KAISER FOUNDATION HOSPITALS: Form 990, tax year 2016
View the entire original 990 at ProPublica ↗
- Organization
- KAISER FOUNDATION HOSPITALS (EIN 94-1105628)
- Tax period
- 2016-01-01 to 2016-12-31
- Filed
- 2019-04-05
- IRS object ID
- 201920959349300512
- Schema version
- 2016v3.1
- Source
- Download XML · Original 990 at ProPublica
Every field in the e-filed return. Faint text is the IRS element name, for citing.
- Return header
- Form 990
- Schedule A
- Schedule B
- Schedule D
- Schedule F
- Schedule H
- Schedule I
- Schedule J
- Schedule K
- Schedule K
- Schedule K
- Schedule L
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2019-04-05T08:56:46-05:00 | ReturnTs |
| Tax Period End | 2016-12-31 | 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 | 2016-01-01 | 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 | % SVP CC AND CAO | 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 | 2019-02-14 | SignatureDt |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Robert W Friz | PreparerPersonNm |
| PTIN | P00438748 | PTIN |
| Phone | 2673303000 | PhoneNum |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 155.201.188.33 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Federal Original Submission Id | 23522320173135000010 | FederalOriginalSubmissionId |
| Federal Original Submission Id | 2017-11-09 | FederalOriginalSubmissionIdDt |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | CA358A3E9B2C8851553D0181D360CD666D5C30FC | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | 6CFBC1E470B119DB9F0B0C745D98B714AAF1A9A1 | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2016 | TaxYr |
| Build TS | 2019-02-21 02:37:17Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Amended Return | Yes (X) | AmendedReturnInd |
| 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 | $35,774,505,082 | 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 | 78540 | TotalEmployeeCnt |
| Total Volunteers | 9764 | TotalVolunteersCnt |
| Total Gross UBI | -$12,502,953 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $129,052,546 | PYContributionsGrantsAmt |
| CY Contributions Grants | $133,605,188 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $21,069,505,713 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $22,933,954,169 | CYProgramServiceRevenueAmt |
| PY Investment Income | $1,289,506,426 | PYInvestmentIncomeAmt |
| CY Investment Income | $1,148,256,480 | CYInvestmentIncomeAmt |
| PY Other Revenue | $101,096,097 | PYOtherRevenueAmt |
| CY Other Revenue | $35,962,972 | CYOtherRevenueAmt |
| PY Total Revenue | $22,589,160,782 | PYTotalRevenueAmt |
| CY Total Revenue | $24,251,778,809 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $51,024,853 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $65,959,661 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $7,915,102,701 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $8,087,586,455 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $12,211,010,026 | PYOtherExpensesAmt |
| CY Other Expenses | $13,822,272,617 | CYOtherExpensesAmt |
| PY Total Expenses | $20,177,137,580 | PYTotalExpensesAmt |
| CY Total Expenses | $21,975,818,733 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $2,412,023,202 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $2,275,960,076 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $43,991,189,809 | TotalAssetsBOYAmt |
| Total Assets EOY | $44,703,206,468 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $24,717,068,061 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $23,345,473,549 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $19,274,121,748 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $21,357,732,919 | 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 | $19,034,243,664 | ExpenseAmt |
| Grant | $3,793,194 | GrantAmt |
| Revenue | $21,722,926,248 | 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 | $178,417,085 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $48,576,672 | 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 2016, this program assisted approximately 177,000 qualifying applicants, including more than 38,000 patients who were not covered by a product offered by Kaiser Foundation Health Plan, Inc. 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 61,000 patients were receiving access to comprehensive health care through these programs at the end of 2016. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $1,558,661,098 | ExpenseAmt |
| Grant | $0 | GrantAmt |
| Revenue | $1,068,446,164 | 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 2016, nearly 612,000 individuals were receiving access to inpatient and emergency care at KFHs facilities under Medicaid managed care programs in the states of California, Hawaii, Oregon, and Washington. Approximately 161,000 more individuals were receiving treatment under the Childrens 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 Acty Other ProgSrvcAccomActyOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $325,962,802 | ExpenseAmt |
| Grant | $62,166,467 | GrantAmt |
| Revenue | $94,005,085 | RevenueAmt |
| Desc | SEE part iii, line 4a-d description | Desc |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $325,962,802 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $62,166,467 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $94,005,085 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $21,097,284,649 | TotalProgramServiceExpensesAmt |
| Described In Section501c3 | Yes (true) | DescribedInSection501c3Ind |
| Schedule B Required | Yes (true) | ScheduleBRequiredInd |
| Political Campaign Acty | false | PoliticalCampaignActyInd |
| Lobbying Activities | false | LobbyingActivitiesInd |
| Subject To Proxy Tax | false | SubjectToProxyTaxInd |
| Donor Advised Fund | false | DonorAdvisedFundInd |
| Conservation Easements | false | ConservationEasementsInd |
| Collections Of Art | false | CollectionsOfArtInd |
| Credit Counseling | false | CreditCounselingInd |
| 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 | 3010 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 78540 | 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 | BR | ForeignCountryCd |
| Foreign Country | CI | ForeignCountryCd |
| Foreign Country | CH | ForeignCountryCd |
| Foreign Country | CO | ForeignCountryCd |
| Foreign Country | EZ | ForeignCountryCd |
| Foreign Country | DA | ForeignCountryCd |
| Foreign Country | GH | ForeignCountryCd |
| Foreign Country | GR | ForeignCountryCd |
| Foreign Country | IN | ForeignCountryCd |
| Foreign Country | ID | 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 |
| 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 | SVP CC AND CAO | 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 (94 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 | 3.0 | Yes (X) | $0 | $152,591 | $0 | ||||
| Regina M Benjamin MD MBA | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $197,178 | $0 | ||||
| Jeffrey E Epstein | ||||||||||
| Director | 3.0 | 5.0 | Yes (X) | $0 | $206,871 | $0 | ||||
| Leslie S Heisz | ||||||||||
| Director | 2.0 | 3.0 | Yes (X) | $0 | $215,118 | $0 | ||||
| David Hoffmeister | ||||||||||
| Director | 3.0 | 5.0 | Yes (X) | $0 | $225,809 | $0 | ||||
| Judith A Johansen JD | ||||||||||
| Director | 3.0 | 5.5 | Yes (X) | $0 | $240,707 | $0 | ||||
| Kim J Kaiser | ||||||||||
| Director | 2.5 | 5.0 | Yes (X) | $0 | $216,547 | $0 | ||||
| Philip A Marineau | ||||||||||
| Director | 2.3 | 4.14 | Yes (X) | $0 | $229,371 | $0 | ||||
| Edward Pei | ||||||||||
| Director | 3.0 | 4.5 | Yes (X) | $0 | $226,739 | $18,000 | ||||
| Margaret E Porfido JD | ||||||||||
| Director | 2.0 | 4.5 | Yes (X) | $0 | $247,358 | $0 | ||||
| Richard Shannon MD | ||||||||||
| Director | 2.0 | 3.5 | Yes (X) | $0 | $212,000 | $0 | ||||
| Cynthia A Telles PHD | ||||||||||
| Director | 3.0 | 4.5 | Yes (X) | $0 | $223,809 | $0 | ||||
| Bernard Tyson | ||||||||||
| Chairman & CEO | 12.0 | 38.0 | Yes (X) | $0 | $8,529,498 | $720,185 | Yes (X) | |||
| Eugene Washington MD | ||||||||||
| Director | 3.0 | 4.0 | Yes (X) | $0 | $186,626 | $0 | ||||
| Gregory Adams | ||||||||||
| EVP, Group President | 10.0 | 40.0 | $0 | $2,457,650 | $688,025 | Yes (X) | ||||
| Mary Ann Barnes | ||||||||||
| Region President - Hawaii | 50.0 | 0.0 | $0 | $1,120,503 | $159,041 | Yes (X) | ||||
| Anthony Barrueta | ||||||||||
| SVP, Government Relations | 25.0 | 25.0 | $0 | $1,076,323 | $269,446 | Yes (X) | ||||
| Raymond Baxter | ||||||||||
| SVP, CB Research & Hlth Policy | 25.0 | 25.0 | $0 | $1,292,333 | $69,748 | Yes (X) | ||||
| Vanessa Benavides | ||||||||||
| SVP, Chief Comp & Priv Officer | 20.0 | 30.0 | $0 | $620,543 | $189,748 | Yes (X) | ||||
| Charles Bevilacqua | ||||||||||
| SVP, HP Products, SVC & Admin | 0.0 | 50.0 | $0 | $1,155,388 | $207,102 | Yes (X) | ||||
| Maryann Bodayle | ||||||||||
| Assistant Secretary | 22.0 | 28.0 | $0 | $166,251 | $33,529 | Yes (X) | ||||
| Bechara Choucair | ||||||||||
| SVP,Community Health & Benefit | 25.0 | 25.0 | $0 | $480,507 | $14,329 | Yes (X) | ||||
| Benjamin Chu | ||||||||||
| EVP,GP & Region President SCAL | 25.0 | 25.0 | $0 | $2,371,766 | $164,429 | Yes (X) | ||||
| Charles Columbus | ||||||||||
| SVP, Chief HR Officer | 25.0 | 25.0 | $0 | $1,527,720 | $436,769 | Yes (X) | ||||
| Patrick Courneya | ||||||||||
| EVP, Chief Medical Officer | 25.0 | 25.0 | $0 | $906,260 | $511,023 | Yes (X) | ||||
| Richard Daniels | ||||||||||
| EVP, CIO | 2.0 | 48.0 | $0 | $1,786,816 | $387,359 | Yes (X) | ||||
| Sandra Golze | ||||||||||
| Assistant Secretary - NCAL | 25.0 | 25.0 | $0 | $567,331 | $171,428 | Yes (X) | ||||
| Kimberly Horn | ||||||||||
| Regional President - MAS | 0.0 | 50.0 | $0 | $1,288,042 | $617,297 | Yes (X) | ||||
| Kathryn Lancaster | ||||||||||
| EVP & CFO | 14.0 | 36.0 | $0 | $2,681,226 | $588,601 | Yes (X) | ||||
| Janet Liang | ||||||||||
| Regional President - NCAL | 25.0 | 25.0 | $0 | $1,386,290 | $389,244 | Yes (X) | ||||
| Donna Lynne | ||||||||||
| EVP, GP & Region Pres - CO | 18.0 | 32.0 | $0 | $5,214,011 | $131,383 | Yes (X) | ||||
| Roland Lyon | ||||||||||
| Regional President - Colorado | 0.0 | 50.0 | $0 | $592,763 | $206,175 | Yes (X) | ||||
| Gerald Mccall | ||||||||||
| SVP Operations | 50.0 | 0.0 | $0 | $962,147 | $180,579 | Yes (X) | ||||
| Andrew Mcculloch | ||||||||||
| Regional President - Northwest | 25.0 | 25.0 | $0 | $1,045,365 | $545,870 | Yes (X) | ||||
| Thomas Meier | ||||||||||
| SVP, Corporate Treasurer | 17.0 | 33.0 | $0 | $1,050,818 | $138,764 | Yes (X) | ||||
| Julie Miller-Phipps | ||||||||||
| Regional President - SCAL | 9.0 | 41.0 | $0 | $1,097,514 | $210,358 | Yes (X) | ||||
| Susan Mullaney | ||||||||||
| VP, COO - NW | 0.0 | 50.0 | $0 | $697,523 | $147,394 | Yes (X) | ||||
| Donald Orndoff | ||||||||||
| SVP, NFS | 15.0 | 35.0 | $0 | $935,840 | $216,315 | Yes (X) | ||||
| Wade Overgaard | ||||||||||
| SVP, Health Plan Ops - CA | 1.0 | 49.0 | $0 | $1,821,601 | $191,697 | Yes (X) | ||||
| Frank Richardson | ||||||||||
| Assistant Secretary - HI | 25.0 | 25.0 | $0 | $309,105 | $126,007 | Yes (X) | ||||
| Rochelle Roth | ||||||||||
| Assistant Secretary | 10.0 | 40.0 | $0 | $274,594 | $117,866 | Yes (X) | ||||
| Jacqueline Sellers | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $265,122 | $88,088 | Yes (X) | ||||
| James Simpson | ||||||||||
| SVP, Finance - BU & ROC | 0.0 | 50.0 | $0 | $835,636 | $197,862 | Yes (X) | ||||
| Arthur Southam | ||||||||||
| EVP, Health Plan Operations | 5.0 | 45.0 | $0 | $2,775,635 | $464,416 | Yes (X) | ||||
| Deborah Stokes | ||||||||||
| SVP,Corporate Controller & CAO | 16.5 | 33.5 | $0 | $503,944 | $3,920 | Yes (X) | ||||
| Paul M Swenson | ||||||||||
| SVP & Chief Strategy Officer | 0.0 | 50.0 | $0 | $1,099,290 | $178,847 | Yes (X) | ||||
| Alfonse Upshaw | ||||||||||
| SVP,Corporate Controller & CAO | 16.5 | 33.5 | $0 | $616,612 | $108,314 | Yes (X) | ||||
| Cesar Villalpando | ||||||||||
| SVP, Enterprise Shared SVCS | 25.0 | 25.0 | $0 | $1,045,511 | $303,641 | Yes (X) | ||||
| Nancy Wollen | ||||||||||
| SVP, Chief Operating Officer | 0.0 | 50.0 | $0 | $997,247 | $159,880 | Yes (X) | ||||
| John Yamamoto | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $643,745 | $195,832 | Yes (X) | ||||
| Hong-Sze Yu | ||||||||||
| Assistant Secretary | 14.0 | 36.0 | $0 | $304,345 | $126,932 | Yes (X) | ||||
| Carlos Zaragoza | ||||||||||
| Assistant Secretary | 25.0 | 25.0 | $0 | $408,667 | $20,355 | Yes (X) | ||||
| Mark Zemelman | ||||||||||
| SVP, General Counsel & Secy | 20.0 | 30.0 | $0 | $1,630,173 | $369,974 | Yes (X) | ||||
| Derrick Billings | ||||||||||
| SVP, Hospital & Area Ops -NCAL | 50.0 | 0.0 | $0 | $733,527 | $11,073 | Yes (X) | ||||
| Christopher Boyd | ||||||||||
| SVP & Area Mgr - Santa Clara | 50.0 | 0.0 | $0 | $633,692 | $160,392 | Yes (X) | ||||
| William Caswell | ||||||||||
| SVP, Operations | 50.0 | 0.0 | $0 | $820,583 | $129,520 | Yes (X) | ||||
| Greg Christian | ||||||||||
| SVP, Area Manager - Fontana | 50.0 | 0.0 | $0 | $585,880 | $185,702 | Yes (X) | ||||
| Judith Coffey | ||||||||||
| SVP & Area Mgr - Marin/Sonoma | 50.0 | 0.0 | $0 | $577,957 | $111,296 | Yes (X) | ||||
| Jeffrey Collins | ||||||||||
| SVP & Area Manager - Roseville | 50.0 | 0.0 | $0 | $608,193 | $143,369 | Yes (X) | ||||
| Mark Costa | ||||||||||
| SVP,Area Manager-Orange County | 50.0 | 0.0 | $0 | $580,675 | $174,249 | Yes (X) | ||||
| George Disalvo | ||||||||||
| SVP, CFO - SCAL | 20.0 | 30.0 | $0 | $1,063,099 | $240,977 | Yes (X) | ||||
| Elizabeth Finley | ||||||||||
| SVP, Area Manager - San Diego | 50.0 | 0.0 | $0 | $621,283 | $185,430 | Yes (X) | ||||
| Deborah Friberg | ||||||||||
| SVP & Area Mgr -Central Valley | 50.0 | 0.0 | $0 | $543,642 | $143,411 | Yes (X) | ||||
| Corwin Harper | ||||||||||
| SVP & Area Mgr - Napa/Solano | 50.0 | 0.0 | $0 | $535,142 | $157,370 | Yes (X) | ||||
| Colleen Mckeown | ||||||||||
| SVP & Area Mgr - Diablo | 50.0 | 0.0 | $0 | $590,471 | $105,045 | Yes (X) | ||||
| Christine Robisch | ||||||||||
| SVP, CAO - NCAL | 50.0 | 0.0 | $0 | $651,549 | $206,287 | Yes (X) | ||||
| Michael Rowe | ||||||||||
| SVP, CFO - NCAL | 20.0 | 30.0 | $0 | $1,309,692 | $207,222 | Yes (X) | ||||
| Nirav Shah | ||||||||||
| SVP, COO Clinical Operations | 50.0 | 0.0 | $0 | $753,572 | $147,038 | Yes (X) | ||||
| Claudio F Abreu | ||||||||||
| SVP, Regional IT Operations | 50.0 | 0.0 | $0 | $1,100,477 | -$30,455 | Yes (X) | ||||
| Lisa L Caplan | ||||||||||
| SVP Care Delivery Tech Svcs | 50.0 | 0.0 | $0 | $916,976 | $175,634 | Yes (X) | ||||
| Diane Comer | ||||||||||
| SVP, Buss Info Officer - KFHP | 50.0 | 0.0 | $0 | $1,061,175 | $176,255 | Yes (X) | ||||
| Kathleen M Scheirman | ||||||||||
| SVP Application Services Group | 50.0 | 0.0 | $0 | $981,982 | $164,801 | Yes (X) | ||||
| Michael Sutten | ||||||||||
| SVP Info Technology & CTO | 50.0 | 0.0 | $0 | $946,087 | $147,007 | Yes (X) | ||||
| Thomas W Chapman EDD | ||||||||||
| Director | 0.0 | 0.0 | $0 | $513,713 | $0 | Yes (X) | ||||
| J Eugene Grisby III PHD | ||||||||||
| Director | 0.0 | 0.0 | $0 | $27,039 | $0 | Yes (X) | ||||
| George Halvorson | ||||||||||
| Chairman | 0.0 | 0.0 | $0 | $37,258 | $4,120 | Yes (X) | ||||
| J Neal Purcell | ||||||||||
| Director | 0.0 | 0.0 | $0 | $46,000 | $0 | Yes (X) | ||||
| Jerry C Fleming | ||||||||||
| SVP, Health Reform Implement | 0.0 | 0.0 | $0 | $592,295 | -$9,018 | Yes (X) | ||||
| Diane Gage-Lofgren | ||||||||||
| SVP, Brand Mgmt & Comm | 0.0 | 0.0 | $0 | $127,244 | $35,063 | Yes (X) | ||||
| Daniel Garcia | ||||||||||
| SVP, Chief Compliance Officer | 21.0 | 29.0 | $0 | $1,137,595 | $2,170 | Yes (X) | ||||
| Mitchell Goodstein | ||||||||||
| SVP, Actuarial, U/W & Pricing | 0.0 | 0.0 | $0 | $156,270 | $0 | Yes (X) | ||||
| Marilyn Kawamura | ||||||||||
| Region President - MAS | 0.0 | 0.0 | $0 | $190,164 | $0 | Yes (X) | ||||
| Kerry Kohnen | ||||||||||
| Region President - Georgia | 0.0 | 0.0 | $0 | $186,410 | $102,300 | Yes (X) | ||||
| Jed Weissberg | ||||||||||
| SVP, Quality & Care Del Excel | 0.0 | 0.0 | $0 | $156,354 | -$2,107 | Yes (X) | ||||
| Victoria Zatkin | ||||||||||
| VP, Off of Brd & Corp Gov Svcs | 14.0 | 36.0 | $0 | $216,783 | $1,728 | Yes (X) | ||||
| Frank Beirne | ||||||||||
| SVP & Area Mgr - San Mateo | 0.0 | 0.0 | $0 | $103,316 | $5,662 | Yes (X) | ||||
| Odette Bolano | ||||||||||
| SVP & Area Manager - East Bay | 0.0 | 0.0 | $0 | $210,187 | $0 | Yes (X) | ||||
| Michael Brady | ||||||||||
| SVP, Infrastructure Mgmt Group | 0.0 | 0.0 | $0 | $104,433 | $17,738 | Yes (X) | ||||
| Edward Glavis | ||||||||||
| SVP & Area Mgr - Roseville | 0.0 | 0.0 | $0 | $154,864 | $0 | Yes (X) | ||||
| Thomas Hanenburg | ||||||||||
