU, STRAUB CLINIC & HOSPITAL, THE QUEENS MEDICAL CENTER, THE QUEENS MEDICAL CENTER WEST OAHU, WAHIAWA GENERAL HOSPITAL, WILCOX MEMORIAL HOSPITAL. LINE 6b: THE FOLLOWING ORGANIZATIONS SHARED INSIGHT AND KNOWLEDGE ABOUT HEALTHCARE, PUBLIC HEALTH, AND THEIR RESPECTIVE COMMUNITIES AS PART OF THIS GROUP. GARDEN ISLE REHABILITATION & HEALTHCARE CENTER, HAWAII COMMUNITY FOUNDATION, KOHALA HOSPITAL, STAY AT HOME HEALTHCARE SERVICES, KAISER PERMANENTE HAWAII, HAWAII HEALTH SYSTEM CORPORATION, EAST HAWAII REGION, STATE DEPARTMENT OF HEALTH, SPARK M. MATSUNAGA VA MEDICAL CENTER, CMS, NORTH HAWAII COMMUNITY HOSPITAL, STATE DEPARTMENT OF HEALTH, KOHALA HOME HEALTH CARE OF NORTH HAWAII COMMUNITY, HEALTHCARE ASSOCIATION OF HAWAII, STATE OF HAWAII, OFFICE OF THE GOVERNOR, NORTH HAWAII COMMUNITY HOSPITAL, HAWAII PRIMARY CARE ASSOCIATION, HILO MEDICAL CENTER, STATE DEPARTMENT OF PUBLIC SAFETY, HAWAII HEALTH SYSTEMS CORPORATION, KAUAI REGION, KONA COMMUNITY HOSPITAL, HALE MAKUA, HOSPICE MAUI, INC., HAWAII PACIFIC HEALTH, CHAMBER OF COMMERCE OF HAWAII, KAUAI HOSPICE, U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT, STATE DEPARTMENT OF HEALTH, STATE HEALTH PLANNING AND DEVELOPMENT AGENCY, OHANA PACIFIC MANAGEMENT COMPANY, CARERESOURCE HAWAII, KAHUKU MEDICAL CENTER, HOSPICE OF KONA, STATE DEPARTMENT OF HUMAN SERVICES, CITY AND COUNTY OF HONOLULU, DEPARTMENT OF COMMUNITY SERVICES, AND HOSPICE HAWAII. Line 11: MHS IS COMMITTED TO ENHANCING ITS UNDERSTANDING ABOUT HOW BEST TO DEVELOP AND IMPLEMENT EFFECTIVE STRATEGIES TO ADDRESS COMMUNITY HEALTH NEEDS AND RECOGNIZES THAT GOOD HEALTH OUTCOMES CANNOT BE ACHIEVED WITHOUT JOINT PLANNING AND PARTNERSHIPS WITH COMMUNITY STAKEHOLDERS AND LEADERS. AS SUCH, MHS WELCOMES FUTURE OPPORTUNITIES TO ENHANCE ITS STRATEGIC PLANS BY RELYING ON AND BUILDING UPON THE STRONG COMMUNITY PARTNERSHIPS IT CURRENTLY HAS IN PLACE. MHS WILL DRAW ON A BROAD ARRAY OF STRATEGIES AND ORGANIZATIONAL RESOURCES TO IMPROVE THE HEALTH OF VULNERABLE POPULATIONS WITHIN OUR COMMUNITIES, SUCH AS IN-KIND RESOURCES, COLLABORATIONS AND PARTNERSHIPS, AS WELL AS SEVERAL INTERNAL KFH PROGRAMS. THE GOALS, OUTCOMES, STRATEGIES, AND EXAMPLES OF RESOURCES PLANNED ARE DESCRIBED BELOW FOR EACH SELECTED HEALTH NEED. HEALTH NEEDS MHS PLANS TO ADDRESS ARE ACCESS TO CARE, CANCERS, AND MENTAL HEALTH AND MENTAL DISORDERS. A. ACCESS TO CARE: ACCESS TO HIGH QUALITY, CULTURALLY COMPETENT, AFFORDABLE HEALTHCARE AND HEALTH SERVICES THAT PROVIDE A COORDINATED SYSTEM OF COMMUNITY CARE IS ESSENTIAL TO THE PREVENTION AND TREATMENT OF MORBIDITY AND INCREASES THE QUALITY OF LIFE, ESPECIALLY FOR THE MOST VULNERABLE. MAUI COUNTY BENCHMARKS POORLY COMPARED TO THE STATE ON ACCESS INDICATORS. ALTHOUGH MANY RESIDENTS HAVE HEALTH INSURANCE COVERAGE, THERE IS A SHORTAGE OF PRIMARY AND SPECIALTY CARE PROVIDERS. 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 SERVICES FOR ALL COMMUNITY MEMBERS. INCREASE ACCESS TO SOCIAL NON-MEDICAL SERVICES THAT SUPPORT HEALTH, PARTICULARLY FOR LOW INCOME AND VULNERABLE POPULATIONS. STRATEGIES: COVERAGE & ACCESS ENHANCE THE PHYSICIAN, HEALTH CARE PROFESSIONAL, AND ANCILLARY SUPPORT WORKFORCE TO SERVE THE NEEDS OF THE PEOPLE OF MAUI AND LANAI. PROVIDE HIGH QUALITY CARE TO UNDERSERVED POPULATIONS THROUGH PROGRAMS INCLUDING MEDICAL FINANCIAL ASSISTANCE, WHICH PROVIDES FINANCIAL ASSISTANCE TO LOW INCOME INDIVIDUALS WHO CANT AFFORD MEDICAL EXPENSES AND/OR COST SHARING. SUPPORT PROMISING, CULTURALLY COMPETENT MODELS FOR MANAGING NON-MEDICAL NEEDS. EXPLORE ADDITIONAL STRATEGIES TO ADDRESS HEALTH CARE PROVIDER SHORTAGES. CLINIC-COMMUNITY INTEGRATION EXPLORE OPPORTUNITIES TO SUPPORT INTEGRATION OF OUR PARTNERS HEALTHCARE PROVISION WITH COMMUNITY-BASED PROGRAMS AND SERVICES. POLICY, SYSTEMS & ENVIRONMENTAL CHANGE CONSIDER THE LEVERAGING OF OUR PARTNERS EXPERIENCE TO SUPPORT EFFORTS TO CHANGE POLICY, SYSTEMS AND ENVIRONMENTS THROUGH PARTNERSHIPS, CONVENING, STRATEGIC COMMUNICATIONS, AND ADVOCACY, WITH AN EMPHASIS ON ADDRESSING HISTORICAL INEQUITIES. B. CANCERS: SCREENING AND EARLY TREATMENT OF CANCERS SAVES AND PROLONGS LIVES. REDUCING BEHAVIORAL RISK FACTORS (E.G., OBESITY, PHYSICAL INACTIVITY, SMOKING, AND UL LIGHT EXPOSURE) CAN CONTRIBUTE TO REDUCING THE INCIDENCE OF CANCER. MAUI COUNTY BENCHMARKS WELL COMPARED TO THE STATE ON MORBIDITY FROM ALL CANCERS AND INCIDENCE OF SPECIFIC TYPES OF CANCER. HOWEVER, WHITES AND ASIANS HAVE HIGHER RATES OF CANCER MORTALITY (OVERALL) THAN THE COUNTY, AND NATIVE HAWAIIAN AND PACIFIC ISLANDERS EXPERIENCE THE HIGHEST MORTALITY FROM BREAST CANCER, WITH RATES AROUND FOUR TIMES HIGHER THAN THE COUNTY RATE. LONG-TERM GOAL COMMUNITY MEMBERS HAVE ACCESS TO HIGH QUALITY, CULTURALLY AND LINGUISTICALLY APPROPRIATE CANCER SCREENING AND HEALTH CARE SERVICES IN COORDINATED DELIVERY SYSTEMS. INTERMEDIATE GOALS INCREASE ACCESS TO SCREENING SERVICES FOR ALL COMMUNITY MEMBERS. INCREASE ACCESS TO SOCIAL NON-MEDICAL SERVICES THAT SUPPORT HEALTH, PARTICULARLY FOR LOW INCOME AND VULNERABLE POPULATIONS. STRATEGIES: COVERAGE & ACCESS ENHANCE THE PHYSICIAN, HEALTH CARE PROFESSIONAL, AND ANCILLARY SUPPORT WORKFORCE TO SERVE THE NEEDS OF THE PEOPLE OF MAUI AND LANAI. PROVIDE HIGH QUALITY CARE TO UNDERSERVED POPULATIONS THROUGH PROGRAMS INCLUDING MEDICAL FINANCIAL ASSISTANCE, WHICH PROVIDES FINANCIAL ASSISTANCE TO LOW INCOME INDIVIDUALS WHO CANT AFFORD MEDICAL EXPENSES AND/OR COST SHARING. CLINIC-COMMUNITY INTEGRATION EXPLORE OPPORTUNITIES TO SUPPORT INTEGRATION OF OUR PARTNERS HEALTHCARE PROVISION WITH COMMUNITY-BASED PROGRAMS AND SERVICES TO SUPPORT PATIENTS WITH CANCER. POLICY, SYSTEMS, & ENVIRONMENTAL CHANGE CONSIDER THE LEVERAGING OF OUR PARTNERS EXPERIENCE TO SUPPORT EFFORTS TO CHANGE POLICY, SYSTEMS AND ENVIRONMENTS THROUGH PARTNERSHIPS, CONVENING, STRATEGIC COMMUNICATIONS, AND ADVOCACY, WITH AN EMPHASIS ON ADDRESSING HISTORICAL EQUITIES. C. MENTAL HEALTH AND MENTAL DISORDERS: MENTAL HEALTH AND WELL-BEING IS ESSENTIAL TO LIVING A MEANINGFUL AND PRODUCTIVE LIFE. MENTAL HEALTH AND WELL-BEING PROVIDES PEOPLE WITH THE NECESSARY SKILLS TO COPE WITH AND MOVE ON FROM DAILY STRESSORS AND LIFES DIFFICULTIES ALLOWING FOR IMPROVED PERSONAL WELLNESS, MEANINGFUL SOCIAL RELATIONSHIPS, AND CONTRIBUTIONS TO COMMUNITIES OR SOCIETY. MAUI COUNTY BENCHMARKS POORLY COMPARED TO THE STATE ON TWO CORE MENTAL HEALTH INDICATORS (SUICIDE AND ACCESS TO MENTAL HEALTH CARE PROVIDERS). RESIDENTS OF NATIVE HAWAIIAN AND PACIFIC ISLANDER DESCENT HAVE MUCH HIGHER RATES OF |
| 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 |
| MENTAL HEALTH CENTER | ||||
| 765 W COLLEGE ST | LOS ANGELES | CA | 90012 | MENTAL HEALTH |
| SUNNYBROOK SURGICAL CENTER | ||||
| 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97015 | AMBULATORY SURGERY |
| CENTER FOR HEALTH RESEARCH | ||||
| 3800 N INTERSTATE AVE | PORTLAND | OR | 97227 | RESEARCH CENTER |
| 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 | PORTLAND | OR | 97015 | INPATIENT MENTAL HEALTH SVCS |
| KULA HOSPITAL - 35N | ||||
| 100 KEOKEA PLACE | KULA | HI | 96790 | SKILLED NURSING & INTERMEDIATE CARE FACILITY |
| 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 |
Supplemental Information Detail SupplementalInformationDetail (9 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| 1 - Part I Line 3c | ********************************************************************** There are three distinct eligibility criterion 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 2016. |
| 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)* 12.4 22.4 1.4 3.4 Median Household Income**** $78,332 $67,332 $74,426 $62,068 below 100% fpl* 13.7% 16.36% 10.8% 14.47% w/o public or private health ins* 9.26% 14.38% 5.19% 9.75% Limited English Proficiency* 16.37% 20.45% 12.64% 6.74% High School Graduation Rate** 84.3%** 82.3%** 81.5%**^ 77.2**^ Unemployment Rate (%)*** 3.6% 3.9% 2.0% 3.8% (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: 2012-16 ** 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: 2017 - JUNE **** KAISER PERMANENTE UTILITY FOR CARE DATA ANALYSIS, ESRI 2018, 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 HOUSE HOLD INCOME) ***** US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY. 2012-16 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 (1175 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| 10000 Degrees | |||||||
| 1650 Los Gamos Dr110 | San Rafael | CA | 94903 | 953667812 | 501(c)(3) | $20,000 | Project Support |
| 18 Reasons | |||||||
| 3150 18th St 315 | San Francisco | CA | 94110 | 453059509 | 501(c)(3) | $30,000 | Project Support |
| 3 Strands Global Inc | |||||||
| 3941 Park Dr | El Dorado Hills | CA | 95762 | 274594317 | 501(c)(3) | $40,000 | Project Support |
| A Better Way - Berkeley | |||||||
| 3200 Adeline St | Berkeley | CA | 94703 | 931190792 | 501(c)(3) | $100,500 | Project Support |
| A Community of Friends | |||||||
| 3701 Wilshire Blvd | Los Angeles | CA | 90010 | 954203106 | 501(c)(3) | $7,000 | Project Support |
| A New Way of Life Re-Entry Project | |||||||
| 9512 S Central Ave | Los Angeles | CA | 90002 | 954782503 | 501(c)(3) | $10,000 | Project Support |
| A Step Beyond | |||||||
| 340 N Escondido Blvd | Escondido | CA | 92025 | 462857532 | 501(c)(3) | $10,000 | Project Support |
| A World Fit For Kids | |||||||
| 678 S LaFayette P Pl | Los Angeles | CA | 90057 | 330550994 | 501(c)(3) | $45,000 | Project Support |
| ABC Unified School District | |||||||
| 16700 Norwalk Blvd | Cerritos | CA | 90703 | 952380644 | Govt or Public | $45,000 | Project Support |
| Abode Services | |||||||
| 40849 Fremont Boulevard | Fremont | CA | 94538 | 943087060 | 501(c)(3) | $150,000 | Project Support |
| Acknowledge Alliance | |||||||
| 2483Old Middlefield | Mountain View | CA | 94043 | 770393676 | 501(c)(3) | $50,000 | General Operating Support |
| Adaptive Physical Education | |||||||
| 1455 Madison Avenue | Redwood City | CA | 94061 | 463037547 | 501(c)(3) | $10,000 | General Operating Support |
| Adelante Mujeres | |||||||
| 2030 Main St Ste A | Forest Grove | OR | 97116 | 030473181 | 501(c)(3) | $70,000 | Project Support |
| Adelante Youth Alliance | |||||||
| 805 N Madison Avenue | Pasadena | CA | 91104 | 154819333 | 501(c)(3) | $20,001 | Conference Support |
| Adolescent Counseling Services Inc | |||||||
| 643 Bair Island Rd | Redwood City | CA | 94063 | 530192551 | 501(c)(3) | $20,000 | General Operating Support |
| Afghan Coalition | |||||||
| 39155 Liberty St D460 | Fremont | CA | 94538 | 943398311 | 501(c)(3) | $40,000 | Project Support |
| African Family Holistic Health Org | |||||||
| PO BOX 86041 | portland | OR | 97286 | 461947669 | 501(c)(3) | $20,000 | Project Support |
| AIDS Services Foundation of Orange County | |||||||
| 17982 Sky Park Circle | Irvine | CA | 92614 | 330126481 | 501(c)(3) | $15,000 | Project Support |
| Al Wooten Jr Youth and Adult Cult-Edu Ctr | |||||||
| 9106 S Western Ave | Los Angeles | CA | 90047 | 954295918 | 501(c)(3) | $20,750 | Conference Support |
| Alameda Boys & Girls Club Inc | |||||||
| 1900 Third St | Alameda | CA | 94501 | 941312299 | 501(c)(3) | $23,500 | Other;Event Support\Annual Fundraiser |
| Alameda County Health Pathway Partnership | |||||||
| 1000 San Leandro Blvd | San Leandro | CA | 94577 | 820767399 | Government or P | $30,000 | Project Support |
| Alameda County Public Health Department | |||||||
| 1000 BRdway 500 | Oakland | CA | 94607 | 946000501 | Government or P | $103,000 | Conference Support |
| Alameda Health Consortium | |||||||
| 101 Callan Ave 300 | San Leandro | CA | 94577 | 510189590 | 501(c)(3) | $132,500 | Other |
| Alameda Health System Foundation | |||||||
| 350 Frank Ogawa Plz 900 | Oakland | CA | 94612 | 943103136 | 501(c)(3) | $171,000 | Event Support\Cultural Event |
| Alano Club of Portland | |||||||
| 909 NW 24th Avenue | Portland | OR | 97210 | 930370227 | 501(c)(3) | $39,500 | Project Support |
| Albert Schweitzer Fellowship Inc | |||||||
| 330 Brookline Avenue | Boston | MA | 02215 | 131982786 | 501(c)(3) | $45,000 | General Operating Support |
| Alexander Montgomery Foundation | |||||||
| 105 Seminary Rd | San Anselmo | CA | 94960 | 813850170 | 501(c)(3) | $90,000 | Project Support |
| Alexandria House | |||||||
| 426 S Alexandria Ave | Los Angeles | CA | 90020 | 954809755 | 501(c)(3) | $25,000 | Project Support |
| All Hands Raised | |||||||
| 2069 NE Hoyt St | Portland | OR | 97232 | 931149789 | 501(c)(3) | $55,000 | Project Support |
| Alliance for a Healthier Generation Inc | |||||||
| Unit 16 PO Box 4800 | Portland | OR | 97208 | 272028308 | 501(c)(3) | $405,916 | Project Support |
| Alma Family Services | |||||||
| 900 Corp Ctr Dr | Monterey Park | CA | 91754 | 952959331 | 501(c)(3) | $30,000 | Project Support |
| Alonzo King's Lines Contemporary Ballet | |||||||
| 26 7th St | San Francisco | CA | 94103 | 942933309 | 501(c)(3) | $7,600 | Event Support\Cultural Event |
| Al-Shifa Clinic Inc | |||||||
| 2034 B Mallory St | San Bernardino | CA | 92407 | 330855769 | 501(c)(3) | $15,000 | General Operating Support |
| ALTAMED HEALTH SERVICES CORP | |||||||
| 2040 Camfield Avenue | Los Angeles | CA | 90040 | 952810095 | 501(c)(3) | $120,371 | Research / Project Support |
| Alternatives in Action | |||||||
| 2640 International Blvd | Oakland | CA | 94601 | 943210413 | 501(c)(3) | $40,000 | Project Support |
| Alum Rock Counseling Center | |||||||
| 777 N 1st St 444 | San Jose | CA | 95112 | 237367637 | 501(c)(3) | $133,000 | Project Support |
| Always Knocking Inc | |||||||
| 4001 Sumner Ln | Carmichael | CA | 95608 | 264635991 | 501(c)(3) | $20,000 | Other |
| Alzheimer Association | |||||||
| 455 N Sherman St 500 | Denver | CO | 80203 | 133039601 | 501(c)(3) | $13,100 | Conference Support |
| Alzheimers Disease Assn of Kern Cty Inc | |||||||
| 4203 Buena Vista Rd | Bakersfield | CA | 93311 | 770017561 | 501(c)(3) | $30,000 | Project Support |
| Alzheimer's Orange County | |||||||
| 2515 McCabe Way Suite 200 | Irvine | CA | 92614 | 953702013 | 501(c)(3) | $40,000 | Project Support |
| Ambrose Recreation and Park District | |||||||
| 3105 Willow Pass Road | Bay Point | CA | 94565 | 941622656 | Government or P | $10,000 | Project Support |
| Ambulatory Surgery Access Coalition | |||||||
| 1119 Market St400 | San Francisco | CA | 94103 | 943180356 | 501(c)(3) | $383,000 | Project Support |
| America SCORES Bay Area | |||||||
| 1885 Mission St | San Francisco | CA | 94103 | 481272959 | 501(c)(3) | $40,000 | Project Support |
| American Cancer Society | |||||||
| 0330 Sw Curry St | Portland | OR | 97239 | 131788491 | 501(c)(3) | $37,500 | Project Support |
| American Diabetes Association Inc | |||||||
| 5060 Shoreham Pl | San Diego | CA | 92103 | 131623888 | 501(c)(3) | $6,585 | Event Support\Annual Fundraiser |
| American Friends Service Committee | |||||||
| 1501 Cherry Street | Philadelphia | PA | 19102 | 231352010 | 501(c)(3) | $25,000 | Project Support |
| American Heart Association | |||||||
| 816 South Figueroa | Los Angeles | CA | 90017 | 135613797 | 501(c)(3) | $324,354 | Project Support |
| American National Red Cross | |||||||
| 11355 Ohio Avenue | Los Angeles | CA | 90025 | 530196605 | 501(c)(3) | $557,200 | Project Support |
| Ann Martin Center | |||||||
| 1375 55th St | Emeryville | CA | 94608 | 946099000 | 501(c)(3) | $30,000 | Project Support |
| Antelope Valley Boys & Girls Club | |||||||
| 45404 Division Street | Lancaster | CA | 93535 | 954290055 | 501(c)(3) | $10,000 | Project Support |
| Antelope Valley College Foundation | |||||||
| 3041 West Avenue K | Lancaster | CA | 93536 | 954398700 | 501(c)(3) | $12,000 | General Operating Support |
| Antelope Valley Community Clinic | |||||||
| 45104 10th St West | Lancaster | CA | 93534 | 260574826 | 501(c)(3) | $8,000 | Event Support\Annual Fundraiser |
| Antelope Valley Partners for Health | |||||||
| 44226 10th Street West | Lancaster | CA | 93534 | 470957404 | 501(c)(3) | $7,850 | Event Support\Health Fair |
| Antioch Unified School District | |||||||
| 510 G St | Antioch | CA | 94509 | 861134505 | Government or P | $90,000 | Project Support |
| Antioch Unified School District | |||||||
| 3377 Deer Valley Rd 239 | Antioch | CA | 94531 | 161693220 | Government or P | $15,900 | Project Support |
| APAPA Community Education Foundation | |||||||
| 4000 Truxel Rd Ste 3 | Sacramento | CA | 95834 | 550849384 | 501(c)(3) | $9,740 | Other |
| APLA Health & Wellness | |||||||
| 611 S Kingsley Dr | Los Angeles | CA | 90005 | 841661910 | 501(c)(3) | $10,000 | Project Support |
| ARIZONA STATE UNIVERSITY | |||||||
| PO Box 876011 | Tempe | AZ | 85287 | 860183151 | 501(c)(3) | $53,618 | Research / Project Support |
| ARIZONA UNIVERSITY OF | |||||||
| 887 N Euclid | Tucson | AZ | 85721 | 076148513 | 501(c)(3) | $6,476 | Research / Project Support |
| Arroyo Vista Family Health Foundation | |||||||
| 6000 N Figueroa St | Los Angeles | CA | 90042 | 953514918 | 501(c)(3) | $18,620 | Event Support\Dinner |
| Ashby Village Inc | |||||||
| 821 Catalina Ave | Berkeley | CA | 94707 | 272174330 | 501(c)(3) | $40,000 | Project Support |
| Asian & Pacific Islander Wellness Center | |||||||
| 730 Polk St 4th Fl | San Francisco | CA | 94109 | 943096109 | 501(c)(3) | $50,000 | Project Support |
| Asian American Drug Abuse Program Inc | |||||||
| 2900 Crenshaw Blvd | Los Angeles | CA | 90016 | 952848695 | 501(c)(3) | $10,000 | Project Support |
| Asian Americans Advancing Justice LA | |||||||
| 1145 Wilshire Blvd | Los Angeles | CA | 90017 | 953854152 | 501(c)(3) | $99,200 | Project Support |
| Asian Americans for Community Involvement | |||||||
| 2400 Moorpark Ave 300 | San Jose | CA | 95128 | 942292491 | 501(c)(3) | $50,000 | Project Support |
| Asian Art Museum Fdn Of San Francisco | |||||||
| 200 Larkin St | San Francisco | CA | 94102 | 941704765 | 501(c)(3) | $90,000 | Event Support\Cultural Event |
| Asian Health & Service Center | |||||||
| 3430 SE Powell Blvd | Portland | OR | 97202 | 931192100 | 501(c)(3) | $83,333 | Project Support |
| Asian Health Services | |||||||
| 101 8th St 100 | Oakland | CA | 94607 | 942235908 | 501(c)(3) | $46,200 | Project Support |
| Asian Pacific American Network of Oregon | |||||||
| 2788 SE 82nd Ave Ste 203 | Portland | OR | 97266 | 800252850 | 501(c)(3) | $30,750 | Project Support |
| Axis Community Health Inc | |||||||
| 5925 W LasPositas Blvd | Pleasanton | CA | 94588 | 942232394 | 501(c)(3) | $40,000 | Project Support |
| Bakersfield City School Dist Edu Fdn | |||||||
| 1300 Baker Street | Bakersfield | CA | 93305 | 770235399 | 501(c)(3) | $70,000 | General Operating Support |
| Baldwin Park Unified School District | |||||||
| 3699 North Holly Ave | Baldwin Park | CA | 91706 | 956000213 | Govt or Public | $74,032 | Project Support |
| Bartz-Altadonna Community Health Center | |||||||
| 43322 Gingham Ave | Lancaster | CA | 93535 | 273261289 | 501(c)(3) | $15,000 | Project Support |
| Battle Ground HealthCare | |||||||
| 11117 NE 189th St | Battle Ground | WA | 98604 | 273148590 | 501(c)(3) | $8,000 | General Operating Support |
| Bay Area Anti-Trafficking Coalition | |||||||
| 2493 Elliot St 4 | Santa Clara | CA | 95051 | 452549797 | 501(c)(3) | $18,000 | General Operating Support |
| Bay Area Community Resource | |||||||
| 77 Upper Fremont Dr | San Rafael | CA | 94901 | 942346815 | 501(c)(3) | $27,500 | Project Support |
| Bay Area Community Services (BACS) | |||||||
| 629 Oakland Ave | Oakland | CA | 94611 | 941708069 | 501(c)(3) | $20,000 | Project Support |
| BAYLOR COLLEGE OF MEDICINE | |||||||
| One Baylor Plaza BCM 310 | Houston | TX | 77030 | 741613878 | 501(c)(3) | $32,328 | Research / Project Support |
| Bear Valley Community Healthcare Dist Fdn | |||||||
| 41820 Garstin Drive | Big Bear Lake | CA | 92315 | 330714985 | 501(c)(3) | $10,000 | Project Support |
| Beats Rhymes and Life | |||||||
| 450 Santa Clara Ave | Oakland | CA | 94610 | 452382705 | 501(c)(3) | $85,000 | General Operating Support |
| Beneficent Technology Inc DBA Benetech | |||||||
| 480 California Ave 201 | Palo Alto | CA | 94306 | 770555413 | 501(c)(3) | $90,000 | Project Support |
| Benicia Community Action Council | |||||||
| 480 MILITARY EAST | BENICIA | CA | 94510 | 680294153 | 501(c)(3) | $10,000 | Project Support |
| Bienestar Human Services Inc | |||||||
| 5326 E Beverly Blvd | Los Angeles | CA | 90022 | 954505737 | 501(c)(3) | $10,600 | Event Support\Annual Fundraiser |
| Bill Wilson Center | |||||||
| 3490 The Alameda | Santa Clara | CA | 95050 | 942221849 | 501(c)(3) | $20,000 | Project Support |
| Black Women for Wellness | |||||||
| 4340 11th Ave | Los Angeles | CA | 90008 | 954624707 | 501(c)(3) | $27,250 | Project Support |
| Blanchet House of Hospitality | |||||||
| 310 NW Glisan St | Portland | OR | 97209 | 936031009 | 501(c)(3) | $15,000 | Project Support |
| Board of Trustees of the Glide Foundation | |||||||
| 330 Ellis St | San Francisco | CA | 94102 | 941156481 | 501(c)(3) | $35,000 | Project Support |
| BOSTON MEDICAL CENTER CORPORATION | |||||||
| 1 Boston Medical Center Pl | Boston | MA | 02118 | 043314093 | 501(c)(3) | $13,459 | Research / Project Support |
| BOSTON UNIVERSITY | |||||||
| One Silber Way | Boston | MA | 02215 | 042103547 | 501(c)(3) | $148,541 | Research / Project Support |
| BOSTON VA RESEARCH INSTITIUTE | |||||||
| 5 Post Office Square 16-28 | Boston | MA | 02109 | 043081524 | 501(c)(3) | $7,025 | Research / Project Support |
| Boys & Girls Club of Coachella Valley | |||||||
| 42600 Cook St | Palm Desert | CA | 92211 | 956122699 | 501(c)(3) | $15,000 | Project Support |
| Boys & Girls Club of Fontana | |||||||
| 7723 Almeria Ave | Fontana | CA | 92334 | 330443344 | 501(c)(3) | $10,000 | Project Support |
| Boys & Girls Club of Placer Cty (Auburn) | |||||||
| 679 Lincoln Way | Auburn | CA | 95603 | 680321820 | 501(c)(3) | $15,000 | Other |
| Boys & Girls Club of San Fernando Valley | |||||||
| 11251 Glenoaks Blvd | Pacoima | CA | 91331 | 952468448 | 501(c)(3) | $6,500 | Project Support |
| Boys & Girls Club of the Foothills | |||||||
| 600 S Shamrock Ave | Monrovia | CA | 91016 | 954453545 | 501(c)(3) | $8,000 | Project Support |
| Boys & Girls Club of Tracy Inc | |||||||
| 753 W Lowell Ave | Tracy | CA | 95376 | 680028682 | 501(c)(3) | $40,000 | Project Support |
| Boys & Girls Club of W San Gabriel Valley | |||||||
| 328 S Ramona Ave | Monterey Park | CA | 91754 | 952782501 | 501(c)(3) | $10,000 | Project Support |
| Boys & Girls Clubs North San Mateo County | |||||||
| 201 W Orange Ave | S San Francisco | CA | 94080 | 941497000 | 501(c)(3) | $33,230 | Event Support\Annual Fundraiser;Event Support\Lunc |
| Boys & Girls Clubs of Fresno County | |||||||
| 540 N Augusta St | Fresno | CA | 93701 | 941149171 | 501(c)(3) | $45,000 | Project Support |
| Boys & Girls Clubs of Metro Los Angeles | |||||||
| 800 S Figueroa St | Los Angeles | CA | 90017 | 810851473 | 501(c)(3) | $20,000 | General Operating Support |
| Boys & Girls Clubs of Silicon | |||||||
| 518 Valley Way | Milpitas | CA | 95035 | 941294898 | 501(c)(3) | $25,000 | Project Support |
| Boys & Girls Clubs of the Peninsula | |||||||
| 401 Pierce Rd | Menlo Park | CA | 94025 | 941552134 | 501(c)(3) | $20,000 | General Operating Support |
| Boys and Girls Club of Carson | |||||||
| 1950 E 220th St Ste 207 | Carson | CA | 90810 | 330475452 | 501(c)(3) | $7,500 | Project Support |
| Boys and Girls Club of the Coastside | |||||||
| 600 Church St | Half Moon Bay | CA | 94019 | 943193725 | 501(c)(3) | $10,000 | General Operating Support |
| Boys and Girls Clubs of Greater Sacramento | |||||||
| 5212 Lemon Hill Ave | Sacramento | CA | 95824 | 680338324 | 501(c)(3) | $16,000 | Event Support\Annual Fundraiser |
| BoysGirls Clubs of Napa Valley | |||||||
| 1515 Pueblo Ave | Napa | CA | 94558 | 946033413 | 501(c)(3) | $30,000 | Project Support |
| Breathe California of Sac-Emigrant Trails | |||||||
| 909 12th St Ste 100 | Sacramento | CA | 95814 | 941641240 | 501(c)(3) | $19,610 | Event Support\Annual Fundraiser |
| Brentwood School - Los Angeles CA | |||||||
| 100 S Barrington Pl | Los Angeles | CA | 90049 | 951426236 | 501(c)(3) | $7,500 | Board Matching Gift |
| Bridge to Home SCV | |||||||
| 23752 Newhall Ave | Santa Clarita | CA | 91321 | 954587823 | 501(c)(3) | $8,000 | Project Support |
| Bright Prospect | |||||||
| 1460 E Holt Ave Ste 74 | Pomona | CA | 91767 | 522363234 | 501(c)(3) | $10,000 | Project Support |
| Brighter Beginnings | |||||||
| 3478Buskirk Ave105 | Pleasant Hill | CA | 94523 | 942949749 | 501(c)(3) | $80,000 | Project Support |
| Buddhist Tzu Chi Foundation | |||||||
| 1100 S ValleyCenter Ave | San Dimas | CA | 91773 | 942952782 | 501(c)(3) | $24,000 | Project Support |
| Buddhist Tzu Chi Medical Foundation | |||||||
| 3898 N Ann Ave | Fresno | CA | 93727 | 954457939 | 501(c)(3) | $87,500 | Project Support |
| Building A Generation | |||||||
| 932 W Cypress Avenue | Redlands | CA | 92373 | 542104001 | 501(c)(3) | $20,000 | Project Support |
| Building Opportunity for Self-Sufficiency | |||||||
| 1918 UNIVERSITY AVE 2A | BERKELEY | CA | 94704 | 510173390 | 501(c)(3) | $30,000 | Project Support |
| CA Aquatic Therapy & Wellness Ctr Inc | |||||||
| 6801 Long Beach Blvd | Long Beach | CA | 90805 | 952382016 | 501(c)(3) | $10,000 | Project Support |
| CA Consortium For Urban Indian Health Inc | |||||||
| 1016LincolnBlvd111 | San Francisco | CA | 94129 | 204878959 | 501(c)(3) | $75,000 | General Operating Support |
| CA St Uni Dominguez Hills Phil Fdn | |||||||
| 1000 East Victoria Street | Carson | CA | 90747 | 473097839 | 501(c)(3) | $10,000 | Project Support |
| Cajon Valley Union School District | |||||||
| 750 E Main St | El Cajon | CA | 92020 | 956000428 | Govt or Public | $75,000 | Project Support |
| California Association of Food Banks | |||||||
| 1624 Franklin St Ste 722 | Oakland | CA | 94612 | 680392816 | 501(c)(3) | $195,000 | Project Support |
| California Black Health Network | |||||||
| 520 9th st ste 210 | Sacramento | CA | 95814 | 953794688 | 501(c)(3) | $33,703 | Conference Support |
| California Black Women's Health Project | |||||||
| 9800 S La Cienega Blvd | Inglewood | CA | 90301 | 954702923 | 501(c)(3) | $15,000 | Project Support |
| California Coverage and Health Initiatives | |||||||
| 1107 9th St 601 | Sacramento | CA | 95814 | 474034471 | 501(c)(3) | $85,000 | General Operating Support |
| California Exposition & State Fair | |||||||
| 1600 Exposition Blvd | Sacramento | CA | 95815 | 946032535 | Government or P | $60,000 | Other |
| California Food Policy Advocates Inc | |||||||
| 205 S BRdway 402 | Los Angeles | CA | 90012 | 943163142 | 501(c)(3) | $125,000 | Project Support |
| California Health Collaborative | |||||||
| 1680 W Shaw Ave | Fresno | CA | 93711 | 942862660 | 501(c)(3) | $70,000 | Project Support |
| California Lutheran University | |||||||
| 60 W Olsen Rd | Thousand Oaks | CA | 91360 | 952962604 | 501(c)(3) | $75,000 | Responsive |
| California Pan-Ethnic Health Network | |||||||
| 1221 Preservation Pkwy | Oakland | CA | 94612 | 943306223 | 501(c)(3) | $134,935 | Conference Support |
| California Primary Care Association | |||||||
| 1231 I St Ste 400 | Sacramento | CA | 95814 | 943215565 | 501(c)(3) | $428,334 | Project Support |
| California School Based Health Alliance | |||||||
| 1203 Preservation Park Wy | Oakland | CA | 94612 | 943201896 | 501(c)(3) | $150,000 | Project Support |
| California State Uni - Northridge Fdn | |||||||
| 18111 Nordhoff Street | Northridge | CA | 91330 | 956196006 | 501(c)(3) | $54,500 | General Operating Support |
| California State Uni San Marcos Fdn | |||||||
| 333 Twin Oaks V Rd | San Marcos | CA | 92096 | 800390564 | 501(c)(3) | $25,000 | Project Support |
| California WIC Association | |||||||
| 3120 Freeboard Dr | West Sacramento | CA | 95691 | 680271696 | 501(c)(3) | $100,000 | General Operating Support;Project Support |
| California Youth Connection | |||||||
| 1611 Telegraph Ave 1100 | Oakland | CA | 94612 | 943141616 | 501(c)(3) | $75,000 | Project Support |
| Camarena Health | |||||||
| 730 North I St 202 | Madera | CA | 93637 | 942503904 | 501(c)(3) | $690,000 | Project Support |
| Cambodian Association of America | |||||||
| 2390 Pacific Ave | Long Beach | CA | 90806 | 953528706 | 501(c)(3) | $7,500 | Project Support |
| Caminar | |||||||
| 2600S ElCaminoReal200 | San Mateo | CA | 94403 | 941639389 | 501(c)(3) | $387,500 | Project Support |
| Canal Alliance | |||||||
| 91 Larkspur St | San Rafael | CA | 94901 | 942832648 | 501(c)(3) | $20,000 | Event Support\Cultural Event |
| Cancer CAREpoint | |||||||
| 2505 Samaritan Drive | San Jose | CA | 95124 | 273029691 | 501(c)(3) | $30,000 | Project Support |