| SVP & Area Mgr - GSAA | 50.0 | 0.0 | $0 | $598,723 | $140,414 | Yes (X) | ||||
| Nathaniel Oubre | ||||||||||
| VP, CA MediCal, CHIP & CHC | 50.0 | 0.0 | $0 | $555,450 | $165,850 | Yes (X) | ||||
| Sandra Small | ||||||||||
| SVP, Hospital & Area Ops | 0.0 | 0.0 | $0 | $215,371 | $0 | Yes (X) | ||||
| Max Villalobos | ||||||||||
| COO - North County | 50.0 | 0.0 | $0 | $476,176 | $148,946 | Yes (X) | ||||
| Vita Willett | ||||||||||
| SVP, Area Manager - Riverside | 50.0 | 0.0 | $0 | $581,617 | $267,479 | Yes (X) | ||||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $0 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $79,325,295 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $13,887,740 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 28501 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | Yes (true) | FormerOfcrEmployeesListedInd |
| Total Comp Greater Than150 K | Yes (true) | TotalCompGreaterThan150KInd |
| Compensation From Other Srcs | false | CompensationFromOtherSrcsInd |
Contractor Compensation ContractorCompensationGrp (5 entries)
| Address Line1ContractorAddress/USAddress/AddressLine1Txt | CityContractorAddress/USAddress/CityNm | State AbbreviationContractorAddress/USAddress/StateAbbreviationCd | ZIPContractorAddress/USAddress/ZIPCd | ServicesServicesDesc | CompensationCompensationAmt |
|---|---|---|---|---|---|
| OWENS MINOR INC | |||||
| 455 S BREA CANYON ROAD | CITY OF INDUSTRY | CA | 91789 | BUS. PROCESS MGMT | $273,193,779 |
| BARPELLAM INC | |||||
| 27777 FRANKLIN RD | SOUTHFIELD | MI | 48034 | WORKFORCE MANAGEMENT | $246,903,001 |
| CARDINAL HEALTH | |||||
| 5426 LANDERS RD | SHERWOOD | AR | 72117 | CONSULTING SERVICES | $133,550,907 |
| UCSF MEDICAL CENTER | |||||
| PO BOX 39000 DEPT 3-9157 | SAN FRANCISCO | CA | 941399157 | MEDICAL SERVICES | $124,712,189 |
| WORLD WIDE TECHNOLOGY INC | |||||
| 60 WELDON PKWY | MARYLAND HEIGHTS | MO | 63043 | IT DATA MGMT SVCS | $113,356,809 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 289 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| Related Organizations | $325,057 | RelatedOrganizationsAmt |
| Government Grants | $97,688,467 | GovernmentGrantsAmt |
| All Other Contributions | $35,591,664 | AllOtherContributionsAmt |
| Total Contributions | $133,605,188 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (4 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt | Unrelated Business RevenueUnrelatedBusinessRevenueAmt |
|---|---|---|---|---|
| HOSPITAL SERV REV | 622110 | $19,437,819,574 | $19,437,819,574 | |
| NON-PLAN & IND REV | 622110 | $601,202,704 | $601,202,704 | |
| OTHR PRGM SERV REV | 622110 | $2,655,047,306 | $2,651,372,981 | $3,674,325 |
| MEDICARE PAYMENTS | 622110 | $239,884,585 | $239,884,585 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $22,933,954,169 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,061,718,843 | TotalRevenueColumnAmt |
| Unrelated Business Revenue | -$18,905,260 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,080,624,103 | ExclusionAmt |
Incm From Invest Bond Proceeds IncmFromInvestBondProceedsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Royalties Revenue RoyaltiesRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $0 | TotalRevenueColumnAmt |
Gross Rents GrossRentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,141,256 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,141,256 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $2,141,256 | TotalRevenueColumnAmt |
| Exclusion | $2,141,256 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $11,607,641,072 | SecuritiesAmt |
| Other | $1,622,838 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $11,518,688,007 | SecuritiesAmt |
| Other | $4,038,266 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $88,953,065 | SecuritiesAmt |
| Other | -$2,415,428 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $86,537,637 | TotalRevenueColumnAmt |
| Exclusion | $86,537,637 | 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 | $21,445,650 | $21,445,650 | |
| PARKING GARAGES | 812930 | $10,101,417 | $9,648,084 | $453,333 |
| KP VENTURES | 900099 | $2,274,649 | $2,274,649 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $33,821,716 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $24,251,778,809 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $22,930,279,844 | RelatedOrExemptFuncIncomeAmt |
| Unrelated Business Revenue | -$12,502,953 | UnrelatedBusinessRevenueAmt |
| Exclusion | $1,200,396,730 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $64,718,879 | TotalAmt |
| Program Services | $64,718,879 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,063,500 | TotalAmt |
| Program Services | $1,063,500 | ProgramServicesAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $177,282 | TotalAmt |
| Program Services | $177,282 | ProgramServicesAmt |
Benefits To Members BenefitsToMembersGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Current Ofcr Directors CompCurrentOfcrDirectorsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $557,961 | TotalAmt |
| Program Services | $528,574 | ProgramServicesAmt |
| Management And General | $29,387 | ManagementAndGeneralAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,780,053,642 | TotalAmt |
| Program Services | $5,475,626,522 | ProgramServicesAmt |
| Management And General | $304,427,120 | ManagementAndGeneralAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $815,786,512 | TotalAmt |
| Program Services | $772,820,209 | ProgramServicesAmt |
| Management And General | $42,966,303 | ManagementAndGeneralAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,093,349,497 | TotalAmt |
| Program Services | $1,035,764,350 | ProgramServicesAmt |
| Management And General | $57,585,147 | ManagementAndGeneralAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $397,838,843 | TotalAmt |
| Program Services | $376,885,243 | ProgramServicesAmt |
| Management And General | $20,953,600 | 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 | $2,561,638 | TotalAmt |
| Management And General | $2,561,638 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $4,210,997 | TotalAmt |
| Management And General | $4,210,997 | 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 | $68,664,613 | TotalAmt |
| Management And General | $68,664,613 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $5,065,279 | TotalAmt |
| Management And General | $5,065,279 | ManagementAndGeneralAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $268,074,014 | TotalAmt |
| Program Services | $253,954,941 | ProgramServicesAmt |
| Management And General | $14,119,073 | ManagementAndGeneralAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $906,639,697 | TotalAmt |
| Program Services | $858,888,287 | ProgramServicesAmt |
| Management And General | $47,751,410 | ManagementAndGeneralAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $264,216,648 | TotalAmt |
| Program Services | $250,300,737 | ProgramServicesAmt |
| Management And General | $13,915,911 | ManagementAndGeneralAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $20,010,660 | TotalAmt |
| Program Services | $18,956,727 | ProgramServicesAmt |
| Management And General | $1,053,933 | 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 | $13,267,728 | TotalAmt |
| Management And General | $13,267,728 | ManagementAndGeneralAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $482,934,983 | TotalAmt |
| Program Services | $457,499,491 | ProgramServicesAmt |
| Management And General | $25,435,492 | ManagementAndGeneralAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $970,817,369 | TotalAmt |
| Program Services | $919,685,813 | ProgramServicesAmt |
| Management And General | $51,131,556 | ManagementAndGeneralAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $78,072,287 | TotalAmt |
| Program Services | $73,960,332 | ProgramServicesAmt |
| Management And General | $4,111,955 | ManagementAndGeneralAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| CONTRACTUAL PAYMENTS | $3,052,497,260 | $3,052,497,260 | |
| PURCHASED MEDICAL SERVICES | $3,863,549,087 | $3,863,549,087 | |
| MEDICAL & OTHER SUPPLIES | $2,159,893,707 | $2,046,135,209 | $113,758,498 |
| PURCHASED NON-MEDICAL SVC | $410,095,979 | $388,496,813 | $21,599,166 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,251,700,671 | TotalAmt |
| Program Services | $1,185,775,393 | ProgramServicesAmt |
| Management And General | $65,925,278 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $21,975,818,733 | TotalAmt |
| Program Services | $21,097,284,649 | ProgramServicesAmt |
| Management And General | $878,534,084 | 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 | $46,368,584 | BOYAmt |
| EOY | $287,517,486 | 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 | $552,569,179 | BOYAmt |
| EOY | $878,294,178 | 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 | $2,377,644,432 | BOYAmt |
| EOY | $2,433,475,334 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $482,564,328 | BOYAmt |
| EOY | $438,648,688 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $383,779,393 | BOYAmt |
| EOY | $375,252,902 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $33,787,737,465 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $16,559,307,769 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $17,176,791,065 | BOYAmt |
| EOY | $17,228,429,696 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $15,636,401,919 | BOYAmt |
| EOY | $15,552,369,237 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,240,562,228 | BOYAmt |
| EOY | $6,804,679,191 | EOYAmt |
Investments Program Related InvestmentsProgramRelatedGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Intangible Assets IntangibleAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,094,508,681 | BOYAmt |
| EOY | $704,539,756 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $43,991,189,809 | BOYAmt |
| EOY | $44,703,206,468 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $3,028,076,389 | BOYAmt |
| EOY | $2,707,408,152 | 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 | $2,678,507 | BOYAmt |
| EOY | $0 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $6,820,311,357 | BOYAmt |
| EOY | $5,533,423,519 | 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 | $14,866,001,808 | BOYAmt |
| EOY | $15,104,641,878 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $24,717,068,061 | BOYAmt |
| EOY | $23,345,473,549 | 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 | $51,598,437 | BOYAmt |
| EOY | $41,319,391 | EOYAmt |
Rtn Earn Endowment Incm Oth Fnds RtnEarnEndowmentIncmOthFndsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,222,523,311 | BOYAmt |
| EOY | $21,316,413,528 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $19,274,121,748 | BOYAmt |
| EOY | $21,357,732,919 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $43,991,189,809 | BOYAmt |
| EOY | $44,703,206,468 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $2,275,960,076 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $162,202,437 | NetUnrlzdGainsLossesInvstAmt |
| Other Changes In Net Assets | -$354,551,342 | OtherChangesInNetAssetsAmt |
| Method Of Accounting Accrual | Yes (X) | MethodOfAccountingAccrualInd |
| Accountant Compile Or Review | false | AccountantCompileOrReviewInd |
| FS Audited | Yes (true) | FSAuditedInd |
FS Audited Basis FSAuditedBasisGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Consolidated Basis Fincl Stmt | Yes (X) | ConsolidatedBasisFinclStmtInd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Audit Committee | Yes (true) | AuditCommitteeInd |
| Federal Grant Audit Required | Yes (true) | FederalGrantAuditRequiredInd |
| Federal Grant Audit Performed | Yes (true) | FederalGrantAuditPerformedInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
Contributor Information ContributorInformationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Contributor | RESTRICTED | ContributorNum |
Contributor Business Name ContributorBusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | RESTRICTED | BusinessNameLine1 |
Contributor US Address ContributorUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | RESTRICTED | AddressLine1 |
| Address Line2 | RESTRICTED | AddressLine2 |
| City | RESTRICTED | City |
| State | RESTRICTED | State |
| ZIP Code | RESTRICTED | ZIPCode |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Contributions | RESTRICTED | TotalContributionsAmt |
Schedule D IRS990ScheduleD
| Field | Value | IRS element (for citing) |
|---|---|---|
| Art Public Exhibition Amounts | ArtPublicExhibitionAmountsGrp | |
| Held Works Art | HeldWorksArtGrp | |
| CY Minus3 Yr Endwmt Fund | CYMinus3YrEndwmtFundGrp | |
| CY Minus4 Yr Endwmt Fund | CYMinus4YrEndwmtFundGrp |
Land LandGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $992,434,481 | OtherCostOrOtherBasisAmt |
| Book Value | $992,434,481 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $23,062,161,478 | OtherCostOrOtherBasisAmt |
| Depreciation | $10,106,635,087 | DepreciationAmt |
| Book Value | $12,955,526,392 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $258,647,761 | OtherCostOrOtherBasisAmt |
| Depreciation | $187,842,849 | DepreciationAmt |
| Book Value | $70,804,912 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $3,597,597,422 | OtherCostOrOtherBasisAmt |
| Depreciation | $2,667,701,083 | DepreciationAmt |
| Book Value | $929,896,339 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $5,876,896,324 | OtherCostOrOtherBasisAmt |
| Depreciation | $3,597,128,752 | DepreciationAmt |
| Book Value | $2,279,767,572 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $17,228,429,696 | TotalBookValueLandBuildingsAmt |
| Financial Derivatives | FinancialDerivativesGrp | |
| Closely Held Equity Interests | CloselyHeldEquityInterestsGrp |
Other Securities OtherSecuritiesGrp (3 entries)
| DescDesc | Book ValueBookValueAmt | Method ValuationMethodValuationCd |
|---|---|---|
| ABSOLUTE RETURN FUNDS | $2,075,917,989 | F |
| PRIVATE EQUITY FUNDS | $4,052,388,606 | F |
| RISK PARITY FUNDS | $676,372,596 | F |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Securities | $6,804,679,191 | TotalBookValueSecuritiesAmt |
| Federal Income Tax Liability | $0 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (8 entries)
| DescDesc | AmtAmt |
|---|---|
| DUE TO RELATED ENTITIES | $6,153,356,100 |
| RESERVE FOR WORKERS COMP RISKS | $454,422,536 |
| RESERVE FOR PROF/PUBLIC LIAB | $222,170,599 |
| COMMERCIAL PAPER | $1,903,101,669 |
| POST RETIREMENT LIABILITIES | $5,651,740,469 |
| OTHER LONG-TERM LIABILITIES | $440,749,635 |
| OTHER CURRENT LIABILITIES | $55,223,441 |
| BROKER PAYABLES | $223,877,429 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $15,104,641,878 | 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 (7 entries)
| RegionRegionTxt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|
| South America | Investments | $45,572,000 |
| East Asia and the Pacific | Investments | $206,993,000 |
| Europe (Including Iceland and Greenland) | Investments | $341,232,000 |
| Middle East and North Africa | Investments | $4,088,000 |
| South Asia | Investments | $2,977,000 |
| Sub-Saharan Africa | Investments | $336,000 |
| Central America and the Caribbean | Investments | $4,882,630,000 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Spent | $5,483,828,000 | SubtotalSpentAmt |
| Total Spent | $5,483,828,000 | TotalSpentAmt |
Grants To Org Outside US GrantsToOrgOutsideUSGrp (3 entries)
| RegionRegionTxt | Purpose Of GrantPurposeOfGrantTxt | Cash GrantCashGrantAmt |
|---|---|---|
| Europe (Including Iceland and Greenland) | Rsrch Grant | $46,171 |
| North America | Rsrch Grant | $121,087 |
| East Asia and the Pacific | Rsrch Grant | $10,024 |
| 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 | $178,417,085 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $48,576,672 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $129,840,413 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00590 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,514,396,395 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,025,223,614 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $489,172,781 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02230 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $44,264,701 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $43,222,548 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,042,153 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $1,737,078,181 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,117,022,834 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $620,055,347 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.02820 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $39,392,195 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $39,392,195 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00180 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $118,663,862 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $20,001,956 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $98,661,906 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00450 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $102,968,626 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $71,551,553 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $31,471,073 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00140 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $62,166,467 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $62,166,467 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00280 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $323,191,150 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $91,553,509 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $231,691,641 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01050 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $2,060,269,331 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,208,576,343 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $851,746,988 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.03870 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $215,531,325 | BadDebtExpenseAmt |
| Reimbursed By Medicare | $240,541,880 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $345,234,072 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | -$104,692,192 | 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 | 38 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (38 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| KAISER FDN HOSPITAL - LOS ANGELES | ||||||||||||
| 1 | 4867 SUNSET BLVD | LOS ANGELES | CA | 90027 | http://www.kp.org | 9300077 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C |
| KAISER FOUNDATION HOSPITAL- SAN DIEGO | ||||||||||||
| 2 | 4647 ZION AVE | SAN DIEGO | CA | 92120 | http://www.kp.org | 800062 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B |
| 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) | F | |
| 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) | B |
| KAISER FOUNDATION HOSPITAL - OAKLAND | ||||||||||||
| 5 | 275 W MACARTHUR BLVD | OAKLAND | CA | 94611 | http://www.kp.org | 140000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FDN HOSPITAL - SANTA CLARA | ||||||||||||
| 6 | 700 LAWRENCE EXPRESSWAY | SANTA CLARA | CA | 95051 | http://www.kp.org | 70000661 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FOUNDATION HOSPITAL- ROSEVILLE | ||||||||||||
| 7 | 1600 Eureka Rd | Roseville | CA | 95661 | http://www.kp.org | 30000052 | 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) | E |
| 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) | G | |
| KAISER FOUNDATION HOSPITAL - ANAHEIM | ||||||||||||
| 10 | 441 N LAKEVIEW AVE | ANAHEIM | CA | 92807 | http://www.kp.org | 600091 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B |
| KAISER FOUNDATION HOSPITAL - VALLEJO | ||||||||||||
| 11 | 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 - SAN FRANCISCO | ||||||||||||
| 12 | 2425 GEARY BLVD | SAN FRANCISCO | CA | 94115 | http://www.kp.org | 220000188 | 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 | 30000228 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FDN HOSPITAL - SACRAMENTO | ||||||||||||
| 14 | 2025 MORSE AVE | SACRAMENTO | CA | 95825 | http://www.kp.org | 30000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FDN HOSPITAL - WALNUT CREEK | ||||||||||||
| 15 | 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 FOUNDATION HOSPITAL- RIVERSIDE | ||||||||||||
| 16 | 10800 MAGNOLIA AVE | RIVERSIDE | CA | 92505 | http://www.kp.org | 2500327 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B |
| KAISER FDN HOSPITAL - SOUTH BAY | ||||||||||||
| 17 | 25825 S VERMONT AVE | HARBOR CITY | CA | 90710 | http://www.kp.org | 9300079 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B |
| KAISER FDN HOSPITAL - BALDWIN PARK | ||||||||||||
| 18 | 1011 BALDWIN PARK BLVD | BALDWIN PARK | CA | 91706 | http://www.kp.org | 9300920 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C |
| KAISER FDN HOSPITAL - SAN LEANDRO | ||||||||||||
| 19 | 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 - ONTARIO | ||||||||||||
| 20 | 2295 S VINEYARD AVE | ONTARIO | CA | 91761 | http://www.kp.org | 240000159 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B | |
| KAISER FOUNDATION HOSPITAL - IRVINE | ||||||||||||
| 21 | 6640 ALTON PARKWAY | IRVINE | CA | 92618 | http://www.kp.org | 600091 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | B |
| KAISER FOUNDATION HOSPITAL - SAN JOSE | ||||||||||||
| 22 | 250 HOSPITAL PARKWAY | SAN JOSE | CA | 95119 | http://www.kp.org | 70000117 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FDN HOSPITAL - WOODLAND HILLS | ||||||||||||
| 23 | 5601 DE SOTO AVE | WOODLAND HILLS | CA | 91367 | http://www.kp.org | 9300358 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | E |
| KAISER FDN HOSPITAL - SANTA ROSA | ||||||||||||
| 24 | 401 BICENTENNIAL WAY | SANTA ROSA | CA | 95403 | http://www.kp.org | 110000213 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FOUNDATION HOSPITAL - MODESTO | ||||||||||||
| 25 | 4601 DALE RD | MODESTO | CA | 95356 | http://www.kp.org | 030000393 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
| KAISER FDN HOSPITAL - W LOS ANGELES | ||||||||||||
| 26 | 6041 CADILLAC AVE | LOS ANGELES | CA | 90034 | http://www.kp.org | 9300081 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | C |
| 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 FOUNDATION HOSPITAL - FRESNO | ||||||||||||
| 28 | 7300 N FRESNO ST | FRESNO | CA | 93720 | http://www.kp.org | 040000384 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| 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) | F | |
| KAISER FDN HOSPITAL - PANORAMA CITY | ||||||||||||
| 30 | 13652 CANTARA ST | PANORAMA CITY | CA | 91402 | http://www.kp.org | 9300080 | 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 |
| KAISER FDN HOSP - SOUTH SAN FRANCISCO | ||||||||||||
| 33 | 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 | ||||||||||||
| 34 | 99 MONTECILLO RD | SAN RAFAEL | CA | 94903 | http://www.kp.org | 110000357 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FOUNDATION HOSPITAL - FREMONT | ||||||||||||
| 35 | 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 | ||||||||||||
| 36 | 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 - RICHMOND | ||||||||||||
| 37 | 901 NEVIN ST | RICHMOND | CA | 94801 | http://www.kp.org | 140000052 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A |
| KAISER FOUNDATION HOSPITAL - MANTECA | ||||||||||||
| 38 | 1777 W YOSEMITE AVE | MANTECA | CA | 95336 | http://www.kp.org | 030000393 | Yes (X) | Yes (X) | Yes (X) | Yes (X) | A | |
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (6 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 | Look Back MedicareLookBackMedicareInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A-21 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/ncal | Yes (X) | http://www.kp.org/mfa/ncal | Yes (X) | http://www.kp.org/mfa/ncal | 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-9 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/scal | Yes (X) | http://www.kp.org/mfa/scal | Yes (X) | http://www.kp.org/mfa/scal | 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 | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (true) | false | 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/scal | Yes (X) | http://www.kp.org/scal | Yes (X) | http://www.kp.org/scal | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |
| E-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) | 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/scal | Yes (X) | http://www.kp.org/mfa/scal | Yes (X) | http://www.kp.org/mfa/scal | 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 | |
| F-2 Facilities See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 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/nw | Yes (X) | http://www.kp.org/mfa/nw | Yes (X) | http://www.kp.org/mfa/nw | 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) | |
| G-1 Facility See Part V Sec C | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 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/hawaii | Yes (X) | http://www.kp.org/mfa/hawaii | Yes (X) | http://www.kp.org/mfa/hawaii | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | |
Supplemental Information SupplementalInformationGrp (59 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| C, 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 6B: Cedars-Sinai Medical Center, 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 prioritized hea |
| B, 2, KFH - SAN DIEGO 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, 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, non-traditional stakeholders representing African American population with cardiovascular disease, behavioral health, care managers/hunger advocates, community health centers, high risk youth, homeless/veterans, low-income elderly, low-income students, mental health, and outreach workers also provided input. Line 6a: Palomar Health, Rady Children's Hospital San Diego, Scripps Health, Sharp HealthCare, Tri-City Medical Center, University of California San Diego Health Line 6b: Hospital Association of San Diego and Imperial Counties Line 11: A. Access to Care Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care. KFH San Diego will collaborate with 2-1-1 San Diego and other local community health organizations to provide significant assistance in conducting outreach and enrollment in the Kaiser Permanente Child Health Plan to improve the access to health care for low-income children under the age of 18. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to healthcare. 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 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-San Diego will address access to care by having physicians collaborate with Champions for Health through the ConsultSD program. eConsultSD is a web-based secure communications tool for primary care physicians in community clinics to consult with KFH-San Diego specialist physicians on a case-by-case basis for uninsured and low-income patients in San Diego County. B. Obesity/HEAL/Diabetes 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. These initiatives aim to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables and healthy beverages and increasing safe places to be play and be physically active. 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. For example, KFH- San Diego partners with Jacobs and Cushman San Diego Food Bank to increase healthy eating by providing low-income people with 20 pounds of nutritious foods (monthly) combined with nutrition education that will improve nutritional choices and knowledge leading to healthier eating and reduction of obesity and support the management of diabetes. 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. Support the development of community-based organizations, leaders and networks, and build their capacity to advance equity and prevent obesity and to promote healthy eating and active living. 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-San Diego Community Benefit liaison collaborates with San Diego County Childhood Obesity Initiative (COI) by being a member of their leadership council and participating in their all-day strategic planning retreat. They provide guidance on matters related to policy and environmental change strategies to be incorporated into the COIs strategic plan, to prevent and reduce childhood obesity in San Diego County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote healthy eating and active living. KFH-San Diego donates property in El Cajon and partners with International Rescue Committee in the New Roots Fresh Farm Community Garden project to provide opportunities for healthy eating and active living for refugee and other underserved populations. C. Cardiovascular Disease Support health care providers in the use of population health management tools (e.g. clinical decision-support systems, data, team-based care) to screen, provide preventive care, and treat CVD. An example of an initiative for this strategy is an evidence-informed cardiovascular disease (CVD) risk-reduction program called ALL HEART. The Community Clinic Health Network (CCHN) serves as the Project Office translate the ALL (Aspirin, Lisinopril, and Lipid lowering medications) protocol across the San Diego County and key areas in the Southern California Region. 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. 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. Support the development of community-based organizations, leaders and networks, and build their capacity to advance equity and address CVD. This includes proving support and partnership with community clinics serving populations in vulnerable communities who are directly addressing cardiovascular disease. Support partnerships and networks that sustain and scale change and lift up priorities, evidence, and experience of communities to build the field of cardiovascular health. Work with the Be There Initiative to promote cross-organizational leadership and communication. An example of a partnership is the collaboration between KFH-San Diego and Be There San Diego. Together we will promote cross-organizational leadership and communication to educate the entire San Diego community to understand and manage factors like hypertension, high cholesterol, and diabetes. Leverage KP assets to drive community health and champion organizational practice changes within KP that improve CVD and promote health. D. Mental and Behavioral Health 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. KFH-San Diego will address mental and behavioral health by having employees conduct health and wellness screening in collaboration with Think Dignity, a non-profit partner who empowers and organizes the community to advance basic dignity for those living on the streets of San Diego County. 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. 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 |
| F, 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 16J: The FAP program materials are available on the KP website at www.kp.org//mfa/nw |
| B, 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: KFH - 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 parentchild 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 (ie. Cal Fresh, 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 Farmers 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 cant 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 rou |
| A, 5, 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 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 Berkley, 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 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: - 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 careers. |
| 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, 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 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 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 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. Prevent |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs to address 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 nations 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 communitys 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 & Alzheimers Disease Alzheimers 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 Alzheimers 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 Kaiser Foundation Hospitals. 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 T |
| A, 7, 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 group key informant 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 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. - 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. - Participate in Placer Community Health Initiative to strengthen Placer Countys 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 decr |
| 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 Kaiser Foundation Hospitals. 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. |