| Cancer Kids of San Joaquin County | |||||||
| PO Box 1592 | Woodbridge | CA | 95258 | 204448693 | 501(c)(3) | $10,000 | General Operating Support |
| CANCER PREVENTION INSTITUTE | |||||||
| 2201 Walnut Avenue | Fremont | CA | 94538 | 237427232 | Government or P | $16,551 | Research subcontractor |
| Cancer Support Comm Valley Inc | |||||||
| 530 Hampshire Rd | Westlake Village | CA | 91361 | 770205691 | 501(c)(3) | $20,000 | Project Support |
| Canopy | |||||||
| 3921 E Bayshore Rd | Palo Alto | CA | 94303 | 010565752 | 501(c)(3) | $75,000 | Project Support |
| CAPC-COCO | |||||||
| 2120 Diamond Blvd 120 | Concord | CA | 94520 | 680046163 | 501(c)(3) | $51,500 | Project Support |
| Care Harbor | |||||||
| 18436 Hawthorne Blvd | Torrance | CA | 90504 | 272984870 | 501(c)(3) | $25,000 | Event Support\Health Fair |
| Caregivers | |||||||
| 1765 Goodyear Ave | Ventura | CA | 93003 | 770081692 | 501(c)(3) | $20,000 | Project Support |
| Casa P Ctrs for Children and Families | |||||||
| 1722 S Lewis Road | Camarillo | CA | 93012 | 770195022 | 501(c)(3) | $20,000 | Project Support |
| Cascade Aids Project Inc | |||||||
| 520 NW Davis St Ste 215 | Portland | OR | 97209 | 930903383 | 501(c)(3) | $9,500 | Project Support |
| Castro Valley Unified School District | |||||||
| 4400 Alma Ave | Castro Valley | CA | 94546 | 941694282 | Government or P | $30,000 | Project Support |
| Catholic Charities | |||||||
| 1450 North D St | San Bernardino | CA | 92405 | 953516461 | 501(c)(3) | $25,000 | Project Support |
| Catholic Charities - Diocese of Oakland | |||||||
| 433 Jefferson St | Oakland | CA | 94607 | 942677202 | 501(c)(3) | $137,000 | Project Support |
| Catholic Charities CYO | |||||||
| 990 Eddy St | San Francisco | CA | 94109 | 941498472 | 501(c)(3) | $25,000 | Project Support |
| Catholic Charities -Diocese of Stockton | |||||||
| 1106 N El Dorado St | Stockton | CA | 95202 | 941629114 | 501(c)(3) | $175,000 | Project Support |
| Catholic Charities of Los Angeles Inc | |||||||
| 1531 James Wood Blvd | Los Angeles | CA | 90015 | 951690973 | 501(c)(3) | $19,200 | Event Support\Dinner |
| Catholic Charities of Oregon | |||||||
| 2740 SE Powell Blvd 5 | Portland | OR | 97217 | 930386801 | 501(c)(3) | $96,290 | Project Support |
| Catholic Charities of Santa Clara County | |||||||
| 2625 Zanker Rd | San Jose | CA | 95134 | 942762269 | 501(c)(3) | $30,000 | Project Support |
| Catholic Charities of the Diocese-Fresno | |||||||
| 149 N Fulton St | Fresno | CA | 93701 | 941678938 | 501(c)(3) | $10,000 | Project Support |
| Catholic Charities-Diocese of Santa Rosa | |||||||
| PO Box 4900 | Santa Rosa | CA | 95402 | 942479393 | 501(c)(3) | $85,000 | Project Support |
| Catholic Community Services | |||||||
| PO Box 20400 | Salem | OR | 97307 | 930903773 | 501(c)(3) | $92,406 | Project Support |
| CBDIO | |||||||
| 744 N Abby St | Fresno | CA | 93701 | 770337939 | 501(c)(3) | $24,500 | Project Support |
| Center For Elders Independence | |||||||
| 510-17th St 400 | Oakland | CA | 94612 | 943123446 | 501(c)(3) | $50,000 | Project Support |
| Center for Human Services | |||||||
| 2000 W Briggsmore AveI | Modesto | CA | 95350 | 941725620 | 501(c)(3) | $95,000 | Project Support |
| Center for Intercultural Org | |||||||
| 700 N Killingsworth St | Portland | OR | 97217 | 743098100 | 501(c)(3) | $34,958 | Project Support |
| Center for Living and Learning | |||||||
| 14549 Archwood St | Van Nuys | CA | 91405 | 954406897 | 501(c)(3) | $16,330 | Project Support |
| Center for Oral Health | |||||||
| 309 E 2nd Street | Pomona | CA | 91766 | 943000350 | 501(c)(3) | $14,950 | Conference Support |
| Center For Youth Wellness | |||||||
| 3450 Third St | San Francisco | CA | 94124 | 452527627 | 501(c)(3) | $90,000 | Project Support |
| Centinela Youth Services Inc | |||||||
| 11539 Hawthorne Blvd | Hawthorne | CA | 90250 | 953821576 | 501(c)(3) | $10,000 | Project Support |
| Central American Resource Ctr | |||||||
| 2845 West 7th Street | Los Angeles | CA | 90005 | 953867724 | 501(c)(3) | $9,450 | Event Support\Dinner |
| Central City Concern Inc | |||||||
| 232 NW 6th Avenue | Portland | OR | 97209 | 930728816 | 501(c)(3) | $463,094 | Capital Fund Support |
| Central Coast All United for a Sust Eco | |||||||
| 2021 Sperry Ave Suite 9 | Ventura | CA | 93003 | 770578864 | 501(c)(3) | $40,000 | Responsive |
| Central Coast YMCA | |||||||
| 27 Sudden St | Watsonville | CA | 95076 | 770202335 | 501(c)(3) | $30,000 | Project Support |
| Central Valley Health Network Inc | |||||||
| 1451 River Park Dr216 | Sacramento | CA | 95815 | 680429643 | 501(c)(3) | $125,000 | General Operating Support |
| Centro Community Partners | |||||||
| 825 Washington St 228 | Oakland | CA | 94607 | 452992960 | 501(c)(3) | $60,000 | General Operating Support |
| Centro de Salud La Comunidad Inc | |||||||
| 1275 30th Street | San Diego | CA | 92154 | 952801772 | 501(c)(3) | $25,000 | Project Support |
| Centro de Servicios of Alameda County | |||||||
| 525 H St | Union City | CA | 94587 | 942489691 | 501(c)(3) | $10,000 | Other |
| Centro La Familia Advocacy Services Inc | |||||||
| 302 Fresno St 102 | Fresno | CA | 93706 | 770310310 | 501(c)(3) | $24,500 | Project Support |
| Centro Latino Americano | |||||||
| 944 W 5th Ave | Eugene | OR | 97402 | 930638731 | 501(c)(3) | $20,000 | Project Support |
| Chaffey Joint Union High School District | |||||||
| 211 W Fifth Street | Ontario | CA | 91762 | 956000560 | Govt or Public | $10,000 | Project Support |
| Chapa-De Indian Health Program Inc | |||||||
| 11670 Atwood Rd | Auburn | CA | 95603 | 942583156 | 501(c)(3) | $50,000 | Project Support |
| Charles Drew Uni of Medicine & Science | |||||||
| 1731 E 120th Street | Los Angeles | CA | 90059 | 956151774 | 501(c)(3) | $55,432 | Event Support\Health Fair |
| Child & Family Center | |||||||
| 21545 Centre P Pkwy | Santa Clarita | CA | 91350 | 953941342 | 501(c)(3) | $14,626 | Project Support |
| Child Abuse Council of Sacramento | |||||||
| 4700 Roseville Rd | North Highlands | CA | 95660 | 942833431 | 501(c)(3) | $30,000 | Other |
| Child Advocates of San Bernardino County | |||||||
| 851 S Mt Vernon Ave | Colton | CA | 92324 | 330362613 | 501(c)(3) | $15,000 | General Operating Support |
| Child Parent Institute | |||||||
| 3650 Standish Ave | Santa Rosa | CA | 95407 | 942541640 | 501(c)(3) | $20,000 | Project Support |
| Children & Nature Network | |||||||
| 808 14TH AVE SE | MINNEAPOLIS | MN | 55414 | 141959018 | 501(c)(3) | $95,000 | Project Support |
| Children Now | |||||||
| 1404 Franklin St Ste 700 | Oakland | CA | 94612 | 943059243 | 501(c)(3) | $150,000 | Project Support |
| Children's Cancer Association | |||||||
| 1200 NW Naito Pkwy | Portland | OR | 97209 | 931181662 | 501(c)(3) | $15,000 | Project Support |
| Children's Dental Center | |||||||
| 300 E Buckthorn St | Inglewood | CA | 90301 | 954533883 | 501(c)(3) | $24,500 | Project Support |
| Children's Dental Foundation | |||||||
| 455 E Columbia St | Long Beach | CA | 90806 | 952111124 | 501(c)(3) | $10,000 | Project Support |
| Children's Fund Incorporated | |||||||
| 348 Hospitality Ln | San Bernardino | CA | 92408 | 330193286 | 501(c)(3) | $20,000 | Other |
| Children's Hospital & Research Ctr Oakland | |||||||
| 747 52nd St | Oakland | CA | 94609 | 940382330 | 501(c)(3) | $500,000 | Scholarships |
| Childrens Initiative | |||||||
| 4438 Ingraham Street | San Diego | CA | 92109 | 770587835 | 501(c)(3) | $34,200 | Project Support |
| Children's Institute | |||||||
| 1411 SW Morrison St | Portland | OR | 97205 | 931095351 | 501(c)(3) | $24,000 | Project Support |
| Chinatown Service Center | |||||||
| 767 N Hill St | Los Angeles | CA | 90012 | 952918844 | 501(c)(3) | $39,350 | General Operating Support |
| Christian Couns Svc of East Valley Inc | |||||||
| 101 E Redlands Blvd | Redlands | CA | 92373 | 330063237 | 501(c)(3) | $20,000 | Project Support |
| Chula Vista Elementary School District | |||||||
| 84 East J Street | Chula Vista | CA | 91910 | 956000613 | Govt or Public | $93,719 | Project Support |
| Ciel Community Services | |||||||
| 1550 W HILLVIEW CT | Gilroy | CA | 95020 | 471225256 | 501(c)(3) | $24,000 | Project Support |
| City of Carson | |||||||
| 3 Civic Plaza Drive | Carson | CA | 90745 | 952513547 | Govt or Public | $7,500 | General Operating Support |
| City of El Monte | |||||||
| 11333 Valley Boulevard | El Monte | CA | 91731 | 956000705 | Govt or Public | $12,500 | Project Support |
| City of Folsom Parks & Recreation | |||||||
| 1100 Blue Ravine Rd | Folsom | CA | 95630 | 463748740 | Government or P | $10,000 | Other |
| City of Fremont | |||||||
| 3300 Capitol Ave Bldg B | Fremont | CA | 94538 | 946027361 | Government or P | $94,000 | Project Support |
| CITY OF HOPE | |||||||
| 1500 East Duarte Road | Duarte | CA | 91010 | 953435919 | 501(c)(3) | $27,446 | Research / Project Support |
| City of Madera | |||||||
| 205 West 4th St | Madera | CA | 93637 | 946000365 | Government or P | $50,000 | Project Support |
| City of Montclair | |||||||
| 5111 Benito Street | Montclair | CA | 91763 | 956005731 | Govt or Public | $10,000 | Project Support |
| City of Oakland Office of the Mayor | |||||||
| 250 Frank Ogawa Plz3315 | Oakland | CA | 94612 | 946000384 | Government or P | $50,000 | General Operating Support |
| City of Perris | |||||||
| 101 North D Street | Perris | CA | 92570 | 956000761 | Govt or Public | $25,000 | Project Support |
| City of Portland Oregon | |||||||
| 1120 SW 5th Ave 8th Fl | Portland | OR | 97204 | 936008836 | Govt or Public | $110,000 | Project Support |
| City of Richmond | |||||||
| 440 Civic Ctr Plaza 360 | Richmond | CA | 94804 | 946000403 | Government or P | $30,000 | Project Support |
| City of Riverside | |||||||
| 3900 Main Street | Riverside | CA | 92522 | 956000769 | Govt or Public | $9,000 | Conference Support |
| City of Sacramento | |||||||
| 915 I St | Sacramento | CA | 95814 | 946000410 | 501(c)(3) | $82,500 | Project Support |
| City of San Pablo | |||||||
| 13880 San Pablo Ave | San Pablo | CA | 94806 | 946000423 | Government or P | $60,000 | Project Support |
| City of Selma | |||||||
| 1710 Tucker St | Selma | CA | 93662 | 946000431 | Government or P | $10,000 | Project Support |
| City Team Ministries | |||||||
| 722 Washington St | Oakland | CA | 94607 | 941501265 | 501(c)(3) | $10,000 | Event Support\Cultural Event |
| Clackamas County | |||||||
| 2051 Kaen Rd 367 | Oregon City | OR | 97045 | 936002286 | Govt or Public | $78,016 | Project Support |
| Clackamas Education Service District | |||||||
| 13455 SE 97th Ave | Clackamas | OR | 97015 | 936000229 | Govt or Public | $52,350 | Project Support |
| Clackamas Service Center | |||||||
| 8800 SE 80th Avenue | Portland | OR | 97206 | 930626175 | 501(c)(3) | $30,000 | Project Support |
| Clackamas Volunteers in Medicine | |||||||
| 700 Molalla Avenue | Oregon City | OR | 97045 | 371621141 | 501(c)(3) | $8,000 | General Operating Support |
| Clark County Public Health | |||||||
| PO Box 9825 | Vancouver | WA | 98666 | 916001299 | Govt or Public | $83,333 | Project Support |
| CLEVELAND CLINIC FOUNDATION | |||||||
| PO Box 931517 | Cleveland | OH | 44193 | 340714585 | 501(c)(3) | $102,646 | Research / Project Support |
| Clinicas de Salud Del Pueblo Inc | |||||||
| 1166 K Street | Brawley | CA | 92227 | 952657324 | 501(c)(3) | $25,000 | Project Support |
| Coachella Valley Rescue Mission | |||||||
| 47470 Van Buren St | Indio | CA | 92201 | 952684844 | 501(c)(3) | $25,000 | Project Support |
| Coachella Valley Volunteers in Medicine | |||||||
| 82915 Avenue 48 | Indio | CA | 92201 | 263312826 | 501(c)(3) | $25,000 | Project Support |
| Coal for Humane Immigrant Rights of LA | |||||||
| 2533 W 3rd St | Los Angeles | CA | 90057 | 954421521 | 501(c)(3) | $14,600 | Event Support\Annual Fundraiser |
| Coalition for Family Harmony | |||||||
| 1030 North Ventura Road | Oxnard | CA | 93030 | 953433822 | 501(c)(3) | $45,000 | Responsive |
| Coalition to Abolish Slavery & Trafficking | |||||||
| 5042 Wilshire Blvd | Los Angeles | CA | 90036 | 100008533 | 501(c)(3) | $85,000 | General Operating Support |
| Coastal Kids Home Care | |||||||
| 1172 South Main St 125 | Salinas | CA | 93901 | 202549984 | 501(c)(3) | $20,000 | Project Support |
| Coastal Watershed Council | |||||||
| 107 Dakota Ave 4 | Santa Cruz | CA | 95060 | 680368798 | 501(c)(3) | $10,000 | Project Support |
| Coastside Adult Day Health Center | |||||||
| 925 Main St | Half Moon Bay | CA | 94019 | 942935784 | 501(c)(3) | $10,000 | General Operating Support |
| Code For America Labs Inc | |||||||
| 155 9th St | San Francisco | CA | 94103 | 271067272 | 501(c)(3) | $95,000 | Project Support |
| Collective Impact | |||||||
| 1050 McAllister St | San Francisco | CA | 94115 | 208964069 | 501(c)(3) | $15,000 | General Operating Support |
| COLUMBIA UNIVERSITY MEDICAL CTR | |||||||
| 722 W 168th St | New York | NY | 10032 | 800496512 | 501(c)(3) | $20,305 | Research / Project Support |
| Comm Action Board of Santa Cruz County | |||||||
| 406 Main St 207 | Watsonville | CA | 95076 | 942523780 | 501(c)(3) | $185,000 | Project Support |
| Comm Action Ptr of San Bernardino Cty | |||||||
| 696 Tippecanoe Ave | San Bernardino | CA | 92408 | 952376882 | 501(c)(3) | $15,000 | Project Support |
| Comm Child Care Council of Sonoma Cty Inc | |||||||
| 131 A Stony Cir300 | Santa Rosa | CA | 95401 | 942274620 | 501(c)(3) | $20,550 | Project Support |
| Comm Coal for Subt Abuse Prevention & Tmt | |||||||
| 8101 S Vermont Ave | Los Angeles | CA | 90044 | 954298811 | 501(c)(3) | $19,100 | Event Support\Awards Ceremony |
| Comm Health Assn Inland Southern Region | |||||||
| 621 E Carnegie Dr | San Bernardino | CA | 92408 | 300666184 | 501(c)(3) | $8,980 | Conference Support |
| Comm Health Initiative Napa County Inc | |||||||
| 2140 Jefferson St D | Napa | CA | 94559 | 251924934 | 501(c)(3) | $130,000 | Project Support |
| Comm Health Partnership of Santa Clara Cty | |||||||
| 1401 Parkmoor Ave 200 | San Jose | CA | 95126 | 770352645 | 501(c)(3) | $355,000 | Event Support\Dinner |
| Comm Research Initiative On AIDS Inc | |||||||
| 981 Mission St | San Francisco | CA | 94103 | 133632234 | 501(c)(3) | $15,000 | Other |
| Comm Serv Education and Research Fund | |||||||
| 5380 Elvas Ave 219 | Sacramento | CA | 95819 | 237003581 | 501(c)(3) | $35,000 | Project Support |
| Common Threads | |||||||
| 3811 Bee Caves Rd Ste 108 | Austin | TX | 78746 | 200106847 | 501(c)(3) | $10,000 | Project Support |
| Commonweal | |||||||
| PO Box 316 | Bolinas | CA | 94924 | 942366094 | 501(c)(3) | $20,000 | Conference Support |
| Communities Initiatives | |||||||
| 1000 BRdway 480 | Oakland | CA | 94607 | 943255070 | 501(c)(3) | $92,368 | Event Support\Annual Fundraiser |
| Community Action Marin | |||||||
| 555 Northgate Dr 201 | San Rafael | CA | 94903 | 946136365 | 501(c)(3) | $38,610 | Project Support |
| Community Action of Napa Valley | |||||||
| 2310 Laurel St 1 | Napa | CA | 94559 | 941610851 | 501(c)(3) | $35,807 | Project Support |
| Community Action Organization | |||||||
| 1001 SW Baseline St | Hillsboro | OR | 97123 | 930554941 | 501(c)(3) | $35,000 | Project Support |
| Community Action Partnership of Sonoma Cty | |||||||
| 141 Stony Cir210 | Santa Rosa | CA | 95401 | 941648949 | 501(c)(3) | $108,000 | Project Support |
| Community Against Sexual Harm | |||||||
| 3101 1st Ave | Sacramento | CA | 95817 | 461498182 | 501(c)(3) | $20,000 | Other |
| Community Alliance of Tenants | |||||||
| 2710 NE 14th Ave | Portland | OR | 97212 | 311571929 | 501(c)(3) | $20,000 | Project Support |
| Community Alliance with Family Farmers Fdn | |||||||
| PO Box 363 | Davis | CA | 95617 | 942914745 | 501(c)(3) | $95,000 | Project Support |
| Community Bridges | |||||||
| 519 Main St | Watsonville | CA | 95076 | 942460211 | 501(c)(3) | $15,000 | Project Support |
| Community Clinic Assn of LA County | |||||||
| 700 S Flower St | Los Angeles | CA | 90017 | 954576023 | 501(c)(3) | $21,755 | Conference Support |
| Community Clinic Consortium | |||||||
| 3720 Barrett Ave | Richmond | CA | 94805 | 200782029 | 501(c)(3) | $375,000 | Project Support |
| Community Cycling Center | |||||||
| 1805 NE 2nd Ave | Portland | OR | 97212 | 931127186 | 501(c)(3) | $15,000 | Project Support |
| Community Family Guidance Center | |||||||
| 10929 South St Ste 208B | Cerritos | CA | 90703 | 953083776 | 501(c)(3) | $50,000 | Project Support |
| Community Foundation Sonoma County | |||||||
| 1030 Apollo Way | Santa Rosa | CA | 95407 | 465607272 | 501(c)(3) | $95,000 | Project Support |
| Community Foundation Sonoma County | |||||||
| 120 Stony Point Rd220 | Santa Rosa | CA | 95401 | 680003212 | 501(c)(3) | $10,000 | Project Support |
| Community Health Alliance of Pasadena | |||||||
| 455 W Montana Street | Pasadena | CA | 91103 | 954536824 | 501(c)(3) | $11,740 | Event Support\Annual Fundraiser |
| Community Health Center Network Inc | |||||||
| 101 Callan Ave 300 | San Leandro | CA | 94577 | 943253662 | 501(c)(3) | $165,000 | Project Support |
| Community Health Partners | |||||||
| PO Box 2853 | Longview | WA | 98632 | 912016542 | 501(c)(3) | $23,000 | Project Support |
| Community Health Systems Inc | |||||||
| 22675 Alessandro Bl | Moreno Valley | CA | 92553 | 330056551 | 501(c)(3) | $345,000 | General Operating Support |
| Community Housing Partnership | |||||||
| 20 Jones St 200 | San Francisco | CA | 94102 | 943112338 | 501(c)(3) | $150,000 | Project Support |
| Community Integration Services Inc | |||||||
| 10100 Balboa Blvd | Granada Hills | CA | 91344 | 202300297 | 501(c)(3) | $8,000 | Project Support |
| Community Link Capital Region | |||||||
| 8001 Folsom Blvd100 | Sacramento | CA | 95826 | 941201196 | 501(c)(3) | $145,000 | Project Support |
| Community Matters | |||||||
| 120Stoney Point Rd120 | Santa Rosa | CA | 95401 | 680369720 | 501(c)(3) | $50,000 | Project Support |
| Community Medical Centers Inc (EIP) | |||||||
| 7210 Murray Drive | Stockton | CA | 95210 | 942437106 | 501(c)(3) | $50,000 | Project Support |
| Community Partners | |||||||
| 1000 N Alameda St | Los Angeles | CA | 90012 | 954302067 | 501(c)(3) | $289,316 | Project Support |
| Community Recovery Resources | |||||||
| 730 Sunrise Ave | Grass Valley | CA | 95945 | 942275091 | 501(c)(3) | $20,900 | Event Support\Annual Fundraiser |
| Community Resources for Independent Living | |||||||
| 439 A St | Hayward | CA | 94541 | 942598873 | 501(c)(3) | $50,000 | Project Support |
| Community SeniorServ Inc | |||||||
| 1200 N Knollwood Circle | Anaheim | CA | 92801 | 952771715 | 501(c)(3) | $25,000 | Other |
| Community Services Unlimited | |||||||
| 6569 S Vermont Ave | Los Angeles | CA | 90044 | 953218396 | 501(c)(3) | $10,000 | Project Support |
| Community Settlement Assn of Riverside | |||||||
| 4366 Bermuda Avenue | Riverside | CA | 92507 | 950642985 | 501(c)(3) | $25,000 | Project Support |
| Community's Child Inc | |||||||
| 25520 Woodward Avenue | Lomita | CA | 90717 | 202871854 | 501(c)(3) | $7,500 | Project Support |
| Comprehensive Community Health Ctrs Inc | |||||||
| 801 S Chevy Chase Dr | Glendale | CA | 91205 | 421553807 | 501(c)(3) | $10,000 | Project Support |
| Concrn | |||||||
| 3507 Ross Rd | Palo Alto | CA | 94303 | 811567495 | 501(c)(3) | $20,000 | Project Support |
| Contra Costa Child Care Council | |||||||
| 1035 Detroit Ave 500 | Concord | CA | 94518 | 942383037 | 501(c)(3) | $92,500 | Project Support |
| Contra Costa Childrens and Families | |||||||
| 1485 Civic Court 1200 | Concord | CA | 94520 | 680474731 | Government or P | $95,000 | Project Support |
| Contra Costa Crisis Center | |||||||
| PO BOX 3364 | Walnut Creek | CA | 94598 | 941747227 | 501(c)(3) | $50,000 | Project Support |
| Contra Costa Family Justice Alliance | |||||||
| 256 24th St | Richmond | CA | 94804 | 474082871 | 501(c)(3) | $291,900 | Other |
| Contra Costa Health Serv Public Health Div | |||||||
| 597 Center Ave 110 | Martinez | CA | 94553 | 946000509 | Government or P | $40,000 | Project Support |
| Cope Family Center | |||||||
| 707 Randolph St | Napa | CA | 94559 | 942322399 | 501(c)(3) | $30,000 | Project Support |
| Copper Mountain College Foundation | |||||||
| 6162 Rotary Way | Joshua Tree | CA | 92252 | 953778234 | 501(c)(3) | $10,000 | Project Support |
| CORA Comm Overcoming Relatsionship Abuse | |||||||
| 2211 Palm Avenue | San Mateo | CA | 94403 | 942481188 | 501(c)(3) | $15,144 | Event Support\Annual Fundraiser |
| Cornerstone Community Development Corp | |||||||
| 1395 Bancroft Ave | San Leandro | CA | 94577 | 943100741 | 501(c)(3) | $9,760 | Event Support\Annual Fundraiser;Event Support\Cult |
| Coro Southern California Inc | |||||||
| 1000 N Alameda St | Los Angeles | CA | 90012 | 954274561 | 501(c)(3) | $9,561 | Event Support\Dinner |
| County of Alameda Family Justice Center | |||||||
| 470 27th St | Oakland | CA | 94612 | 261141080 | 501(c)(3) | $95,000 | Project Support |
| County of Kern | |||||||
| 1800 Mt Vernon Ave | Bakersfield | CA | 93306 | 956000925 | Govt or Public | $30,000 | Project Support |
| County of San Mateo | |||||||
| 222 West 39th Ave | San Mateo | CA | 94403 | 946000532 | Government or P | $165,500 | Project Support |
| County of Santa Clara | |||||||
| 2325 Enborg Ln 320 | San Jose | CA | 95128 | 946000533 | Government or P | $168,000 | Project Support |
| County of Solano | |||||||
| 601 Texas St 210 | Fairfield | CA | 94533 | 946000538 | Government or P | $300,000 | Project Support |
| County of Yolo Health Department | |||||||
| 25 N Cottonwood St | Woodland | CA | 95695 | 946000548 | Government or P | $50,000 | Project Support |
| Court Appointed Special Adv of Kern Cty | |||||||
| 1717 Columbus Street | Bakersfield | CA | 93305 | 770344298 | 501(c)(3) | $30,000 | Project Support |
| Cowlitz County Health Department | |||||||
| 207 Fourth Avenue N | Kelso | WA | 98626 | 916001310 | Govt or Public | $67,385 | Project Support |
| Crisis House | |||||||
| 1034 N Magnolia Avenue | El Cajon | CA | 92020 | 330217339 | 501(c)(3) | $35,000 | Project Support |
| Cristo Rey San Jose High School | |||||||
| 1389 East Santa Clara St | San Jose | CA | 95116 | 462594689 | 501(c)(3) | $30,000 | Project Support |
| CruzMed Foundation Inc | |||||||
| 1975 Soquel Dr215 | Santa Cruz | CA | 95065 | 452774675 | 501(c)(3) | $20,000 | Project Support |
| CSU Fullerton Auxiliary Svcs Corporation | |||||||
| 1121 State College Blvd | Fullerton | CA | 92831 | 952081258 | 501(c)(3) | $40,000 | General Operating Support |
| CSULA Auxiliary Services Inc | |||||||
| 5151 State Uni Dr | Los Angeles | CA | 90032 | 954016653 | 501(c)(3) | $8,908 | Event Support\Annual Fundraiser |
| Ctr for AIDS Research Edu & Serv-Sac | |||||||
| 1500 21st St | Sacramento | CA | 95811 | 680162903 | 501(c)(3) | $50,000 | Project Support |
| Ctr for Individual and Family Counseling | |||||||
| 5445 Laurel Blvd | North Hollywood | CA | 91607 | 510204566 | 501(c)(3) | $10,000 | Project Support |
| Cty Behavioral Hlth Directors Assn of CA | |||||||
| 2125 19th St 2nd Fl | Sacramento | CA | 95818 | 680232359 | 501(c)(4) | $13,175 | Conference Support |
| Cty of Los Angeles Dept of Public Health | |||||||
| 5555 Fergusion Dr100-50 | Commerce | CA | 90022 | 956000927 | Government or P | $20,000 | Donation support for the LA Cty Health Survey |
| Cty of Santa Cruz Health Serv Agency | |||||||
| 4450 Capitola Rd 106 | Capitola | CA | 95010 | 946000534 | Government or P | $65,532 | Project Support |
| Curry Senior Center | |||||||
| 333 Turk St | San Francisco | CA | 94102 | 237362588 | 501(c)(3) | $29,200 | Event Support\Awards Ceremony;Event Support\Annual |
| DANA-FARBER CANCER INSTITUTE | |||||||
| 450 Brookline Avenue | Boston | MA | 02215 | 042263040 | 501(c)(3) | $253,682 | Research / Project Support |
| David and Margaret Home Inc | |||||||
| 1350 Third Street | La Verne | CA | 91750 | 951660346 | 501(c)(3) | $10,000 | Project Support |
| DayBreak Adult Care Centers | |||||||
| 510 17th St 200 | Oakland | CA | 94612 | 204704743 | 501(c)(3) | $20,000 | Project Support |
| De La Salle North Catholic High School | |||||||
| 7528 N Fenwick Avenue | Portland | OR | 97217 | 931287554 | 501(c)(3) | $15,000 | Project Support |
| Delta Health Care and Management Serv Corp | |||||||
| 4662 Precissi Ln 200 | Stockton | CA | 95207 | 942529117 | 501(c)(3) | $188,000 | Project Support |
| DENVER HEALTH & HOSPITAL AUTHORITY | |||||||
| 777 Bannock Street | Denver | CO | 80204 | 841343242 | 501(c)(3) | $287,183 | Research / Project Support |
| Department of Health & Human Services | |||||||
| 8600 Rockville Pike | Bethesda | MD | 20894 | 520821668 | Government or P | $150,000 | Conditional gift to process the donated terminolog |
| Dependency Advocacy Center | |||||||
| 312 Clay St 2nd Floor | Oakland | CA | 94607 | 262855259 | 501(c)(3) | $40,000 | Project Support |
| Desarrollo Familiar Inc | |||||||
| 205 39th St | Richmond | CA | 94805 | 942751073 | 501(c)(3) | $103,000 | Project Support |
| Desert AIDS Project | |||||||
| 1695 N Sunrise Way | Palm Springs | CA | 92262 | 330068583 | 501(c)(3) | $25,000 | Project Support |
| Destination Home | |||||||
| 3180 Newberry Dr 200 | San Jose | CA | 95118 | 823353174 | 501(c)(3) | $50,000 | Project Support |
| Dientes Community Dental Care | |||||||
| 5300 Soquel Ave 103 | Santa Cruz | CA | 95062 | 770311752 | 501(c)(3) | $21,500 | Project Support |
| Direction Service | |||||||
| 1144 Gateway Loop | Springfield | OR | 97477 | 930800692 | 501(c)(3) | $30,000 | Project Support |
| Discovery Counseling Center | |||||||
| 16275 Monterey RD C | Morgan Hill | CA | 95037 | 912153275 | 501(c)(3) | $20,000 | Project Support |
| Diversity In Health Training Institute | |||||||
| 1900 Embarcadero Cove305 | Oakland | CA | 94606 | 352432876 | 501(c)(3) | $150,000 | Project Support |
| Dixon Family Services | |||||||
| 155 North Second St | Dixon | CA | 95620 | 680041829 | 501(c)(3) | $15,000 | Project Support |
| DOVES of Big Bear Valley Inc | |||||||
| 41943 Big Bear Blvd | Big Bear Lake | CA | 92315 | 330109115 | 501(c)(3) | $10,000 | Project Support |
| Downtown Sacramento Foundation | |||||||
| 980 9th St 200 | Sacramento | CA | 95814 | 452853432 | 501(c)(3) | $12,500 | Other |
| Downtown Streets Inc | |||||||
| 1671 The Alameda 306 | San Jose | CA | 95126 | 205242330 | 501(c)(3) | $142,130 | Project Support |
| Downtown Women's Center | |||||||
| 442 S San Pedro St | Los Angeles | CA | 90013 | 311597223 | 501(c)(3) | $8,500 | Event Support\Annual Fundraiser |
| Dreamcatchers Empowerment Network | |||||||
| 1125 Missouri St 302 | Fairfield | CA | 94533 | 710877008 | 501(c)(3) | $10,000 | Project Support |
| Dress for Success Oregon | |||||||
| 1532 NE 37th Ave | Portland | OR | 97232 | 931250115 | 501(c)(3) | $15,000 | Project Support |
| Drew Child Development Corporation Inc | |||||||
| 1770 E 118th Street | Los Angeles | CA | 90059 | 954134752 | 501(c)(3) | $6,000 | Event Support\Awards Ceremony |
| DREXEL UNIVERSITY | |||||||
| 3201 Arch Street | Philadelphia | PA | 19104 | 231352630 | 501(c)(3) | $76,700 | Research / Project Support |
| Drivers for Survivors Inc | |||||||
| 39270Paseo Padre Pkwy355 | Fremont | CA | 94538 | 454906163 | 501(c)(3) | $6,836 | Other;Event Support\Annual Fundraiser |
| DUKE UNIVERSITY | |||||||
| 2024 W Main St | Durham | NC | 27705 | 560532129 | 501(c)(3) | $112,751 | Research / Project Support |
| DUKE UNIVERSITY | |||||||
| 2200 W Main Street | Durham | NC | 27705 | 580532129 | 501(c)(3) | $27,891 | Research / Project Support |
| Dunwoody United Methodist Church Inc | |||||||
| 1548 Mt Vernon Rd | Dunwoody | GA | 30338 | 581994231 | 501(c)(3) | $10,000 | Board Matching Gift |
| Earth Island Institute | |||||||
| 5323 Rosalind Ave | Richmond | CA | 94805 | 942889684 | 501(c)(3) | $115,000 | Project Support |
| East Bay Agency for Children | |||||||
| 303 Van Buren St | Oakland | CA | 94610 | 941358309 | 501(c)(3) | $139,900 | General Operating Support |
| East Bay Asian Local Development Corp | |||||||
| 1825 San Pablo Ave 200 | Oakland | CA | 94612 | 510171851 | 501(c)(3) | $110,000 | General Operating Support |
| East Bay Bicycle Coalition | |||||||
| 466 Water St | Oakland | CA | 94607 | 942585652 | 501(c)(3) | $23,000 | Project Support |
| East Bay Children's Law Offices Inc | |||||||
| 7700 Edgewater Dr 210 | Oakland | CA | 94621 | 264504468 | 501(c)(3) | $50,000 | Project Support |
| East Bay College Fund | |||||||
| 300 Frank Ogawa Plz 430 | Oakland | CA | 94612 | 542103707 | 501(c)(3) | $7,300 | Event Support\Cultural Event |