| E, 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 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. Through the planning process outlined in Section VIII of this report, the health needs KFH Downey is not addressing had lower magnitude and severity ratings. Additionally, community input ranked asthma, cardiovascular disease, teen pregnancy and oral health in the bottom one-third of the prioritized health needs. Community feedback indicated that the high priority needs were viewed as influencing a number of lower priority needs. For example, preventive practices, teen pregnancy and oral health can be addressed through a commitment of resources focused on access to care. In other words, an emphasis on access to care wi |
| G, 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 Hawai, 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 Queens 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 Queens Medical Center West Oahu Wahiawa General Hospital Line 6b: The Healthcare Association of Hawaii led the statewide effort. Line 11: The list below summarizes the health needs identified for the KFH Honolulu service area through the 2016 Community Health Needs Assessment process: - Exercise, Nutrition and Weight/Diabetes - Mental Health and Mental Disorders - Access to Care - 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, which describes KFH Honolulus planned response to the needs identified through the 2016 Community Health Needs Assessment process, will be adopted in 2017.`` 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 Honolulu 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 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. |
| B, 10, 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, KFH - 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 Fullertons 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 Permanentes 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 Countys 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 Permanent 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 Countys 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 c |
| A, 11, 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 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 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 soci-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 childrens 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 acces |
| 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 Kaiser Foundation Hospitals. 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, 12, 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 linguistically c |
| 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 Kaiser Foundation Hospitals. 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 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, 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 group key informant 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 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. - 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. - Increa |
| 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 Kaiser Foundation Hospitals. 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 - 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 group key informant 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 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. - 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 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 amon |
| 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 Kaiser Foundation Hospitals. 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. |
| A, 15, 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 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 Berkley, 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 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 |
| 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 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 Kaiser Foundation Hospitals. 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 persons 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. |
| B, 16, KFH - RIVERSIDE 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 a world cafe. Community input was solicited from community 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). 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: KFH - Moreno Valley line 6b: Special Service for Groups (SSG) 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-Riverside 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 Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. 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. KFH-Riverside leverages surgical and preventive screening access to uninsured patients in Riverside County. The collaboration between Kaiser Permanente and community clinics, including but not limited to Lestonnac Free Clinic, Riverside Free Clinic, and Borrego Health provides for the coordination of referrals for low-risk outpatient surgery and colonoscopy screenings for uninsured residents. 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. An example of a partnership and use of KFH-Riverside assets is the University of California, Riverside School of Medicine Internal Medicine Residency Program, a three-year residency program which brings 12 residents to the Inland Empire to train at sites in the region, including KFH-Riverside. 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. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to health care. 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-Riverside Community Benefit Manger is a member of the Project KIND Coalition which coordinates access to medical, dental, mental, and optical services throughout Riverside County to underinsured uninsured children. 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. B. Mental and Behavioral Health 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 and recovery. 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 organizational changes that can reduce employee stress. 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. KFH-Riverside will address mental health by collaborating with the National Alliance for Mental Illness (NAMI) Western Riverside County, by providing hospital conference room space for mental health workshops at no cost to the community. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. KFH-Riverside collaborates with The Carolyn E. Wylie Center for Children, Youth and Families, MFI Recovery and other community- based organizations that provide services for children and their families with core operation support and in-kind donations of surplus equipment. KFH-Riverside physicians volunteer regularly to present at the Inland Empire Perinatal Mental Health Collaborative on topics such as medication management, medical issues and depression, and maternal mental health. 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. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes that promote mental and behavioral health. Support collaborations and networks that sustain and scale change and lift up priorities, evidence and experience of communities, to share information about what works in improving behavioral and mental health and to build the field. The Community Benefit Manager serves as an advisory board member and conference planner for the Grow Riverside and Invest Health Initiatives that supports the Riverside Food System Alliance, Farm-to-Fork movement throughout the inland region. This initiative aims to increase access to fresh produce, create jobs, develop a food distribution hub, and align affordable housing goals with farm incubator programs. C. Obesity/Diabetes/HEAL 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 heal |
| B, 17, 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, Sams Club), chamber of commerce, civic leaders, educational. Line 6a: Long Beach Collaborative includes Kaiser Foundation Hospital South Bay, 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 Childrens 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-South Bay 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-South Bay 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-South Bay 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-South Bay 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-South Bay 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 cant 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-South Bay coordinates annual Community Surgery and Colonoscopy Screening Days in partnership with FQHCs (Harbor Community Clinic; South Bay Family Health Care; The Childrens 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-South Bays Community Benefit Manager and Physician Champion will participate on a hospital subcommittee of the South Bay 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-South Bay will identify a local leader (Human Resources Director) to partner with the South Bay Workforce Investment Board to recruit and hire individuals in the communities KFH-South Bay 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 farmers markets for purchasing fresh fruits and vegetables. In partnership with City of Los Angeles, KFH-South Bay will establish a Farmers 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-South Bay Farmers Market. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. KFH-South Bay 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-South Bays Hippocrates Circle Program will assign physician mentors to middle school students to encourage them to enter the health care field; connecting Kaiser Permanentes Educational Theatre Program conflict resolution and anti-bullying performances to local schools. Additionally, KFH-South Bays 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-South Bay to provide grants to nonprofit organizations offering school-based diversion programs, namely: Centinela Youth Services Reducing Violence in Schools through Mediation; Long Beach Bar Associations 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-South Bay 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-South Bay 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-South Bay 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-South Bay 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 commu |
| C, 18, 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 6b: Citrus Valley Health Partners 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 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 KP assets to drive coverage and access to health |
| A, 19, 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, 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 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 Berkley, 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 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. 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 |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs to address 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 nations 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 communitys 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 Kaiser Foundation Hospitals. 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. |
| B, 20, 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 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 parentchild interactions. KFH-Ontario will address mental health issues among youth by collaborating with the Ontario-Montclair Unified School Districts school-based Mental Health Program and the Counseling Center by providing KFH-Ontario grant funding support. 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-Ontario will address mental health by providing grant funding support to Parktree Community Health Center (Ontario site). 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-Ontario will address mental health issues by partnering with the Ontario-Montclair 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 link 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-Ontario will address mental health by providing grant funding support to the National Alliance on Mental Illness (NAMI) Inland Empire Chapter. 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-Ontario 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, professional organization and community agency representatives, to increase a health workforce that is diverse and community responsive and work collectively to identify and facilitate solutions to the educational, social and environmental barriers to 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-Ontario will address economic security by partnering with Project SEARCH, where Kaiser Permanente EVS, Materials Management, and Linen employees will provide Job Rotation to disabled adults for employment skills development and training. 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-Ontario will address economic security by providing grant funding support to homeless service providers from the West End of San Bernardino County. Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. KFH-Ontario 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 (ie. Cal Fresh, Supplemental Food Program for Women, Infants, and Children (WIC). KFH-Ontario will address economic security by providing grant funding support Healthy Cities to set up and accept Cal Fresh and WIC benefits to enable community to obtain fresh fruits and vegetables at Farmers Markets. Support community-based organizations and networks to build their capacity to advance economic security. KFH-Ontario will address economic security by partnering with food security providers to identify food capacity related needs and opportunities. Support efforts to assess upstream social and basic needs and coordinate with community based organizations. KFH-Ontario 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-Ontario 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 cant 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-Ontario will address access to care by providing grant funding support Parktree Community Health Center (Ontario & Pomona sites) and the Well of Healing Mobile Medical Clinic. 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. Example of resources and partnerships include: KFH-Ontario support of El Sol Neighborhood Center promotores connect residents to community clinic resources based on their needs. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including education on use of routine care, urgent care, and care coordination (promotores/community health workers). KFH-Ontario will address access to care issues by partnering with Well of Healing Mobile Medical Clinic and the Parktree Community Health Center (Ontario & Pomona sites), where SCPMG Physicians (Internal Medicine, Family Medicine, and Specialist) will volunteer at clinic sites to treat low income clinic clients to support increase of patient visits and reduce wait times. 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-Ontario Community Benefit liaison is member of the Oral Health Action Coalition Inland Empire (IE), a grassro |
| B, 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, KFH - Anaheim. 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 Countys 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 Permanent 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 Countys 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 for the Irvine-MCA will not be addressed by KFH-Irvine because they demonstrated lower need, and feasibility than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Obesity/HEAL/Diabetes, Economic Security, Mental and Behavioral Health, Access to Care) demonstrate relatively higher levels of magnitude, severity, and disproportionate impact among vulnerable populations. There are strong community partners mobilizing around these issues and KFH-Irvine has unique resources and capacity to dedicate to work focused on these health needs. The needs that will not be addressed for Irvine are: 1. Housing 2. Substance Abuse/Use 3. Oral/Dental Health 4. Cancer 5. Cardiovascular Disease 6. Alzheimers 7. Suicide 8. Maternal & Child Health 9. HIV/AIDS As discussed in section VIII, Cardiovascular Disease was not selected as it earned a low feasibility score. Furthermore, Cancer, Alzheimers, Maternal & Child Health, and HIV/AIDS were |
| A, 22, 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 to address 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 nations 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 communitys 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 & Alzheimers Disease Alzheimers 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 Alzheimers 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 Kaiser Foundation Hospitals. 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 H |