| East Los Angeles Women's Center | |||||||
| 1431 S Atlantic Blvd | Los Angeles | CA | 90022 | 510204577 | 501(c)(3) | $25,000 | General Operating Support |
| East San Gabriel V Coal for the Homeless | |||||||
| 1345 Turnbull Rd | Hacienda Heights | CA | 91745 | 954508436 | 501(c)(3) | $12,000 | Project Support |
| Eco Urban Gardens | |||||||
| 4647 Kingswell Ave | Los Angeles | CA | 90027 | 474933807 | 501(c)(3) | $10,000 | Project Support |
| Ecology Center | |||||||
| 2530 San Pablo Ave H | Berkeley | CA | 94702 | 941703351 | 501(c)(3) | $95,000 | Project Support |
| Ecumenical Counc of the Pasadena A Ch | |||||||
| 444 E Washington Blvd | Pasadena | CA | 91104 | 951644608 | 501(c)(3) | $8,670 | Event Support\Annual Fundraiser |
| Ecumenical Ministries of Oregon | |||||||
| 0245 SW Bancroft St | Portland | OR | 97239 | 930625359 | 501(c)(3) | $35,000 | Project Support |
| Eden I&R Inc | |||||||
| 570 B St | Hayward | CA | 94541 | 942339050 | 501(c)(3) | $100,000 | General Operating Support |
| Eden Youth & Family Center | |||||||
| 680 West Tennyson Rd | Hayward | CA | 94544 | 942442586 | 501(c)(3) | $50,000 | Project Support |
| Edgewood Center for Children and Families | |||||||
| 1801 Vicente St | San Francisco | CA | 94116 | 941186168 | 501(c)(3) | $39,000 | Project Support |
| EduCare Foundation | |||||||
| 16134 Wyandotte Street | Van Nuys | CA | 91406 | 954285350 | 501(c)(3) | $10,000 | Project Support |
| Education Leadership Foundation | |||||||
| 4290 East Ashlan Ave | Fresno | CA | 93726 | 260417563 | 501(c)(3) | $15,000 | Project Support |
| Education Outside | |||||||
| 135 Van Ness Ave | San Francisco | CA | 94102 | 460590185 | 501(c)(3) | $30,000 | Project Support |
| Educational Service District 112 | |||||||
| 2500 NE 65th Avenue | Vancouver | WA | 98661 | 910847188 | Govt or Public | $50,000 | Project Support |
| EJCW | |||||||
| 909 12th St 200 | Sacramento | CA | 95814 | 202539559 | 501(c)(3) | $20,000 | Other |
| El Centrito Family Learning Centers | |||||||
| 450 South K St Suite 111 | Oxnard | CA | 93030 | 311652255 | 501(c)(3) | $20,000 | Project Support |
| El Centro de Amistad Inc | |||||||
| 566 S Brand Blvd | San Fernando | CA | 91340 | 953498639 | 501(c)(3) | $10,000 | Project Support |
| El Centro de Libertad | |||||||
| 500 Allerton St | Redwood City | CA | 94062 | 943189174 | 501(c)(3) | $10,000 | General Operating Support |
| El Monte-South El Monte Emergency Rcs Assn | |||||||
| 10900 Mulhall St | El Monte | CA | 91731 | 956097318 | 501(c)(3) | $8,000 | Project Support |
| El Nido Family Centers | |||||||
| 440 Shatto Pl | Los Angeles | CA | 90020 | 953186429 | 501(c)(3) | $23,750 | Project Support |
| Elevate Your GAME | |||||||
| 2019 E 120th Street | Los Angeles | CA | 90059 | 680533404 | 501(c)(3) | $50,000 | Project Support |
| Elica Health Centers | |||||||
| 1860 Howe Ave 440 | Sacramento | CA | 95825 | 371424390 | 501(c)(3) | $50,000 | Project Support |
| Elk Grove Food Bank Services | |||||||
| 9820 Dino Dr140 | Elk Grove | CA | 95624 | 383664737 | 501(c)(3) | $30,000 | Other |
| Elk Grove Unified School District | |||||||
| 9510ElkGrove-FlorinRd | Elk Grove | CA | 95624 | 946002501 | Government or P | $133,168 | Other |
| Emerald Cities Collaborative Inc | |||||||
| 1140 Connecticut AveNW | Washington | DC | 20036 | 270920269 | 501(c)(3) | $125,000 | Project Support |
| Emergency Food Bank | |||||||
| 7 W Scotts Ave | Stockton | CA | 95203 | 680002165 | 501(c)(3) | $10,000 | Other |
| EMORY UNIVERSITY | |||||||
| 1462 Clifton Road | Atlanta | GA | 30322 | 580566256 | 501(c)(3) | $37,690 | Research / Project Support west contra costa county |
| Encompass Community Services | |||||||
| 380 Encinal St 200 | Santa Cruz | CA | 95060 | 237275290 | 501(c)(3) | $187,985 | Project Support |
| Encoreorg | |||||||
| PO Box 29542 | San Francisco | CA | 94129 | 943274339 | 501(c)(3) | $95,000 | Project Support |
| End 68 Hours of Hunger | |||||||
| 3336 NorthTexas StJ187 | Fairfield | CA | 94533 | 450998251 | 501(c)(3) | $20,000 | Project Support |
| Enterprise Community Partners Inc | |||||||
| 101 Montgomery St | San Francisco | CA | 94104 | 521231931 | 501(c)(3) | $187,000 | Project Support |
| Environmental Health Coalition | |||||||
| 2727 Hoover Ave | National City | CA | 91950 | 953798792 | 501(c)(3) | $45,000 | Project Support |
| Esperanza Community Housing Corporation | |||||||
| 3655 S Grand Ave | Los Angeles | CA | 90007 | 954230345 | 501(c)(3) | $14,760 | Event Support\Annual Fundraiser |
| ESSENTIA INSTITUTE OF RURAL HEALTH | |||||||
| 502 E 2nd Street | Duluth | MN | 55805 | 271291124 | 501(c)(3) | $31,599 | Research / Project Support |
| Essential Access Health | |||||||
| 3600 Wilshire Blvd | Los Angeles | CA | 90010 | 952564024 | 501(c)(3) | $84,250 | Event Support\Dinner |
| Every Neighborhood Partnership | |||||||
| 2044 E Nees AVE | Fresno | CA | 93720 | 870814198 | 501(c)(3) | $28,000 | Project Support |
| Exonerated Nation co The Praxis Project | |||||||
| 1900 Fruitvale Ave3D | Oakland | CA | 94601 | 300044814 | 501(c)(3) | $75,000 | Project Support |
| Fairfield Community Services Foundation | |||||||
| 1000 Webster St | Fairfield | CA | 94533 | 680344658 | 501(c)(3) | $15,000 | Project Support |
| Faith In Action | |||||||
| 3303 Whitemarsh Ln | Fairfield | CA | 94534 | 680431992 | 501(c)(3) | $15,000 | Project Support |
| Familias en Accion | |||||||
| 2710 NE 14th Ave | Portland | OR | 97212 | 931284335 | 501(c)(3) | $15,000 | Project Support |
| Families First Inc | |||||||
| 9343 Tech Center Drive | Sacramento | CA | 95826 | 942295953 | 501(c)(3) | $46,980 | Other |
| Families Forward | |||||||
| 8 Thomas | Irvine | CA | 92618 | 330086043 | 501(c)(3) | $40,000 | Project Support |
| Families in Schools | |||||||
| 1545 Wilshire Blvd | Los Angeles | CA | 90017 | 954818894 | 501(c)(3) | $9,500 | Conference Support |
| Family Alliance for the Mentally Ill | |||||||
| 7545 N Del Mar Ave 105 | Fresno | CA | 93711 | 770319190 | 501(c)(3) | $24,800 | Project Support |
| Family Assistance Program | |||||||
| 15075 7th Street | Victorville | CA | 92395 | 330107971 | 501(c)(3) | $20,000 | Project Support |
| Family Equality Council | |||||||
| 475 Park Ave S RM 2100 | New York | NY | 10016 | 521438455 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| Family Foundations Counseling Services | |||||||
| 2610 W Shaw Ln 104 | Fresno | CA | 93711 | 273301215 | 501(c)(3) | $98,000 | Project Support |
| Family HealthCare Network | |||||||
| 305 E Center Avenue | Visalia | CA | 93291 | 942525145 | 501(c)(3) | $95,000 | Project Support |
| Family Resource & Referral Ctr-San Joaquin | |||||||
| 509 W Weber Ave 101 | Stockton | CA | 95203 | 941691503 | 501(c)(3) | $90,000 | Project Support |
| Family Service Agency of San Bernardino | |||||||
| 1669 North E St | San Bernardino | CA | 92405 | 951641436 | 501(c)(3) | $15,000 | Project Support |
| Family Service Agency of the Central Coast | |||||||
| 104 Walnut Ave 208 | Santa Cruz | CA | 95060 | 941716354 | 501(c)(3) | $15,500 | Project Support |
| Family Service Association | |||||||
| 21250 B Springs Rd | Moreno Valley | CA | 92557 | 951803694 | 501(c)(3) | $40,000 | Project Support |
| Family Service Association of Redlands | |||||||
| 612 Lawton Street | Redlands | CA | 92374 | 951655614 | 501(c)(3) | $10,000 | Project Support |
| Family Support Services of the Bay Area | |||||||
| 303 Hegenberger Rd 400 | Oakland | CA | 94621 | 943108205 | 501(c)(3) | $96,250 | Project Support |
| Farmers Market Fund | |||||||
| 240 N BRdway Ste 129 | Portland | OR | 97227 | 453804465 | 501(c)(3) | $15,000 | Project Support |
| Farmworker Housing Development Corp | |||||||
| 1274 Fifth St Ste 1-A | Woodburn | OR | 97071 | 931055994 | 501(c)(3) | $20,000 | Project Support |
| Fdn for California Community Colleges | |||||||
| 1102 Q St Ste 4800 | Sacramento | CA | 95811 | 680412350 | 501(c)(3) | $15,000 | Other |
| FIRM Fresno | |||||||
| 1940 N Fresno St | Fresno | CA | 93703 | 770357297 | 501(c)(3) | $150,000 | Project Support |
| First 5 Alameda County | |||||||
| 1115 Atlantic Avenue | Alameda | CA | 94501 | 830383617 | Government or P | $19,500 | Conference Support |
| First African Methodist Episcopal Church | |||||||
| 7000 Coliseum Way | Oakland | CA | 94621 | 471848414 | 501(c)(3) | $20,000 | Other |
| First Place for Youth | |||||||
| 426 17th St 100 | Oakland | CA | 94612 | 943341034 | 501(c)(3) | $20,000 | Project Support |
| First Step Communities | |||||||
| 139 Blakeslee Way | FOLSOM | CA | 95630 | 352537631 | 501(c)(3) | $10,000 | Other |
| Fiscal Agent - YMCA of the East Bay | |||||||
| 2330 BRdway | Oakland | CA | 94612 | 941156635 | 501(c)(3) | $158,000 | Project Support |
| FISH of Cowlitz County | |||||||
| PO Box 135 | Longview | WA | 98632 | 237452250 | 501(c)(3) | $14,300 | Project Support |
| Flourish Agenda | |||||||
| 1714 Franklin St 100-321 | Oakland | CA | 94612 | 330488726 | 501(c)(3) | $95,000 | Project Support |
| Folsom Cordova Unified School District | |||||||
| 1965 Birkmont Dr | Rancho Cordova | CA | 95742 | 946002505 | Government or P | $30,000 | Other |
| Food Alliance | |||||||
| 1829 NE Alberta 5 | Portland | OR | 97211 | 911747155 | 501(c)(3) | $21,000 | Project Support |
| Food Bank of Contra Costa and Solano | |||||||
| 4010 Nelson Ave | Concord | CA | 94520 | 942418054 | 501(c)(3) | $169,750 | Project Support |
| Food Finders Inc | |||||||
| 3744 N Industry Ave | Lakewood | CA | 90712 | 330412749 | 501(c)(3) | $15,000 | Event Support\Annual Fundraiser |
| Food for Thought | |||||||
| 6550 RailRd Ave | Forestville | CA | 95436 | 680181095 | 501(c)(3) | $20,000 | Project Support |
| Food Forward Inc | |||||||
| 7412 Fulton Ave | North Hollywood | CA | 91605 | 900678872 | 501(c)(3) | $20,000 | General Operating Support |
| FOOD Inc | |||||||
| 4010 E Amendola Drive | Fresno | CA | 93725 | 770320851 | 501(c)(3) | $105,000 | Project Support |
| Food Literacy Center | |||||||
| 2973 Third Avenue | Sacramento | CA | 95817 | 453973268 | 501(c)(3) | $26,000 | Event Support\Annual Fundraiser |
| FOOD Share Inc | |||||||
| 4156 Southbank Rd | Oxnard | CA | 93036 | 770018162 | 501(c)(3) | $40,000 | Responsive |
| Foodbank of Southern California | |||||||
| 1444 San Francisco Ave | Long Beach | CA | 90813 | 953557056 | 501(c)(3) | $10,000 | Project Support |
| Foodwhat Incorporated | |||||||
| FoodWhat 1156 High St | Santa Cruz | CA | 95064 | 812590280 | 501(c)(3) | $20,000 | Project Support |
| Foothill AIDS Project | |||||||
| 233 West Harrison Ave | Claremont | CA | 91711 | 330341665 | 501(c)(3) | $22,500 | Project Support |
| Foothill Family Service | |||||||
| 2500 E Foothill Blvd | Pasadena | CA | 91107 | 951690990 | 501(c)(3) | $16,000 | Project Support |
| Foothill Family Shelter Inc | |||||||
| 1501 W Ninth St Ste D | Upland | CA | 91786 | 330341818 | 501(c)(3) | $20,000 | Project Support |
| Foothill Unity Center Inc | |||||||
| 790 W Chestnut Avenue | Monrovia | CA | 91016 | 954310817 | 501(c)(3) | $28,000 | Project Support |
| Foothill-De Anza Community Colleges Fddn | |||||||
| 12345 El Monte Rd | Los Altos Hills | CA | 94022 | 943258220 | 501(c)(3) | $40,000 | Project Support |
| Forget Me Not Children's Services | |||||||
| 5345 Highway 12 West | Santa Rosa | CA | 95407 | 263464770 | 501(c)(3) | $39,960 | Project Support |
| Foster Youth in Action | |||||||
| 2140 Shattuck Ave 504 | Berkeley | CA | 94704 | 263757824 | 501(c)(3) | $15,000 | Conference Support |
| Foundation for Clovis Schools | |||||||
| 1450 Herndon Ave | Clovis | CA | 93611 | 770140576 | 501(c)(3) | $50,000 | Project Support |
| Foundation for Students Rising Above | |||||||
| PO BOX 192492 | San Francisco | CA | 94119 | 810615887 | 501(c)(3) | $55,000 | Project Support |
| Fred Finch Youth Center | |||||||
| 3800 Coolidge Ave | Oakland | CA | 94602 | 940474080 | 501(c)(3) | $112,500 | General Operating Support |
| FRED HUTCHINSON CANCER RESEARCH CTR | |||||||
| 1100 Fairview Ave N | Seattle | WA | 98109 | 237156071 | 501(c)(3) | $314,543 | Research / Project Support |
| Free Clinic of Southwest Washington | |||||||
| 4100 Plomondon St | Vancouver | WA | 98661 | 911707542 | 501(c)(3) | $33,000 | Project Support |
| Fresh Approach | |||||||
| 5060 Commercial Cir C | Concord | CA | 94520 | 262438206 | 501(c)(3) | $120,000 | Project Support |
| Fresh Lifelines for Youth Inc (FLY) | |||||||
| 568 Valley Way | Milpitas | CA | 95035 | 522234595 | 501(c)(3) | $30,000 | Project Support |
| Fresh Producers Inc | |||||||
| 4625 44th St | Sacramento | CA | 95820 | 208747234 | 501(c)(3) | $20,000 | Other |
| Fresno American Indian Health Project | |||||||
| 1551 E Shaw Avenue 139 | Fresno | CA | 93710 | 451504597 | 501(c)(3) | $368,520 | General Operating Support |
| Fresno Barrios Unidos | |||||||
| 4415 E Tulare Ave | Fresno | CA | 93702 | 770363955 | 501(c)(3) | $15,000 | Project Support |
| Fresno Building Healthy Communities | |||||||
| 4991 E McKinley Ave107 | Fresno | CA | 93727 | 813711032 | 501(c)(3) | $6,000 | Project Support |
| Fresno Center for New Americans | |||||||
| 4879 E Kings Canyon Rd | Fresno | CA | 93727 | 770280265 | 501(c)(3) | $24,500 | Project Support |
| Fresno County Economic Opportunities Comsn | |||||||
| 1920 Mariposa Mall 300 | Fresno | CA | 93721 | 941606519 | 501(c)(3) | $10,000 | Project Support |
| Fresno Metropolitan Ministry | |||||||
| 4270 N Blackstone Ave212 | Fresno | CA | 93726 | 942181848 | 501(c)(3) | $95,000 | Project Support |
| Fresno Police Chaplaincy | |||||||
| 905 N Fulton St | Fresno | CA | 93728 | 770304652 | 501(c)(3) | $40,000 | Project Support |
| Fresno Unified School District | |||||||
| 1833 E St | Fresno | CA | 93721 | 946002206 | Government or P | $75,000 | Project Support |
| Fresno United Neighborhoods | |||||||
| 1515 E Divisadero St | Fresno | CA | 93721 | 770348220 | 501(c)(3) | $30,000 | Project Support |
| Friends For Youth Inc | |||||||
| 1741 BRdway | Redwood City | CA | 94402 | 942961034 | 501(c)(3) | $20,000 | General Operating Support |
| Friends of Santa Cruz State Parks | |||||||
| 1543 Pacific Ave | Santa Cruz | CA | 95060 | 510183410 | 501(c)(3) | $75,000 | Project Support |
| Friends of the Los Angeles Free Clinic | |||||||
| 8405 Beverly Blvd | Los Angeles | CA | 90048 | 953433824 | 501(c)(3) | $13,500 | Event Support\Dinner |
| Friends of Zenger Farm | |||||||
| 11741 SE Foster Rd | Portland | OR | 97226 | 931269630 | 501(c)(3) | $140,346 | Project Support |
| Future Leaders of America | |||||||
| 450 S K St 205 | Santa Barbara | CA | 93030 | 770071036 | 501(c)(3) | $70,000 | Responsive |
| Gardner Family Health Network Inc | |||||||
| 160 EVirginia St100 | San Jose | CA | 95112 | 941743078 | 501(c)(3) | $40,000 | Project Support |
| Garfield Health Center | |||||||
| 210 N Garfield Ave | Monterey Park | CA | 91754 | 760733752 | 501(c)(3) | $7,500 | Project Support |
| Gay & Lesbian Center of Bakersfield | |||||||
| 902 18th Street | Bakersfield | CA | 93301 | 453709449 | 501(c)(3) | $18,000 | Project Support |
| Gay and Lesbian Comm Svcs Ctr of OC | |||||||
| 1605 N Spurgeon St | Santa Ana | CA | 92701 | 952934041 | 501(c)(3) | $25,000 | Project Support |
| Geisinger Health System | |||||||
| 100 N Academy Ave | Danville | PA | 17822 | 236291113 | 501(c)(3) | $146,686 | Research / Project Support |
| Gender Health Center | |||||||
| 2020 29th St Ste 201 | Sacramento | CA | 95817 | 263839452 | 501(c)(3) | $85,000 | Project Support |
| Genesys Works | |||||||
| 101 2nd St 500 | San Francisco | CA | 94105 | 461568087 | 501(c)(3) | $15,000 | Event Support\Cultural Event |
| George Mark Children's House | |||||||
| 2121 George Mark Ln | San Leandro | CA | 94578 | 943255845 | 501(c)(3) | $9,000 | Other;Event Support\Annual Fundraiser |
| George Washington University | |||||||
| 2033 K St NW Ste 300 | Washington | MI | 20052 | 530196584 | 501(c)(3) | $348,464 | Project Support |
| Girl Scouts of Northern California | |||||||
| 1650 Harbor Bay Pkwy100 | Alameda | CA | 94502 | 941551410 | 501(c)(3) | $30,000 | Project Support |
| Girls Inc of Northwest Oregon | |||||||
| 4800 SW Macadam Ave | Portland | OR | 97239 | 542073930 | 501(c)(3) | $15,000 | Project Support |
| Girls Incorporated of Alameda County | |||||||
| 510 16th St | Oakland | CA | 94612 | 941558073 | 501(c)(3) | $15,900 | Event Support\Cultural Event |
| Girls on the Run - Bay Area | |||||||
| 3543 18th St 31 | San Francisco | CA | 94110 | 710890558 | 501(c)(3) | $25,000 | Project Support |
| Girls On The Run Napa Valley Incorporated | |||||||
| 3299 Claremont Ave 6 | Napa | CA | 94588 | 550906534 | 501(c)(3) | $24,000 | Project Support |
| Give Every Child A Chance | |||||||
| 322 Sun West Place | Manteca | CA | 95337 | 680399384 | 501(c)(3) | $45,000 | Project Support |
| Glendale Youth Alliance Inc | |||||||
| 1255 S Central Ave | Glendale | CA | 91204 | 954453585 | 501(c)(3) | $31,250 | Project Support |
| Global Center For Success Inc | |||||||
| 1055 Azuar Drive | Vallejo | CA | 94592 | 710896807 | 501(c)(3) | $20,000 | Project Support |
| Global Education Fund - Boulder CO | |||||||
| PO Box 548 | Boulder | CO | 80306 | 841437310 | 501(c)(3) | $5,300 | Board Matching Gift |
| Golden Gate National Parks Conservancy | |||||||
| 201 Fort Mason | San Francisco | CA | 94123 | 942781708 | 501(c)(3) | $150,000 | Project Support |
| Golden State Opportunity Foundation | |||||||
| 553 S Clarence St | Los Angeles | CA | 90033 | 474325738 | 501(c)(3) | $75,000 | Project Support |
| Golden Valley Health Centers | |||||||
| 737 West Childs Avenue | Merced | CA | 95341 | 942196086 | 501(c)(3) | $50,000 | Project Support |
| Goodwill Industries of Southern California | |||||||
| 342 N San Fern Rd | Los Angeles | CA | 90031 | 951641441 | 501(c)(3) | $10,000 | Project Support |
| Gospel Center Rescue Mission Inc | |||||||
| 445 S San Joaquin Street | Stockton | CA | 95203 | 941375835 | 501(c)(3) | $75,000 | Project Support |
| Greater Hayward Area Recreation & Park Fdn | |||||||
| 1099 E St | Hayward | CA | 94541 | 942901655 | 501(c)(3) | $125,000 | Project Support |
| Greenlining Institute | |||||||
| 360 14th St 2nd floor | Oakland | CA | 94612 | 943173571 | 501(c)(3) | $168,950 | Project Support |
| Growing Gardens | |||||||
| 2203 NE Oregon St | Portland | OR | 97232 | 931213728 | 501(c)(3) | $15,000 | Project Support |
| GRYD Foundation | |||||||
| 1933 S Broadway | Los Angeles | CA | 90007 | 454927250 | 501(c)(3) | $45,000 | General Operating Support |
| Guide Dogs for the Blind | |||||||
| 32901 SE Kelso Rd | Boring | OR | 97009 | 941196195 | 501(c)(3) | $15,000 | Project Support |
| HABITAT FO-002 | |||||||
| 2619 Broadway | Oakland | CA | 64612 | 943053687 | 501(c)(3) | $12,000 | Donation for Team Building event |
| Habitat for Humanity of Sonoma County | |||||||
| 3273 Airway Dr Ste E | Santa Rosa | CA | 95403 | 680041170 | 501(c)(3) | $63,406 | Event Support\Annual Fundraiser |
| Hacienda Community Development Corporation | |||||||
| 6700 NE Killingsworth St | Portland | OR | 97218 | 930979064 | 501(c)(3) | $20,000 | Project Support |
| Hamburger Home | |||||||
| 7120 Franklin Ave | Los Angeles | CA | 90046 | 951693616 | 501(c)(3) | $30,000 | Project Support |
| Harbor Area Gang Alternatives | |||||||
| 309 W Opp St | Wilmington | CA | 90744 | 330322451 | 501(c)(3) | $10,000 | Project Support |
| Harbor City-Harbor Gtwy Boys & Girls Club | |||||||
| 1220 W 256th St | Harbor City | CA | 90710 | 330450797 | 501(c)(3) | $14,300 | General Operating Support |
| Harbor Community Clinic Inc | |||||||
| 593 W Sixth Street | San Pedro | CA | 90731 | 237103245 | 501(c)(3) | $12,500 | Project Support |
| Harm Reduction Services | |||||||
| 2800 Stockton Blvd | Sacramento | CA | 95817 | 680300656 | 501(c)(3) | $20,000 | Other |
| Harm Reduction Therapy Center | |||||||
| 45 Franklin St | San Francisco | CA | 94102 | 943363781 | 501(c)(3) | $20,000 | Project Support |
| Harvard Pilgrim Health Care | |||||||
| 401 Park Dr Ste 401 | Boston | MA | 02215 | 042452600 | 501(c)(3) | $216,457 | Research Subcontract |
| Haven Hills Inc | |||||||
| PO Box 260 | Canoga Park | CA | 91305 | 953196247 | 501(c)(3) | $23,167 | Project Support |
| Hawthorne School District | |||||||
| 14120 S Hawthorne Blvd | Hawthorne | CA | 90250 | 956001545 | Govt or Public | $39,500 | Project Support |
| Haynes Family of Programs | |||||||
| 233 W Baseline Road | La Verne | CA | 91750 | 951506150 | 501(c)(3) | $8,000 | Project Support |
| Health Care Foundation for Ventura County | |||||||
| 3291 Loma Vista Road | Ventura | CA | 93003 | 471535937 | 501(c)(3) | $24,500 | Responsive |
| Health Care Without Harm | |||||||
| 12355 Sunrise Valley Dr | Reston | VA | 20191 | 522358837 | 501(c)(3) | $184,449 | Project Support |
| Health Career Connection | |||||||
| 300 Frank Ogawa Plaza | Oakland | CA | 94612 | 251904312 | 501(c)(3) | $90,000 | Project Support |
| Health Education Council | |||||||
| 3950 Industrial Blvd | West Sac | CA | 95691 | 680249296 | 501(c)(3) | $375,954 | Project Support |
| HEALTH RESEARCH INC | |||||||
| PO Box 2966 | Buffalo | NY | 14240 | 141402155 | 501(c)(3) | $1,025,565 | Research / Project Support |
| Healthcare Foundation Northern Sonoma Cty | |||||||
| 111 Monte Vista AveA | Healdsburg | CA | 95448 | 680474109 | 501(c)(3) | $40,000 | Project Support |
| Healthier Kids Foundation Santa Clara Cty | |||||||
| 4040 Moorpark Ave 100 | San Jose | CA | 95117 | 770545774 | 501(c)(3) | $20,000 | Project Support |
| HEALTHPARTNERS INSTITUTE | |||||||
| 8170 33rd Avenue S | Minneapolis | MN | 55440 | 411670163 | 501(c)(3) | $686,277 | Research / Project Support |
| HealthRIGHT 360 | |||||||
| 1833 Fillmore St | San Francisco | CA | 94115 | 946129071 | 501(c)(3) | $44,220 | Event Support\Annual Fundraiser |
| Healthy Aging Association | |||||||
| 3500 Coffee Road 19 | Modesto | CA | 95355 | 770546574 | 501(c)(3) | $30,000 | Project Support |
| Healthy Comm Forum- the Greater Sac Region | |||||||
| 819 19th St | Sacramento | CA | 95811 | 680377256 | 501(c)(3) | $235,500 | Event Support\Annual Fundraiser |
| Healthy Hearts Institute | |||||||
| 62 Treatro Ave 265 | Pittsburg | CA | 94565 | 471316443 | 501(c)(3) | $10,000 | Project Support |
| Help Others Provide Encouragemt Ministries | |||||||
| 520 South Union Road | Manteca | CA | 95337 | 680235846 | 501(c)(3) | $90,000 | Capital Fund Support |
| Helpline Youth Counseling | |||||||
| 14181 Telegraph Road | Whittier | CA | 90604 | 237113824 | 501(c)(3) | $40,000 | Project Support |
| HENRY FORD HEALTH SYSTEM FOUNDATION | |||||||
| 1 Ford Place 2F | Detroit | MI | 48202 | 237383042 | 501(c)(3) | $96,036 | Research / Project Support |
| Hersmile | |||||||
| 294 Crestview Ave | Martinez | CA | 94553 | 470992161 | 501(c)(3) | $20,000 | Project Support |
| Hidden Genius Project Inc | |||||||
| 2934 Telegraph Ave | Oakland | CA | 94609 | 460689949 | 501(c)(3) | $110,000 | General Operating Support |
| Hidden Harvest Corporation | |||||||
| 85-711 Peter Rabbit Ln | Coachella | CA | 92236 | 330821743 | 501(c)(3) | $15,000 | Project Support |
| High Desert Second Chance | |||||||
| 16666 Smoke Tree St Bldg | Hesperia | CA | 92345 | 464690286 | 501(c)(3) | $15,000 | General Operating Support |
| Hillsides | |||||||
| 815 Colorado Blvd | Los Angeles | CA | 90041 | 951644002 | 501(c)(3) | $8,600 | Event Support\Annual Fundraiser |
| Hinds Hospice | |||||||
| 2490 W Shaw Ave Ste 101 | Fresno | CA | 93711 | 770071360 | 501(c)(3) | $21,899 | Project Support |
| HIP Housing | |||||||
| 800 South Claremont St | San Mateo | CA | 94402 | 942154614 | 501(c)(3) | $150,000 | Project Support |
| Hispanas Organized for Political Equality | |||||||
| 634 S Spring St | Los Angeles | CA | 90014 | 954718409 | 501(c)(3) | $91,000 | Event Support\Annual Fundraiser |
| Holy Family Day Homes of San Francisco | |||||||
| 299 Dolores St | San Francisco | CA | 94103 | 941156492 | 501(c)(3) | $7,500 | Event Support\Annual Fundraiser |
| Home Ownership for Personal Emp Inc | |||||||
| 1155 E San Antonio Dr | Long Beach | CA | 90807 | 330618316 | 501(c)(3) | $10,000 | Project Support |
| Homeboy Industries | |||||||
| 130 W Bruno St | Los Angeles | CA | 90012 | 954800735 | 501(c)(3) | $20,000 | Event Support\Annual Fundraiser |
| Homeless Health Care Los Angeles | |||||||
| 2330 Beverly Blvd | Los Angeles | CA | 90057 | 954074970 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| Homeless Prenatal Program Inc | |||||||
| 2500 18th St | San Francisco | CA | 94110 | 943146280 | 501(c)(3) | $25,000 | Project Support |
| Hope of the Valley Rescue Mission | |||||||
| 11134 Sepulveda B | Mission Hills | CA | 91345 | 272053273 | 501(c)(3) | $10,000 | Project Support |
| Houchin Community Blood Bank | |||||||
| 11515 Bolthouse Drive | Bakersfield | CA | 93311 | 951726412 | 501(c)(3) | $24,500 | Project Support |
| House of Ruth Inc | |||||||
| 599 N Main Street | Pomona | CA | 91768 | 953276033 | 501(c)(3) | $29,000 | Project Support |
| Huckleberry Youth Programs Inc | |||||||
| 3310 Geary Blvd | San Francisco | CA | 94118 | 941687559 | 501(c)(3) | $135,500 | Project Support |
| Human Solutions Inc | |||||||
| 12350 SE Powell Blvd | Portland | OR | 97236 | 930977166 | 501(c)(3) | $30,000 | Project Support |
| Hunger Action Los Angeles | |||||||
| 961 S Mariposa Ave | Los Angeles | CA | 90006 | 205142259 | 501(c)(3) | $49,140 | Project Support |
| ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI | |||||||
| 1 Gustave L Levy Place | New York | NY | 10029 | 136171197 | 501(c)(3) | $60,354 | Research / Project Support |
| ICNA Relief USA Programs Inc | |||||||
| 2180 W Crescent Ave | Anaheim | CA | 92801 | 043810161 | 501(c)(3) | $25,000 | Project Support |
| Immigrant & Refugee Community Organization | |||||||
| 631 NE 102nd Ave | Portland | OR | 97220 | 930806295 | 501(c)(3) | $32,500 | Project Support |
| Imtasik Family Counseling Services Inc | |||||||
| 6809 Indiana Ave | Riverside | CA | 92506 | 465525893 | 501(c)(3) | $20,000 | Project Support |
| INDIA COMMUNITY CENTER INC | |||||||
| 525 Los Coches | Milpitas | CA | 95035 | 522351119 | 501(c)(3) | $16,200 | Project Support |
| INDIANA UNIVERSITY | |||||||
| 2166 Avenida De La Playa | La Jolla | CA | 92037 | 330100208 | 501(c)(3) | $79,803 | Research / Project Support |
| Info Line of San Diego County | |||||||
| 3860 Calle Fortunada | San Diego | CA | 92123 | 331029843 | 501(c)(3) | $68,570 | Project Support |
| Inland Valley Council of Churches | |||||||
| 1753 N Park Ave | Pomona | CA | 91768 | 952674837 | 501(c)(3) | $20,000 | Project Support |
| Instituto Familiar De La Raza Inc | |||||||
| 2919 Mission St | San Francisco | CA | 94110 | 942523608 | 501(c)(3) | $44,600 | Project Support |
| Instituto Laboral De La Raza | |||||||
| 2947 - 16th St | San Francisco | CA | 94103 | 942890401 | 501(c)(3) | $8,500 | Other |
| Insure the Uninsured Project | |||||||
| 1107 Ninth St | Sacramento | CA | 95814 | 274159194 | 501(c)(3) | $175,825 | Conference Support |
| Integrated Community Healthcare Solutions | |||||||
| 1505 E 17th St Ste 209 | Santa Ana | CA | 92705 | 030437935 | 501(c)(3) | $25,000 | Project Support |
| Integrative Medical Clinic Foundation | |||||||
| 175 Concourse Blvd | Santa Rosa | CA | 95403 | 680445149 | 501(c)(3) | $6,000 | Project Support |
| Interface Children Family Services | |||||||
| 4001 Mission Oaks Blvd | Camarillo | CA | 93012 | 952944459 | 501(c)(3) | $80,000 | Responsive |
| International Institute of the Bay Area | |||||||
| 39155 Liberty St D450 | Fremont | CA | 94538 | 941156554 | 501(c)(3) | $40,000 | Project Support |
| International Pre-Diabetes Center Inc | |||||||
| 14500 Roscoe Blvd | Panorama City | CA | 91402 | 471341290 | 501(c)(3) | $10,000 | Project Support |
| Jacobs & Cushman San Diego Food Bank | |||||||
| 9850 Distribution Ave | San Diego | CA | 92121 | 204374795 | 501(c)(3) | $12,500 | Project Support |
| Jacob's Heart Children's Cancer Supp Serv | |||||||
| 680 West Beach St | Watsonville | CA | 95076 | 680413822 | 501(c)(3) | $15,000 | Project Support |
| Jamboree Housing Corporation | |||||||
| 17701 Cowan Ave Ste 200 | Irvine | CA | 92614 | 330413518 | 501(c)(3) | $40,000 | Project Support |
| Janet Goeske Foundation | |||||||
| 5257 Sierra Street | Riverside | CA | 92504 | 330023938 | 501(c)(3) | $25,000 | Project Support |
| Jefferson Union High School District | |||||||
| 2780 Junipero Serra | Daly City | CA | 94015 | 943083772 | Government or P | $32,765 | Event Support\Annual Fundraiser |
| Jewish Community Free Clinic | |||||||
| 50 Montgomery Dr | Santa Rosa | CA | 95404 | 943386103 | 501(c)(3) | $30,000 | Project Support |
| Jewish Family & Children's Svc of LB | |||||||
| 3801 E Willow Street | Long Beach | CA | 90815 | 952273033 | 501(c)(3) | $10,000 | Project Support |
| Jewish Family & Community Serv East Bay | |||||||
| 2484 Shattuck Ave 210 | Berkeley | CA | 94706 | 943250304 | 501(c)(3) | $30,000 | Project Support |
| Jewish Family Service of San Diego | |||||||
| 8804 Balboa Ave | San Diego | CA | 92123 | 951644024 | 501(c)(3) | $74,500 | Project Support |
| JOHNS HOPKINS UNIVERSITY | |||||||
| 1101 E 33rd Street | Baltimore | MD | 21218 | 520595110 | 501(c)(3) | $888,071 | Research / Project Support |
| Join A Center for Involvement | |||||||
| PO Box 16490 | Portland | OR | 97292 | 931090005 | 501(c)(3) | $30,000 | Project Support |
| Jubilee Reach - Bellevue WA | |||||||
| 14200 Southeast 13th Pl | Bellevue | WA | 98007 | 204074712 | 501(c)(3) | $7,500 | Board Matching Gift |
| Jumpstart for Young Children Inc | |||||||
| 1625 W Olympic Blvd | Los Angeles | CA | 90015 | 043262046 | 501(c)(3) | $30,000 | General Operating Support |
| Junior Achievement of Northern California | |||||||
| 3003 Oak Rd 130 | Walnut Creek | CA | 94597 | 941322179 | 501(c)(3) | $14,440 | Project Support |
| Jurupa Unified School District | |||||||
| 4850 Pedley Road | Jurupa Valley | CA | 92509 | 330740037 | Govt or Public | $44,541 | Project Support |
| Just Health 510 | |||||||
| 1701 San Pablo Ave | Oakland | CA | 94612 | 300923764 | 501(c)(3) | $20,000 | Project Support |
| JWCH Institute Inc | |||||||
| 5650 Jillson Street | Commerce | CA | 90040 | 952289916 | 501(c)(3) | $8,500 | Event Support\Dinner |
| K to College | |||||||
| 7730 Pardee Ln | Oakland | CA | 94621 | 510671019 | 501(c)(3) | $19,000 | Other |
| Kaboom | |||||||
| 4301 Connecticut AveNW | Washington | DC | 20008 | 521970904 | 501(c)(3) | $505,000 | Project Support |
| Kainos Home and Training Center | |||||||
| 3631 Jefferson Ave | Redwood City | CA | 94062 | 237408490 | 501(c)(3) | $10,000 | General Operating Support |
| KairosPDX | |||||||
| PO Box 12190 | Portland | OR | 97212 | 460987167 | 501(c)(3) | $24,000 | Project Support |
| Kaiser Permanente School of Medicine Inc | |||||||
| 100 S Los Robles 301 | Pasadena | CA | 91101 | 814053028 | 501(c)(3) | $43,526,387 | General Operating Support |
| Keaton Raphael Memorial for Neuroblastoma | |||||||
| 2260 Douglas Blvd 140 | Roseville | CA | 95661 | 680406980 | 501(c)(3) | $10,000 | Other |
| Kennedy King Memorial College Scholarship | |||||||
| 532 Eagle Nest Drive | Martinez | CA | 94553 | 941677726 | 501(c)(3) | $19,510 | Other |
| Kern County Children and Families Com | |||||||
| 2724 L Street | Bakersfield | CA | 93301 | 770529128 | Govt or Public | $30,000 | Project Support |
| Kidpower | |||||||
| 20047 Stanton Ave | Castro Valley | CA | 94546 | 770226712 | 501(c)(3) | $54,400 | Project Support |
| Kids Community Clinic of Burbank | |||||||
| 400 W Elmwood Ave | Burbank | CA | 91506 | 954791296 | 501(c)(3) | $14,400 | General Operating Support |
| KidsFirst | |||||||
| 124 Main St | Roseville | CA | 95678 | 680195225 | 501(c)(3) | $25,000 | Research / Project Support |
| Kingdom Causes Bellflower | |||||||
| 16429 Bellflower Blvd | Bellflower | CA | 90706 | 954849998 | 501(c)(3) | $44,985 | Event Support\Dinner |
| Kiva Microfunds | |||||||
| 875 Howard St340 | San Francisco | CA | 94103 | 710992446 | 501(c)(3) | $85,000 | Project Support |
| Korean Hlth Edu Information and Rch Ctr | |||||||
| 3727 W 6th St | Los Angeles | CA | 90020 | 954074660 | 501(c)(3) | $9,024 | Event Support\Annual Fundraiser |
| LA Family Housing Corporation | |||||||
| 7843 Lankershim B | North Hollywood | CA | 91605 | 953920560 | 501(c)(3) | $12,500 | Project Support |
| LA Works Inc | |||||||
| 570 West Ave 26 | Los Angeles | CA | 90065 | 954329727 | 501(c)(3) | $10,000 | Event Support\Annual Fundraiser |
| LA Brotherhood Crusade | |||||||
| 200 E Slauson Avenue | Los Angeles | CA | 90011 | 952543819 | 501(c)(3) | $18,250 | Event Support\Annual Fundraiser |
| La Clinica De La Raza Inc | |||||||
| PO Box 22210 | Oakland | CA | 94623 | 941744108 | 501(c)(3) | $407,988 | Project Support |
| La Familia Counseling Service | |||||||
| 22366 Fuller Ave | Hayward | CA | 94541 | 942297155 | 501(c)(3) | $95,000 | Project Support |
| La Luz Bilingual Center | |||||||
| 17560 Greger St | Sonoma | CA | 95476 | 680228235 | 501(c)(3) | $20,000 | Project Support |
| La Maestra Family Clinic Inc | |||||||
| 4060 Fairmount Avenue | San Diego | CA | 92105 | 330473171 | 501(c)(3) | $50,000 | Project Support |
| LA Promise Fund | |||||||
| 202 W 1st St | Los Angeles | CA | 90012 | 204562686 | 501(c)(3) | $15,000 | Event Support\Annual Fundraiser |
| LA River Revitalization Corporation | |||||||
| 525 S Hewitt Street | Los Angeles | CA | 90013 | 272245545 | 501(c)(3) | $9,400 | Event Support\Annual Fundraiser |
| LA Trade Technical College Fdn | |||||||
| 400 W WA Blvd | Los Angeles | CA | 90015 | 953813527 | 501(c)(3) | $9,650 | Event Support\Annual Fundraiser |
| Laguna Beach Community Clinic | |||||||
| 362 Third Street | Laguna Beach | CA | 92651 | 952637633 | 501(c)(3) | $20,000 | General Operating Support |
| Larkin Street Youth Services | |||||||
| 134 Golden Gate Ave | San Francisco | CA | 94102 | 942917999 | 501(c)(3) | $60,000 | Project Support |
| LA's Best | |||||||
| 200 N St Ste M-120 | Los Angeles | CA | 90012 | 954311058 | 501(c)(3) | $46,380 | Event Support\Dinner |
| Latino Community Foundation | |||||||
| 235 Montgomery St | San Francisco | CA | 94104 | 810564400 | 501(c)(3) | $10,500 | Other;Event Support\Annual Fundraiser |
| Latino Ctr For Prvnt & Act In Hlth & Welf | |||||||
| 450 W 4th St Ste 130 | Santa Ana | CA | 92701 | 330562943 | 501(c)(3) | $45,000 | Project Support |
| Latino Leadership Council | |||||||
| 2945 Bell Rd 274 | Auburn | CA | 95603 | 270970476 | 501(c)(3) | $80,000 | Project Support |
| Latino Network | |||||||
| 410 NE 18th Ave | Portland | OR | 97232 | 731675402 | 501(c)(3) | $80,948 | Project Support |
| Latino Physicians of California | |||||||
| 400 Capitol Mall | Sacramento | CA | 95814 | 453502281 | 501(c)(3) | $25,000 | Project Support |
| LAUSD STEM Academy of Hollywood | |||||||
| 1309 N Wilton Place | Los Angeles | CA | 90028 | 956001908 | Govt or Public | $6,820 | Event Support\Health Fair |
| Lawndale Elementary School District | |||||||
| 4161 West 147th Street | Lawndale | CA | 90260 | 956001837 | Govt or Public | $44,999 | Project Support |
| Leadership for Urban Renewal Network Inc | |||||||
| 553 S Clarence St | Los Angeles | CA | 90033 | 270584116 | 501(c)(3) | $14,820 | Conference Support |
| League of Volunteers of Newark California | |||||||
| 8440 Central Ave s A/B | Newark | CA | 94560 | 942638329 | 501(c)(3) | $15,000 | Other |
| Leaven Program | |||||||
| 2220 Boynton Ave Ste A | Fairfield | CA | 94533 | 263653717 | 501(c)(3) | $60,000 | General Operating Support |
| Legal Aid of Sonoma County | |||||||
| 144 South E St 100 | Santa Rosa | CA | 95404 | 680008581 | 501(c)(3) | $85,000 | Project Support |
| LIFE Courses Inc | |||||||
| PO Box 27550 | Oakland | CA | 94602 | 454177065 | 501(c)(3) | $10,000 | Other |
| Life Lab Science Program | |||||||
| 1156 High St | Santa Cruz | CA | 95064 | 942778848 | 501(c)(3) | $15,000 | Project Support |
| LifeLong Medical Care | |||||||
| 2344 Sixth St | Berkeley | CA | 94710 | 942502308 | 501(c)(3) | $121,300 | Other;Event Support\Dinner |
| LifeMoves | |||||||
| 181 Constitution Dr | Menlo Park | CA | 94025 | 770160469 | 501(c)(3) | $89,500 | General Operating Support |
| LifeWorks Of Sonoma County | |||||||
| 1260 N Dutton Ave105 | Santa Rosa | CA | 95401 | 680375462 | 501(c)(3) | $115,000 | Project Support |
| Lighthouse Counseling Resource Ctr | |||||||
| 427 A St 400 | Lincoln | CA | 95648 | 352252834 | 501(c)(3) | $29,700 | Event Support\Annual Fundraiser |
| LightHouse Social Service Centers | |||||||
| 1003 E Cooley Dr Ste 205 | Colton | CA | 92324 | 753147113 | 501(c)(3) | $15,000 | Project Support |
| Lincoln Child Center | |||||||
| 1266 14th St | Oakland | CA | 94607 | 941156501 | 501(c)(3) | $255,500 | Project Support |
| Links Foundation Inc | |||||||
| 1200MassachusettsAveNW | Washington | DC | 20005 | 521170830 | 501(c)(3) | $75,000 | Project Support |
| Literacy Lab | |||||||
| 120a Linden St | Oakland | CA | 94607 | 472116172 | 501(c)(3) | $15,000 | General Operating Support |
| Live Oak School District | |||||||
| 984-1 Bostwick Ln | Santa Cruz | CA | 95062 | 946002633 | Government or P | $30,000 | Project Support |
| Livermore Area Recreation and Park Dist | |||||||
| 4444 East Ave | Livermore | CA | 94550 | 946000849 | Government or P | $20,000 | Project Support |
| Livermore Valley Joint Unified School Dist | |||||||
| 685 E Jack London Blvd | Livermore | CA | 94550 | 942175582 | Government or P | $20,000 | Project Support |
| Living Room Center Inc | |||||||
| 1207 Celevland Ave | Santa Rosa | CA | 95401 | 582675876 | 501(c)(3) | $24,200 | Project Support |
| Livingston Community Health | |||||||
| 1140 Main St | Livingston | CA | 95334 | 941719656 | 501(c)(3) | $50,000 | Project Support |
| Loaves and Fishes of Contra Costa | |||||||
| 835 Ferry St | Martinez | CA | 94553 | 680018077 | 501(c)(3) | $32,500 | Event Support\Annual Fundraiser |
| Long Beach Bar Foundation Inc | |||||||
| 3515 Linden Avenue | Long Beach | CA | 90807 | 330585482 | 501(c)(3) | $7,500 | Project Support |
| Los Angeles Center for Law and Justice | |||||||
| 5301 Whittier Blvd | Los Angeles | CA | 90022 | 952690540 | 501(c)(3) | $6,750 | Event Support\Awards Ceremony |
| Los Angeles Child Guidance Clinic | |||||||
| 3031 S Vermont Ave | Los Angeles | CA | 90007 | 951690974 | 501(c)(3) | $10,000 | Event Support\Annual Fundraiser |
| Los Angeles Christian Health Centers | |||||||
| 202 W 1st St | Los Angeles | CA | 90012 | 954315734 | 501(c)(3) | $8,150 | Event Support\Annual Fundraiser |
| Los Angeles City College Foundation | |||||||
| 855 N Vermont Ave | Los Angeles | CA | 90029 | 956207819 | 501(c)(3) | $24,500 | Project Support |
| Los Angeles Conservation Corps | |||||||
| 605 W Olympic Blvd | Los Angeles | CA | 90015 | 954002138 | 501(c)(3) | $30,000 | Project Support |
| Los Angeles Education Partnership | |||||||
| 202 West First St | Los Angeles | CA | 90012 | 953909218 | 501(c)(3) | $338,946 | Event Support\Annual Fundraiser |
| Los Angeles LGBT Center | |||||||
| 1625 N Schrader Blvd | Los Angeles | CA | 90028 | 953567895 | 501(c)(3) | $8,500 | Event Support\Annual Fundraiser |
| Los Angeles Neighborhood Land Trust | |||||||
| 1541 Wilshire Blvd | Los Angeles | CA | 90017 | 383687836 | 501(c)(3) | $84,820 | Event Support\Annual Fundraiser |
| Love Overwhelming | |||||||
| PO Box 42 | Kelso | WA | 98626 | 464721592 | 501(c)(3) | $105,785 | Project Support |
| Lower Columbia Comm Action Council Inc | |||||||
| 1526 Commerce | Longview | WA | 98632 | 910814141 | 501(c)(3) | $30,000 | Project Support |
| Lower Columbia School Gardens | |||||||
| PO Box 785 | Longview | WA | 98626 | 464549009 | 501(c)(3) | $15,000 | Project Support |
| Madera County Food bank | |||||||
| 225 South Pine St 101 | Madera | CA | 93637 | 770513488 | 501(c)(3) | $15,000 | Project Support |
| Madera Unified School District | |||||||
| 769 South Pine St | Madera | CA | 93637 | 352247260 | Government or P | $74,460 | Project Support |
| MAGEE-WOMENS RESEARCH INSTITUTE AND | |||||||
| 3339 Ward Street | Pittsburgh | PA | 15213 | 250965420 | 501(c)(3) | $33,004 | Research / Project Support |
| Magical Bridge Foundation | |||||||
| 650 Gilman St | Palo Alto | CA | 94601 | 812377796 | 501(c)(3) | $75,000 | Project Support |
| Mama's Kitchen | |||||||
| 3960 Home Avenue | San Diego | CA | 92105 | 330434246 | 501(c)(3) | $25,000 | Project Support |
| Mandel Marketplace Inc | |||||||
| 1364 7th St | Oakland | CA | 94607 | 113754129 | 501(c)(3) | $30,000 | Project Support |
| March of Dimes Foundation | |||||||
| 1220 SW Morrison | Portland | OR | 97205 | 131846366 | 501(c)(3) | $68,800 | Annual Fundraiser |
| Marin Child Care Council | |||||||
| 555 Northgate Dr 105 | San Rafael | CA | 94903 | 942605281 | 501(c)(3) | $25,000 | Project Support |
| Marin Community Clinic | |||||||
| 9 Commercial Blvd 100 | Novato | CA | 94949 | 942237120 | 501(c)(3) | $12,000 | Event Support\Annual Fundraiser |
| Marion County Health Department | |||||||
| 3180 Center St NE | Salem | OR | 97301 | 936002307 | Govt or Public | $83,327 | Project Support |
| Marjaree Mason Center Inc | |||||||
| 1600 M St | Fresno | CA | 93721 | 941156639 | 501(c)(3) | $50,000 | Project Support |
| MARSHFIELD CLINIC RESEARCH | |||||||
| 1000 N OAK AVE | MARSHFIELD | WI | 54449 | 812822823 | For profit | $16,917 | Research / Project Support |
| Marthas Pantry | |||||||
| 5701 MacArthur Blvd | Vancouver | WA | 98661 | 383794358 | 501(c)(3) | $8,000 | Project Support |
| Martin Luther King Jr Freedom Center | |||||||
| 12500 Campus Drive | Oakland | CA | 94619 | 943390034 | 501(c)(3) | $120,500 | General Operating Support |
| Martin Luther King Jr Comm Health Fdn | |||||||
| 1680 E 120th Street | Los Angeles | CA | 90059 | 454433505 | 501(c)(3) | $24,350 | Event Support\Luncheon |
| Mary's Mercy Center | |||||||
| 641 Roberds Avenue | San Bernardino | CA | 92411 | 330632426 | 501(c)(3) | $10,000 | Project Support |
| MASSACHUSETTS GENERAL HOSPITAL | |||||||
| 399 Revolution Drive | Somerville | MA | 02145 | 041564655 | 501(c)(3) | $170,176 | Research / Project Support |
| McAlister Institute for Trmt and Edu Inc | |||||||
| 1400 N Johnson Ave | El Cajon | CA | 92020 | 953140767 | 501(c)(3) | $35,000 | Project Support |
| MD ANDERSON CANCER CENTER | |||||||
| 7000 Fannin | Houston | TX | 77030 | 741587488 | 501(c)(3) | $93,736 | Research / Project Support |
| Meals on Wheels Diablo Region | |||||||
| 1300 Civic Drive | Walnut Creek | CA | 94596 | 680044205 | 501(c)(3) | $10,000 | Project Support |
| Meals on Wheels of San Francisco Inc | |||||||
| 1375 Fairfax Avenue | San Francisco | CA | 94124 | 941741155 | 501(c)(3) | $24,050 | Event Support\Annual Fundraiser |
| Meals On Wheels of Solano County | |||||||
| 95 Marina Center | Suisun City | CA | 94585 | 942453452 | 501(c)(3) | $20,000 | Project Support |
| Medical Education Cooperation with Cuba | |||||||
| 1714 Franklin St | Oakland | CA | 94612 | 311603765 | 501(c)(3) | $50,000 | Project Support |
| Medical Missions Adventures | |||||||
| 11540 Bonham A | Lake View Terrace | CA | 91342 | 043661520 | 501(c)(3) | $10,000 | Project Support |
| Medical University of South Carolina | |||||||
| 179 Ashley Ave MSC 001 | Charleston | SC | 29425 | 576028985 | 501(c)(3) | $125,888 | Research / Project Support |
| Medshare International | |||||||
| 2937 Alvarado St | San Leandro | CA | 94577 | 582433968 | 501(c)(3) | $109,850 | Event Support\Annual Fundraiser |
| MEMORIAL SLOAN KETTERING CANCER CENTER | |||||||
| 633 3rd Ave | New York | NY | 10065 | 202212588 | 501(c)(3) | $14,577 | Research / Project Support |
| Mend-Meet Each Need with Dignity | |||||||
| 10641 N San Fernando Road | Pacoima | CA | 91331 | 237306337 | 501(c)(3) | $28,254 | Project Support |
| Menifee Valley Boys & Girls Club | |||||||
| 26301 Garbani Road | Menifee | CA | 92584 | 462167670 | 501(c)(3) | $25,000 | Project Support |
| Mental Health Advocacy Services Inc | |||||||
| 3255 Wilshire Blvd | Los Angeles | CA | 90010 | 953371166 | 501(c)(3) | $10,000 | General Operating Support |
| Mental Health America of Los Angeles | |||||||
| 506 West Jackman Street | Lancaster | CA | 93534 | 951881491 | 501(c)(3) | $23,500 | Project Support |
| Mental Health Assoc of San Mateo Cty | |||||||
| 2686 Spring St | Redwood City | CA | 94063 | 946034112 | 501(c)(3) | $15,000 | General Operating Support |
| Mentis | |||||||
| 709 Franklin St | Napa | CA | 95405 | 941236934 | 501(c)(3) | $30,000 | Project Support |
| Mentoring in Medicine & Science Inc | |||||||
| 333 Hegenberger Rd 208 | Oakland | CA | 94621 | 273263074 | 501(c)(3) | $99,500 | Project Support |
| Mercy House Living Centers | |||||||
| 807 N Garfield St | Santa Ana | CA | 92701 | 330315864 | 501(c)(3) | $20,000 | Project Support |
| Mercy Housing California | |||||||
| 2512 River Plaza Dr | Sacramento | CA | 95833 | 943081666 | 501(c)(3) | $50,000 | Project Support |
| Mexican American Bar Foundation | |||||||
| 6100 Ctr Dr Ste 1130 | Los Angeles | CA | 90045 | 954358513 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| Mexican American Legal Defense & Edu Fund | |||||||
| 634 S Spring St | Los Angeles | CA | 90014 | 741563270 | 501(c)(3) | $19,220 | Board Matching Gift |
| MICHIGAN STATE UNIVERSITY | |||||||
| 426 Auditorium Rd | East Lansing | MI | 48824 | 386005984 | Government or P | $27,032 | Research / Project Support |
| Mid-Peninsula Boys & Girls Club | |||||||
| 200 North Quebec St | San Mateo | CA | 94401 | 941431583 | 501(c)(3) | $30,000 | General Operating Support |
| Mind Body Awareness Project | |||||||
| 465 Elwood 2 | Oakland | CA | 94610 | 912167480 | 501(c)(3) | $25,000 | Project Support |
| Mission City Community Network Inc | |||||||
| 8527 Sepulveda Blvd | North Hills | CA | 91343 | 954226189 | 501(c)(3) | $10,000 | Project Support |
| Mission Edge San Diego | |||||||
| 2820 Roosevelt Rd | San Diego | CA | 92106 | 272938491 | 501(c)(3) | $24,000 | Project Support |
| Mission Neighborhood Health Center | |||||||
| 240 Shotwell St | San Francisco | CA | 94110 | 942284365 | 501(c)(3) | $9,500 | Event Support\Annual Fundraiser |
| MISSSEY | |||||||
| 424 Jefferson St | Oakland | CA | 94607 | 264513862 | 501(c)(3) | $15,000 | General Operating Support |
| Mixteco Indigena Comm Organizing Project | |||||||
| 520 W Fifth St Suite G | Oxnard | CA | 93030 | 300045901 | 501(c)(3) | $75,000 | Responsive |
| Modesto Neiighborhood Inc | |||||||
| 924 15th Street Ste A | Modesto | CA | 95354 | 453419360 | 501(c)(3) | $20,000 | Project Support |
| Momentum Alliance | |||||||
| 221 NW 2nd Ave | Portland | OR | 97209 | 454176224 | 501(c)(3) | $20,000 | Project Support |
| Momentum for Mental Health | |||||||
| 438 N White Rd | San Jose | CA | 95127 | 941496052 | 501(c)(3) | $90,000 | Project Support |
| MOMS Orange County | |||||||
| 1128 W Santa Ana Blvd | Santa Ana | CA | 92703 | 330518078 | 501(c)(3) | $25,000 | Project Support |
| Montclair Community Foundation | |||||||
| 5111 Benito Street | Montclair | CA | 91763 | 264180900 | 501(c)(3) | $10,000 | Project Support |
| Monument Crisis Center | |||||||
| 1990 Market | Concord | CA | 94520 | 412111171 | 501(c)(3) | $32,500 | Project Support |
| Monument Impact | |||||||
| 1760 Clayton Rd | Concord | CA | 94520 | 943370919 | 501(c)(3) | $36,450 | Event Support\Annual Fundraiser |
| Mothers Club Family Learning Center | |||||||
| 980 N Fair Oaks Avenue | Pasadena | CA | 91103 | 237275324 | 501(c)(3) | $8,700 | Event Support\Annual Fundraiser |
| Motion Pacific Dance | |||||||
| 131 Front St E | Santa Cruz | CA | 95060 | 465251353 | 501(c)(3) | $6,700 | Project Support |
| Mountain Communities Boys and Girls Club | |||||||
| 607 Forest Shade Rd | Crestline | CA | 92325 | 330653707 | 501(c)(3) | $10,000 | Project Support |
| Mountainbrook Community Church | |||||||
| 1775 Calle Joaquin | SanLuisObispo | CA | 93405 | 953414433 | 501(c)(3) | $11,159 | Board Matching Gift |
| Mujeres Unidas Y Activas | |||||||
| 3543 18th St 23 | San Francisco | CA | 94110 | 202986926 | 501(c)(3) | $35,000 | Other |
| MULTICARE HEALTH SYSTEM | |||||||
| 514 Martin Luther King | Tacoma | WA | 98405 | 911352172 | 501(c)(3) | $185,000 | Research / Project Support |
| Museum of the African Diaspora | |||||||
| 685 Mission St | San Francisco | CA | 94105 | 943338239 | 501(c)(3) | $75,000 | Other |
| Muslim Educational Trust Inc | |||||||
| POBox 283 | Portland | OR | 97207 | 931151949 | 501(c)(3) | $20,000 | Project Support |
| Mutual Assist Network of Del Paso Heights | |||||||
| 811 Grand Avenue A3 | Sacramento | CA | 95838 | 680332694 | 501(c)(3) | $40,000 | Other |
| My Sister's House | |||||||
| 5770 Freeport Blvd48 | Sacramento | CA | 95818 | 680464114 | 501(c)(3) | $22,020 | Event Support\Cultural Event |
| NAMI ACS dba NAMI Alameda County South | |||||||
| 4974 Omar St | Fremont | CA | 94538 | 461028709 | 501(c)(3) | $30,000 | Project Support |
| NAMI California | |||||||
| 1851 Heritage Ln150 | Sacramento | CA | 95815 | 942676057 | 501(c)(3) | $70,180 | Project Support |
| NAMI Inland Valley | |||||||
| 18320 Madrone St | Hesperia | CA | 92345 | 384058820 | 501(c)(3) | $10,000 | General Operating Support |
| NAMI Orange County | |||||||
| 1810 E 17th St | Santa Ana | CA | 92705 | 953726369 | 501(c)(3) | $24,500 | Project Support |
| NAMI- San Mateo County | |||||||
| 1650 Borel Place130 | San Mateo | CA | 94402 | 942650681 | 501(c)(3) | $20,000 | General Operating Support |
| NAMI Santa Clara County | |||||||
| 1150 S Bascom Ave 24 | San Jose | CA | 95128 | 942430956 | 501(c)(3) | $30,000 | Project Support |
| NAMI Sonoma County | |||||||
| 182 Farmers Ln 202 | Santa Rosa | CA | 95405 | 680041644 | 501(c)(3) | $56,320 | Project Support |
| NAMI-Ventura County | |||||||
| 5251 Verdugo Rd Ste K | Camarillo | CA | 93012 | 770037450 | 501(c)(3) | $8,155 | Project Support |
| Napa Emergency Women's Services | |||||||
| 1141 Pear Tree Ln 220 | Napa | CA | 94558 | 942745889 | 501(c)(3) | $20,000 | Project Support |
| Napa Solano SaneSart | |||||||
| 1141 Pear Tree Ln 220 | napa | CA | 94558 | 680285816 | 501(c)(3) | $75,000 | Project Support |
| Napa Valley Child Advocacy Network Inc | |||||||
| 1909 Jefferson St | Napa | CA | 94559 | 562498308 | 501(c)(3) | $15,000 | Project Support |
| Napa Valley Community Housing | |||||||
| 150 Camino Dorado | Napa | CA | 94558 | 942442233 | 501(c)(3) | $22,070 | Project Support |
| Narika | |||||||
| 1904 Franklin St | Oakland | CA | 94612 | 943162871 | 501(c)(3) | $10,000 | Project Support |
| National Coalition of 100 Black Women | |||||||
| PO Box 24231 | Oakland | CA | 94605 | 943298877 | 501(c)(3) | $13,580 | Other |
| National Health Foundation | |||||||
| 515 S Figueroa St | Los Angeles | CA | 90071 | 237314808 | 501(c)(3) | $13,300 | Event Support\Dinner |
| National Hispanic Health Foundation | |||||||
| 1920 L St NW Suite 725 | Washington | DC | 20036 | 260051902 | 501(c)(3) | $9,000 | Event Support\Dinner |
| NATIONAL JEWISH CENTER | |||||||
| 1400 Jackson Street | Denver | CO | 80206 | 742044647 | 501(c)(3) | $104,443 | Research / Project Support |
| National Kidney Foundation Inc | |||||||
| 2403 Sidney St | Pittsburgh | PA | 15203 | 131673104 | 501(c)(3) | $27,810 | Board Matching Gift |
| National Medical Fellowships Inc | |||||||
| 347 Fifth Ave Ste 510 | New York | NY | 10016 | 010963657 | 501(c)(3) | $13,750 | Event Support\Awards Ceremony |
| National Multiple Sclerosis Society | |||||||
| 4200 Innslake Drive | Glen Allen | VA | 23060 | 135661935 | 501(c)(3) | $8,125 | Board Matching Gift |
| Neighborhood Homework House | |||||||
| 777 East Alosta Blvd | Azusa | CA | 91702 | 954713600 | 501(c)(3) | $7,500 | Project Support |
| Neighborhood House Inc | |||||||
| 7780 SW Capitol Hwy | Portland | OR | 97219 | 930386875 | 501(c)(3) | $15,000 | Project Support |
| Neighborhood Housing Services of LA County | |||||||
| 3926 Wilshire Blvd | Los Angeles | CA | 90010 | 953938955 | 501(c)(3) | $11,500 | Project Support |
| Neighborhood Legal Services of LA County | |||||||
| 1102 E Chevy Chase Dr | Glendale | CA | 91205 | 952408642 | 501(c)(3) | $8,875 | Event Support\Annual Fundraiser |
| New Haven Unified School District | |||||||
| 34200Alvarado-Niles Rd | Union City | CA | 94587 | 941717886 | Government or P | $50,000 | General Operating Support |
| New Horizons Caregivers Group | |||||||
| 3129 Hacienda B | Hacienda Heights | CA | 91745 | 753132090 | 501(c)(3) | $8,169 | Project Support |
| Next Door Solutions to Domestic Violence | |||||||
| 234 East Gish Rd 200 | San Jose | CA | 95112 | 942420708 | 501(c)(3) | $40,000 | Project Support |
| Niroga Institute | |||||||
| 111 Fairmount Ave | Oakland | CA | 94611 | 202620278 | 501(c)(3) | $230,000 | Project Support |
| North Bay Children's Center | |||||||
| 932 C St | Novato | CA | 94949 | 943024246 | 501(c)(3) | $177,500 | Project Support |
| North by Northeast Community Health Center | |||||||
| 714 NE Alberta St | Portland | OR | 97211 | 721618287 | 501(c)(3) | $52,795 | Project Support |
| North County Health Project Inc | |||||||
| 150 Valpreda Road | San Marcos | CA | 92069 | 952847102 | 501(c)(3) | $37,500 | Project Support |
| North County Lifeline Inc | |||||||
| 3142 Vista Way Ste 400 | Oceanside | CA | 92056 | 952794253 | 501(c)(3) | $25,000 | Project Support |
| North Marin Community Services | |||||||
| 680 Wilson Ave | Novato | CA | 94947 | 941735064 | 501(c)(3) | $105,000 | Project Support |
| North Valley Community Foundation | |||||||
| 240 Main St 260 | Chico | CA | 95928 | 680161455 | 501(c)(3) | $202,500 | Project Support |
| Northeast Community Clinic | |||||||
| 2550 West Main St | Alhambra | CA | 91801 | 952687213 | 501(c)(3) | $30,000 | General Operating Support |
| Northeast Valley Health Corporation | |||||||
| 1172 N Maclay Avenue | San Fernando | CA | 91340 | 237120632 | 501(c)(3) | $37,360 | Project Support |
| Northern California Center for Well-Being | |||||||
| 101 Brookwood AveA | Santa Rosa | CA | 95404 | 931144835 | 501(c)(3) | $52,180 | Event Support\Health Fair |
| NORTHERN CALIFORNIA INSTITUTE FOR RESEARCH | |||||||
| 4150 Clement St | San Francisco | CA | 94121 | 943084159 | 501(c)(3) | $140,050 | Research / Project Support |
| Northwest Family Services | |||||||
| 6200 SE King Rd | Portland | OR | 97222 | 930841022 | 501(c)(3) | $35,001 | Project Support |
| Northwest Housing Alternatives | |||||||
| 13819 McLoughlin Blvd | Milwaukie | OR | 97222 | 930814473 | 501(c)(3) | $15,000 | Project Support |
| Northwest Human Services | |||||||
| 681 Center St NE | Salem | OR | 97301 | 930605570 | 501(c)(3) | $30,000 | Project Support |
| Northwest Pilot Project Inc | |||||||
| 1430 SW BRdway Ste 200 | Portland | OR | 97201 | 930635871 | 501(c)(3) | $30,000 | Project Support |
| NORTHWESTERN UNIVERSITY | |||||||
| 750 N Lake Shore Drive | Chicago | IL | 60611 | 362167817 | 501(c)(3) | $48,328 | Research / Project Support |
| NYU WINTHROP HOSPITAL | |||||||
| 259 1ST ST | MINEOLA | NY | 11501 | 111633486 | 501(c)(3) | $41,151 | Research / Project Support |
| Oakland California Youth Outreach Inc | |||||||
| 303 Hegenberger Rd 301 | Oakland | CA | 94621 | 274707108 | 501(c)(3) | $50,000 | Project Support |
| Oakland Community Land Trust | |||||||
| 101 BRdway 205 | Oakland | CA | 94607 | 320285788 | 501(c)(3) | $75,000 | Project Support |
| Oakland Ed Fund | |||||||
| 4521 Webster St | Oakland | CA | 94609 | 432014630 | Government or P | $42,000 | Project Support |
| Oakland Military Institute | |||||||
| 3877 Lusk St | Oakland | CA | 94608 | 912073068 | 501(c)(3) | $20,000 | Other |
| Oakland Museum of California | |||||||
| 1000 Oak St | Oakland | CA | 94607 | 453138892 | 501(c)(3) | $6,800 | Event Support\Cultural Event |
| Oakland Parks And Recreation Foundation | |||||||
| PO Box 13267 | Oakland | CA | 94661 | 942751052 | 501(c)(3) | $96,083 | Project Support |
| Oakland Police Activities League | |||||||
| 9600 Sunnyside St | Oakland | CA | 94603 | 942826718 | 501(c)(3) | $24,000 | Project Support |
| Oakland School for the Arts | |||||||
| 530 18th St | Oakland | CA | 94612 | 680463892 | 501(c)(3) | $20,000 | Other |
| Oakland Unified School District | |||||||
| 1000 BRdway 680 | Oakland | CA | 94607 | 946000385 | Government or P | $10,000 | Project Support |
| OCHIN | |||||||
| 1881 SW Naito Parkway | Portland | OR | 97201 | 200195556 | 501(c)(3) | $949,416 | Research / Project Support |
| Odd Fellow- Rebekah Children's Home of CA | |||||||
| 290 IOOF Avenue | Gilroy | CA | 95020 | 941167402 | 501(c)(3) | $50,000 | Project Support |
| OLE Health | |||||||
| 1100 Trancas St 300 | Napa | CA | 94558 | 237221695 | 501(c)(3) | $120,000 | Project Support |
| On The Move | |||||||
| 780 Lincoln Ave | Napa | CA | 94558 | 753149095 | 501(c)(3) | $165,000 | Project Support |
| One in Long Beach Inc | |||||||
| 2017 E 4th Street | Long Beach | CA | 90814 | 953523149 | 501(c)(3) | $10,000 | General Operating Support |
| One Step a la Vez | |||||||
| 421 Sespe Ave | Fillmore | CA | 93015 | 454604852 | 501(c)(3) | $8,155 | Project Support |
| OneOC | |||||||