| E, 23, 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 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, non-traditional stakeholders representing mothers, business leaders, foster youth, homeless, incarcerated youth, transgenders, people with disabilities, and the uninsured/undocumented/monolingual also provided input. line 6a: Simi Valley Hospital, Community Memorial Health System, St. Johns Regional Medical Center, and Ventura County Medical Center Line 11: A. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families. For example, KFH-Woodland Hills aims to address economic security of homeless individuals by collaborating with the Habitat for Humanitys Womens Empowerment Build to help veterans by having KP staff help construct houses. Support policies that increase economic security for individuals and families by expanding employment and educational opportunities for individuals and their families. Support the development of culturally relevant and multi-generational community residents leadership and build their capacity to advance equity and improve economic security. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. For example, supporting vendors that hire under/unemployed residents (with living wages and benefits) and building capacity in target neighborhoods/populations. B. Obesity/HEAL/Diabetes 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. KFH Woodland Hills aims to address obesity/HEAL/diabetes by partnering with the Kellogg Park Group to advocate for the approval, design and implementation of a new park in the community. The collaborative will provide a space for families to advocate for the successful acquisition of land for a park as well as design it with plans that will include an amphitheater, community garden, adventure playground and walking path. 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. 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 Woodland Hills aims to address obesity/HEAL/diabetes by coordinating a community clean-up with the North Valley Family YMCA to help create an environment that makes it easier to be physically active. KP staff also provided supplies and materials to help with the clean-up. C. Access to Care Support the provision of high quality healthcare (including preventive services, specialty care and integrative medicine) for underserved populations. KFH Woodland Hills aims to address access to care by partnering with The Rotary Club of Thousand Oaks to provide vaccines that will be administered by KFH-Woodland Hills staff at the Westminster Free Clinic. Additionally, Food Share provides donated fruits and vegetables to those who are vaccinated. Reduce barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. KFH Woodland Hills aims to address access to care by coordinating physicals with the Boys and Girls Clubs of Greater Oxnard and the Ventura Adult Education Center. Physicians and clinical support staff also volunteered their time to provide physicals. Support the development of culturally relevant and multi-generational community residents leadership and build their capacity to advance equity and improve access to healthcare. 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 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 Woodland Hills 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 cant afford medical expenses and/or cost sharing. D. Mental and Behavioral health 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. KFH Woodland Hills aims to address mental and behavioral health by developing pathways to relationship-based community policing with the Los Angeles Police Department. KFH Woodland Hills will provide staff training to encourage best practices in caring for transgender patients. 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. KFH Woodland Hills aims to support mental and behavioral health by serving as a Spanish "Train the Trainer" site for the National Alliance on Mental Illnesss Familia a Familia program. 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. The remaining prioritized health needs for the Woodland Hills MCA will not be addressed by KFH-Woodland Hills because they demonstrated lower need, and feasibility than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Access to Care, Obesity/HEAL/Diabetes, Economic Security, Mental and 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 the KFH-Woodland Hills service area are below. 1. Cancers 2. Heart Disease and Stroke 3. Substance Use and Abuse 4. Dental Health 5. Affordable Housing and Homelessness Cancers and Heart Disease and Stroke were not selected as they did not meet the criteria for high need. Additionally, though not selected as individual health needs, Substance Use and Abuse was folded into the selected need of Mental and Behavioral Health, Dental Health was folded into the selected need of Access to Care, and Affordable Housing and Homelessness was folded into the selected need of Economic Security. 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, or where those 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 D |
| A, 24, 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 Countys 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 KPs 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 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 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 focused on a |
| 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 Kaiser Foundation Hospitals. 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. |
| 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 Dis |
| 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 Kaiser Foundation Hospitals. 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 Permanentes 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 |
| C, 26, KFH - WEST LOS ANGELES 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 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, non-traditional stakeholders representing arts, banking, business, economy, entertainment, housing, immigration/Latino, labor, law enforcement, media, recreation, sports, technology, telecommunication, utilities, and workforce also provided input. Line 6B: Citrus Valley Health Partners Line 11: A. Access to Care Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care. As part of the largest non-profit health system, KFH-West Los Angeles 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 cant afford medical expenses and/or cost sharing. Support policies and programs that improve the ability of the healthcare organizations to assess upstream factors and coordinate with community-based preventive services. For example, KFH-West Los Angeles partners with a community based organization focused on homelessness to financially support the placement of a patient navigator in its emergency room. Individuals experiencing homelessness are referred to the navigators program to address social and behavioral needs as well as to connect them to appropriate primary care. Support educational programs to reduce system barriers to improve the capacity of the primary care workforce. For example, KFH-West Los Angeles utilizes its assets to conduct various local pipeline programs including the Nurse Ambassador Volunteer program which provides students attending their third year of nursing training with opportunities to practice bed-side care as volunteers. 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 West LA partners with the Crenshaw High School Wellness Center Coordinating Council, which is a partnership between LAUSD and key community stakeholders to support the successful implementation and utilization of Crenshaw High School Wellness Center. In addition, through participating in the Council we identify opportunities for supporting key initiatives with students, such as providing materials for presentations at student conferences or providing lab coats and giveaways to recognize student health leaders. 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-West Los Angeles deploys volunteer physicians to serve in community clinics. Additionally, KFH-West Los Angeles responds to requests for technical assistance such as improving triage and phone messaging systems, evaluation of infectious disease practices and best use of mid-level professionals in the community clinic setting. Additionally, physicians, health educators, counselors and other experts disseminate knowledge in various community settings by responding to requests for health presentations. Through these presentations KFH-West Los Angeles physicians and staff educate providers and the public on health topics as diverse as substance abuse, healthy lifestyle for seniors, youth development, and female bladder control and medication interactions, among others. B. Economic Security Support plans, programs, and policies that promote access to affordable housing for low-income residents, prevent displacements and increase the availability of moderately priced workforce housing. KFH-West Los Angeles Community Benefit Manager collaborates with LA County Department of Public Health, Health Impact Evaluation Center as a member of the Health Impact Assessment Advisory Group to evaluate the health impact of affordable housing policies in the City of Los Angeles. Support efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability to self-sufficiency. Supports policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income. KFH- West Los Angeles is planning to collaborate with local high school parent centers and domestic shelters to offer workshops about health careers and employment. KFH-West LA HR Recruiters will conduct these workshops. 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. KFH West Los Angeles promotes and provides access to fresh fruits and vegetables by operating a weekly, year round Farmer's Market at the medical center, which is open to the community and accepts Cal Fresh and WIC benefits. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. For instance, KFH-West Los Angeles implements policies and standards to procure supplies and services from a diverse set of providers and partners with community-based workforce development programs to support a pipeline for diverse suppliers and services. C. Mental Health and Behavioral Health (Including Substance Abuse) These priorities have guided the development of the following core strategies to address mental health in the community. These strategies focus on building knowledge, capacity and infrastructure as well as violence prevention. 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. Increase access to high quality mental health services to low income populations by supporting community based organizations and schools and removing barriers to care. KFH-West Los Angeles provides in-kind conference room meeting space to the National Alliance on Mental Illness LA County ( NAMI LA County) for a series of annual events focused on educating relatives of individuals experiencing mental illness on how to best advocate for needed resources and treatments and how to remove stigma associated with their conditions in order to remove 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. For example, KFH-West Los Angeles aims to increase awareness about the dangers of prescription drugs and substance abuse by partnering with community based organizations and schools to disseminate information on substance abuse and brain health among youth. Addiction Medicine Counselors volunteer their time to conduct dialogue sessions on Brain Health and Substance Abuse in community settings. 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. 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. D. Obesity/HEAL/Diabetes Support policies and programs that promote physical activity and healthy eating. KFH- West LA partners with many organizations and elected officials by planning and participating in health fairs and other events aiming at promoting healthy eating and physical activity in community setting. Another exam |
| A, 27, KFH - REDWOOD CITY 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 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 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 Alzheimers 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 nations 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 Kaiser Foundation Hospitals. 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 WEBSITE AT WWW.KP.ORG//MFA/NCA |
| A, 28, 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 Kaiser Foundation Hospitals. 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. |
| F, 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 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 16J: The FAP program materials are available on the KP website at www.kp.org//mfa/nw. |
| B, 30, KFH - PANORAMA 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 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, transportation, and faith-based organizations also provided input. Line 6a: Valley Presbyterian Hospital, Northridge Hospital Medical Center Line 6b: Antelope Valley Partners for Health (AVPH) 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 Panorama City 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 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. KFH-Panorama City has a Board Placement Program to engage SCPMG providers and KP Administrative leaders in serving on the boards of directors for FQHCs focus on improving access to care while sharing best practices and expert knowledge, and providing governance support. For example, Juan Vargas, MD, Chief of Family Medicine serves on the Board of Directors and sits on the Quality Improvement Board of Northeast Valley Health Corporation. 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. 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. For example, KFH-Panorama City is exploring implementation of a Physician Community Engagement Program, connecting KP Physicians to three community clinic partners in the San Fernando and Santa Clarita Valleys to provide medical care at the community clinics during the physicians paid educational time thus increasing access at the community clinics. B. Economic Security 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. For example, KFH-Panorama City Community Benefit Manager and Utilization Management Director participate in the San Fernando & Santa Clarita Valley Homeless Coalition focused on advocating for increased access to temporary and permanent supportive housing as well as collaborating with homeless service providers to increase care coordination. 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. KFH Panorama City promotes and provides access to fresh fruits and vegetables by operating a weekly, year round Farmer's Market at the Medical Center, which is open to the community and accepts Cal Fresh and WIC benefits. Support communities (schools, childcare, retailers, etc.) in adopting nutrition policies and practices, including those that limit children's exposure to unhealthy food and beverage marketing. 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. C. Obesity/HEAL/Diabetes 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. For example, KFH-Panorama City Community Benefit Manager serves on the Healthy San Fernando Advisory Committee headed by the Mayor and Recreation and Community Services Operations Manager for the City of San Fernando focused on improving access to healthy food options, adopting healthy food policies, and creating activity-promoting environments. 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. KFH Panorama City Community Benefit Manager is on the Board of Directors of and co-chair of the Chronic Disease committee for Valley Care Community Consortium, which leads a collaboration of public and private community partners to advocate, plan, assess needs and facilitate development of effective programs and policies to reduce obesity among the residents in the San Fernando and Santa Clarita Valleys. Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example 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. These initiatives aim to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables and healthy beverages and increasing safe places to be play and be physically active. 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 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. 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. D. Mental and Behavioral Health 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. KFH Panorama City has provided grant funding fo |