| 1901 E Fourth St | Santa Ana | CA | 92705 | 952021700 | 501(c)(3) | $60,000 | Project Support |
| On-Site Dental Care Foundation Inc | |||||||
| 3180 Newberry Dr200 | San Jose | CA | 95118 | 770495262 | 501(c)(3) | $55,000 | Other |
| Ontario-Montclair School District | |||||||
| 950 W D Street | Ontario | CA | 91762 | 956002267 | Govt or Public | $15,000 | General Operating Support |
| Open Heart Kitchen of Livermore Inc | |||||||
| 1141 Catalina Dr 137 | Livermore | CA | 94550 | 943396038 | 501(c)(3) | $43,875 | Event Support\Annual Fundraiser |
| Operation Safe House Inc | |||||||
| 9685 Hayes Street | Riverside | CA | 92503 | 330326090 | 501(c)(3) | $25,000 | Project Support |
| Optimal Hospice Foundation | |||||||
| 1315 Boughton Drive | Bakersfield | CA | 93308 | 953334909 | 501(c)(3) | $18,000 | Project Support |
| Orange County Assn for Mental Health | |||||||
| 822 W Town Country Road | Orange | CA | 92868 | 952036972 | 501(c)(3) | $27,650 | Project Support |
| Orangewood Foundation | |||||||
| 1575 East 17th Street | Santa Ana | CA | 92705 | 953616628 | 501(c)(3) | $25,000 | Project Support |
| Oregon Childrens Theatre Company | |||||||
| 1939 NE Sandy Blvd | Portland | OR | 97232 | 931029151 | 501(c)(3) | $15,000 | Project Support |
| Oregon College Of Oriental Medicine | |||||||
| 75 NW Couch St | Portland | OR | 97209 | 930845182 | 501(c)(3) | $15,000 | Project Support |
| OREGON HEALTH & SCIENCE UNIVERSITY | |||||||
| 3181 SW Sam Jackson Prk | Portland | OR | 97239 | 931176109 | 501(c)(3) | $404,400 | Research / Project Support |
| Oregon Oral Health Coalition | |||||||
| 9140 SW Pioneer Ct | Wilsonville | OR | 97070 | 300449673 | 501(c)(3) | $19,775 | Project Support |
| Oregon Public Health Institute | |||||||
| 310 SW Fourth Ave | Portland | OR | 97204 | 931259522 | 501(c)(3) | $150,647 | Project Support |
| Oregon School-Based Health Alliance | |||||||
| 310 SW 4th Ave | Portland | OR | 97204 | 364588657 | 501(c)(3) | $50,000 | Project Support |
| Outside In | |||||||
| 1132 SW 13th Ave | Portland | OR | 97205 | 930567549 | 501(c)(3) | $94,000 | Project Support |
| Pacifica Resource Center | |||||||
| 1809 Palmetto Avenue | Pacifica | CA | 94044 | 811496989 | 501(c)(3) | $15,000 | Project Support |
| Painted Brain Inc | |||||||
| 1180 S Beverly Dr | Los Angeles | CA | 90035 | 813945595 | 501(c)(3) | $15,000 | Project Support |
| Pajaro Valley Community Health Trust | |||||||
| 85 Nielson St | Watsonville CA | CA | 95076 | 941149702 | 501(c)(3) | $79,000 | Project Support |
| Pajaro Valley Prevention & Students Assist | |||||||
| 335 East Lake Avenue | 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 or P | $20,000 | Project Support |
| Palmdale Community Foundation | |||||||
| 38300 Sierra Highway | Palmdale | CA | 93550 | 954669404 | 501(c)(3) | $20,000 | Project Support |
| Palmdale School District | |||||||
| 39139 10th Street East | Palmdale | CA | 93550 | 956002342 | Govt or Public | $42,709 | Project Support |
| Palo Alto Medical Foundation Res Instit | |||||||
| 795 E Camino Real | Palo Alto | CA | 94301 | 941156581 | 501(c)(3) | $351,459 | Research Subcontract |
| Para Los Ninos | |||||||
| 5000 Hollywood Blvd | Los Angeles | CA | 90027 | 953443276 | 501(c)(3) | $8,200 | Event Support\Annual Fundraiser |
| Parent Teacher Home Visit Project Inc | |||||||
| 2411 15th streeet A | Sacramento | CA | 95818 | 510477445 | 501(c)(3) | $24,000 | Other |
| PARTI Program | |||||||
| 2576 Gumdrop Dr | Lake Balboa | CA | 91406 | 760832431 | 501(c)(3) | $10,000 | Project Support |
| Partners For A Hunger Free Oregon | |||||||
| 712 SE Hawthorne Blvd | Portland | OR | 97214 | 204970868 | 501(c)(3) | $15,000 | Project Support |
| Partners In Care Foundation Inc | |||||||
| 732 Mott St | San Fernando | CA | 91340 | 953954057 | 501(c)(3) | $8,002 | Event Support\Awards Ceremony |
| Partnership for Children and Youth | |||||||
| 1300 BRdway 601 | Oakland | CA | 94612 | 043653529 | 501(c)(3) | $150,000 | Project Support |
| Partnerships for Trauma Recovery | |||||||
| 1936 University Ave191 | Berkeley | CA | 94704 | 473948973 | 501(c)(3) | $29,580 | Project Support |
| Pasadena Educational Foundation | |||||||
| 351 S Hudson Ave | Pasadena | CA | 91101 | 237149451 | 501(c)(3) | $33,350 | Project Support |
| Pasadena Senior Center | |||||||
| 85 E Holly Street | Pasadena | CA | 91103 | 952085393 | 501(c)(3) | $22,836 | Conference Support |
| PATH Ventures | |||||||
| 340 North Madison Ave | Los Angeles | CA | 90004 | 201892523 | 501(c)(3) | $15,800 | Project Support |
| Pathways Volunteer Hospice | |||||||
| 4645 Woodruff Ave | Lakewood | CA | 90713 | 330241726 | 501(c)(3) | $50,000 | Project Support |
| PDI of the North Coast Inc | |||||||
| 1380 19th Hole Drive | Windsor | CA | 95492 | 343012430 | 501(c)(3) | $20,000 | Project Support |
| Peace Over Violence | |||||||
| 1015 Wilshire Blvd | Los Angeles | CA | 90017 | 510179305 | 501(c)(3) | $13,800 | Event Support\Annual Fundraiser |
| Pearl Buck Center Inc | |||||||
| 3690 W 1st Ave | Eugene | OR | 97402 | 930584827 | 501(c)(3) | $15,000 | Project Support |
| Pediatric and Family Medical Center | |||||||
| 1530 S Olive St | Los Angeles | CA | 90015 | 951690966 | 501(c)(3) | $9,155 | Event Support\Awards Ceremony |
| Peninsula Conflict Resolution Center | |||||||
| 1660 S Amphlett 219 | San Mateo | CA | 94402 | 770144000 | 501(c)(3) | $25,000 | General Operating Support |
| Peninsula Ctr forBlind&VisuallyImpaired | |||||||
| 3315 Mission Dr B | Santa Cruz | CA | 95065 | 941196206 | 501(c)(3) | $24,900 | Project Support |
| Peninsula Family Connections | |||||||
| 220 Twin Dolphin Dr | Redwood City | CA | 94065 | 943315163 | 501(c)(3) | $10,000 | General Operating Support |
| Peninsula Family Service | |||||||
| 24 Second Avenue | San Mateo | CA | 94401 | 941186169 | 501(c)(3) | $15,000 | General Operating Support |
| Peninsula Volunteer's Inc | |||||||
| 800 Middle Avenue | Menlo Park | CA | 94025 | 941294939 | 501(c)(3) | $25,000 | Project Support |
| PENNSYLVANIA STATE UNIVERSITY | |||||||
| 500 University Drive | Hershey | PA | 17033 | 274628784 | Government or P | $204,290 | Research / Project Support |
| Petaluma People Services Center | |||||||
| 1500 Petaluma Blvd S | Petaluma | CA | 94952 | 942271299 | 501(c)(3) | $21,250 | Project Support |
| Physician Medical Forum | |||||||
| 13323 Campus Drive | Oakland | CA | 94619 | 300086728 | 501(c)(3) | $60,000 | Project Support |
| PitCCh In Foundation | |||||||
| PO Box 38 | Alpine | NJ | 07620 | 272988945 | 501(c)(3) | $15,000 | Project Support |
| Pittsburg Unified School District | |||||||
| 3200 Loveridge Rd | Pittsburg | CA | 94565 | 521771225 | Government or P | $6,500 | Project Support |
| Placer County Office of Education - Auburn | |||||||
| 360 Nevada St | Auburn | CA | 95603 | 946002096 | Government or P | $21,000 | Other |
| Placer Food Bank | |||||||
| 8284 Industrial Ave | Roseville | CA | 95678 | 941740316 | 501(c)(3) | $122,260 | Project Support |
| Planned Parenthood Los Angeles | |||||||
| 400 W 30TH ST | LOS ANGELES | CA | 90007 | 952408623 | 501(c)(3) | $17,814 | General Operating Support |
| Planned Parenthood Pasadena Hlth Ctr | |||||||
| 2333 Lake Avenue | Altadena | CA | 91001 | 951916050 | 501(c)(3) | $16,000 | Event Support\Annual Fundraiser |
| Planned Parenthood Shasta Diablo Inc | |||||||
| 2185 Pacheco St | Concord | CA | 94520 | 941575233 | 501(c)(3) | $64,120 | Project Support |
| Planting Justice | |||||||
| 3463 San Pablo Avenue | Oakland | CA | 94608 | 270334905 | 501(c)(3) | $85,000 | General Operating Support |
| Play 4 All Park Inc | |||||||
| 425 Merchant St 200 | Vacaville | CA | 95688 | 465558996 | 501(c)(3) | $125,000 | Responsive |
| Playworks Education Energized | |||||||
| 460 E Carson Plz Dr | Carson | CA | 90746 | 943251867 | 501(c)(3) | $260,000 | Project Support |
| Plaza Community Center | |||||||
| 4018 City Terrace Dr | Los Angeles | CA | 90063 | 951691302 | 501(c)(3) | $20,000 | Project Support |
| Pogo Park | |||||||
| 2604 Roosevelt Ave | Richmond | CA | 94804 | 320318691 | 501(c)(3) | $25,000 | Project Support |
| Portland Leadership Foundation | |||||||
| 809 N Russell 203 | Portland | OR | 97227 | 264224606 | 501(c)(3) | $50,000 | Project Support |
| Portland Meet Portland | |||||||
| 1320 SE 122nd Ave | Portland | OR | 97233 | 472471876 | 501(c)(3) | $20,000 | Project Support |
| Portland Public Schools (PPS) | |||||||
| 501 N Dixon St | Portland | OR | 97227 | 936000830 | Govt or Public | $29,500 | Project Support |
| PORTLAND VA RESEARCH FOUNDATION INC | |||||||
| PO BOX 19832 | PORTLAND | OR | 97280 | 943090170 | 501(c)(3) | $123,926 | Research / Project Support |
| Portland Workforce Alliance | |||||||
| 7100 SE Division St | Portland | OR | 97206 | 272964874 | 501(c)(3) | $10,000 | Project Support |
| Positive Resource Center | |||||||
| 785 Market St | San Francisco | CA | 94103 | 943078431 | 501(c)(3) | $24,000 | Event Support\Awards Ceremony;Event Support\Annual |
| Positive Results Corporation | |||||||
| 1128 W Gardena Blvd | Gardena | CA | 90247 | 954455668 | 501(c)(3) | $12,500 | Project Support |
| Poverello House | |||||||
| 412 F St | Fresno | CA | 93706 | 770007985 | 501(c)(3) | $110,000 | Project Support |
| PRO Youth & Families Inc | |||||||
| 5299 Auburn Blvd | Sacramento | CA | 95841 | 942795430 | 501(c)(3) | $46,000 | Project Support |
| Project Access Now | |||||||
| 714 SW 20th Place | Portland | OR | 97205 | 208928388 | 501(c)(3) | $452,536 | Project Support;General Operating Support |
| Project Access Inc | |||||||
| 344 20th St 414 | Oakland | CA | 94612 | 330834635 | 501(c)(3) | $25,000 | Project Support |
| Project Angel Food | |||||||
| 922 Vine Street | Los Angeles | CA | 90038 | 954115863 | 501(c)(3) | $18,000 | Project Support |
| Project Avary | |||||||
| PO Box 150088 | San Rafael | CA | 94915 | 680433289 | 501(c)(3) | $20,000 | Project Support |
| Project Quest | |||||||
| 2901 E Burnside | Portland | OR | 97214 | 931121778 | 501(c)(3) | $15,000 | Project Support |
| Project Sister Family Services | |||||||
| 363 S Park Ave Ste 303 | Pomona | CA | 91766 | 237116161 | 501(c)(3) | $20,000 | Project Support |
| Project Tf | |||||||
| 785 Market St 850 | San Francisco | CA | 94103 | 455026246 | 501(c)(3) | $7,030 | Other |
| Proud Ground | |||||||
| 5288 N Interstate Avenue | Portland | OR | 97217 | 931290320 | 501(c)(3) | $20,000 | Project Support |
| Providence Health Systems | |||||||
| 5251 NE Glisan St | Portland | OR | 97213 | 930386906 | 501(c)(3) | $45,000 | Project Support |
| Public Good Projects - San Diego CA | |||||||
| 811 25th St 107 | San Diego | CA | 92102 | 462717584 | 501(c)(3) | $10,000 | Board Matching Gift |
| Public Health Advocates | |||||||
| 6702 Inglewood Ave | Stockton | CA | 95207 | 954723901 | 501(c)(3) | $270,000 | Project Support |
| Public Health Foundation Enterprises Inc | |||||||
| 13300 Crossroads | City of Industry | CA | 91746 | 952557063 | 501(c)(3) | $80,000 | Project Support |
| Public Health Institute | |||||||
| 555 12th St 10th floor | Oakland | CA | 94607 | 941646278 | 501(c)(3) | $353,500 | Project Support |
| R F K Inst of Comm and Family Med | |||||||
| 544 N Avalon Blvd | Wilmington | CA | 90744 | 330531975 | 501(c)(3) | $10,000 | Project Support |
| ROADS Foundation Inc | |||||||
| 121 S Long Beach Blvd | Compton | CA | 90221 | 450572757 | 501(c)(3) | $40,000 | Responsive |
| Rafiki Coalition for Health and Wellness | |||||||
| 601 Cesar Chavez St | San Francisco | CA | 94124 | 943098879 | 501(c)(3) | $40,000 | Project Support |
| Rancho Los Amigos Foundation Inc | |||||||
| 7601 E Imperial Highway | Downey | CA | 90242 | 953849600 | 501(c)(3) | $9,250 | Event Support\Annual Fundraiser |
| RAND CORP | |||||||
| 1776 Main St | Santa Monica | CA | 90401 | 951958142 | 501(c)(3) | $91,159 | Research / Project Support |
| Rape Trauma Services | |||||||
| 1860 El Camino Real | Burlingame | CA | 94010 | 943215045 | 501(c)(3) | $15,000 | Project Support |
| Ravenswood Education Foundation | |||||||
| 2120 Euclid Avenue | East Palo Alto | CA | 94303 | 260166433 | 501(c)(3) | $20,000 | General Operating Support |
| Reach Out and Read Oregon | |||||||
| 707 SW Gaines St | Portland | OR | 97239 | 043481253 | 501(c)(3) | $50,000 | Project Support |
| Reading Partners | |||||||
| 180 Grand Ave 800 | Oakland | CA | 94612 | 770568469 | 501(c)(3) | $13,890 | Other;Event Support\Annual Fundraiser |
| REDF | |||||||
| 2 Embarcadero Ctr | San Francisco | CA | 94111 | 542132153 | 501(c)(3) | $260,000 | General Operating Support |
| Redwood City Police Activities League Inc | |||||||
| 3399 Bay Rd | Redwood City | CA | 94063 | 943229506 | 501(c)(3) | $10,000 | General Operating Support |
| Redwood Community Health Coalition | |||||||
| 1310 Redwood Way 135 | Petaluma | CA | 94954 | 943220029 | 501(c)(3) | $409,500 | Project Support |
| Redwood Empire Food Bank | |||||||
| 3990 Brickway Blvd | Santa Rosa | CA | 95403 | 680121855 | 501(c)(3) | $29,820 | Event Support\Annual Fundraiser |
| Regents of the UC Berkeley | |||||||
| 417-K University Hall | Berkeley | CA | 94720 | 946002123 | 501(c)(3) | $112,000 | Event Support\Awards Ceremony |
| Regents of the UC Davis | |||||||
| 1 Shields Ave | Davis | CA | 95616 | 946036494 | 501(c)(3) | $3,368,895 | Research / Project Support |
| REGENTS OF THE UC Santa Cruz | |||||||
| 1156 High St | Santa Cruz | CA | 95064 | 941539563 | 501(c)(3) | $408,888 | Research / Project Support |
| Regents of the Uni of CA at San Diego | |||||||
| 9500 Gilman Dr MC 0857 | La Jolla | CA | 92093 | 956006144 | 501(c)(3) | $100,000 | Project Support |
| REGENTS OF THE UNIVERSITY OF MICHIGAN | |||||||
| 3003 S State Street | Ann Arbor | MI | 48109 | 386006309 | Government or P | $249,927 | Research / Project Support |
| REGENTS OF THE UNIVERSITY OF Minnesota | |||||||
| 200 Oak St SE | Minneapolis | MN | 55455 | 061793666 | Government or P | $89,460 | Research / Project Support |
| Regional Parks Foundation | |||||||
| 2950 Peralta Oaks Court | Oakland | CA | 94605 | 237011877 | 501(c)(3) | $95,000 | Project Support |
| Regional Task Force on the Homeless Inc | |||||||
| 4699 Murphy Canyon Rd | San Diego | CA | 92123 | 113723093 | 501(c)(3) | $50,000 | Project Support |
| ReImagine Mack Road Foundation | |||||||
| 75 Quinta Court D | Sacramento | CA | 95823 | 464193875 | 501(c)(3) | $81,000 | Other |
| Renaissance Entrepreneurship Center | |||||||
| 275 5th St | San Francisco | CA | 94103 | 942793122 | 501(c)(3) | $90,000 | Project Support |
| Representation Project | |||||||
| PO Box 1750 | Ross | CA | 94957 | 451611066 | 501(c)(3) | $9,220 | Event Support\Cultural Event |
| Rescue Mission Alliance | |||||||
| 15572 7th St | Victorville | CA | 92395 | 237278002 | 501(c)(3) | $20,000 | General Operating Support |
| RESEARCH FOUNDATION FOR THE STATE Univ NY | |||||||
| 402 Crofts Hall | Buffalo | NY | 14260 | 141368361 | 501(c)(3) | $16,564 | Research / Project Support |
| RESEARCH TRIANGLE INSTITUTE | |||||||
| 3040 Cornwalis | Durham | NC | 27709 | 560686338 | 501(c)(3) | $105,726 | Research / Project Support |
| Resources for Community Development | |||||||
| 2220 Oxford St | Berkeley | CA | 94704 | 942952466 | 501(c)(3) | $30,000 | Project Support |
| Returning Veterans Project | |||||||
| PO Box 14035 | Portland | OR | 97293 | 204034255 | 501(c)(3) | $15,000 | Project Support |
| Richmond Area Multi-Services Inc | |||||||
| 639 14th Avenue | San Francisco | CA | 94118 | 237389436 | 501(c)(3) | $40,000 | Project Support |
| Richmond Main Street Initiative Inc | |||||||
| 1015 Nevin Ave 105 | Richmond | CA | 94801 | 680481132 | 501(c)(3) | $10,000 | General Operating Support |
| Richmond Police Activities League Inc | |||||||
| 2200 Macdonald Ave | Richmond | CA | 94801 | 942826455 | 501(c)(3) | $16,600 | Event Support\Luncheon |
| RightWay Foundation | |||||||
| 3650 W MLK Jr Blvd | Los Angeles | CA | 90008 | 900761009 | 501(c)(3) | $10,000 | Project Support |
| Rio Vista CARE Inc | |||||||
| 628 Montezuma St | Rio Vista | CA | 94571 | 680063763 | 501(c)(3) | $22,000 | Project Support |
| River to Coast Children's Services | |||||||
| 16300 First St | Guerneville Ca | CA | 95446 | 942378459 | 501(c)(3) | $20,000 | Project Support |
| Riverside Area Rape Crisis Center | |||||||
| 1845 Chicago Ave | Riverside | CA | 92507 | 953245057 | 501(c)(3) | $15,000 | Project Support |
| Riverside Free Clinic | |||||||
| 3504 Mission Inn Avenue | Riverside | CA | 92501 | 465407059 | 501(c)(3) | $10,000 | Project Support |
| Roberts Family Development Center | |||||||
| 770 Darina Ave | Sacramento | CA | 95815 | 680470557 | 501(c)(3) | $40,540 | Event Support\Annual Fundraiser |
| Roots Community Health Center | |||||||
| 9925 International Blvd5 | Oakland | CA | 94603 | 262583954 | 501(c)(3) | $7,500 | Research / Project Support |
| Rosewood Initiative | |||||||
| 16126 SE Stark St | Portland | OR | 97233 | 273823320 | 501(c)(3) | $120,000 | Project Support |
| RotaCare Bay Area Inc | |||||||
| 514 Valley Way | Milpitas | CA | 95035 | 770328723 | 501(c)(3) | $45,840 | Project Support |
| Rubicon Programs Inc | |||||||
| 2500 Bissell Ave | Richmond | CA | 94804 | 942301550 | 501(c)(3) | $103,605 | Other;Project Support |
| Ruby's Place | |||||||
| 1180 B St | Hayward | CA | 94541 | 942212241 | 501(c)(3) | $30,000 | Project Support |
| RUSH UNIVERSITY MEDICAL CENTER | |||||||
| 1653 W Congress Parkway | Chicago | IL | 60612 | 362174823 | 501(c)(3) | $22,023 | Research / Project Support |
| Ryse Inc | |||||||
| 205 41ST ST | RICHMOND | CA | 94805 | 260692904 | 501(c)(3) | $43,850 | Other;Event Support\Annual Fundraiser |
| SAC Health System | |||||||
| 250 S G Street | San Bernardino | CA | 92410 | 330664371 | 501(c)(3) | $10,000 | Project Support |
| Sac Native American Health Ctr Inc | |||||||
| 2020 J St | Sacramento | CA | 95811 | 204287737 | 501(c)(3) | $50,000 | Project Support |
| Sac Neighborhood Housing Services Inc | |||||||
| 2411 Alhambra Blvd200 | Sacramento | CA | 95817 | 680118032 | 501(c)(3) | $20,000 | Other |
| Sacramento Ballet | |||||||
| 2420 N St 101 | Sacramento | CA | 95816 | 941674349 | 501(c)(3) | $12,000 | Other |
| Sacramento Children's Home | |||||||
| 2750 Sutterville Rd | Sacramento | CA | 95820 | 941156588 | 501(c)(3) | $20,000 | Other |
| Sacramento City Unified School District | |||||||
| 5735 47th Avenue | Sacramento | CA | 95824 | 946002491 | Government or P | $218,000 | Project Support |
| Sacramento Food Bank & Family Services | |||||||
| 3333 Third Avenue | Sacramento | CA | 95817 | 943315566 | 501(c)(3) | $95,000 | Project Support |
| Sacramento Loaves and Fishes | |||||||
| 1351 No C St | Sacramento | CA | 95813 | 680189897 | 501(c)(3) | $25,000 | Other |
| Sacramento Self-Help Housing | |||||||
| PO Box 188445 | Sacramento | CA | 45810 | 680217383 | 501(c)(3) | $20,000 | Other |
| Sacred Heart Community Service | |||||||
| 1381 South First St | San Jose | CA | 95110 | 237179787 | 501(c)(3) | $15,000 | Project Support |
| Safe Alternatives for Everyone Inc | |||||||
| 28910 Pujol Street | Temecula | CA | 92590 | 911962947 | 501(c)(3) | $20,000 | Project Support |
| Safe Alternatives to Violent Environments | |||||||
| 1900 Mowry Ave Ste 201 | Fremont | CA | 94538 | 942520559 | 501(c)(3) | $38,500 | Project Support |
| Safe Passages | |||||||
| 250 Frank Ogawa Plz6306 | Oakland | CA | 94612 | 204535835 | 501(c)(3) | $100,000 | Project Support |
| Safe Routes to School National Partnership | |||||||
| PO Box 44328 | Fort Washington | MD | 20749 | 462694434 | 501(c)(3) | $200,000 | General Operating Support |
| Salem Free Clinics | |||||||
| 1300 BRdway St NE 104 | Salem | OR | 97301 | 203549992 | 501(c)(3) | $23,000 | Project Support |
| Salem Harvest Inc | |||||||
| PO Box 483 | Salem | OR | 97308 | 453043885 | 501(c)(3) | $8,000 | Project Support |
| Salem Hospital | |||||||
| PO Box 140001 | Salem | OR | 97309 | 930579722 | 501(c)(3) | $1,891,800 | General Operating Support |
| Salem Schools Foundation | |||||||
| 223 Commercial St NE | Salem | OR | 97301 | 930831467 | 501(c)(3) | $10,000 | Project Support |
| Salem-Keizer Coalition for Equality | |||||||
| 3850 Portland Rd NE | Salem | OR | 97301 | 651203900 | 501(c)(3) | $50,000 | Project Support |
| Samaritan Counseling Center | |||||||
| 1126 W Foothill Blvd | Upland | CA | 91786 | 953160005 | 501(c)(3) | $15,000 | Project Support |
| Samaritan House | |||||||
| 4031 Pacific Boulevard | San Mate | CA | 94403 | 237416272 | 501(c)(3) | $30,000 | Project Support |
| Samuel Dixon Family Health Center Inc | |||||||
| 25115 W Ave Stanford | Valencia | CA | 91355 | 954278726 | 501(c)(3) | $15,000 | Project Support |
| San Bernardino City Unified School Dist | |||||||
| 777 N F Street | San Bernardino | CA | 92410 | 952285577 | Govt or Public | $20,000 | Project Support |
| San Bernardino Sexual Assault Svcs Inc | |||||||
| 444 Arrowhead Ave | San Bernardino | CA | 92401 | 953543081 | 501(c)(3) | $25,000 | General Operating Support |
| San Diego Hunger Coalition | |||||||
| 4305 Uni Ave Ste 545 | San Diego | CA | 92105 | 300507718 | 501(c)(3) | $75,000 | Project Support |
| San Diego LGBT Comm Ctr | |||||||
| 3909 Centre Street | San Diego | CA | 92103 | 237332048 | 501(c)(3) | $50,000 | Project Support |
| SAN DIEGO STATE UNIVERSITY | |||||||
| 5250 Campanile Drive | San Diego | CA | 92182 | 330373293 | Government or P | $280,392 | Research / Project Support |
| San Fernando Community Hospital | |||||||
| 732 Mott St Ste 100 | San Fernando | CA | 91340 | 510142144 | 501(c)(3) | $10,000 | General Operating Support |
| San Fernando V Comm Mental Hlth Ctr Inc | |||||||
| 16360 Roscoe Blvd | Van Nuys | CA | 91406 | 956194487 | 501(c)(3) | $12,000 | General Operating Support |
| San Francisco AIDS Foundation | |||||||
| 1035 Market St 400 | San Francisco | CA | 94103 | 942927405 | 501(c)(3) | $59,000 | Other;Event Support\Annual Fundraiser |
| San Francisco Community Clinic Consortium | |||||||
| 2720 Taylor St430 | San Francisco | CA | 94133 | 942897258 | 501(c)(3) | $341,500 | General Operating Support |
| San Francisco General Hospital Foundation | |||||||
| 2789 25th St 2028 | San Francisco | CA | 94110 | 943189424 | 501(c)(3) | $209,250 | Project Support |
| San Francisco -Marin Food Bank | |||||||
| 900Pennsylvania Ave | San Francisco | CA | 94107 | 943041517 | 501(c)(3) | $135,000 | Project Support |
| San Francisco Parks Alliance | |||||||
| 1663 Mission St | San Francisco | CA | 94103 | 237131784 | 501(c)(3) | $170,000 | Project Support |
| San Francisco Public Health Foundation | |||||||
| 25 Van Ness Ave | San Francisco | CA | 94102 | 943117093 | 501(c)(3) | $59,220 | Event Support\Annual Fundraiser |
| San Gabriel Unified School District | |||||||
| 408 Junipero Serra Dr | San Gabriel | CA | 91776 | 956000777 | Govt or Public | $8,000 | Project Support |
| San Gabriel Valley Fdn for Dental Health | |||||||
| 14101 E Nelson Ave | La Puente | CA | 91746 | 954590029 | 501(c)(3) | $8,000 | Project Support |
| San Joaquin County Office of Education | |||||||
| 2922 Transworld Drive | Stockton | CA | 95206 | 680006282 | Government or P | $70,000 | Project Support |
| San Joaquin General Hospital | |||||||
| 500 West Hospital Rd | French Camp | CA | 95231 | 946000531 | Government or P | $165,000 | Project Support |
| San Jose Children's Discovery Museum | |||||||
| 180 Woz Way | San Jose | CA | 95110 | 942870828 | 501(c)(3) | $30,000 | Project Support |
| San Juan Unified School District | |||||||
| 3738 Walnut Avenue | Carmichael | CA | 95608 | 946002533 | Government or P | $110,000 | Project Support |
| San Leandro Boys and Girls Club | |||||||
| 401 Marina Boulevard | San Leandro | CA | 94577 | 946003779 | 501(c)(3) | $52,000 | Other;Event Support\Annual Fundraiser |
| San Leandro Unified School District | |||||||
| 895 East 14th St200 | San Leandro | CA | 94577 | 946002608 | Government or P | $20,000 | Project Support |
| San Mateo Cty Sheriff's Activities League | |||||||
| 3151 Edison Way | Redwood City | CA | 94063 | 450617342 | 501(c)(3) | $20,000 | General Operating Support |
| San Mateo Police Activities League | |||||||
| 200 Franklin Parkway | San Mateo | CA | 94403 | 311593896 | 501(c)(3) | $15,000 | General Operating Support |
| San Pablo Economic Development Corporation | |||||||
| 13830 San Pablo AveD | San Pablo | CA | 94806 | 275395012 | 501(c)(3) | $49,556 | Project Support |
| Santa Clara City Library Fdn & Friends | |||||||
| 2635 Homestead Rd | Santa Clara | CA | 95051 | 912125234 | 501(c)(3) | $12,000 | Other |
| Santa Clarita Valley Boys and Girls Club | |||||||
| 24909 Newhall Avenue | Newhall | CA | 91321 | 952572622 | 501(c)(3) | $10,000 | General Operating Support |
| Santa Clarita Valley Comm on Aging Inc | |||||||
| 22900 Market Street | Santa Clarita | CA | 91321 | 953081997 | 501(c)(3) | $10,000 | Other |
| Santa Cruz Community Health Centers | |||||||
| 125 Water St A2 | Santa Cruz | CA | 95060 | 237428303 | 501(c)(3) | $90,000 | Project Support |
| Santa Cruz Cty Veterans Memorial Bldg | |||||||
| 846 Front St | Santa Cruz | CA | 95060 | 770385016 | 501(c)(3) | $8,984 | Project Support |
| Santa Rosa Community Health Centers | |||||||
| 3569 Round Barn Circle | Santa Rosa | CA | 95403 | 680365296 | 501(c)(3) | $348,000 | Project Support |
| Santa Rosa Junior College District | |||||||
| 1501 Mendocino Ave | Santa Rosa | CA | 95401 | 946033759 | Government or P | $21,322 | Project Support |
| Satellite Affordable Housing Associates | |||||||
| 1835 Alcatraz Ave | Berkeley | CA | 94703 | 943186770 | 501(c)(3) | $27,500 | Event Support\Health Fair;Other |
| Save Black Boys | |||||||
| 1842 N Bullis Rd Ste Q | Compton | CA | 90221 | 472096517 | 501(c)(3) | $7,500 | Project Support |
| Scotts Valley Educational Foundation | |||||||
| 216-E Mt Hermon Rd | Scotts Valley | CA | 95066 | 770006718 | 501(c)(3) | $15,000 | Project Support |
| SEATTLE CHILDRENS HOSPITAL | |||||||
| 2001 Eighth Avenue | Seattle | WA | 98121 | 911156519 | 501(c)(3) | $334,279 | Research / Project Support |
| Second Harvest Food Bank Santa Cruz County | |||||||
| 800 Ohlone Parkway | Watsonville | CA | 95076 | 770326685 | 501(c)(3) | $95,000 | Project Support |
| Second Harvest San Joaquin&Stanislaus Cty | |||||||
| 1220 Vanderbilt Circle | Manteca | CA | 95337 | 680376587 | 501(c)(3) | $30,000 | Project Support |
| Second Harvest- Santa Clara&San Mateo | |||||||
| 4001 N 1st St | San Jose | CA | 95134 | 942614101 | 501(c)(3) | $145,000 | Project Support |
| Second Harvest-SantaClara & SanMateo | |||||||
| 6840 Via Del Oro 210 | San Jose | CA | 95119 | 770031679 | 501(c)(3) | $50,000 | Project Support |
| Self Enhancement Inc | |||||||
| 3920 N Kerby Avenue | Portland | CA | 97239 | 931086629 | 501(c)(3) | $50,000 | Project Support |
| Seneca Family Of Agencies | |||||||
| 6925 Chabot Rd | Oakland | CA | 94618 | 942971761 | 501(c)(3) | $158,000 | Project Support |
| Senior Coastsiders | |||||||
| 925 Main St | Half Moon Bay | CA | 94019 | 943119310 | 501(c)(3) | $10,000 | General Operating Support |
| Senior Support of the Tri-Valley | |||||||
| 5353 Sunol Blvd | Pleasanton | CA | 94566 | 203225569 | 501(c)(3) | $20,000 | Project Support |
| Seniors First | |||||||
| 12183 Locksley Ln 205 | Auburn | CA | 95602 | 680430154 | 501(c)(3) | $22,500 | Other |
| Serotonin Surge Charities | |||||||
| 1955 Cowell Boulevard | Davis | CA | 95618 | 680411254 | 501(c)(3) | $24,375 | Event Support\Annual Fundraiser |
| Serving Seniors | |||||||
| 525 14th St Ste 200 | San Diego | CA | 92101 | 952850121 | 501(c)(3) | $25,000 | Project Support |
| SF Chapter of the National Black MBA Assoc | |||||||
| 2163 Aldengate Way 275 | Hayward | CA | 94545 | 943154540 | 501(c)(3) | $9,550 | Other;Event Support\Awards Ceremony |
| SF Planning & Urban Research Association | |||||||
| SPUR 654 Mission St | San Francisco | CA | 94105 | 941498232 | 501(c)(3) | $40,000 | Project Support |
| Shanti Project Inc | |||||||
| 3170 23rd St | San Francisco | CA | 94110 | 942297147 | 501(c)(3) | $28,550 | Project Support |
| Share Inc | |||||||
| 2306 NE Andresen Rd | Vancouver | WA | 98661 | 911205119 | 501(c)(3) | $45,000 | Project Support |
| Sharefest Community Development Inc | |||||||
| 638 S Beacon St | San Pedro | CA | 90731 | 205651596 | 501(c)(3) | $10,000 | Project Support |
| Shelter Inc of Contra Costa County | |||||||
| PO Box 5368 | Concord | CA | 94524 | 680117241 | 501(c)(3) | $30,000 | Project Support |
| Shelter Partnership Inc | |||||||
| 520 So Grand Ave | Los Angeles | CA | 90071 | 953976214 | 501(c)(3) | $13,750 | Event Support\Annual Fundraiser |
| ShelterCare | |||||||
| 499 West 4th | Eugene | OR | 97401 | 237115003 | 501(c)(3) | $92,437 | Project Support |
| Sierra Forever Families | |||||||
| 8928 Volunteer Ln100 | Sacramento | CA | 95826 | 680002878 | 501(c)(3) | $20,000 | Other |
| Sierra Health Fdn Ctr for Health ProgMgmt | |||||||
| 2409 Merced St 101 | Fresno | CA | 93721 | 455282243 | 501(c)(3) | $15,000 | Project Support |
| Sierra Vista Child & Family Services | |||||||
| 100 Poplar Ave | Modesto | CA | 95354 | 942158023 | 501(c)(3) | $149,392 | Project Support |
| Silicon Valley Bicycle Coalition | |||||||
| 96 N Third St 375 | San Jose | CA | 95112 | 770338658 | 501(c)(3) | $15,000 | Event Support\Cultural Event |
| SMART PATIENTS INC | |||||||
| 999 3rd St | Seattle | WA | 98104 | For Profit | $54,648 | Research / Project Support | |
| Smile Unto Him | |||||||
| 1317 W Foothill Blvd | Upland | CA | 91786 | 473989669 | 501(c)(3) | $15,000 | Project Support |
| SOCIAL ADVOCATES FOR YOUTH | |||||||
| 2447 Summerfield Rd | Santa Rosa | CA | 95405 | 941711490 | 501(c)(3) | $35,000 | Project Support |
| Social Good Fund | |||||||
| 333 Estudillo Ave205 | San Leandro | CA | 94577 | 461323531 | 501(c)(3) | $20,000 | Event Support\Annual Fundraiser;Project Support |
| Social Justice Learning Institute Inc | |||||||
| 600 Centinela Ave | Inglewood | CA | 90302 | 263413373 | 501(c)(3) | $10,000 | Project Support |
| Society of St Vincent de Paul | |||||||
| PO Box 42157 | Portland | OR | 97242 | 930456525 | 501(c)(3) | $30,000 | Project Support |
| Soil Born Farm Urban Agriculture Project | |||||||
| 2140 Chase Drive | Rancho Cordova | CA | 95670 | 200774693 | 501(c)(3) | $41,389 | Event Support\Health Fair |
| Solano Coalition for Better Health | |||||||
| 744 Empire St 210 | Fairfield | CA | 94533 | 943189914 | 501(c)(3) | $96,250 | Project Support |
| Solano County Office of Education | |||||||
| 5100 Business Center Dr | Fairfield | CA | 94534 | 946002197 | Government or P | $30,000 | Project Support |
| Solano Family & Children's Council | |||||||
| 421 Executive Court N | Fairfield | CA | 94534 | 942369308 | 501(c)(3) | $22,000 | Project Support |
| Soldiers Project | |||||||
| 4605 Lankershim B | North Hollywood | CA | 91602 | 272815356 | 501(c)(3) | $10,000 | Project Support |
| Somali American Council of Oregon | |||||||
| 1511 SE 122nd Ave A | Portland | OR | 97233 | 320338616 | 501(c)(3) | $20,000 | Project Support |
| Sonoma County Office of Education | |||||||
| 5340 SkyLn Blvd | Santa Rosa | CA | 95403 | 946002635 | Government or P | $62,000 | Project Support |
| SOSMentor | |||||||
| 22935 Ventura Blvd | Woodland Hills | CA | 91302 | 954722980 | 501(c)(3) | $28,875 | Event Support\Annual Fundraiser |
| South Bay Family Healthcare Center | |||||||
| 23430 Hawthorne Blvd | Torrance | CA | 90505 | 237049937 | 501(c)(3) | $20,000 | General Operating Support |
| South Central Family Health Center | |||||||
| 1111 E Vernon Ave | Los Angeles | CA | 90011 | 953877793 | 501(c)(3) | $10,000 | Project Support |
| South Central Prevention Coalition | |||||||
| 3701 Stocker St | Los Angeles | CA | 90008 | 954761546 | 501(c)(3) | $10,000 | Project Support |
| South County Community Health Center Inc | |||||||
| 1885 Bay Rd | East Palo Alto | CA | 94303 | 943372130 | 501(c)(3) | $95,000 | Capital Fund Support |
| South Hayward Parish | |||||||
| 27287 Patrick Ave | Hayward | CA | 94544 | 942250549 | 501(c)(3) | $25,000 | Project Support |
| South West Community Health Center | |||||||
| 7754 SW Capitol Hwy | Portland | OR | 97219 | 743050497 | 501(c)(3) | $24,500 | Project Support |
| Southern CA Assn of Non-profit Housing Inc | |||||||
| 501 Shatto Pl | Los Angeles | CA | 90020 | 954019655 | 501(c)(3) | $7,500 | Conference Support |
| Southern CA Ctr for Nonprofit Management | |||||||
| 1000 N Alameda St | Los Angeles | CA | 90012 | 953357253 | 501(c)(3) | $10,000 | Conference Support |
| Southern California Grantmakers | |||||||
| 1000 N Alameda St | Los Angeles | CA | 90012 | 952831058 | 501(c)(3) | $9,550 | Conference Support |
| Southwest Community Church of Palm Desert | |||||||
| 44175 Washington St | Indian Wells | CA | 92210 | 952816362 | 501(c)(3) | $7,000 | Board Matching Gift |
| Sow A Seed Community Foundation | |||||||
| 35 East 10th Street D1 | Tracy | CA | 95377 | 113821058 | 501(c)(3) | $60,000 | Project Support |
| Spanish peaking Unity Council-Alameda Cty | |||||||
| 1900 Fruitvale Ave 2A | Oakland | CA | 94601 | 941670490 | 501(c)(3) | $90,000 | Project Support |
| Special Olympics Northern California Inc | |||||||
| 3480 Buskirk Ave | Pleasant Hill | CA | 94523 | 680363121 | 501(c)(3) | $50,000 | Event Support\Health Fair |
| Special Olympics Southern California | |||||||
| 1600 Forbes Way | Long Beach | CA | 90810 | 954538450 | 501(c)(3) | $25,000 | Project Support |
| Special Service for Groups Inc | |||||||
| 905 E 8th St | Los Angeles | CA | 90021 | 951716914 | 501(c)(3) | $84,000 | Project Support |
| SPOON Foundation | |||||||
| 135 SE Main Ste 201 | Portland | OR | 97214 | 260712302 | 501(c)(3) | $15,000 | Project Support |
| St Francis Center of Redwood City | |||||||
| 151 Buckingham Ave | Redwood City | CA | 94063 | 943052056 | 501(c)(3) | $15,000 | General Operating Support |
| St Joseph Center | |||||||
| 204 Hampton Drive | Venice | CA | 90291 | 953874381 | 501(c)(3) | $8,300 | Event Support\Annual Fundraiser |
| St Anthony Foundation | |||||||
| 150 Golden Gate Ave | San Francisco | CA | 94102 | 941513140 | 501(c)(3) | $60,000 | Project Support |
| St Barnabas Senior Center of Los Angeles | |||||||
| 675 S Carondelet St | Los Angeles | CA | 90057 | 951641435 | 501(c)(3) | $30,000 | Project Support |
| St Jeanne de Lestonnac Free Clinic | |||||||
| 1215 E Chapman Avenue | Orange | CA | 92866 | 953499011 | 501(c)(3) | $85,000 | Event Support\Annual Fundraiser |
| St John's Program for Real Change | |||||||
| 2443 Fair Oaks Blvd | Sacramento | CA | 95825 | 680132934 | 501(c)(3) | $36,300 | Other |
| St Johns Well Child and Family Ctr Inc | |||||||
| 808 W 58th Street | Los Angeles | CA | 90037 | 954067758 | 501(c)(3) | $50,000 | Project Support |
| St Joseph's Medical Center of Stockton | |||||||
| 1800 North California St | Stockton | CA | 95204 | 510432777 | 501(c)(3) | $9,192,158 | Research / Project Support |
| St Mary's Dining Room | |||||||
| 545 W Sonora Street | Stockton | CA | 95203 | 942687280 | 501(c)(3) | $50,000 | Project Support |
| St Vincent de Paul of Contra Costa County | |||||||
| 2210 Gladstone Drive | Pittsburg | CA | 94565 | 941448577 | 501(c)(3) | $42,500 | Project Support |
| St Vincent de Paul Society | |||||||
| 503 Giuseppe Court 8 | Roseville | CA | 95678 | 680205405 | 501(c)(3) | $30,920 | Event Support\Dinner |
| St Vincent de Paul Village Inc | |||||||
| 3350 E Street | San Diego | CA | 92102 | 330492302 | 501(c)(3) | $35,000 | Project Support |
| Stand Up Placer | |||||||
| 11115 B Avenue | Auburn | CA | 95603 | 942578871 | 501(c)(3) | $27,050 | Event Support\Annual Fundraiser |
| Stand for Families Free of Violence | |||||||
| 1410 Danzig Plaza | Concord | CA | 94520 | 942476576 | 501(c)(3) | $105,150 | Event Support\Annual Fundraiser |
| Stanford Uni Board of Trustees of the Leland | |||||||
| 326 Galvez St | Stanford | CA | 94305 | 941156365 | 501(c)(3) | $235,724 | Board Matching Gift |
| Stanislaus County Health Services Agency | |||||||
| 251 E Hackett Road | Modesto | CA | 95358 | 946000540 | Government or P | $50,000 | Project Support |
| Stanislaus County Police Activities League | |||||||
| 1325 Beverly Drive | Modesto | CA | 95351 | 770333848 | 501(c)(3) | $85,000 | Project Support |
| Stanislaus Multi-Cultural Comm Health | |||||||
| 601 S MLK Drive | Modesto | CA | 95351 | 311751288 | 501(c)(3) | $180,000 | Project Support |
| StarVista | |||||||
| 610 Elm St 212 | San Carlos | CA | 94070 | 943094966 | 501(c)(3) | $90,648 | Event Support\Annual Fundraiser |
| State Center Community College Foundation | |||||||
| 390 W Fir Ave 300 | Clovis | CA | 93611 | 770190269 | 501(c)(3) | $30,000 | Project Support |
| Stiles Hall | |||||||
| 2400 Bancroft Way | Berkeley | CA | 94704 | 941156636 | 501(c)(3) | $105,000 | Project Support |
| Store to Door | |||||||
| 7730 SW 31st Ave | Portland | OR | 97219 | 943105555 | 501(c)(3) | $15,001 | Project Support |
| Streams in the Desert Foundation Inc | |||||||
| 16020 Apple V Rd | Apple Valley | CA | 92307 | 841179212 | 501(c)(3) | $10,000 | General Operating Support |
| Strong Food LA Kitchen | |||||||
| 230 West Avenue 26 | Los Angeles | CA | 90031 | 461639779 | 501(c)(3) | $10,000 | Project Support |
| Student Health Svcs Support Fund | |||||||
| 333 S Beaudry Ave | Los Angeles | CA | 90017 | 954262448 | 501(c)(3) | $256,600 | Event Support\Annual Fundraiser |
| Sunnyvale Community Services | |||||||
| 725 Kifer Rd | Sunnyvale | CA | 94086 | 941713897 | 501(c)(3) | $40,000 | Project Support |
| Susan G Komen Foundation Inc | |||||||
| 1500 SW 1st Ave | Portland | OR | 97201 | 931068897 | 501(c)(3) | $50,000 | Project Support |
| Susan G Komen Breast Cancer Foundation | |||||||
| 2817 McGaw Ave | Irvine | CA | 92614 | 330487943 | 501(c)(3) | $20,000 | Project Support |
| Sustainable Agriculture Education | |||||||
| 2150 Allston Way 320 | Berkeley | CA | 94704 | 912161389 | 501(c)(3) | $50,000 | Project Support |
| Sustainable Economic Enterprises Of LA | |||||||
| 6255 W Sunset Blvd | Los Angeles | CA | 90028 | 954597000 | 501(c)(3) | $45,000 | General Operating Support |
| SUTTER WEST BAY HOSPITALS | |||||||
| 2333 BUCHANAN ST | SAN FRANCISCO | CA | 94115 | 940562680 | 501(c)(3) | $44,765 | Research / Project Support |
| Swords to Plowshares Veterans Rights Org | |||||||
| 1060 Howard St | San Francisco | CA | 94103 | 942260626 | 501(c)(3) | $39,350 | General Operating Support |
| Sylvan Union School District | |||||||
| 605 Sylvan Ave | Modesto | CA | 95350 | 320454900 | Government or P | $75,000 | Project Support |
| THE Clinic Inc | |||||||
| 3834 S Western Ave | Los Angeles | CA | 90062 | 237351622 | 501(c)(3) | $10,000 | Project Support |
| Take Wings Foundation | |||||||
| 762 Fulton St | San Francisco | CA | 94102 | 710877586 | 501(c)(3) | $8,500 | Event Support\Cultural Event |
| Tarzana Treatment Centers Inc | |||||||
| 18646 Oxnard Street | Tarzana | CA | 91356 | 942219349 | 501(c)(3) | $12,000 | General Operating Support |
| The 100 Mile Club Inc | |||||||
| 2191 Fifth St Ste 211 | Norco | CA | 92860 | 208425786 | 501(c)(3) | $40,000 | Project Support |
| The 4th Dimension Recovery Center | |||||||
| 3807 NE MLK JR Blvd | Portland | OR | 97212 | 462702985 | 501(c)(3) | $20,000 | Project Support |
| The Abundant Table | |||||||
| 1012 W Ventura Blvd | Camarillo | CA | 93010 | 262243787 | 501(c)(3) | $8,332 | Project Support |
| The Alameda County Community Food Bank | |||||||
| 7900 Edgewater Drive | Oakland | CA | 94621 | 942960297 | 501(c)(3) | $160,000 | Project Support |
| The Anti-Recidivism Coalition | |||||||
| 1320 E 7th St 260 | Los Angeles | CA | 90021 | 462140915 | 501(c)(3) | $75,000 | Other |
| The Boomerang Foundation | |||||||
| PO Box 1853 | Soquel | CA | 95073 | 270524692 | 501(c)(3) | $15,000 | Project Support |
| The Bread Project | |||||||
| 1615 University Ave | Berkeley | CA | 94703 | 943363920 | 501(c)(3) | $30,000 | Project Support |
| The CA Health Care SafetyNet Institute | |||||||
| 70 Washington St 215 | Oakland | CA | 94607 | 942970752 | 501(c)(3) | $297,692 | General Operating Support |
| The Catalyst Foundation | |||||||
| 44758 Elm Ave Suite I | Lancaster | CA | 93534 | 770357456 | 501(c)(3) | $12,000 | Project Support |
| The Center at Blessed Sacrament | |||||||
| 6636 Selma Ave | Los Angeles | CA | 90028 | 203022534 | 501(c)(3) | $30,000 | Project Support |
| The Center for Popular Research Edu&Policy | |||||||
| 4799 Shattuck Ave | Oakland | CA | 94609 | 412099500 | 501(c)(3) | $20,000 | Project Support |
| The Children's Book Bank | |||||||
| 2680 SW Ravensview Dr | Portland | OR | 97201 | 261600475 | 501(c)(3) | $15,000 | Project Support |
| The Children's Clinic | |||||||
| 701 E 28th St Ste 200 | Long Beach | CA | 90806 | 951643332 | 501(c)(3) | $10,000 | Project Support |
| The Children's Ctr of the Antelope Valley | |||||||
| 45111 Fern Avenue | Lancaster | CA | 93534 | 954212759 | 501(c)(3) | $20,000 | Project Support |
| The Children's Partnership | |||||||
| 811 Wilshire Blvd | Los Angeles | CA | 90017 | 464106389 | 501(c)(3) | $150,000 | General Operating Support |
| The Davis Street Community Center Inc | |||||||
| 3081 Teagarden St | San Leandro | CA | 94577 | 943121699 | 501(c)(3) | $11,000 | Event Support\Annual Fundraiser;Other |
| The Fit Kids Foundation Inc | |||||||
| 2682 Middlefield Rd | Redwood City | CA | 94063 | 274987709 | 501(c)(3) | $28,000 | General Operating Support |
| The Fresno Police Activities League | |||||||
| 5132 N Palm PMB 380 | Fresno | CA | 93704 | 770319341 | 501(c)(3) | $40,000 | Project Support |
| The Gathering Inn | |||||||
| 201 Berkeley Avenue | Roseville | CA | 95678 | 841657746 | 501(c)(3) | $209,500 | Project Support |
| THE GREENHOUSE | |||||||
| 2201 Northview Dr200 | Sacramento | CA | 95833 | 300116551 | 501(c)(3) | $15,000 | Other |
| The HEAL Project | |||||||
| 498 Kelly Ave | Half Moon Bay | CA | 94019 | 270192940 | 501(c)(3) | $20,000 | General Operating Support |
| The Health Communication Research Inst | |||||||
| 5025 J St Ste 311 | Sacramento | CA | 95819 | 680195121 | 501(c)(3) | $50,000 | Other |
| The Health Trust | |||||||
| 3180 Newberry Dr 200 | San Jose | CA | 95118 | 946050231 | 501(c)(3) | $50,000 | Project Support |
| The Learning Centers at Fairplex | |||||||
| 1101 West McKinley Avenue | Pomona | CA | 91768 | 954686764 | 501(c)(3) | $15,000 | Project Support |
| The LGBT Sanctuary Palm Springs Inc | |||||||
| 1301 Palm C Blvd | Palm Springs | CA | 92262 | 462867323 | 501(c)(3) | $10,000 | Project Support |
| The Mindful Project | |||||||
| 124 Washington Ave B | Richmond | CA | 94801 | 475066819 | 501(c)(3) | $95,000 | Project Support |
| The Mission Continues | |||||||
| 1141 S Seventh St | St Louis | MO | 63104 | 208742553 | 501(c)(3) | $25,000 | Event Support\Cultural Event |
| The Nonprofit Association of Oregon | |||||||
| 5100 SW Macadam Ave | Portland | OR | 97239 | 930685385 | 501(c)(3) | $24,950 | Project Support |
| The Oregon Community Foundation | |||||||
| 1221 SW Yamhill St | Portland | OR | 97205 | 237315673 | 501(c)(3) | $300,000 | Project Support |
| The R W and V of Church of Our Saviour | |||||||
| 4368 Santa Anita Avenue | El Monte | CA | 91731 | 951765149 | 501(c)(3) | $10,000 | Project Support |
| The Regents of UCLA | |||||||
| 10889 Wilshire Blvd | Los Angeles | CA | 90095 | 956006143 | 501(c)(3) | $675,000 | Project Support |
| The Robby Poblete Foundation | |||||||
| 420 Virginia St 1C | Vallejo | CA | 94590 | 820740692 | 501(c)(3) | $20,000 | Project Support |
| The Salvation Army | |||||||
| 2626 Pacific Street | Highland | CA | 92346 | 941156347 | 501(c)(3) | $109,200 | Project Support |
| The Sheriffs Community Impact Program | |||||||
| 2350 Northrop Avenue | Sacramento | CA | 95825 | 273457087 | 501(c)(3) | $24,000 | Other |
| The Translatin Coalition | |||||||
| 3055 Wilshire Blvd | Los Angeles | CA | 90010 | 273801872 | 501(c)(3) | $30,730 | Other |
| The Trust For Public Land | |||||||
| 101 Montgomery St | San Francisco | CA | 94104 | 237222333 | 501(c)(3) | $195,000 | General Operating Support |
| The Village Family Services Inc | |||||||
| 6736 Laurel Blvd | North Hollywood | CA | 91606 | 954625826 | 501(c)(3) | $12,000 | Project Support |
| The Young Artists Conservatory of Music | |||||||
| 500 Davis St | Vacaville | CA | 95688 | 202734913 | 501(c)(3) | $24,000 | Project Support |
| Thessalonika Family Services | |||||||
| 38950 Mesa Road | Temecula | CA | 92592 | 953551068 | 501(c)(3) | $25,000 | Project Support |
| Think Dignity | |||||||
| 3525 30th Street | San Diego | CA | 92104 | 331146733 | 501(c)(3) | $25,000 | Project Support |
| THINK Together | |||||||
| 550 Valley Way | Milpitas | CA | 95035 | 330781751 | 501(c)(3) | $90,000 | Project Support |
| Tiba Foundation | |||||||
| 1161 Mission St | San Francisco | CA | 94103 | 201102853 | 501(c)(3) | $7,960 | Other;Event Support\Annual Fundraiser |
| Tiburcio Vasquez Health Center Inc | |||||||
| 22331 Mission Blvd | Hayward | CA | 94541 | 237118361 | 501(c)(3) | $145,000 | Project Support |
| Tides Center | |||||||
| 764 P Street Suite 012 | Fresno | CA | 93721 | 943213100 | 501(c)(3) | $252,754 | Project Support |
| Time for Change Foundation | |||||||
| 2164 Mountain Ave | San Bernardino | CA | 92405 | 522405277 | 501(c)(3) | $25,000 | Project Support |
| TLCS Inc | |||||||
| 650 Howe Ave | Sacramento | CA | 95825 | 942777955 | 501(c)(3) | $37,016 | Other |
| Tracy Interfaith Ministries | |||||||
| 311 W Grant Line Rd | Tracy | CA | 95378 | 943150638 | 501(c)(3) | $7,500 | Project Support |
| Transition Projects | |||||||
| 665 NW Hoyt St | Portland | OR | 97204 | 930591582 | 501(c)(3) | $45,000 | Project Support |
| Tri-City Health Center | |||||||
| 40910 Fremont Blvd | Fremont | CA | 94538 | 237255435 | 501(c)(3) | $60,000 | Event Support\Annual Fundraiser;Event Support\Heal |
| Trillium Family Services Foundation | |||||||
| 3415 SE Powell Blvd | Portland | OR | 97202 | 930386966 | 501(c)(3) | $60,000 | Project Support |
| Triumph Cancer Foundation | |||||||
| 947 Enterprise Drive | Sacramento | CA | 95825 | 453968833 | 501(c)(3) | $8,875 | Event Support\Annual Fundraiser |
| Tri-Valley Haven For Women | |||||||
| 3663 Pacific Ave | Livermore | CA | 94550 | 942462357 | 501(c)(3) | $10,000 | Project Support |
| Tri-Valley Non-Profit Alliance | |||||||
| 883 Almaden Ct | Livermore | CA | 94551 | 474672151 | 501(c)(3) | $25,000 | Project Support |
| TRUSTEES OF THE UNIVERSITY OF Pennsylvania | |||||||
| 3451 Walnut St | Philadelphia | PA | 19104 | 231352685 | 501(c)(3) | $145,741 | Research / Project Support |
| Tucker Maxon School | |||||||
| 2860 SE Holgate Blvd | Portland | OR | 97202 | 930391592 | 501(c)(3) | $15,000 | Project Support |
| Turning Point Foundation | |||||||
| 557 East Thompson Blvd | Ventura | CA | 93001 | 770213467 | 501(c)(3) | $20,000 | Project Support |
| Uncommon Good | |||||||
| 211 W Foothill Blvd | Claremont | CA | 91711 | 954792792 | 501(c)(3) | $10,000 | Project Support |
| Uni Muslim Medical Assn Inc | |||||||
| 711 W Florence Ave | Los Angeles | CA | 90044 | 954666712 | 501(c)(3) | $10,000 | Project Support |
| Union Station Homeless Services | |||||||
| 825 E Orange Grove Blvd | Pasadena | CA | 91104 | 953958741 | 501(c)(3) | $18,000 | Event Support\Annual Fundraiser |
| United Cambodian Community | |||||||
| 2201 E Anaheim St | Long Beach | CA | 90804 | 953442295 | 501(c)(3) | $7,500 | Project Support |
| United Jewish Appeal Fed of Ventura Cty | |||||||
| 7620 Foothill Rd | Ventura | CA | 93004 | 953848761 | 501(c)(3) | $75,000 | Responsive |
| United Negro College Fund Inc | |||||||
| 229 Peachtree St | Atlanta | GA | 30303 | 131624241 | 501(c)(3) | $36,500 | Annual Fundraiser |
| United Samaritans Foundation | |||||||
| 220 S Broadway | Turlock | CA | 95380 | 770393321 | 501(c)(3) | $35,000 | Project Support |
| United States Veterans Initiative | |||||||
| 800 West Sixth St | Los Angeles | CA | 90017 | 954382752 | 501(c)(3) | $59,000 | Project Support |
| United Way Inc | |||||||
| 1150 S Olive St | Los Angeles | CA | 90015 | 952274801 | 501(c)(3) | $500,000 | Responsive |
| United Way of Cowlitz County | |||||||
| 1338 Commerce Ave | Longview | WA | 98632 | 910609306 | 501(c)(3) | $15,000 | Project Support |
| United Way of Fresno County | |||||||
| 4949 E Kings Canyon Rd | Fresno | CA | 93727 | 941156514 | 501(c)(3) | $50,000 | Project Support |
| United Way of Kern County Inc | |||||||
| 5405 Stockdale Hghwy | Bakersfield | CA | 93309 | 952274560 | 501(c)(3) | $30,000 | Project Support |
| United Way of Santa Cruz County | |||||||
| 4450 Capitola Rd 106 | Capitola | CA | 95010 | 941422471 | 501(c)(3) | $70,000 | Project Support |
| United Way of the Bay Area | |||||||
| 550 Kearny St1000 | San Francisco | CA | 94108 | 941312348 | 501(c)(3) | $170,000 | Project Support |
| United Way of the Stanislaus Area | |||||||
| 422 McHenry Ave | Modesto | CA | 95354 | 941212129 | 501(c)(3) | $240,000 | Project Support |
| Univ of Colorado Denver Acc 2-0-27117 | |||||||
| 12850 E MONTVIEW BLVD C | AURORA | CO | 80045 | 846040298 | 501(c)(3) | $6,627 | Research / Project Support |
| UNIVERSITY OF ALABAMA | |||||||
| 1720 2nd Avenue | Birmingham | AL | 35294 | 636001138 | Government or P | $151,237 | Research / Project Support |
| University of California San Francisco | |||||||
| 1855 Folsom St548 | San Francisco | CA | 94143 | 946036493 | 501(c)(3) | $284,532 | Event Support\Workforce/Knowledge Dissemination |
| UNIVERSITY OF CHICAGO | |||||||
| 6030 S Ellis | Chicago | IL | 60637 | 362177139 | Government or P | $68,663 | Research / Project Support |
| UNIVERSITY OF FLORIDA HEALTH | |||||||
| PO BOX 113201 | GAINESVILLE | FL | 32611 | 596002052 | Government or P | $197,204 | Research / Project Support |
| University of Hawaii | |||||||
| 2440 Campus Road | Honolulu | HI | 96822 | 996000354 | Govt or Public | $43,782 | Research Subcontract |
| UNIVERSITY OF MARYLAND | |||||||
| 3101 Chesapeake Bldg | College Park | ME | 20742 | 311678679 | 501(c)(3) | $21,938 | Research / Project Support |
| UNIVERSITY OF MASSACHUSETTS WORCESTER | |||||||
| 55 Lake Ave North | Worcester | MA | 01655 | 046013152 | Government or P | $64,106 | Research / Project Support |
| UNIVERSITY OF NORTH CAROLINA | |||||||
| 104 Airport Drive | Chapel Hill | NC | 27599 | 566001393 | Government or P | $141,437 | Research / Project Support |
| UNIVERSITY OF PITTSBURGH | |||||||
| 123 University Place | Pittsburgh | PA | 15213 | 250965591 | Government or P | $81,125 | Research / Project Support |
| UNIVERSITY OF SOUTH FLORIDA | |||||||
| 3802 SPECTRUM BLVD STE 100 | TAMPA | FL | 33612 | 592959590 | 501(c)(3) | $79,829 | Research / Project Support |
| UNIVERSITY OF SOUTHERN CALIFORNIA | |||||||
| 2250Alcazar St CSC219 | Los Angeles | CA | 90033 | 951642394 | 501(c)(3) | $17,344 | Research / Project Support |
| UNIVERSITY OF TENNESSEE | |||||||
| 910 Madison Ave | Memphis | TN | 38163 | 621844686 | Government or P | $19,290 | Research / Project Support |
| University of the Pacific | |||||||
| 3601 Pacific Ave | Stockton | CA | 95211 | 941156266 | 501(c)(3) | $74,999 | Project Support |
| UNIVERSITY OF WASHINGTON | |||||||
| 4333 Brooklyn Ave NE | Seattle | WA | 98195 | 916001537 | Government or P | $1,079,554 | Research / Project Support |
| Unusual Suspects Theatre Co | |||||||
| 3719 Verdugo Road | Los Angeles | CA | 90065 | 954661312 | 501(c)(3) | $24,500 | Project Support |
| UpValley Family Centers of Napa Valley | |||||||
| 1440 Spring St | St Helena | CA | 94574 | 800023012 | 501(c)(3) | $35,000 | Project Support |
| Urban Community Action Projects | |||||||
| 2880 Hulen Place | Riverside | CA | 92507 | 043656147 | 501(c)(3) | $25,000 | Project Support |
| Urban Compass | |||||||
| 11100 S Central Ave | Los Angeles | CA | 90059 | 202438382 | 501(c)(3) | $50,000 | Project Support |
| URBAN DESIGN 4 HEALTH INC | |||||||
| 353 Rockingham St | Rochester | NY | 14620 | 113756463 | 501(c)(3) | $178,158 | Research / Project Support |
| Urban Ed Academy Inc | |||||||
| 1485 Bayshore Blvd | San Francisco | CA | 94124 | 461329910 | 501(c)(3) | $15,000 | General Operating Support |
| Urban Habitat Program | |||||||
| 2000 Franklin St | Oakland | CA | 94612 | 200275424 | 501(c)(3) | $97,200 | Project Support |
| Urban League of Portland | |||||||
| 10 N Russell St | Portland | OR | 97227 | 930395590 | 501(c)(3) | $90,000 | Project Support |
| Vacaville Neighborhood Boys & Girls Club | |||||||
| 100 Holly Ln | Vacaville | CA | 95688 | 134223488 | 501(c)(3) | $25,000 | Project Support |
| Valley Care Community Consortium Inc | |||||||
| 7515 Van Nuys Blvd | Van Nuys | CA | 91405 | 205569606 | 501(c)(3) | $18,875 | Project Support |
| Valley Community Healthcare | |||||||
| 6801 Coldwater Av | North Hollywood | CA | 91605 | 237050082 | 501(c)(3) | $26,400 | Project Support |
| Valley Economic Development Center Inc | |||||||
| 5121 Van Nuys Blvd | Sherman Oaks | CA | 91403 | 953139419 | 501(c)(3) | $10,000 | Project Support |
| Valley Health Team Inc | |||||||
| 21890 Colorado Avenue | San Joaquin | CA | 93660 | 942217261 | 501(c)(3) | $324,928 | Project Support |
| Valley Spectrum Support Services | |||||||
| 1901 Harrison St 1100 | Oakland | CA | 94612 | 900905512 | 501(c)(3) | $95,000 | Project Support |
| Valley Village | |||||||
| 20830 Sherman Way | Winnetka | CA | 91306 | 237314159 | 501(c)(3) | $15,000 | Project Support |
| VCCool | |||||||
| 490 N Ventura Ave | Ventura | CA | 93001 | 262180702 | 501(c)(3) | $8,155 | Project Support |
| Venice Family Clinic | |||||||
| 604 Rose Ave | Venice | CA | 90291 | 952769432 | 501(c)(3) | $8,750 | Event Support\Annual Fundraiser |
| Ventura County Community Foundation | |||||||
| 4001 Mission Oaks Blvd | Camarillo | CA | 93012 | 770165029 | 501(c)(3) | $150,000 | Responsive |
| Victor Valley College Dist Fdn Inc | |||||||
| 18422 Bear Valley Rd | Victorville | CA | 92395 | 510141667 | 501(c)(3) | $10,000 | Project Support |
| Vision Y Compromiso | |||||||
| 2536 Edwards Ave | El Cerrito | CA | 94530 | 320071651 | 501(c)(3) | $143,000 | Conference Support |
| Vista Community Clinic | |||||||
| 1000 Vale Terrace Drive | Vista | CA | 92084 | 952815615 | 501(c)(3) | $25,000 | Project Support |
| Vista Hill Foundation | |||||||
| 8910 Clairemont M Blvd | San Diego | CA | 92123 | 951944230 | 501(c)(3) | $25,000 | Project Support |
| VITALANT | |||||||
| 270 Masonic Ave | San Francisco | CA | 94118 | 860098929 | 501(c)(3) | $50,878 | Research / Project Support |
| Volunteer Center of Sonoma County Inc | |||||||
| 153 Stony Circle100 | Santa Rosa | CA | 95401 | 941751375 | 501(c)(3) | $50,000 | Project Support |
| Volunteer Centers of Santa Cruz County | |||||||
| 1740 17th Avenue | Santa Cruz | CA | 95062 | 941702678 | 501(c)(3) | $7,000 | Project Support |
| Volunteers In Medicine Clinic | |||||||
| 2260 Marcola Rd | Springfield | OR | 97477 | 931276816 | 501(c)(3) | $23,000 | Project Support |
| WAKE FOREST UNIVERSITY HEALTH SCIENCES | |||||||
| Medical Center Blvd | WINSTONSALEM | NC | 27157 | 223849199 | 501(c)(3) | $8,592 | Research / Project Support |
| Walnut Avenue Family & Women's Center | |||||||
| 303 Walnut Avenue | Santa Cruz | CA | 95060 | 941186197 | 501(c)(3) | $25,000 | Project Support |
| Warming Center Program | |||||||
| 317 Centennial St | Santa Cruz | CA | 95060 | 822706806 | 501(c)(3) | $20,000 | Responsive |
| Washington State University | |||||||
| 240 French Admin Bldg | Pullman | WA | 99164 | 916001108 | Govt or Public | $232,424 | Project Support |
| Washington State University Foundation | |||||||
| PO Box 641927 | Pullman | WA | 99164 | 911075542 | 501(c)(3) | $7,500 | Board Matching Gift |
| WEAVE Incorporated | |||||||
| 1900 K St | Sacramento | CA | 95811 | 942493158 | 501(c)(3) | $105,250 | Other |
| Weigh of Life | |||||||
| 968 23rd St | Richmond | CA | 94804 | 203752206 | 501(c)(3) | $10,000 | Other |
| Well of Healing Mobile Medical Clinic | |||||||
| 7625 East Ave | Fontana | CA | 92336 | 330831503 | 501(c)(3) | $20,000 | Project Support |
| Wellness & Prevention Foundation | |||||||
| 300 Corte Mira Vista | San Clemente | CA | 92673 | 472443093 | 501(c)(3) | $25,000 | Project Support |
| Wellness Together | |||||||
| 3101 I St Ste 202 | Sacramento | CA | 95816 | 811653329 | 501(c)(3) | $6,877 | Conference Support |
| WellSpace Health | |||||||
| 777 12th St 250 | Sacramento | CA | 95814 | 941713704 | 501(c)(3) | $495,884 | Project Support |
| Wender Weis Foundation for Children | |||||||
| 555 Bryant St 300 | Palo Alto | CA | 94301 | 770381972 | 501(c)(3) | $9,300 | Event Support\Cultural Event |
| West County Community Services | |||||||
| 16390 Main St | Guerneville | CA | 95446 | 942277740 | 501(c)(3) | $88,000 | Responsive |
| West Covina Unified School District | |||||||
| 1717 W Merced Avenue | West Covina | CA | 91790 | 956003481 | Govt or Public | $11,415 | Project Support |
| West End YMCA | |||||||
| 1150 East Foothill Blvd | Upland | CA | 91786 | 951727678 | 501(c)(3) | $10,000 | Project Support |
| West Oakland Health Council Inc | |||||||