| 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 Kaiser Foundation Hospitals. 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 to address 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 Kaiser Foundation Hospitals. 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 persons 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, 33, 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 CBAC chose a set of health needs to address 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 nations 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 Kaiser Foundation Hospitals. 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 Alzheimers 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, 34, 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 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 - 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 Educations County-wide Wellness Initiative. - Provide KPs 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 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 - 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 with organ |
| 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 Kaiser Foundation Hospitals. 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, 35, 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 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 Berkley, 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 KPs 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 and/or v |
| 2016 Needs Not Selected and Rationale | The Contributions Committee was careful to recommend a set of health needs to address 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 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 nations 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 communitys 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 Kaiser Foundation Hospitals. 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, 36, KFH - MORENO VALLEY 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 a world cafe. Community input was solicited from community 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). 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: KFH - Riverside Line 6b: Special Service for Groups (SSG) 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-Moreno Valley 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 Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. 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. KFH-Moreno Valley leverages surgical and preventive screening access to uninsured patients in Riverside County. The collaboration between Kaiser Permanente and Coachella Valley Volunteers in Medicine provides for the coordination of referrals for low-risk radiology, outpatient surgery and colonoscopy screenings for uninsured residents. Additionally, KFH-Moreno Valley collaborates with Riverside Community College District Foundation/Moreno Valley College Dental Hygiene Clinic. Core to provide funding for uninsured individuals to ensure dental care is provided to hundreds of people without insurance on an annual basis. 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. KFH-Moreno Valley aims to train medical providers in culturally competent care by annually hosting 12 residents in a three-year residency program; this program is in collaboration with the University of California, Riverside School of Medicine Internal Medicine Residency Program. In addition, in-kind donation of surplus medical equipment and supplies are donated to benefit the simulation lab on campus. 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. 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. B. Mental Health 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 and recovery. KFH-Moreno Valley aims to screen individuals at risk for mental and behavioral conditions by partnering with the United States Veterans Initiative at March Air Reserve Base who screen veterans that are chronically homeless for behavioral and/or substance abuse problems and connecting them with treatment services. Support organizational changes that can reduce employee stress. 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. KFH-Moreno Valley will address mental health by collaborating with the National Alliance for Mental Illness (NAMI) Western Riverside County, by providing hospital conference room space for mental health workshops at no cost to the community. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes 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. C. Obesity/Diabetes 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. Promote use of Cal Fresh and WIC benefits at farmers markets for purchasing fresh fruits and vegetables. An example with of KFH-Moreno Valley leveraging its assets is the Mobile Fresh Farmers Market. Promote regular physical activity for residents by partnering with 100 Mile Club to register low income students to the program throughout Moreno Valley Unified School District. KFH -Riverside offers a monthly meet up for students throughout Riverside County to earn 100 Mile Club credit by walking the Thrive Path. 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 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. Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes that promote health. Support collaboration an |
| A, 37, 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 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 Berkley, 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 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: - 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 |
| 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 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 nations 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 Kaiser Foundation Hospitals. 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. C. 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. D. 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, 38, 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 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 HealthSt. Josephs 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 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 - 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 Permanent |
| 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 Kaiser Foundation Hospitals. 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 Permanentes 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 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 8 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (8 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 |
| BROOKSIDE RESIDENTIAL TREATMENT CENTER | ||||
| 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97015 | INPATIENT MENTAL HEALTH SVCS |
| SANTA CLARA PHF | ||||
| 3840 HOMESTEAD ROAD | SANTA CLARA | CA | 95051 | MENTAL HEALTH |
| INTERSTATE SURGICAL CENTER | ||||
| 3500 N INTERSTATE AVE | PORTLAND | OR | 97227 | AMBULATORY SURGERY |
| SUNNYBROOK SURGICAL CENTER | ||||
| 10180 SOUTHEAST SUNNYSIDE RD | CLACKAMAS | OR | 97015 | AMBULATORY SURGERY |
| SKYLINE SURGICAL CENTER | ||||
| 5135 SKYLINE ROAD SOUTH | SALEM | OR | 97306 | AMBULATORY SURGERY |
| CENTER FOR HEALTH RESEARCH | ||||
| 3800 N INTERSTATE AVE | PORTLAND | OR | 97227 | RESEARCH CENTER |
Supplemental Information Detail SupplementalInformationDetail (10 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| 1 - Part I Line 3c | ********************************************************************** There are three distinct eligibility criterion for free care under KPs 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 KFHs means testing criteria as a percentage of the Federal Poverty Guidelines (FPG) is eligible for financial assistance. Note: Assets are not used in income-based criteria. 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 to KFHs high medical expense criteria as a percentage 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 4 | ********************************************************************** The financial statements do not include a footnote related to bad debt expense. However, on the financial statements, the bad debt expense is included in the patient service revenue. Patient services revenue is included in copays, deductibles, fees, and other revenue in the statement of operations and is recognized as services are rendered. Bad debt expense related to patient services revenue is calculated based on historical bad debt experience and recorded as an offset to patient services revenue (net of contractual allowances, charity care, and discounts). |
| 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) Program. 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 Program. |
| 2 - needs assessment | ********************************************************************** IN CALIFORNIA, OREGON AND HAWAII, 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, OREGON, AND WASHINGTON, INFORMATION REGARDING ASSISTANCE IS WIDELY AVAILABLE THROUGHOUT THE FACILITIES TO ALL PATIENTS WHICH INCLUDES BOTH HEALTH PLAN MEMBERS AND THE GENERAL PUBLIC. 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 OR CONNECT A PATIONT 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 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, POLCY 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 38 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)* 12.3 22.2 1.3 3.4 Median Household Income**** $71,564 $60,423 $68,244 $57,047 % below 200% FPL***** 31.06% 37.68% 25.63% 33.87% % below 100% fpl* 14.2% 16.8% 11.3% 15.3% % w/o public or private health ins* 10.96% 16.67% 5.82% 11.58% Population Age 5+ with limited English Proficiency* 16.51 20.81 12.66 6.78 High School Graduation Rate** 87.88** 86.49** 82**^ 77.3**^ Unemployment Rate (%)*** 6.6 7.6 5 6.5 (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: 2011-15 ** 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 2016, 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. 2011-15 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 38 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 four 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.; and Kaiser Foundation Health Plan of the Northwest, 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. In the hospital-based regions - California, Hawaii and Northwest, Kaiser Permanente is comprised of several separate legal organizations: KFH - a California nonprofit public benefit corporation exempt from federal income tax under Internal Revenue Code 501(c)(3); KFHP - a California nonprofit public benefit corporation exempt from federal income tax under Internal Revenue Code 501(c)(3); Northwest Health Plan - an Oregon nonprofit corporation. Kaiser Permanente contracts with various medical groups in each respective region to provide services to members. 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 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 38 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon, which provide 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 (1061 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| 100 Mile Club | |||||||
| 2191 Fifth Ste 211 | Norco | CA | 92860 | 208425786 | 501(c)(3) | $15,000 | Project Support |
| 18 Reasons | |||||||
| 3150 18th St 315 | San Francisco | CA | 94110 | 453059509 | 501(c)(3) | $40,000 | Project Support |
| 2B Successful Youth | |||||||
| PO Box 3462 | Fairfield | CA | 94634 | 263308963 | 501(c)(3) | $15,000 | Project Support |
| 4 Walls International Incorporated | |||||||
| 1010 10th Street | Imperial Beach | CA | 91932 | 264381424 | 501(c)(3) | $13,000 | Project Support |
| A Community of Friends | |||||||
| 3701 Wilshire 700 | Los Angeles | CA | 90010 | 954203106 | 501(c)(3) | $10,000 | Project Support |
| A More Excellent Way Health Improve Org | |||||||
| 215 Lighthouse Drive | Vallejo | CA | 94590 | 142011697 | 501(c)(3) | $15,000 | Project Support |
| A Place Called Home | |||||||
| 2830 S Central Ave | Los Angeles | CA | 90011 | 954427291 | 501(c)(3) | $10,000 | Project Support |
| A Window Between Worlds | |||||||
| 710 4th Avenue Suite 5 | Venice | CA | 90291 | 954448606 | 501(c)(3) | $15,000 | Project Support |
| ABC Unified School District | |||||||
| 16700 Norwalk Boulevard | Cerritos | CA | 90703 | 952380644 | Government or P | $61,756 | Project Support |
| Abode Services | |||||||
| 40849 Fremont Blvd | Fremont | CA | 94538 | 943087060 | 501(c)(3) | $44,750 | Project Support |
| Access California Services | |||||||
| 631 S Brookhurst 107 | Anaheim | CA | 92804 | 330826205 | 501(c)(3) | $15,000 | Project Support |
| AccessOC Southern California | |||||||
| 1505 E 17th Ste 209 | Santa Ana | CA | 92705 | 455011901 | 501(c)(3) | $10,000 | General Operating Support |
| Adaptive Physical Education | |||||||
| 1455 Madison Avenue | Redwood City | CA | 94061 | 463037547 | 501(c)(3) | $10,000 | General Operating Support |
| Adelante Youth Alliance | |||||||
| 805 N Madison Avenue | Pasadena | CA | 91104 | 154819333 | 501(c)(3) | $19,400 | Conference Support |
| Adolescent Counseling Services Inc | |||||||
| 643 Bair Island 301 | Redwood City | CA | 94063 | 530192551 | 501(c)(3) | $15,000 | General Operating Support |
| Advanced Center for Eyecare | |||||||
| 1701 Westwind Ste 101 | Bakersfield | CA | 93301 | 273257780 | 501(c)(3) | $15,000 | Project Support |
| Advent Group Ministries | |||||||
| 90 Great Oaks 108 | San Jose | CA | 95119 | 770100966 | 501(c)(3) | $30,000 | Project Support |
| Afghan Coalition | |||||||
| 39155 Liberty D460 | Fremont | CA | 94538 | 943398311 | 501(c)(3) | $20,000 | Project Support |
| Aids Community Action Foundation | |||||||
| 273 9th 2nd Fl | San Francisco | CA | 94103 | 900171830 | 501(c)(3) | $10,000 | Other |
| AIDS Services Foundation of Orange County | |||||||
| 17982 Skypark Ste J | Irvine | CA | 92614 | 330126481 | 501(c)(3) | $15,000 | Project Support |
| Airport Marina Counseling Service | |||||||
| 7891 La Tijera Blvd | Los Angeles | CA | 90045 | 952224149 | 501(c)(3) | $10,000 | Project Support |
| Airway Science for Kids | |||||||
| PO Box 4142 | Portland | OR | 97208 | 943163800 | 501(c)(3) | $20,000 | Project Support |
| Alameda Boys & Girls Club Inc | |||||||
| 1900 Third Street | Alameda | CA | 94501 | 941312299 | 501(c)(3) | $15,000 | Project Support |
| Alameda County Community Food Bank | |||||||
| 7900 Edgewater Drive | Oakland | CA | 94621 | 942960297 | 501(c)(3) | $58,450 | Other;Event Support\Annual Fundraiser |
| Alameda County Health Care Services Agency | |||||||
| 1000 San Leandro 300 | San Leandro | CA | 94577 | 946000501 | Government or P | $117,100 | Capital Fund Support |
| Alameda Family Services | |||||||
| 2325 Clement Avenue | Alameda | CA | 94501 | 237088243 | 501(c)(3) | $15,000 | Project Support |
| Alameda Health Consortium | |||||||
| 101 Callan 300 | San Leandro | CA | 94577 | 510189590 | 501(c)(3) | $134,250 | Event Support\Awards Ceremony;Event Support\Dinner |
| Alameda Health System Foundation | |||||||
| 350 Frank H Ogawa 900 | Oakland | CA | 94612 | 943103136 | 501(c)(3) | $202,000 | Project Support |
| Aldea Inc | |||||||
| 1801 Oak Street PO Box 841 | Napa | CA | 94559 | 942159248 | 501(c)(3) | $20,000 | Project Support |
| All Hands Raised | |||||||
| 2069 NE Hoyt | Portland | OR | 97232 | 931149789 | 501(c)(3) | $15,000 | Project Support |
| Allen Temple Leadership Institute | |||||||
| 8501 International Blvd | Oakland | CA | 94621 | 943388651 | 501(c)(3) | $690,000 | Event Support\Awards Ceremony;Event Support\Health |
| Alliance for Housing and Healing | |||||||
| 825 Colorado 100 | Los Angeles | CA | 90041 | 954147364 | 501(c)(3) | $15,000 | Project Support |
| Al-Shifa Clinic Inc | |||||||
| 2034 B Mallory St | San Bernardino | CA | 92407 | 330855769 | 501(c)(3) | $20,000 | General Operating Support |
| AltaMed Health Services Corp | |||||||
| 2040 Camfield Avenue | Commerce | CA | 90040 | 952810095 | 501(c)(3) | $9,250 | Event Support\Annual Fundraiser |
| Alternatives in Action | |||||||
| 3666 Grand Ave Suite A | Oakland | CA | 94610 | 943210413 | 501(c)(3) | $10,000 | Project Support |
| Always Knocking Inc | |||||||
| 4001 Sumner Lane | Carmichael | CA | 95608 | 264635991 | 501(c)(3) | $20,000 | Project Support |
| Alzheimers Disease Assn of Kern County | |||||||
| 5500 Olive Bldg One | Bakersfield | CA | 93308 | 770017561 | 501(c)(3) | $20,000 | General Operating Support |
| Amanecer Community Counseling Svc Corp | |||||||
| 1200 Wilshire 200 | Los Angeles | CA | 90017 | 953076578 | 501(c)(3) | $10,000 | 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 St 400 | San Francisco | CA | 94103 | 943180356 | 501(c)(3) | $410,510 | Event Support\Annual Fundraiser;Other |