| 700 Adeline | Oakland | CA | 94607 | 941667294 | 501(c)(3) | $1,510,000 | Project Support |
| Western Center on Law and Poverty | |||||||
| 3701 Wilshire Blvd | Los Angeles | CA | 90010 | 952897721 | 501(c)(3) | $8,680 | Event Support\Annual Fundraiser |
| WESTERN UNIVERSITY | |||||||
| 309 E 2ND ST | Pomona | CA | 91766 | 953127273 | 501(c)(3) | $97,403 | Research / Project Support |
| Westminster Free Clinic | |||||||
| 5560 Napoleon Ave | Oak Park | CA | 91377 | 770563241 | 501(c)(3) | $20,000 | Project Support |
| Westside Family Health Center | |||||||
| 1711 Ocean Park Blvd | Santa Monica | CA | 90405 | 952931931 | 501(c)(3) | $10,000 | Project Support |
| White Pony Express | |||||||
| 3380 Vincent Rd | Pleasant Hill | CA | 94523 | 465220565 | 501(c)(3) | $10,000 | Project Support |
| White Rose Educational Fund | |||||||
| PO Box 4647 | Portland | OR | 97208 | 936031782 | 501(c)(3) | $7,500 | Project Support |
| Willamette Family Inc | |||||||
| 687 Cheshire Ave | Eugene | OR | 97402 | 930569684 | 501(c)(3) | $92,857 | Project Support |
| Wilmington Community Clinic | |||||||
| 1009 N Avalon Blvd | Wilmington | CA | 90744 | 953137803 | 501(c)(3) | $11,400 | Project Support |
| WIND Youth Services | |||||||
| 815 S St | Sacramento | CA | 95811 | 237348227 | 501(c)(3) | $32,100 | Other |
| Wise & Healthy Aging | |||||||
| 1527 4th St 2nd Fl | Santa Monica | CA | 90401 | 952788014 | 501(c)(3) | $47,300 | Event Support\Annual Fundraiser |
| Women Against Gun Violence | |||||||
| 10401 Venice Blvd | Los Angeles | CA | 90034 | 954738754 | 501(c)(3) | $9,350 | Event Support\Annual Fundraiser |
| Women Crowned In Glory Corporation | |||||||
| 7120 Hayvenhurst Ave | Van Nuys | CA | 91406 | 954808038 | 501(c)(3) | $8,155 | Project Support |
| Women Helping Women | |||||||
| 2803 McGaw Avenue | Irvine | CA | 92614 | 330576900 | 501(c)(3) | $40,000 | Project Support |
| Women's Economic Ventures | |||||||
| 333 S Salinas St | Santa Barbara | CA | 93103 | 953674624 | 501(c)(3) | $75,000 | Responsive |
| Women's Empowerment | |||||||
| 1590 North A St | Sacramento | CA | 95811 | 030520643 | 501(c)(3) | $15,000 | Other |
| Working Wardrobes for a New Start | |||||||
| 1851 Kettering St | Irvine | CA | 92614 | 330669145 | 501(c)(3) | $40,000 | Project Support |
| Worksite Wellness LA | |||||||
| 5955 S Western Ave | Los Angeles | CA | 90047 | 550802354 | 501(c)(3) | $24,500 | Project Support |
| WorldWideWomen Foundation | |||||||
| 100 Tiburon Blvd220 | Mill Vallley | CA | 94941 | 352534984 | 501(c)(3) | $45,000 | Other;Conference Support |
| YALE UNIVERSITY | |||||||
| 150 Munson Street | New Haven | CT | 06520 | 060646973 | 501(c)(3) | $97,787 | Research / Project Support |
| Year Up Inc | |||||||
| 80 Sutter St | San Francisco | CA | 94104 | 043534407 | 501(c)(3) | $24,750 | Other |
| Yes Nature to Neighborhoods | |||||||
| 3029 Macdonald Ave | Richmond | CA | 94804 | 030458294 | 501(c)(3) | $20,000 | Project Support |
| YMCA of Greater Long Beach | |||||||
| 5835 E Carson | Lakewood | CA | 90713 | 951643396 | 501(c)(3) | $15,000 | Conference Support |
| YMCA of Metropolitan LA | |||||||
| 625 New Hampshire Ave | Los Angeles | CA | 90005 | 951644052 | 501(c)(3) | $63,000 | Event Support\Cultural Event |
| YMCA Of San Francisco | |||||||
| 1601 Ln St | San Francisco | CA | 94124 | 940997140 | 501(c)(3) | $20,180 | Other;Event Support\Annual Fundraiser |
| YMCA of Silicon Valley | |||||||
| 80 Saratoga Avenue | Santa Clara | CA | 95051 | 941156318 | 501(c)(3) | $50,000 | Project Support |
| Yolo County Childrens Alliance | |||||||
| 600 A St Y | Davis | CA | 95616 | 680526185 | 501(c)(3) | $120,500 | Project Support |
| Yolo Healthy Aging Alliance | |||||||
| 600 A St C | Davis | CA | 95616 | 461075195 | 501(c)(3) | $10,000 | Other |
| Young & Healthy | |||||||
| 136 West Peoria Street | Pasadena | CA | 91103 | 954527969 | 501(c)(3) | $5,500 | Event Support\Annual Fundraiser |
| Youth ALIVE | |||||||
| 3300 Elm St | Oakland | CA | 94609 | 943143254 | 501(c)(3) | $47,500 | Event Support\Cultural Event |
| Youth For Christ USA Inc | |||||||
| 1102 North School Street | Stockton | CA | 95205 | 941708137 | 501(c)(3) | $40,000 | Project Support |
| Youth Law Center | |||||||
| 832 Folsom St 700 | San Francisco | CA | 94107 | 941715280 | 501(c)(3) | $85,000 | Project Support |
| Youth Leadership Institute | |||||||
| 1363 Lincoln Ave 1 | San Rafael | CA | 94901 | 680184712 | 501(c)(3) | $30,000 | Project Support |
| Youth Policy Institute Inc | |||||||
| 6464 Sunset Blvd | Los Angeles | CA | 90028 | 521278339 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| Youth Radio | |||||||
| 1701 BRdway | Oakland | CA | 94612 | 943180825 | 501(c)(3) | $90,000 | Project Support |
| Youth Speaks Inc | |||||||
| 1663 Mission St604 | San Francisco | CA | 94103 | 912134499 | 501(c)(3) | $20,000 | Event Support\Health Fair |
| Youth Uprising | |||||||
| 8711 MacArthur Blvd | Oakland | CA | 94605 | 203321544 | 501(c)(3) | $150,000 | Project Support |
| YWCA Clark County | |||||||
| 3609 MAIN ST | Vancouver | WA | 98663 | 910569882 | 501(c)(3) | $9,250 | Project Support |
| ZERO BREAST CANCER | |||||||
| 30 N San Pedro Rd | San Rafael | CA | 94903 | 680386016 | 501(c)(3) | $36,845 | Research / Project Support |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1171 | Total501c3OrgCnt |
| Total Other Org | 4 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Scholarships | GrantTypeTxt |
| Recipient | 588 | RecipientCnt |
| Cash Grant | $1,094,100 | 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 | false | 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 (82 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 | ||||||||||||||
| EVP, Group President | $0 | $1,224,496 | $0 | $3,466,327 | $0 | $4,391,419 | $0 | $1,114,562 | $0 | $29,740 | $0 | $10,226,544 | $0 | $4,383,200 |
| Ramon F Baez | ||||||||||||||
| Director | $0 | $208,500 | $0 | $0 | $0 | $13,681 | $0 | $13,477 | $0 | $0 | $0 | $235,658 | $0 | $0 |
| David Barger | ||||||||||||||
| Director | $0 | $198,500 | $0 | $0 | $0 | $0 | $0 | $16,825 | $0 | $0 | $0 | $215,325 | $0 | $0 |
| Mary Ann Barnes | ||||||||||||||
| Regional President Hawaii | $0 | $0 | $0 | $308,588 | $0 | $8,811 | $0 | $0 | $0 | $0 | $0 | $317,399 | $0 | $0 |
| Anthony Barrueta | ||||||||||||||
| SVP, Government Relations | $0 | $466,975 | $0 | $816,008 | $0 | $41,259 | $0 | $195,741 | $0 | $22,918 | $0 | $1,542,901 | $0 | $0 |
| Raymond Baxter | ||||||||||||||
| SVP, CB Research & Hlth Policy | $0 | $0 | $0 | $263,245 | $0 | $12,283 | $0 | $127,536 | $0 | $0 | $0 | $403,064 | $0 | $0 |
| Kristin Bear | ||||||||||||||
| Assistant Secretary | $0 | $224,025 | $0 | $83,765 | $0 | $11,667 | $0 | $5,055 | $0 | $19,370 | $0 | $343,882 | $0 | $0 |
| Kathryn Helen Beiser | ||||||||||||||
| SVP Chf Communications Officer | $0 | $417,895 | $0 | $50,000 | $0 | $207,254 | $0 | $369,422 | $0 | $28,115 | $0 | $1,072,686 | $0 | $0 |
| Vanessa Benavides | ||||||||||||||
| SVP,Chf Compliance & Priv. Off | $0 | $421,624 | $0 | $370,023 | $0 | $48,416 | $0 | $183,971 | $0 | $19,954 | $0 | $1,043,988 | $0 | $0 |
| Regina M Benjamin MD MBA | ||||||||||||||
| Director | $0 | $207,500 | $0 | $0 | $0 | $9,234 | $0 | $15,542 | $0 | $0 | $0 | $232,276 | $0 | $0 |
| Chuck Bevilacqua | ||||||||||||||
| SVP Health Plan Svc & Admin | $0 | $715,238 | $0 | $766,170 | $0 | $24,773 | $0 | $207,104 | $0 | $25,430 | $0 | $1,738,715 | $0 | $0 |
| Chandrika Bhalla | ||||||||||||||
| SVP, CFO - NCAL | $0 | $493,657 | $0 | $371,553 | $0 | $119,748 | $0 | $98,224 | $0 | $28,018 | $0 | $1,111,200 | $0 | $81,503 |
| Maryann Bodayle | ||||||||||||||
| Assistant Secretary | $0 | $156,315 | $0 | $17,468 | $0 | $2,229 | $0 | $7,903 | $0 | $9,726 | $0 | $193,641 | $0 | $0 |
| Christopher Boyd | ||||||||||||||
| SVP & Area Mgr - Santa Clara | $0 | $410,577 | $0 | $188,552 | $0 | $104,662 | $0 | $109,074 | $0 | $24,566 | $0 | $837,431 | $0 | $62,675 |
| Lisa L Caplan | ||||||||||||||
| SVP, Care Delivery Tech Svcs | $0 | $406,761 | $0 | $459,242 | $0 | $42,250 | $0 | $94,358 | $0 | $12,515 | $0 | $1,015,126 | $0 | $0 |
| William Caswell | ||||||||||||||
| Interim Regional President -HI | $0 | $562,199 | $0 | $455,711 | $0 | $196,231 | $0 | $17,540 | $0 | $23,470 | $0 | $1,255,151 | $0 | $0 |
| Bechara Choucair | ||||||||||||||
| SVP, Chief Cmty Health Officer | $0 | $488,611 | $0 | $447,310 | $0 | $50,083 | $0 | $195,449 | $0 | $22,241 | $0 | $1,203,694 | $0 | $11,111 |
| Greg Christian | ||||||||||||||
| SVP, Area Mgr - San Bernadino | $0 | $425,406 | $0 | $221,896 | $0 | $21,263 | $0 | $67,303 | $0 | $23,231 | $0 | $759,099 | $0 | $0 |
| Judith Coffey | ||||||||||||||
| SVP, Area Mgr, Marin/Sonoma | $0 | $366,151 | $0 | $210,583 | $0 | $53,080 | $0 | $55,806 | $0 | $26,312 | $0 | $711,932 | $0 | $0 |
| Jeffrey Collins | ||||||||||||||
| SVP, Area Manager - East Bay | $0 | $435,786 | $0 | $293,320 | $0 | $468,384 | $0 | $53,865 | $0 | $27,057 | $0 | $1,278,412 | $0 | $8,607 |
| Charles Columbus | ||||||||||||||
| SVP, Chief HR Officer | $0 | $631,086 | $0 | $1,173,014 | $0 | $332,549 | $0 | $321,997 | $0 | $36,511 | $0 | $2,495,157 | $0 | $219,637 |
| Diane Comer | ||||||||||||||
| SVP, Business Info Officer | $0 | $398,458 | $0 | $516,455 | $0 | $41,176 | $0 | $36,324 | $0 | $25,475 | $0 | $1,017,888 | $0 | $0 |
| Mark Costa | ||||||||||||||
| SVP, Area Mgr - Orange County | $0 | $426,323 | $0 | $250,718 | $0 | $138,288 | $0 | $36,746 | $0 | $25,337 | $0 | $877,412 | $0 | $78,555 |
| Patrick Courneya | ||||||||||||||
| EVP, Chief Medical Officer | $0 | $568,297 | $0 | $747,685 | $0 | $44,538 | $0 | $306,208 | $0 | $21,868 | $0 | $1,688,596 | $0 | $0 |
| Richard Daniels | ||||||||||||||
| EVP, CIO | $0 | $779,116 | $0 | $1,417,230 | $0 | $1,138,362 | $0 | $43,582 | $0 | $36,058 | $0 | $3,414,348 | $0 | $758,987 |
| George DiSalvo | ||||||||||||||
| SVP, CFO - SCAL | $0 | $565,822 | $0 | $645,191 | $0 | $897,443 | $0 | $81,497 | $0 | $22,006 | $0 | $2,211,959 | $0 | $700,503 |
| Jeffery E Epstein | ||||||||||||||
| Director | $0 | $218,500 | $0 | $0 | $0 | $8,395 | $0 | $11,038 | $0 | $0 | $0 | $237,933 | $0 | $0 |
| Elizabeth Finley | ||||||||||||||
| SVP, Area Manager - San Diego | $0 | $418,219 | $0 | $239,111 | $0 | $92,826 | $0 | -$29,707 | $0 | $23,071 | $0 | $743,520 | $0 | $0 |
| Deborah Friberg | ||||||||||||||
| Bus Planning & Corp Dev't Exec | $0 | $247,081 | $0 | $76,753 | $0 | $55,238 | $0 | $63,541 | $0 | $29,646 | $0 | $472,259 | $0 | $3,309 |
| Daniel Garcia | ||||||||||||||
| SVP, Chief Compliance Officer | $0 | $0 | $0 | $249,390 | $0 | $61,503 | $0 | -$67,932 | $0 | $0 | $0 | $242,961 | $0 | $52,426 |
| Sandra Golze | ||||||||||||||
| Assistant Secretary - NCAL | $0 | $0 | $0 | $141,941 | $0 | $0 | $0 | -$54,019 | $0 | $0 | $0 | $87,922 | $0 | $0 |
| Bernice Gould | ||||||||||||||
| Assistant Secretary | $0 | $196,867 | $0 | $39,296 | $0 | $2,363 | $0 | $9,977 | $0 | $10,381 | $0 | $258,884 | $0 | $0 |
| George Halvorson | ||||||||||||||
| Chairman | $0 | $0 | $0 | $0 | $0 | $27,324 | $0 | -$49,993 | $0 | $0 | $0 | -$22,669 | $0 | $18,272 |
| Thomas Hanenburg | ||||||||||||||
| SVP, COO - NCAL | $0 | $562,524 | $0 | $335,642 | $0 | $173,180 | $0 | $122,130 | $0 | $26,501 | $0 | $1,219,977 | $0 | $94,050 |
| Corwin Harper | ||||||||||||||
| SVP, Area Mgr - Central Valley | $0 | $393,252 | $0 | $207,661 | $0 | $18,421 | $0 | $84,775 | $0 | $30,219 | $0 | $734,328 | $0 | $0 |
| Patricia A Harvey | ||||||||||||||
| SVP, Qlty, Reg, & Clinical Ops | $0 | $363,020 | $0 | $284,224 | $0 | $452,143 | $0 | $84,926 | $0 | $17,581 | $0 | $1,201,894 | $0 | $0 |
| Leslie S Heisz | ||||||||||||||
| Director | $0 | $217,500 | $0 | $0 | $0 | $17,787 | $0 | $12,475 | $0 | $0 | $0 | $247,762 | $0 | $0 |
| David F Hoffmeister | ||||||||||||||
| Director | $0 | $210,000 | $0 | $0 | $0 | $12,880 | $0 | $13,054 | $0 | $0 | $0 | $235,934 | $0 | $0 |
| Kimberly Horn | ||||||||||||||
| Regional President - MAS | $0 | $650,775 | $0 | $575,667 | $0 | $486,415 | $0 | $403,996 | $0 | $33,216 | $0 | $2,150,069 | $0 | $333,565 |
| Judith A Johansen JD | ||||||||||||||
| Director | $0 | $244,800 | $0 | $0 | $0 | $15,524 | $0 | -$18,131 | $0 | $0 | $0 | $242,193 | $0 | $0 |
| Laurel Junk | ||||||||||||||
| SVP, Enterprise Shared Svcs | $0 | $521,274 | $0 | $823,587 | $0 | $208,960 | $0 | $163,523 | $0 | $17,535 | $0 | $1,734,879 | $0 | $0 |
| Kim J Kaiser | ||||||||||||||
| Director | $0 | $234,100 | $0 | $0 | $0 | $13,160 | $0 | -$11,160 | $0 | $0 | $0 | $236,100 | $0 | $0 |
| Kathryn Lancaster | ||||||||||||||
| EVP & CFO | $0 | $1,042,302 | $0 | $1,776,268 | $0 | $402,535 | $0 | $332,280 | $0 | $21,033 | $0 | $3,574,418 | $0 | $0 |
| Janet Liang | ||||||||||||||
| Regional President - NCAL | $0 | $860,060 | $0 | $837,204 | $0 | $454,446 | $0 | $293,763 | $0 | $33,196 | $0 | $2,478,669 | $0 | $338,491 |
| Roland Lyon | ||||||||||||||
| Regional President - Colorado | $0 | $511,190 | $0 | $131,138 | $0 | $51,182 | $0 | $148,954 | $0 | $29,666 | $0 | $872,130 | $0 | $0 |
| Gerald McCall | ||||||||||||||
| SVP, Operations | $0 | $542,011 | $0 | $484,508 | $0 | $106,248 | $0 | -$34,784 | $0 | $31,362 | $0 | $1,129,345 | $0 | $0 |
| Colleen McKeown | ||||||||||||||
| SVP, Area Manager Group - NCAL | $0 | $425,343 | $0 | $188,877 | $0 | $75,004 | $0 | $51,831 | $0 | $23,444 | $0 | $764,499 | $0 | $0 |
| Thomas Meier | ||||||||||||||
| SVP, Corporate Treasurer | $0 | $462,542 | $0 | $633,581 | $0 | $115,824 | $0 | $8,208 | $0 | $33,258 | $0 | $1,253,413 | $0 | $0 |
| Julie Miller-Phipps | ||||||||||||||
| Regional President - SCAL | $0 | $886,797 | $0 | $882,077 | $0 | $255,643 | $0 | -$58,044 | $0 | $22,985 | $0 | $1,989,458 | $0 | $0 |
| Susan Mullaney | ||||||||||||||
| Regional President - WA | $0 | $589,674 | $0 | $453,549 | $0 | $177,325 | $0 | $246,089 | $0 | $27,441 | $0 | $1,494,078 | $0 | $80,283 |
| Janet O'Hollaren | ||||||||||||||
| VP, COO | $0 | $422,336 | $0 | $614,398 | $0 | $38,316 | $0 | $116,324 | $0 | $27,105 | $0 | $1,218,479 | $0 | $0 |
| Donald Orndoff | ||||||||||||||
| SVP, NFS | $0 | $435,028 | $0 | $536,354 | $0 | $176,170 | $0 | $169,668 | $0 | $32,416 | $0 | $1,349,636 | $0 | $117,119 |
| Wade Overgaard | ||||||||||||||
| SVP, Health Plan Ops - CA | $0 | $710,701 | $0 | $791,077 | $0 | $167,682 | $0 | -$31,321 | $0 | $32,894 | $0 | $1,671,033 | $0 | $0 |
| Edward Y W Pei | ||||||||||||||
| Director | $0 | $219,000 | $0 | $0 | $0 | $14,531 | $0 | -$16,551 | $0 | $0 | $0 | $216,980 | $0 | $0 |
| Margaret E Porfido JD | ||||||||||||||
| Director | $0 | $258,500 | $0 | $0 | $0 | $20,262 | $0 | -$9,170 | $0 | $0 | $0 | $269,592 | $0 | $0 |
| Michael Anthony Rembis | ||||||||||||||
| CEO & Hosp Admin'tor - MHS | $0 | $510,865 | $0 | $162,300 | $0 | $474,978 | $0 | $251,054 | $0 | $26,660 | $0 | $1,425,857 | $0 | $0 |
| Frank Richardson | ||||||||||||||
| Assistant Secretary - HI | $0 | $247,384 | $0 | $41,345 | $0 | $12,398 | $0 | $32,664 | $0 | $29,545 | $0 | $363,336 | $0 | $0 |
| Christine Robisch | ||||||||||||||
| SVP, Ops, Nat'l Op Strat & Imp | $0 | $462,710 | $0 | $294,432 | $0 | $21,563 | $0 | $67,827 | $0 | $17,164 | $0 | $863,696 | $0 | $0 |
| Rochelle Roth | ||||||||||||||
| Assistant Secretary | $0 | $142,213 | $0 | $41,179 | $0 | $2,123 | $0 | -$99,618 | $0 | $15,147 | $0 | $101,044 | $0 | $0 |
| Michael Rowe | ||||||||||||||
| SVP, Chf Bus Dev & Strat Exec | $0 | $620,286 | $0 | $645,762 | $0 | $162,119 | $0 | $220,935 | $0 | $28,395 | $0 | $1,677,497 | $0 | $105,679 |
| Kathleen Marie Scheirman | ||||||||||||||
| SVP, Application Svcs Group | $0 | $424,568 | $0 | $478,263 | $0 | $112,006 | $0 | $121,666 | $0 | $24,314 | $0 | $1,160,817 | $0 | $69,220 |
| Jacqueline Sellers | ||||||||||||||
| Assistant Secretary | $0 | $199,568 | $0 | $72,157 | $0 | $28,607 | $0 | $20,496 | $0 | $14,766 | $0 | $335,594 | $0 | $0 |
| Richard Shannon MD | ||||||||||||||
| Director | $0 | $210,000 | $0 | $0 | $0 | $0 | $0 | $34,412 | $0 | $0 | $0 | $244,412 | $0 | $0 |
| James Simpson | ||||||||||||||
| Regional President - GA | $0 | $473,839 | $0 | $540,497 | $0 | $174,830 | $0 | $194,400 | $0 | $36,906 | $0 | $1,420,472 | $0 | $0 |
| Arthur Southam | ||||||||||||||
| EVP, Health Plan Operations | $0 | $1,041,658 | $0 | $1,897,457 | $0 | $431,827 | $0 | $536,245 | $0 | $36,844 | $0 | $3,944,031 | $0 | $0 |
| Michael Sutten | ||||||||||||||
| SVP, Info Technology & CTO | $0 | $419,771 | $0 | $472,448 | $0 | $169,030 | $0 | $93,434 | $0 | $30,621 | $0 | $1,185,304 | $0 | $0 |
| Paul Swenson | ||||||||||||||
| SVP, Chief Strategy Officer | $0 | $623,669 | $0 | $599,262 | $0 | $47,816 | $0 | $220,816 | $0 | $24,376 | $0 | $1,515,939 | $0 | $0 |
| Cynthia A Telles PHD | ||||||||||||||
| Director | $0 | $238,000 | $0 | $0 | $0 | $13,108 | $0 | $1,559 | $0 | $0 | $0 | $252,667 | $0 | $0 |
| Bernard Tyson | ||||||||||||||
| Chairman & CEO | $0 | $1,652,487 | $0 | $12,577,609 | $0 | $1,479,757 | $0 | $2,132,546 | $0 | $41,234 | $0 | $17,883,633 | $0 | $2,110,403 |
| David Thomas Underriner | ||||||||||||||
| Regional President Hawaii | $0 | $356,254 | $0 | $200,000 | $0 | $69,946 | $0 | $266,438 | $0 | $14,054 | $0 | $906,692 | $0 | $0 |
| Alfonse Upshaw | ||||||||||||||
| SVP,Corporate Controller & CAO | $0 | $438,858 | $0 | $356,406 | $0 | $18,380 | $0 | $99,558 | $0 | $28,853 | $0 | $942,055 | $0 | $0 |
| Ronald Vance | ||||||||||||||
| Interim Regional Pres - CO | $39,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $39,000 | $0 | $0 | $0 |
| Max Villalobos | ||||||||||||||
| COO - North County | $0 | $345,685 | $0 | $155,323 | $0 | $7,631 | $0 | $10,532 | $0 | $20,341 | $0 | $539,512 | $0 | $0 |
| Cesar Villalpando | ||||||||||||||
| SVP, Enterprise Shared Svcs | $0 | $0 | $0 | $507,016 | $0 | $318,765 | $0 | -$73,340 | $0 | $0 | $0 | $752,441 | $0 | $318,765 |
| Eugene Washington MD | ||||||||||||||
| Director | $0 | $206,000 | $0 | $0 | $0 | $0 | $0 | $13,686 | $0 | $0 | $0 | $219,686 | $0 | $0 |
| Matthew Weber | ||||||||||||||
| Assistant Secretary | $0 | $297,969 | $0 | $89,615 | $0 | $155,565 | $0 | $61,466 | $0 | $29,657 | $0 | $634,272 | $0 | $0 |
| Vita Willett | ||||||||||||||
| SVP, Area Manager - Riverside | $0 | $424,289 | $0 | $285,420 | $0 | $114,537 | $0 | $18,291 | $0 | $24,284 | $0 | $866,821 | $0 | $75,085 |
| Ruth Williams-Brinkley | ||||||||||||||
| Regional President - Northwest | $0 | $615,973 | $0 | $0 | $0 | $310,189 | $0 | $353,268 | $0 | $24,075 | $0 | $1,303,505 | $0 | $0 |
| John Yamamoto | ||||||||||||||
| Assistant Secretary | $0 | $343,000 | $0 | $272,278 | $0 | $70,440 | $0 | -$4,254 | $0 | $28,604 | $0 | $710,068 | $0 | $0 |
| Philip Young | ||||||||||||||
| Assistant Secretary | $0 | $313,756 | $0 | $116,955 | $0 | $17,543 | $0 | $57,128 | $0 | $27,859 | $0 | $533,241 | $0 | $0 |
| Hong-Sze Yu | ||||||||||||||
| VP, Brd & Corp Gov & Asst Secy | $0 | $249,307 | $0 | $94,714 | $0 | $17,313 | $0 | $60,176 | $0 | $25,870 | $0 | $447,380 | $0 | $0 |
| Mark Zemelman | ||||||||||||||
| SVP, General Counsel & Secy | $0 | $677,594 | $0 | $1,100,476 | $0 | $280,462 | $0 | -$12,297 | $0 | $34,354 | $0 | $2,080,589 | $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 4B | SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 4,338,278 Chandrika Bhalla 100,860 Christopher Boyd 79,719 William Caswell 69,826 Charles Columbus 284,645 Mark Costa 96,435 Richard Daniels 1,089,124 George DiSalvo 852,892 Elizabeth Finley 53,443 Thomas Hanenburg 131,642 Patricia A. Harvey 74,516 Kimberly Horn 459,771 Kathryn Lancaster 351,081 Janet Liang 409,673 Gerald Mccall 73,627 Colleen Mckeown 52,120 Thomas Meier 72,501 Julie Miller-Phipps 224,210 Susan Mullaney 153,632 Donald Orndoff 149,555 Wade Overgaard 140,509 Michael Rowe 135,952 Kathleen Marie Scheirman 89,167 Arthur Southam 380,395 Bernard Tyson 999,157 Vita Willett 90,867 John Yamamoto 50,791 Mark Zemelman 232,150 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. |
| 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 TWO INDIVIDUALS IN 2018. |
| SCHEDULE J, PART II, COLUMN C | THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' DEFINED BENEFIT PLAN DECLINED IN 2018, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES. Certain board members are eligible for a retiree medical benefit following retirement from the board. While this benefit is subject to change and may be reduced or eliminated, the 2018 change in the actuarial determined value of this benefit for each board member has been included in Form 990, Part VII, Column (f) and Schedule J, Part II, Column C. Amounts for this benefit have also been deferred for prior years. The actuarial increase or decrease in value may change for various reasons, including continued service, age, and changes in assumptions. |
| 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 | $60,000,000 | $0 | $213,060,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $213,060,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| B | $800,000,000 | $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 | $0 | $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 | $237,500,000 | $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 2002, 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 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012 |
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 |
| 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| B | 680164610 | 130911LD0 | 2009-06-01 | $99,996,058 | REOFFERING OF 2002E CSCDA (PREMIUM | false | false | false |
| 2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| C | 680164610 | 130795TP2 | 2009-05-29 | $149,996,162 | REOFFERING OF 2008C CSCDA (PREMIUM | false | false | false |
| 2012 CALIFORNIA STATEWIDE COMNTYS DEV AUTH | ||||||||
| D | 680164610 | 1307955G8 | 2012-04-18 | $1,007,791,119 | FINANCE HEALTH CARE FACILITIES | 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 | $609,030,000 | $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 | $2,716,058 | $0 | $99,996,058 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $99,996,058 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| C | $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) | |
| D | $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) |
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 | No Rebate DueNoRebateDueInd |
|---|---|---|---|---|---|---|---|---|---|
| 0 | |||||||||
| A | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) | |
| 0 | |||||||||
| B | false | Yes (true) | false | false | 0 | false | 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) |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (2 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| 2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH | ||||||||
| A | 521643828 | 13032UMQ8 | 2017-05-03 | $1,528,834,768 | REFUNDING OF PROJECTS (2002C,2011, | false | false | false |
| 2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH | ||||||||
| B | 521643828 | 13032UMP0 | 2017-05-03 | $812,493,279 | FINANCE HEALTH CARE FACILITIES | false | false | false |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (2 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $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) |
| B | $0 | $0 | $812,511,867 | $0 | $0 | $0 | $0 | $0 | $0 | $812,511,867 | $0 | $0 | false | false | false | Yes (true) |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (2 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) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (2 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) | false | false | false | 0 | false | Yes (true) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (2 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (true) |
| B | Yes (true) |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (5 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| ANGELA PATRICIA BENNAGE | |||
| FAM. Mbr OF Fmr Key Empl. | $176,409 | COMPENSATION | false |
| CAROL MCMENAMY | |||
| FAMILY MEMBER OF KEY EMPLOYEE | $158,924 | COMPENSATION | false |
| JOSHUA SCRUGGS | |||
| FAM. Mbr OF Fmr Key Empl. | $118,957 | COMPENSATION | false |
| CHRIS ZIPPERT | |||
| FAMILY MEMBER OF KEY EMPLOYEE | $99,519 | COMPENSATION | false |
| SUBSTANTIAL CONTRIBUTOR | |||
| SUBSTANTIAL CONTRIBUTOR | $14,100,052 | BUSINESS TRANSACTION | false |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (14 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART V, LINE 4B - FOREIGN COUNTRIES CONTINUED | INDONESIA ISRAEL JAPAN KENYA REPUBLIC OF KOREA MALAYSIA NIGERIA PAKISTAN PHILIPINES POLAND RUSSIA TAIWAN THAILAND TURKEY URUGUAY FORM 990, PART VI, LINE 1A The Executive Committee, composed of the Directors that are the chairs of the Board's 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 2018 as follows: On March 8, 2018, Article E, Sections E-1.c. and E-6 were amended to update the committee name and to reframe the strategy, impact and public recognition sections to focus on community health. On September 25, 2018, Article E, Sections E-5.A and E-5.C.1.B.a were amended to clarify the scope of the Committees responsibility relating to financial reporting; specifically, regarding the entities for which it is responsible and the types of financial statements that are subject to the Committees review. FORM 990, PART VI, LINE 5 DIVERSION OF ASSETS Approximately $1.5 million in fraudulent payments are believed to have been made by two former employees over 4 years. Both employees have been terminated and the matter has been referred to law enforcement. Policies and procedures have been implemented to mitigate risk of potential occurrences. |
| 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 | 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. THE NATIONAL COMPLIANCE OFFICE AND INTERNAL AUDIT SERVICES ANNUALLY REVIEW THE DIRECTORS', OFFICERS', KEY EMPLOYEES', AND EXECUTIVES' ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRE DISCLOSURES AND PROVIDE 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 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 $ 2,632,189 Change in inter-regional transfer (344,277,659) Change in dividends, partnership (2,776,729) Non-Controlling Interest Adjustment 3,678,113 Change in Other Comprehensive Income 835,641,752 Book tax difference in sub income (3,751,853) OTTI losses (1,221,116,217) Gain/loss on sale on investment - Book 1,222,573,313 Gain/loss on sale on investment - Tax (303,989,736) Transfer to Affiliates 43,526,387 ------------------ TOTAL $ 232,139,560 |