| America SCORES Bay Area | |||||||
| 1610 Harrison St | San Francisco | CA | 94103 | 481272959 | 501(c)(3) | $30,000 | Project Support |
| American Cancer Society | |||||||
| 0330 SW Curry St | Portland | OR | 97239 | 131788491 | 501(c)(3) | $15,500 | Project Support |
| American Diabetes Association Inc | |||||||
| 611 Wilshire 900 | Los Angeles | CA | 90017 | 131623888 | 501(c)(3) | $12,585 | Event Support\Annual Fundraiser |
| American Heart Association Inc | |||||||
| 816 S Figueroa St | Los Angeles | CA | 90017 | 135613797 | 501(c)(3) | $389,500 | Project Support |
| Ann Martin Center | |||||||
| 1375 55th Street | Emeryville | CA | 94608 | 946099000 | 501(c)(3) | $21,700 | Project Support |
| Another Choice Another Chance | |||||||
| 7000 Franklin 625 | Sacramento | CA | 95823 | 680184117 | 501(c)(3) | $75,000 | Project Support |
| Antelope Valley College Foundation | |||||||
| 3041 West Avenue K | Lancaster | CA | 93536 | 954398700 | 501(c)(3) | $12,000 | Project Support |
| Antelope Valley Community Clinic | |||||||
| 45104 10th Street West | Lancaster | CA | 93534 | 260574826 | 501(c)(3) | $26,500 | Event Support\Annual Fundraiser |
| Antelope Valley Domestic Violence Council | |||||||
| 1150 West Avenue I | Lancaster | CA | 93539 | 953582588 | 501(c)(3) | $198,000 | General Operating Support |
| Antelope Valley Partners for Health | |||||||
| 44226 10th St West | Lancaster | CA | 93534 | 470957404 | 501(c)(3) | $8,200 | Event Support\Health Fair |
| Anti-Defamation League | |||||||
| 10495 Santa Monica | Los Angeles | CA | 94102 | 131818723 | 501(c)(3) | $8,800 | Event Support\Cultural Event |
| APLA Health & Wellness | |||||||
| 611 S Kingsley Dr | Los Angeles | CA | 90005 | 841661910 | 501(c)(3) | $15,000 | Project Support |
| Arden Manor Recreation & Park District | |||||||
| 1415 Rushden Drive | Sacramento | CA | 95864 | 946000529 | Government or P | $15,000 | Project Support |
| AREA AGENCY ON AGING-SERVING NAPA | |||||||
| 400 Contra Costa St | Vallejo | CA | 94590 | 942742309 | 501(c)(3) | $20,000 | Project Support |
| Arrowhead United Way | |||||||
| 646 North D Street | San Bernardino | CA | 92401 | 951934586 | 501(c)(3) | $58,000 | Other |
| Arroyo Vista Family Health Foundation | |||||||
| 6000 N Figueroa St | Los Angeles | CA | 90042 | 953514918 | 501(c)(3) | $18,640 | Event Support\Dinner |
| Arthur A Benjamin Health Professions HS | |||||||
| 451 McClatchy Way | Sacramento | CA | 95818 | 946002941 | Government or P | $10,000 | Event Support\Workforce/Knowledge Dissemination |
| Arts and Cultural Foundation of Antioch | |||||||
| PO Box 613 | Antioch | CA | 94509 | 680479175 | Government or P | $16,215 | Project Support |
| Ashby Village Inc | |||||||
| 2330 Durant Avenue | Berkeley | CA | 94704 | 272174330 | 501(c)(3) | $75,000 | Project Support |
| Asian Americans Advancing Justice LA | |||||||
| 1145 Wilshire 2nd Fl | Los Angeles | CA | 90017 | 953854152 | 501(c)(3) | $9,200 | Event Support\Dinner |
| Asian Americans for Community Involvement | |||||||
| 2400 Moorpark Ste 300 | San Jose | CA | 95128 | 942292491 | 501(c)(3) | $53,000 | Project Support |
| Asian Art Museum Fdn Of San Francisco | |||||||
| 200 Larkin Street | San Francisco | CA | 94102 | 941704765 | 501(c)(3) | $88,750 | Other |
| Asian Health Services | |||||||
| 818 Webster Street | Oakland | CA | 94607 | 942235908 | 501(c)(3) | $24,450 | Event Support\Cultural Event;Event Support\Annual |
| Asian Pacific American Network of Oregon | |||||||
| 922 N Killingsworth 2K | Portland | OR | 97217 | 800252850 | 501(c)(3) | $20,000 | Project Support |
| Asian Pacific Health Care Venture Inc | |||||||
| 4216 Fountain Avenue | Los Angeles | CA | 90029 | 954177752 | 501(c)(3) | $12,000 | Project Support |
| Asian Pacific Islander American Public Aff | |||||||
| 4000 Truxel Ste 3 | Sacramento | CA | 95834 | 550849384 | 501(c)(3) | $9,500 | Other |
| Asian Pacific Youth Leadership Project | |||||||
| 5904 13th Street | Sacramento | CA | 95822 | 943167910 | 501(c)(3) | $7,760 | Other;Event Support\Annual Fundraiser |
| Asian-American Educational & Cultural Ctr | |||||||
| 1115 South E St | San Bernardino | CA | 92408 | 330749876 | 501(c)(3) | $10,000 | Project Support |
| Assistance League of Redlands | |||||||
| 506 Colton Ave | Redlands | CA | 92373 | 952131653 | 501(c)(3) | $15,000 | Project Support |
| Autism Tree Project Inc | |||||||
| 2845 Nimitz Blvd C | San Diego | CA | 92106 | 710942573 | 501(c)(3) | $8,000 | Project Support |
| Avance Schools Inc | |||||||
| 115 N Avenue 53 | Los Angeles | CA | 90042 | 203082187 | 501(c)(3) | $15,000 | Project Support |
| Axis Community Health Inc | |||||||
| 4361 Railroad Avenue | Pleasanton | CA | 94566 | 942232394 | 501(c)(3) | $35,000 | Project Support |
| Azusa Pacific University | |||||||
| 901 E East Alosta Avenue | Azusa | CA | 91702 | 951744369 | 501(c)(3) | $7,500 | Project Support |
| Bakersfield City School District Edu Fdn | |||||||
| 1300 Baker Street | Bakersfield | CA | 93305 | 770235399 | 501(c)(3) | $50,000 | Project Support |
| Bakersfield Police Activities League | |||||||
| 301 E 4th Street | Bakersfield | CA | 93307 | 770375436 | 501(c)(3) | $15,000 | Project Support |
| Baldwin Park Unified School District | |||||||
| 3699 N Holly Ave | Baldwin Park | CA | 91706 | 956000213 | Government or P | $75,934 | Project Support |
| Bartz-Altadonna Community Health Center | |||||||
| 43322 Gingham Ste 105 | Lancaster | CA | 93535 | 273261289 | 501(c)(3) | $12,500 | Project Support |
| Basic Rights Education Fund | |||||||
| PO Box 40625 | Portland | OR | 97240 | 931266613 | 501(c)(3) | $20,000 | Project Support |
| Battle Ground HealthCare | |||||||
| 11117 NE 189th 216 | Battle Ground | WA | 98604 | 273148590 | 501(c)(3) | $18,000 | Project Support |
| Bay Area Business Roundtable | |||||||
| 8517 Earhart Road | OAKLAND | CA | 92621 | 800242181 | 501(c)(3) | $10,000 | Other |
| Bay Area Community Resources | |||||||
| 171 Carlos Drive | San Rafael | CA | 94903 | 942346815 | 501(c)(3) | $22,000 | Project Support |
| Bay Area Community Services (BACS) | |||||||
| 1814 Franklin 400 | Oakland | CA | 94612 | 941708069 | 501(c)(3) | $20,000 | Project Support |
| Bay Area Open Space Council | |||||||
| 2150 Allston 320 | Berkeley | CA | 94704 | 461573954 | 501(c)(3) | $75,000 | Project Support |
| Bay Area Women Against Rape | |||||||
| 470 27th Street | Oakland | CA | 94612 | 942300454 | 501(c)(3) | $30,000 | Project Support |
| Bayview Hunters Point Multipurpose Svcs | |||||||
| 1250 LaSalle Avenue | San Francisco | CA | 94124 | 942186268 | 501(c)(3) | $25,000 | Project Support |
| BEAR VALLEY COMMUNITY HEALTHCARE DIST | |||||||
| 41820 Garstin Dr | Big Bear City | CA | 92314 | 330714985 | 501(c)(3) | $10,000 | Project Support |
| Bear Valley Unified School District | |||||||
| 42271 Moonridge Rd | Big Bear Lake | CA | 92315 | 956006065 | Government or P | $10,000 | Project Support |
| BEDFORD VA RESEARCH CORP INC | |||||||
| 200 SPRINGS RD MS 151 | BEDFORD | MA | 01730 | 043512440 | 501(c)(3) | $15,000 | PassThrough Fed Proj |
| Benicia Community Action Council | |||||||
| 480 MILITARY EAST | BENICIA | CA | 94510 | 680294153 | 501(c)(3) | $8,000 | Project Support |
| Benicia Unified School District | |||||||
| 350 East K Street | Benicia | CA | 94510 | 300385724 | Government or P | $15,000 | Project Support |
| Berkeley Community Health Project | |||||||
| 2339 Durant Ave | Berkeley | CA | 94704 | 941697002 | 501(c)(3) | $20,000 | Project Support |
| Berkeley Youth Alternatives | |||||||
| 1255 Allston Way | Berkeley | CA | 94702 | 941711728 | 501(c)(3) | $10,000 | Project Support |
| Beyond Emancipation | |||||||
| 2647 International 420 | Oakland | CA | 94621 | 943219520 | 501(c)(3) | $15,000 | Project Support |
| Big Brothers Big Sisters Columbia NW | |||||||
| 1827 NE 44th 100 | Portland | OR | 97213 | 931303640 | 501(c)(3) | $20,000 | Project Support |
| Big Brothers Big Sisters of the IE | |||||||
| 8880 Benson 112 | Montclair | CA | 91763 | 951992702 | 501(c)(3) | $7,500 | Project Support |
| Biking For Fun Inc | |||||||
| 1708 Chester Avenue | Bakersfield | CA | 93301 | 510555071 | 501(c)(3) | $10,000 | General Operating Support |
| Bill Wilson Center | |||||||
| 3490 The Alameda | Santa Clara | CA | 95050 | 942221849 | 501(c)(3) | $25,000 | Project Support |
| Black Educational Achievement Movement | |||||||
| 3519 NE 15th Ste 392 | Portland | OR | 97212 | 471826506 | 501(c)(3) | $20,000 | Project Support |
| Black Parent Initiative (BPI) | |||||||
| 2915 NE MLK Jr Blvd | Portland | OR | 97212 | 205686374 | 501(c)(3) | $20,000 | Project Support |
| Black Women For Wellness | |||||||
| 4340 11th Avenue | Los Angeles | CA | 90008 | 954624707 | 501(c)(3) | $15,000 | Project Support |
| Boat People SOS Inc | |||||||
| 6066 Leesburg Pike | Falls Church | VA | 22041 | 541563619 | 501(c)(3) | $15,000 | Project Support |
| Boldly Me | |||||||
| 37739 Farwell Drive | Fremont | CA | 94536 | 454796086 | 501(c)(3) | $32,500 | Event Support\Health Fair |
| Boys & Girls Club of Burbank & East Valley | |||||||
| 2244 N Buena Vista St | Burbank | CA | 91504 | 954485745 | 501(c)(3) | $10,000 | Project Support |
| Boys & Girls Club of Coachella Valley | |||||||
| 42600 Cook St 120 | Palm Desert | CA | 92211 | 956122699 | 501(c)(3) | $25,000 | Project Support |
| Boys & Girls Club of Hollywood | |||||||
| 850 N Cahuenga Blvd | Los Angeles | CA | 90038 | 951775142 | 501(c)(3) | $10,000 | Project Support |
| Boys & Girls Club of Salem Marion & Polk | |||||||
| 1395 Summer St NE | Salem | OR | 97301 | 930581470 | 501(c)(3) | $12,000 | Project Support |
| Boys & Girls Club of Tracy Inc | |||||||
| 753 W Lowell Avenue | Tracy | CA | 95376 | 680028682 | 501(c)(3) | $35,000 | Project Support |
| Boys & Girls Club West San Gabriel Valley | |||||||
| 328 S Ramona Ave | Monterey Park | CA | 91754 | 952782501 | 501(c)(3) | $15,000 | Project Support |
| Boys & Girls Clubs North San Mateo County | |||||||
| 201 W Orange | South San Francisco | CA | 94080 | 941497000 | 501(c)(3) | $32,245 | Project Support |
| Boys & Girls Clubs of Fresno County | |||||||
| 540 North Augusta St | Fresno | CA | 93701 | 941149171 | 501(c)(3) | $52,000 | Project Support |
| Boys & Girls Clubs of Kern County | |||||||
| 801 Niles Street | Bakersfield | CA | 93305 | 952462246 | 501(c)(3) | $10,000 | Project Support |
| Boys & Girls Clubs of San Francisco | |||||||
| 380 Fulton Street | San Francisco | CA | 94102 | 941156608 | 501(c)(3) | $40,000 | Project Support |
| Boys & Girls Clubs of Silicon | |||||||
| 518 Valley Way | Milpitas | CA | 95035 | 941294898 | 501(c)(3) | $25,000 | Project Support |
| Boys & Girls Clubs of Southwest Washington | |||||||
| 1111 Main 605 | Vancouver | WA | 98660 | 911978646 | 501(c)(3) | $20,000 | Project Support |
| Boys & Girls Clubs of the Diablo Valley | |||||||
| 1301 Alhambra Avenue | Martinez | CA | 94553 | 941333618 | 501(c)(3) | $10,000 | 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 Ste 102 | Carson | CA | 90810 | 330475452 | 501(c)(3) | $8,250 | Event Support\Annual Fundraiser |
| Boys and Girls Club of the Coastside | |||||||
| 600 Church Street | 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) | $25,000 | Project Support |
| Breathe CA Golden Gate Public Health Part | |||||||
| 1 Sutter Ste 225 | San Francisco | CA | 94104 | 940836760 | 501(c)(3) | $35,000 | Project Support |
| Breathe CA of Sacramento-Emigrant Trails | |||||||
| 909 12th 100 | Sacramento | CA | 95814 | 941641240 | 501(c)(3) | $16,476 | Project Support |
| Bright Prospect | |||||||
| 1460 E Holt Ste 74 | Pomona | CA | 91767 | 522363234 | 501(c)(3) | $9,000 | Other |
| Brighter Beginnings | |||||||
| 2727 Macdonald Avenue | Richmond | CA | 94804 | 942949749 | 501(c)(3) | $52,000 | Project Support |
| Buckelew Programs | |||||||
| 555 Northgate Dr 200 | San Rafael | CA | 94903 | 237088977 | 501(c)(3) | $10,000 | Project Support |
| Buddhist Tzu Chi Medical Foundation | |||||||
| 3898 N Ann Ave | Fresno | CA | 93727 | 954457939 | 501(c)(3) | $80,000 | Project Support |
| Building Opportunities for Self-Suffic | |||||||
| 1918 University Ave 2A | Berkeley | CA | 94704 | 510173390 | 501(c)(3) | $15,000 | Project Support |
| Burma Refugee Family Network | |||||||
| 1520 E 15th Street | Oakland | CA | 94606 | 272836526 | 501(c)(3) | $15,000 | Project Support |
| CORA Community Overcoming Abuse | |||||||
| 2211 Palm Avenue | San Mateo | CA | 94403 | 942481188 | 501(c)(3) | $30,000 | General Operating Support |
| CA Aquatic Therapy & Wellness Ctr | |||||||
| 6801 Long Beach Blvd | Long Beach | CA | 90805 | 952382016 | 501(c)(3) | $10,000 | Project Support |
| CA Bicycle Coalition Education Fund | |||||||
| 1017 L Street 288 | Sacramento | CA | 95814 | 680417507 | 501(c)(3) | $10,000 | Event Support\Health Fair |
| CA Center For Public Health Advocacy | |||||||
| 1947 Galileo 101 | Davis | CA | 95618 | 954723901 | 501(c)(3) | $409,625 | Project Support |
| CA Consortium For Urban Indian Health | |||||||
| 1016 Lincoln 111 | San Francisco | CA | 94129 | 204878959 | 501(c)(3) | $100,000 | General Operating Support |
| CA Court Appointed Special Advocate Assn | |||||||
| 663 13th Ste 200 | Oakland | CA | 94612 | 680163010 | 501(c)(3) | $154,412 | Project Support |
| CA Partnership for Safe Communities | |||||||
| 825 Washington Ste 200 | Oakland | CA | 94607 | 453127566 | 501(c)(3) | $150,000 | Project Support |
| CA Rural Legal Assistance Foundation | |||||||
| 2210 K St 201 | Sacramento | CA | 95816 | 942800442 | 501(c)(3) | $43,000 | Project Support |
| Calico Center | |||||||
| 524 Estudillo Ave | San Leandro | CA | 94577 | 943256781 | 501(c)(3) | $22,425 | Other;Event Support\Annual Fundraiser |
| California Academy of Sciences | |||||||
| 875 Howard Street | San Francisco | CA | 94103 | 941156258 | 501(c)(3) | $21,400 | Event Support\Cultural Event |
| California Association of Food Banks | |||||||
| 1624 Franklin Ste 722 | Oakland | CA | 94612 | 680392816 | 501(c)(3) | $80,000 | Project Support |
| California Black Women's Health Project | |||||||
| 9800 S La Cienega 905 | Inglewood | CA | 90301 | 954702923 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| California Conference for Equality and Jus | |||||||
| 3711 Long Beach 1017 | Long Beach | CA | 90807 | 542178438 | 501(c)(3) | $30,000 | Project Support |
| California Coverage and Health Initiatives | |||||||
| 1107 9th Ste 601 | Sacramento | CA | 95814 | 474034471 | 501(c)(3) | $100,000 | General Operating Support |
| California Exposition & State Fair | |||||||
| 1600 Exposition Blvd | Sacramento | CA | 95815 | 946032535 | Government or P | $56,796 | Other |
| California Family Health Council Inc | |||||||
| 3600 Wilshire 600 | Los Angeles | CA | 90010 | 952564024 | 501(c)(3) | $85,000 | Operating Support |
| California Food Policy Advocates Inc | |||||||
| 436 14th 1220 | Oakland | CA | 94612 | 943163142 | 501(c)(3) | $90,000 | Project Support |
| California Health Collaborative | |||||||
| 1680 West Shaw Avenue | Fresno | CA | 93711 | 942862660 | 501(c)(3) | $80,000 | Project Support |
| California Medical Association Foundation | |||||||
| 2230 L Street | Sacramento | CA | 95816 | 946062822 | 501(c)(3) | $9,400 | Conference Support |
| California Pan-Ethnic Health Network | |||||||
| 1221 Preservation 200 | Oakland | CA | 94612 | 943306223 | 501(c)(3) | $105,600 | Conference Support |
| California Parenting Institute | |||||||
| 3650 Standish Avenue | Santa Rosa | CA | 95407 | 942541640 | 501(c)(3) | $21,480 | Project Support |
| California Primary Care Association | |||||||
| 1231 I St 400 | Sacramento | CA | 95814 | 943215565 | 501(c)(3) | $191,500 | Conference Support |
| California School Based Health Alliance | |||||||
| 1203 Preservation 302 | Oakland | CA | 94612 | 943201896 | 501(c)(3) | $132,271 | Conference Support |
| California State Parks Foundation | |||||||
| 50 Francisco 110 | San Francisco | CA | 94133 | 941707583 | 501(c)(3) | $75,000 | Project Support |
| California State University Fresno Fdn | |||||||
| 4910 N Chestnut | Fresno | CA | 93726 | 946003272 | 501(c)(3) | $98,466 | Project Support |
| California State University Northridge Fdn | |||||||
| 18111 Nordhoff Street | Northridge | CA | 91330 | 956196006 | 501(c)(3) | $13,000 | Project Support |
| California State University Sacramento | |||||||
| 3000 State Uni Dr | Sacramento | CA | 95819 | 680365325 | Government or P | $46,000 | Conference Support |
| California Youth Connection | |||||||
| 1611 Telegraph 1100 | Oakland | CA | 94612 | 943141616 | 501(c)(3) | $80,000 | Project Support |
| California Youth Services | |||||||