| 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 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 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. 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 $2.8 billion in community benefits in 2018. The amounts attributable to Kaiser Foundation Hospitals are: - Financial Assistance at cost - $282.5 million - Medicaid - $778.7 million - Costs of other means-tested government programs - $1.7 million - Community health improvement services and community benefit operations - $42.6 million - Health Professions Education - $111.5 million - Research - $39.5 million - Cash and in-kind contributions from community benefit - $109.5 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 access to high quality health care services for low-income populations within the communities we serve is core to our mission and tax-exempt status. Access to healthcare for vulnerable low-income populations is routinely identified in our Community Health Needs Assessments as one of the top health needs in the communities Kaiser Permanente serves. There are two main access challenges: coverage and care. Without access to adequate health insurance coverage, people may not receive the comprehensive and continuous medical care needed to help achieve maximum health outcomes. And without access to convenient and high-quality care by trusted providers, they are less likely to get and/or stay healthy. Over time, access challenges can compromise health outcomes as well as create additional burden on government to provide necessary social services. 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 2018, Kaiser Foundation Hospitals spent over $1 billion on our coverage and care programs (at cost, net of all related revenues). In addition, it provided $25.3 million in grants to help improve health access challenges, including but not limited to funding key safety-net partner organizations. B. Coverage Adequate health coverage means consistent access to comprehensive and continuous medical and preventative services for people to get and stay healthy, a much better and thorough 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 2018, 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 - a more effective alternative to a potentially costly emergency room visit or hospitalization. CHC members also receive cost sharing support that eliminates out of pocket costs for most covered services provided at Kaiser Permanente facilities. At the end of 2018, Kaiser Foundation Hospitals was providing access to care to over 18,800 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 2018 due to Kaiser Permanentes participation in these government programs, Kaiser Foundation Hospitals also provided care to nearly 214,000 people who are enrolled in these programs but not formally assigned to Kaiser Permanente. ii. Care subsidized by MFA The MFA program helps low-income, uninsured, and underserved patients receive access to care. MFA provides temporary financial assistance or free care to qualified patients who receive health care services from our providers, regardless of whether they have health coverage or are uninsured. MFA is open to all eligible patients (members and nonmembers) who meet financial criteria based on household size and income and have exhausted all private or public health care coverage options. The program also includes support for programs that are designed to enable access to Kaiser Permanente services through coordination with community-based organizations that address the health needs of low-income, primarily uninsured populations. Over the course of 2018, Kaiser Foundation Hospitals subsidized care for over 215,000 people through the MFA program. D. Safety-Net Partnerships Kaiser Permanente is committed to building partnerships with the institutions that play a critical role in delivering health care for the uninsured and underserved, often referred to as the health care "safety-net." Through grants, training and technical assistance, were working with safety-net hospitals and health centers to help these institutions reach those who are low-income, uninsured or under-resourced in our communities, and move the needle in eliminating health disparities. We do this by investing in quality improvement and other support efforts that aim to transform care and improve health access for those most in need. Specific examples of our efforts in 2018 include: - Kaiser Foundation Hospitals Southern California region awarded $300,000 in grant funding to support the building renovation of Bloomington Community Health Center. The redesign will improve access to care for vulnerable population served by this community health center by adding exam rooms, dental operatories, and other key features that will enhance patient experience and operational functionality. - Kaiser Foundation Hospitals Northwest region awarded $354,356 in grant funding for Project Access NOW to support access to care for low-income individuals served by the safety-net. With support from Kaiser Permanente, they will coordinate care donated by community providers for low-income uninsured individuals, conduct health insurance outreach and enrollment, and provide premium assistance to vulnerable populations. - Kaiser Foundation Hospitals Northern California regions Preventing Heart Attacks and Strokes Everyday (PHASE) program supported safety-net clinics in reducing heart attacks and strokes in high-risk patient populations. In 2018, the program reached 207,000 diabetic and hypertensive patients at 196 clinic sites. Together, participating clinics perform better than HEDIS 75th percentile on blood pressure and blood sugar control for high-risk patients. |
| III. Improve Conditions for Health and Equity | A. Summary of the Strategy Healthy communities are critical to the health and wellness of every person - and this has always been central to our mission. Thats why our strategy includes efforts to address the root causes of health, such as economic opportunity. Where community needs are greatest, we make direct investments to create conditions for health and equity, because healthy individuals need healthy communities, and healthy communities need healthy people to thrive. In 2018, Kaiser Foundation Hospitals spent over $35.3 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 nearly $4 million in charitable contributions for other Community Health activities and programs. B. Health and Wellness in 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 ones 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. Thats 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 countrys 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 examples of our efforts in 2018 include: - Kaiser Permanente continued its support of Healthy Eating, Active Living (HEAL), a school-based intervention aimed at making changes to the policies and systems in school environments to promote improved health behaviors of students, teachers, and staff. An additional 222 schools across Kaiser Permanentes Northern California, Southern California, and Northwest regions started this work in 2018, bringing the total to 370 new schools across Kaiser Permanentes footprint working to change student and adult behaviors related to nutrition and physical activity. - Kaiser Permanente launched the Resilience in School Environments (RISE) pilot in 15 schools across Northern California and Southern California regions to identify strategies and practices for increasing resiliency in school staff and students to inform future work to scale intervention. The purpose of RISE is to create and integrate a complementary, whole-school focus on increasing student and staff resilience through implementation of evidence-based practice, policy, and system improvements. In 2018, schools with the highest levels of staff burnout improved that measure by at least 20% and there was a significant increase in awareness and understanding of trauma informed practices and approaches across 3 of the school sites in California. Plans were developed for scaling of RISE in 2019 to reach 200 schools onsite across Kaiser Permanentes Northern California, Southern California, Northwest, Colorado, Georgia, Mid-Atlantic States and Washington regions and thousands virtually to address trauma, mitigate negative effects of childhood adversity and toxic stress and build resilience in students and staff. - Kaiser Foundation Hospitals Northern California, Southern California and Northwest regions awarded more than $3 million in grants to support trauma-informed services and wellness activities for students, staff, and teachers in 26 schools. These regional initiatives are improving school climate for children and adults that spend their day on the school campus and will ultimately improve the health, wellbeing and resilience among students and staff. |
| C. Health and Wellness in 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 Permanentes 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 examples of our efforts in 2018 include: - Kaiser Permanente joined the de Beaumont Foundation to support CityHealth. CityHealth advances nine policies that can make real, lasting impacts in peoples health and quality of life in Americas 40 largest cities. In 2018, CityHealth assessed 40 cities on their policies and began to engage with city leaders to help them improve policies including Pre-K, inclusionary zoning, complete streets, smoke-free indoor air, and healthy food procurement. The 40 cities included San Francisco, Sacramento, Fresno, San Jose, Los Angeles, San Diego, Long Beach, and Portland. - Kaiser Permanentes partner, Safe Routes to School National Partnership, continued working in Northern California and Southern California and Northwest regions to improve policies that shape the built environment and make it easier for children and adults to use active forms of transportation, such as walking and bicycling. Between 2017 and 2018, Kaiser Permanente committed $600,000 to Safe Routes to School National Partnership with $200,000 paid in 2018. In 2018, their staff supported policy development and implementation of more than 10 policies and plans in cities, regional transportation commissions, and planning agencies. - For small and medium sized cities, Kaiser Permanente funded the Healthy Eating, Active Living (HEAL) Cities Campaign in Kaiser Permanentes Northern California, Southern California, Northwest, Colorado, and Mid-Atlantic States regions. Over the multi-year campaign which started in 2008, over 220 cities have committed to pass and implement policies addressing healthy eating and active living in communities across Kaiser Permanentes Northern California, Southern California and Northwest regions. In 2018, there was an emphasis on supporting healthy vending and procurement policies, complete streets policies, developing comprehensive plans that incorporate health, and establishing a strong culture of workforce wellness through policies and programs. - Kaiser Foundation Hospitals Southern California region continued to fund efforts by four community collaboratives working to prevent obesity. In 2016, Kaiser Foundation Hospitals Southern California committed to supporting collaboratives in Ontario, Riverside, Lemon Grove, and Long Beach for 3 years for a total of $4 million, including $1.3 million paid in 2018. In 2018, the Riverside site established a mechanism in their electronic health records to refer patients to obesity prevention resources, including vouchers redeemable at local markets and farm stands. Ontario began renovating park restrooms and adding physical activity amenities to a park to encourage more physical activity. Lemon Grove started a farmers market with 12 vendors that serves 100 residents each week. Long Beach residents advocated for street safety improvements near an elementary school, which led to a new crossing guard during school hours and efforts to identify funding for a new traffic light. - Kaiser Foundation Hospitals Northwest continued to fund six communities through its HEAL Communities Initiative working to improve policy, systems and environments for improved health outcomes. Kaiser Foundation Hospitals committed $1.5 million in funding over 3.5 years to the six community collaboratives, located in Oregon and Washington states. Of that total commitment, $485,740 was paid in 2018. Accomplishments from 2018 included adoption of a Complete Streets Ordinance in the city of Vancouver, WA that outlines principles for a safe, accessible street system that benefits all users, ages and abilities; over 971 individuals accessing the aquatics center for the first time as a result of an exercise prescription program in Woodburn, Oregon; and 150 low-income families across the Portland metro region acquiring fresh fruits and vegetables. - Kaiser Foundation Hospitals Northern California region funded a $505,000 grant and partnered with KaBoom! to support the planning, construction, and design of three new play spaces in local low-income housing communities and an elementary school. KaBoom! integrated the ideas of children and adults who live in the local communities in the design of the playspaces, and 300 Kaiser Permanente volunteers helped to install the playground equipment in the cities of St. Helena, Richmond, and Daly City. D. 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. Specific examples of our efforts in 2018 include: - Kaiser Permanente continued its commitment to source goods and services from the minority, women, veteran, 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, and LGBTQ-owned business community. Furthermore, we also began to measure job creation that resulted from our procurement spending and in 2018, found that our procurement spending led our supplier partners to create new jobs. - Kaiser Foundation Hospitals Northern California and Southern California regions funded the Inner City Capital Connections program to support 194 small businesses in economically-distressed service areas such as Los Angeles, San Bernardino, San Diego, and Sacramento 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 Permanente also partnered with Year Up, a nonprofit organization that provides young adults with the skills, experience, and support that will empower them to reach their potential through professional careers and higher education, to place 7 economically disadvantaged young people of color into administrative and customer service internships in the San Francisco Bay Area and Los Angeles. - Kaiser Foundation Hospitals Northern California region awarded $140,000 to two community-based non-profits, Centro Community Partners and Renaissance Entrepreneurship Center in Oakland to provide training, technical assistance, financial literacy, businesses advising and access to capital focusing on low to moderate income women and minority entrepreneurs. |
| E. Housing and Homelessness | Housing stability is a key factor in a persons 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 examples of our efforts in 2018 include: - Kaiser Permanente committed to address the housing and homelessness crisis in our communities. As part of that commitment, and working with Enterprise Community Partners, we launched the Housing for Health Equity Fund in the San Francisco Bay Area, which seeks to purchase currently affordable multi-family units. This strategy will protect current residents and preserve affordable units in the current housing stock. Also, with Enterprise Community Partners, we are supporting affordable housing development and preservation across all the communities in our service footprint. F. 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 examples of our efforts in 2018 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 14% of overall spending on products to items that met our Environmentally Preferable Purchasing standards and dedicated 34% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. - Kaiser Permanente Northern California region voluntarily purchased enough renewable electricity to match 35% of our billed electricity usage, including 3% that was matched by electricity generated by solar panels at our facilities. - Kaiser Permanente Southern California region voluntarily purchased enough renewable electricity to match 50% of our billed electricity usage, including 3% that was matched by electricity generated by solar panels at Kaiser Permanente facilities. - Kaiser Permanente Northwest region voluntarily purchased enough renewable electricity to match 10% of our billed electricity usage. - Kaiser Permanente Hawaii region reduced water use intensity (gallons/rentable square foot) by 27% compared to our 2013 baseline. IV. ADVANCE THE FUTURE OF COMMUNITY HEALTH A. Summary of the Strategy Kaiser Permanente advances the future of community health by innovating with technology and social solutions. We need to increase our speed and capacity to respond to community needs and achieve equitable health outcomes. Innovation will increase our ability to identify, incubate and implement solutions to difficult community health problems. We work 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 2018, Kaiser Foundation Hospitals spent over $207.6 million on programs to advance the future of community health (at cost, net of all related revenues). This included $111.5 million in health professionals education, $39.5 million in research and $56.5 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 2018, Kaiser Foundation Hospitals supported over 6,700 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. 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 2018, Kaiser Foundation Hospitals engaged in 1,783 active studies including 1,007 clinical trials, and published 1,519 journal articles. The following are examples of research projects conducted in 2018: - Kaiser Foundation Hospitals Northern Californias Research Center, The Department of Research & Evaluation, published: Lactation Duration and Progression to Diabetes in Women Across the Childbearing Years. The 30-year CARDIA study. There is growing evidence that breastfeeding has protective effects for both mothers and their children. Strong protective effects have been demonstrated on the mothers risk for breast and ovarian cancer, but weaker protective effects have been shown for chronic disease risk. This long-term national study evaluated whether breastfeeding duration has an impact on the risk of developing diabetes. Researchers concluded that breastfeeding for six months or longer cuts the risk of developing type 2 diabetes by nearly half for women throughout their childbearing years. - Kaiser Foundation Hospitals Southern Californias Research Center, The Division of Research (DOR), published: Bisphosphonate Drug Holiday and Fracture Risk: A Population-Based Cohort Study. Kaiser Foundation Hospitals researchers explored whether a bisphosphonate "drug holiday,a strategic interruption in a patients medication treatment plan, would increase the risk of fractures. The study is important because there have been reports of potential rare but serious problems associated with bisphosphonates, including atypical femoral fractures. The study found that women who take a drug holiday after 3 years of continuous bisphosphonate use dont appear to be at increased risk for osteoporosis-related fragility fracture, hip fracture, or fracture of the vertebrae of the spine when compared to 1) women who continue to use bisphosphonates regularly and 2) women who use bisphosphonates intermittently. - Kaiser Foundation Hospitals Hawaiis Research Center, Center for Health Research, published: Treatment Initiation for New Episodes of Depression in Primary Care Settings. Recent efforts to improve depression care have focused on primary care settings. Disparities in treatment initiation for depression have been reported, with fewer minority and older individuals starting treatment. The goal of this study was to describe patient characteristics associated with depression treatment initiation and treatment choice (antidepressant medications or psychotherapy) among patients newly diagnosed with depression in primary care settings. The authors concluded that screening for depression in primary care is a positive step towards improving detection, treatment, and outcomes for depression. However, study results indicate that treatment initiation remains suboptimal, and disparities persist. A better understanding of patient factors, and particularly system-level factors, that influence treatment initiation is needed to inform efforts by health care systems to improve depression treatment engagement and to reduce disparities. - Kaiser Permanente Northwests Research Center, Center for Health Research, published: Behavioral and Pharmacotherapy Weight Loss Interventions to Prevent Obesity-Related Morbidity and Mortality in Adults, Updated Evidence and Systematic Review for USPSTF. The authors conducted this systematic review to support the U.S. Preventive Services Task Force (USPSTF) in updating its 2012 recommendation on screening for and treatment of adult obesity. They concluded that behavior-based weight-loss interventions with or without weight loss medications resulted in more weight loss than usual care conditions. D. Advancing Innovation Despite our nations 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, were 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 examples of our efforts in 2018 include: - Kaiser Permanente partnered with The Public Good Projects (PGP) to launch a strategy to reduce stigma and raise awareness around mental health conditions. PGP Mental Health campaign has three components which include Therapy Pets, Like One Another, and Mental Health Champions and each has its own audience. |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (3 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 | $322,205,843 | $135,119,708 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES A | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 272252521 | INVESTMENT | DE | -$1,269,323 | $80,206,308 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES C | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 472924619 | INVESTMENT | DE | -$7,309,040 | $30,098,584 | 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) |
| KAISER PERMANENTE SCHOOL OF MEDICINEINC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 814053028 | MEDICAL EDU | CA | 501(C)(3) | 2 | KFH | Yes (true) |
| KFHPW HOLDINGS | ||||||||||
| ONE KAISER PLAZA 15K | 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 (11 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 MONTEREY STREET 23RD FLOOR | SAN FRANCISCO | CA | 94111 | 800948707 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $32,501,200 | $588,023,552 | false | -$1,531,110 | false | 1.00000 |
| WELLINGTON TRUST COMPANY NA CTF GLOBAL | ||||||||||||||
| 280 CONGRESS ST | BOSTON | MA | 02210 | 203879807 | INVESTMENT | MA | KFH | EXCL. UNDER SEC 512 | $8,110,387 | $91,767,825 | false | $0 | false | 0.49187 |
| NXT CAP SR FD ILLC | ||||||||||||||
| 191 N Wacker Dr 1200 | CHICAGO | IL | 60606 | 371651297 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $28,445,826 | $419,899,798 | false | $0 | false | 0.97874 |
| GOLDMAN SACHS HO FUND B LP | ||||||||||||||
| 30 HUDSON STREET 15TH FLOOR | JERSEY CITY | NJ | 07302 | 464966204 | INVESTMENT | NJ | KFH | EXCL. UNDER SEC 512 | $39,399,934 | $422,724,982 | false | $3,885,402 | false | 0.99481 |
| AG KFHDL FUND LP | ||||||||||||||
| 245 PARK AVE 26TH FL | NEW YORK | NY | 10167 | 473496708 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $2,826,229 | $37,541,699 | false | $0 | false | 0.99461 |
| PANTHEON GLOBAL REAL ASSETS HO FUND LP | ||||||||||||||
| 600 MONTGOMERY ST 23RD FL | SAN FRANCISCO | CA | 94111 | 474226360 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $6,729,977 | $334,260,966 | false | $674,832 | false | 1.00000 |
| KFH STRATEGIC PRIVATE INVESTMENTS LP | ||||||||||||||
| 600 MONTGOMERY STREET | SAN FRANCISCO | CA | 94111 | 811186461 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | $13,073,980 | $181,910,254 | false | $20,553 | 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 | $7,088,388 | $147,392,193 | false | $342,521 | false | 0.98024 |
| INVESCO INSTITUTIONAL TRUST BALANCED | ||||||||||||||
| 20 TRAFALGAR SQUARE STE 449 | NASHUA | NH | 03063 | 452193767 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | -$24,673,287 | $289,429,510 | false | $0 | false | 0.69391 |
| FORTRESS REAL ESTATE OPPORTUNITIES FUND | ||||||||||||||
| PO BOX 5098 | NEW YORK | NY | 10185 | 611796658 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $7,757 | -$350,013 | false | -$9,523 | false | 0.71606 |
| LAZARD KP EM SOLUTIONS FUND LLC | ||||||||||||||
| 30 ROCKEFELLER PLAZA 55TH FLOOR | NEW YORK | NY | 10112 | 824364389 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | -$10,905,578 | $470,719,659 | false | $0 | false | 1.00000 |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (6 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Controlled OrganizationControlledOrganizationInd | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| OAK TREE ASSURANCE LTD | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 030329760 | INSURANCE | VT | NA | C CORP | Yes (true) | |||
| KAISER PERMANENTE INSURANCE COMPANY | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943203402 | INSURANCE | CA | NA | C CORP | Yes (true) | |||
| KAISER PROPERTIES SERVICES INC | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943259432 | REAL ESTATE | CA | NA | C CORP | Yes (true) | |||
| KAISER PERMANENTE INTERNATIONAL | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943245176 | CONSULTING | CA | NA | C CORP | Yes (true) | -$88,590 | $846,401 | 1.00000 |
| GROUP HEALTH SERVICES INC | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911392222 | INACTIVE | WA | NA | C CORP | Yes (true) | |||
| KFHP OF WASHINGTON OPTIONS INC | ||||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 911467158 | INSURANCE | WA | NA | C CORP | 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 (61 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| KAISER FOUNDATION HEALTH PLAN INC | ||
| B | $445,692 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| C | $110,769 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| I | $107,857 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| J | $24,134,090,959 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| K | $16,839,853,001 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| L | $2,623,583,710 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| M | $9,459,350,633 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| P | $26,918,419,324 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| Q | $18,387,487,405 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| R | $261,625,281 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| S | $24,389,631,807 | PER AGREEMENT |
| CAMP BOWIE SERVICE CENTER | ||
| L | $94,006 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| M | $23,188,800 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| Q | $114,196 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| A | $73,582,049 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| D | $73,070,198 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| E | $523,259,745 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| L | $340,197,375 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| M | $656,808,199 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| Q | $166,180,788 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| R | $71,279,200 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| S | $1,556,400 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| I | $2,484,459 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| L | $1,181,750,515 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| M | $107,993 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| P | $341,790,102 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| Q | $1,370,825,398 | PER AGREEMENT |
| KFHPW HOLDINGS | ||
| A | $4,442,931 | PER AGREEMENT |
| KFHPW HOLDINGS | ||
| R | $2,226,615 | PER AGREEMENT |
| KFHPW HOLDINGS | ||
| S | $2,226,615 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| A | $658,613 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| P | $7,332,776 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| Q | $28,089,542 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| R | $2,470,384,408 | PER AGREEMENT |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||
| S | $3,188,265,151 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| A | $432,658 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| D | $50,000,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| L | $210,856,636 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| M | $71,280 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| P | $8,526,921,059 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| Q | $8,553,965,518 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| A | $22,311,431 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| D | $485,000,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| E | $350,000,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| L | $719,623,616 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| M | $1,300,884 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| P | $521,641,079 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS | ||
| Q | $18,580,749 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| A | $23,755,283 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| B | $50,087,934 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| D | $248,000,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| L | $101,203,192 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| P | $163,143,713 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA | ||
| Q | $2,740,373,196 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| H | $6,773,040 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| K | $187,457,130 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| R | $2,245,317 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT INC | ||
| S | $5,828,285 | PER AGREEMENT |
| KP SCHOOL OF MEDICINE INC | ||
| A | $210,404 | PER AGREEMENT |
| KP SCHOOL OF MEDICINE INC | ||
| B | $55,221,132 | PER AGREEMENT |
| KP SCHOOL OF MEDICINE INC | ||
| S | $32,324,789 | PER AGREEMENT |