| 23282 Mill Creek 130 | Laguna Hills | CA | 92653 | 201051272 | 501(c)(3) | $10,000 | Project Support |
| Camarena Health | |||||||
| 344 E Sixth Street | Madera | CA | 93638 | 942503904 | 501(c)(3) | $130,000 | Project Support |
| Caminar | |||||||
| 2600 S El Camino 200 | San Mateo | CA | 94403 | 941639389 | 501(c)(3) | $42,500 | Event Support\Annual Fundraiser |
| Camp Horizon Inc | |||||||
| 5825 Glenridge Ste 101 | Atlanta | GA | 30328 | 581509453 | 501(c)(3) | $10,000 | General Operating Support |
| Canal Alliance | |||||||
| 91 Larkspur Street | San Rafael | CA | 94901 | 942832648 | 501(c)(3) | $20,000 | Project Support |
| CANCER PREVENTION INSTITUTE OF CA | |||||||
| 2201 Walnut Avenue | Fremont | CA | 94538 | 237427232 | 501(c)(3) | $31,583 | PassThrough Fed Proj |
| Cardea Services | |||||||
| 614 Grand 400 | Oakland | CA | 94610 | 942401949 | 501(c)(3) | $24,000 | Project Support |
| CAREGIVERS Volunteers Assist Elderly | |||||||
| 1765 Goodyear Ave 205 | Ventura | CA | 93003 | 770081692 | 501(c)(3) | $20,000 | General Operating Support;Project Support |
| Carolyn E Wylie Center for Children | |||||||
| 4164 Brockton Ave | Riverside | CA | 92501 | 930670286 | 501(c)(3) | $20,000 | Project Support |
| Casa de Amparo | |||||||
| 325 Buena Creek Road | San Marcos | CA | 92069 | 953315571 | 501(c)(3) | $12,000 | Project Support |
| Casa Familiar | |||||||
| 119 W Hall Avenue | San Ysidro | CA | 92173 | 237237898 | 501(c)(3) | $13,333 | Project Support |
| Cascade Aids Project Inc | |||||||
| 215 NW Davis 215 | Portland | OR | 97209 | 930903383 | 501(c)(3) | $15,000 | Project Support |
| Catholic Charities of Los Angeles Inc | |||||||
| 3250 Wilshire 1010 | Los Angeles | CA | 90010 | 951690973 | 501(c)(3) | $13,250 | Event Support\Dinner |
| Catholic Charities of Oregon | |||||||
| 2740 SE Powell Blvd 6 | Portland | OR | 97202 | 930386801 | 501(c)(3) | $130,185 | Project Support |
| Catholic Charities of Santa Clara County | |||||||
| 2625 Zanker Road | San Jose | CA | 95134 | 942762269 | 501(c)(3) | $35,000 | Project Support |
| Catholic Charities of the Diocese | |||||||
| 400 12th Street Suite 4 | Modesto | CA | 95354 | 941629114 | 501(c)(3) | $116,000 | Project Support |
| Catholic Charities of the Diocese | |||||||
| PO Box 4900 | Santa Rosa | CA | 95403 | 942479393 | 501(c)(3) | $25,000 | Project Support |
| Catholic Charities San BernardinoRiv | |||||||
| 1450 N D St | San Bernardino | CA | 92405 | 953516461 | 501(c)(3) | $9,500 | Project Support |
| Catholic Community Svcs of Mid-Willamette | |||||||
| PO Box 20400 | Salem | OR | 97307 | 930903773 | 501(c)(3) | $140,187 | Project Support |
| Center For Collaborative Solutions | |||||||
| 1337 Howe 210 | Sacramento | CA | 95825 | 680245255 | 501(c)(3) | $89,000 | Project Support |
| Center for Community Solutions | |||||||
| 4508 Mission Bay Drive | San Diego | CA | 92109 | 956379598 | 501(c)(3) | $12,000 | Project Support |
| Center For Health Care Strategies Inc | |||||||
| 200 American Metro 119 | Hamilton | NJ | 08619 | 223375015 | 501(c)(3) | $174,835 | Project Support |
| Center for Human Development | |||||||
| 901 Sunvalley 220 | Concord | CA | 94520 | 942520840 | 501(c)(3) | $7,450 | Project Support |
| Center for Living and Learning | |||||||
| 14549 Archwood St 221 | Van Nuys | CA | 91405 | 954406897 | 501(c)(3) | $18,290 | Project Support |
| Center for Popular Research Edu & Policy | |||||||
| 5300 Genoa St Unit A | Oakland | CA | 94608 | 412099500 | 501(c)(3) | $15,000 | Project Support |
| Center for the Pacific Asian Family Inc | |||||||
| 543 N Fairfax 108 | Los Angeles | CA | 90036 | 953532351 | 501(c)(3) | $9,750 | Event Support\Dinner |
| Centinela Youth Services Inc | |||||||
| 11539 Hawthorne Blvd | Hawthorne | CA | 90250 | 953821576 | 501(c)(3) | $17,500 | Project Support |
| Central California Asthma Collaborative | |||||||
| 4991 E Mckinley Ste 109 | Fresno | CA | 93727 | 453599201 | 501(c)(3) | $50,000 | Project Support |
| Central City Concern Inc | |||||||
| 232 NW Sixth Ave | Portland | OR | 97209 | 930728816 | 501(c)(3) | $1,348,333 | Capital Fund Support |
| Central Coast Alliance United for Sustain | |||||||
| 2021 Sperry Ste 9 | Ventura | CA | 93003 | 770578864 | 501(c)(3) | $20,000 | General Operating Support |
| Central Unified School District | |||||||
| 4605 N Polk | Fresno | CA | 93722 | 770559747 | Government or P | $45,000 | Project Support |
| Central Valley Health Network Inc | |||||||
| 1451 River Park 216 | Sacramento | CA | 95815 | 680429643 | 501(c)(3) | $125,000 | General Operating Support |
| Centro Binacional para Desarrollo Oaxaq | |||||||
| 744 N Abby Street | Fresno | CA | 93701 | 770337939 | 501(c)(3) | $39,000 | Project Support |
| Centro de Salud La Comunidad De San Ysidro | |||||||
| 1275 30th Street | San Diego | CA | 92154 | 952801772 | 501(c)(3) | $40,000 | Project Support |
| Cerritos College Foundation | |||||||
| 11110 Alondra Blvd | Norwalk | CA | 90650 | 953387108 | 501(c)(3) | $15,000 | Project Support |
| Cesar Chavez Foundation | |||||||
| 316 W 2nd 600 | los angeles | CA | 90012 | 952466747 | 501(c)(3) | $9,240 | Event Support\Annual Fundraiser |
| ChangeLab Solutions | |||||||
| 2201 Broadway Suite 502 | Oakland | CA | 94612 | 263710746 | 501(c)(3) | $75,000 | Project Support |
| Chapa-De Indian Health Program Inc | |||||||
| 11670 Atwood Road | Auburn | CA | 95603 | 942583156 | 501(c)(3) | $50,000 | Project Support |
| Charles Drew Uni of Medicine & Science | |||||||
| 1731 E 120th St | Los Angeles | CA | 90059 | 956151774 | 501(c)(3) | $45,622 | Project Support |
| Charlotte Maxwell Complementary Clinic | |||||||
| 610 16th St 426 | Oakland | CA | 94612 | 943116456 | 501(c)(3) | $15,000 | Project Support |
| Child & Family Center | |||||||
| 21545 Centre Pointe | Santa Clarita | CA | 91350 | 953941342 | 501(c)(3) | $15,000 | Project Support |
| Child and Family Policy Center | |||||||
| 505 Fifth Ste 404 | Des Moines | IA | 50309 | 421378567 | 501(c)(3) | $90,000 | Project Support |
| Child Haven Inc | |||||||
| 801 Empire Street | Fairfield | CA | 94533 | 942907687 | 501(c)(3) | $20,000 | Project Support |
| Children Now | |||||||
| 1404 Franklin 700 | Oakland | CA | 94612 | 943059243 | 501(c)(3) | $90,000 | Project Support |
| Children's Cancer Association | |||||||
| 1200 SW Natio Parkway | Portland | OR | 97209 | 931181662 | 501(c)(3) | $15,000 | Project Support |
| Childrens Center of the Antelope Valley | |||||||
| 45111 N Fern Avenue | Lancaster | CA | 93534 | 954212759 | 501(c)(3) | $14,000 | Project Support |
| Childrens Clinic Serving Children and Fam | |||||||
| 2790 Atlantic Avenue | Long Beach | CA | 90806 | 951643332 | 501(c)(3) | $10,000 | General Operating Support |
| Childrens Dental Foundation | |||||||
| 455 E Columbia 32 | Long Beach | CA | 90806 | 952111124 | 501(c)(3) | $16,650 | Event Support\Annual Fundraiser |
| Children's Fund Inc | |||||||
| 348 W Hospitality | San Bernardino | CA | 92408 | 330193286 | 501(c)(3) | $10,000 | Project Support |
| Children's Health Initiative Napa County | |||||||
| 2140 Jefferson St Suite D | Napa | CA | 94559 | 251924934 | 501(c)(3) | $71,000 | Project Support |
| Children's Hospital & Research Ctr Oakland | |||||||
| 747 52nd Street | Oakland | CA | 94609 | 940382330 | 501(c)(3) | $5,005,000 | Capital Fund Support |
| Children's Network of Solano County | |||||||
| 827 Missouri Ste 5 | Fairfield | CA | 94533 | 680014506 | 501(c)(3) | $145,000 | Project Support |
| Chinatown Service Center | |||||||
| 767 N Hill St 400 | Los Angeles | CA | 90012 | 952918844 | 501(c)(3) | $9,350 | Event Support\Annual Fundraiser |
| Christian Community Placement Center | |||||||
| 4890 32nd Ave SE | Salem | OR | 97317 | 943112571 | 501(c)(3) | $20,000 | Project Support |
| Christian Counseling Svc of East Valley | |||||||
| 101 E Redlands Ste 215 | Redlands | CA | 92373 | 330063237 | 501(c)(3) | $10,000 | Project Support |
| Chula Vista Elementary School District | |||||||
| 84 East J St | Chula Vista | CA | 91910 | 956000613 | Government or P | $46,281 | Project Support |
| Cinco de Mayo Golf Inc | |||||||
| 1889 W Zinfandel Lane | St Helena | CA | 94574 | 463707917 | 501(c)(3) | $20,000 | Project Support |
| City of Downey | |||||||
| 11111 Brookshire Ave | Downey | CA | 90241 | 951918226 | Government or P | $15,000 | Project Support |
| City of El Monte | |||||||
| 11333 Valley Boulevard | El Monte | CA | 91731 | 956000705 | Government or P | $14,000 | Project Support |
| City of Folsom Parks & Recreation | |||||||
| 50 Natoma Street | Folsom | CA | 95630 | 946000334 | Government or P | $10,000 | Project Support |
| City of La Habra | |||||||
| 201 E La Habra Blvd | La Habra | CA | 90633 | 956000730 | Government or P | $15,000 | Project Support |
| City of Montclair | |||||||
| 5111 Benito Street | Montclair | CA | 91763 | 956005731 | Government or P | $10,000 | Project Support |
| City of Oakland Office of the Mayor | |||||||
| 250 Frank Ogawa 3315 | Oakland | CA | 94612 | 946000384 | Government or P | $35,000 | Project Support |
| City of Perris | |||||||
| 101 North D Street | Perris | CA | 92570 | 956000761 | Government or P | $20,000 | Project Support |
| City of Portland Oregon | |||||||
| 1120 SW 5th 8th fl | Portland | OR | 97204 | 936008836 | Government or P | $100,000 | Project Support |
| City of Rancho Cucamonga | |||||||
| 10500 Civic Ctr | Rancho Cucamonga | CA | 91730 | 953213002 | Government or P | $10,000 | General Operating Support |
| City of Redwood City | |||||||
| 400 Duane St 125 | Redwood City | CA | 94062 | 946001116 | Government or P | $30,000 | General Operating Support |
| City of Riverside CA | |||||||
| 3900 Main St | Riverside | CA | 92522 | 956000769 | Government or P | $9,295 | Conference Support |
| City of San Bernardino | |||||||
| 201 N E St 301 | San Bernardino | CA | 92401 | 956000772 | Government or P | $15,000 | General Operating Support |
| City of San Clemente | |||||||
| 987 Avenida Hermosa | San Clemente | CA | 92673 | 956000775 | Government or P | $10,000 | Project Support |
| City of Santa Clara | |||||||
| 1500 Warburton Avenue | Santa Clara | CA | 95050 | 946000426 | Government or P | $30,000 | Event Support\Cultural Event |
| City Team Ministries | |||||||
| 722 Washington Street | Oakland | CA | 94607 | 941501265 | 501(c)(3) | $7,600 | Event Support\Cultural Event |
| City Year Inc | |||||||
| 1875 CT Ave NW 1130 | Washington | DC | 20009 | 222882549 | 501(c)(3) | $100,000 | Project Support |
| Civic Canopy | |||||||
| 3532 Franklin St Ste H | Denver | CO | 80205 | 262319042 | 501(c)(3) | $10,000 | General Operating Support |
| Civicorps Schools | |||||||
| 101 Myrtle Street | Oakland | CA | 94607 | 942941068 | 501(c)(3) | $15,000 | Project Support |
| Clackamas Volunteers in Medicine | |||||||
| 700 Molalla Ave | Oregon City | OR | 97045 | 371621141 | 501(c)(3) | $23,000 | Project Support |
| Clinicas de Salud Del Pueblo Inc | |||||||
| 1166 K Street | Brawley | CA | 92227 | 952657324 | 501(c)(3) | $21,000 | Project Support |
| CNATURENET | |||||||
| 808 14TH AVE SE | MINNEAPOLIS | MN | 55414 | 141959018 | 501(c)(3) | $75,000 | Project Support |
| Coachella Valley Volunteers in Medicine | |||||||
| 82-915 Avenue 48 | Indio | CA | 92201 | 263312826 | 501(c)(3) | $25,000 | Project Support |
| Coaching Corps | |||||||
| 310 Eighth St 300 | Oakland | CA | 94607 | 943310845 | 501(c)(3) | $103,000 | Other |
| Coalition for Humane Immigrant Rights LA | |||||||
| 2533 W 3rd St 101 | Los Angeles | CA | 90057 | 954421521 | 501(c)(3) | $14,000 | Event Support\Annual Fundraiser |
| Coalition of OC Community Clinics | |||||||
| 515 N Cabrillo Pk 250 | Santa Ana | CA | 92701 | 952900725 | 501(c)(3) | $150,000 | Project Support |
| Code For America Labs Inc | |||||||
| 155 9th Street | San Francisco | CA | 94103 | 271067272 | 501(c)(3) | $85,000 | Project Support |
| Colette's Children Home Inc | |||||||
| 7372 Prince 106 | Huntington Beach | CA | 92647 | 911939140 | 501(c)(3) | $15,000 | Project Support |
| COLUMBIA UNIVERSITY MEDICAL CTR | |||||||
| 630 West 168th St | New York | NY | 10032 | 135598093 | 501(c)(3) | $8,148 | PassThrough Fed Proj |
| Comm Action Partnership of San Bernard | |||||||
| 696 S Tippecanoe | San Bernardino | CA | 92408 | 952376882 | 501(c)(3) | $20,000 | Project Support |
| Comm Coalition For Substance Abuse Prevent | |||||||
| 8101 S Vermont Ave | Los Angeles | CA | 90044 | 954298811 | 501(c)(3) | $14,110 | Project Support |
| Comm Health Partnership of Santa Clara | |||||||
| 1401 Parkmoor 200 | San Jose | CA | 95126 | 770352645 | 501(c)(3) | $295,000 | Project Support |
| Committee on the Shelterless | |||||||
| 900 Hopper St | Petaluma | CA | 94952 | 680176855 | 501(c)(3) | $7,500 | Event Support\Awards Ceremony;Event Support\Annual |
| CommuniCare Health Centers | |||||||
| 2051 John Jones Rd | Davis | CA | 95616 | 942188574 | 501(c)(3) | $40,000 | Project Support |
| Community Action Partnership of Kern | |||||||
| 5005 Business Park N | Bakersfield | CA | 93309 | 952402760 | 501(c)(3) | $10,000 | Project Support |
| Community Action Partnership of OC | |||||||
| 11870 Monarch Street | Garden Grove | CA | 92841 | 952452787 | 501(c)(3) | $15,500 | Project Support |
| Community Action Partnership of Sonoma | |||||||
| 141 Stony 210 | Santa Rosa | CA | 95401 | 941648949 | 501(c)(3) | $31,000 | Project Support |
| Community Against Sexual Harm | |||||||
| 3101 1st Ave | Sacramento | CA | 95817 | 461498182 | 501(c)(3) | $25,000 | Project Support |
| Community Agencies for Caring Connections | |||||||
| 16703 S Clark Ave | Bellflower | CA | 90706 | 330953881 | 501(c)(3) | $10,000 | Project Support |
| 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) | $90,000 | Project Support |
| Community Child Care Coordinating Council | |||||||
| 22351 City Center Drive | Hayward | CA | 94541 | 237218859 | 501(c)(3) | $40,000 | Project Support |
| Community Clinic Assn of San Bernardino | |||||||
| 621 E Carnegie 180 | San Bernardino | CA | 92408 | 300666184 | 501(c)(3) | $159,160 | General Operating Support |
| Community Clinic Association of LA | |||||||
| 700 S Flower 3150 | Los Angeles | CA | 90017 | 954576023 | 501(c)(3) | $6,580 | Event Support\Luncheon |
| Community Clinic Consortium | |||||||
| 3720 Barrett Avenue | Richmond | CA | 94805 | 200782029 | 501(c)(3) | $225,000 | General Operating Support |
| Community Cycling Center | |||||||
| 1805 NE 2nd Ave | Portland | OR | 97212 | 931127186 | 501(c)(3) | $30,000 | Project Support |
| Community Family Guidance Center | |||||||
| 10929 South St 208B | Cerritos | CA | 90703 | 953083776 | 501(c)(3) | $25,000 | Project Support |
| Community Foundation Sonoma County | |||||||
| 120 Stony Point 220 | Santa Rosa | CA | 95401 | 680003212 | 501(c)(3) | $7,500 | Project Support |
| Community Health Awareness Council | |||||||
| 590 W El Camino | Mountain View | CA | 94040 | 942223670 | 501(c)(3) | $50,000 | Project Support |
| Community Health Center Network Inc | |||||||
| 101 Callan Ave 300 | San Leandro | CA | 94577 | 943253662 | 501(c)(3) | $190,000 | Project Support |
| Community Health Partners | |||||||
| PO Box 2853 | Longview | WA | 98632 | 912016542 | 501(c)(3) | $23,000 | General Operating Support |
| Community Health Systems Inc | |||||||
| 22675 Alessandro | Moreno Valley | CA | 92553 | 330056551 | 501(c)(3) | $40,000 | 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 | |||||||
| 2020 Hurley 420 | Sacramento | CA | 95825 | 941201196 | 501(c)(3) | $50,000 | General Operating Support |
| Community Matters | |||||||
| 120 Stony Point 120 | Santa Rosa | CA | 95401 | 680369720 | 501(c)(3) | $27,000 | Project Support |
| Community Medical Centers Inc (EIP) | |||||||
| 7210 Murray Drive | Stockton | CA | 95210 | 942437106 | 501(c)(3) | $100,000 | Project Support |
| Community Partners | |||||||
| 1000 N Alameda 240 | Los Angeles | CA | 90012 | 954302067 | 501(c)(3) | $151,111 | Project Support |
| Community Recovery Resources | |||||||
| 730 Sunrise 200 | Roseville | CA | 95661 | 942275091 | 501(c)(3) | $21,680 | Other |
| Community Seniorserv Inc | |||||||
| 1200 N Knollwood Circle | Anaheim | CA | 92801 | 952771715 | 501(c)(3) | $23,500 | Event Support\Annual Fundraiser |
| Community Service Education & Research | |||||||
| 5380 Elvas Ave 104 | Sacramento | CA | 95819 | 237003581 | 501(c)(3) | $35,000 | Project Support |
| Community Violence Solutions | |||||||
| 2101 Van Ness St | San Pablo | CA | 94806 | 942411924 | 501(c)(3) | $15,000 | Project Support |
| Communitys Child Inc | |||||||
| 25520 Woodward Ave | Lomita | CA | 90717 | 202871854 | 501(c)(3) | $7,500 | Project Support |
| Compass Family Services | |||||||
| 49 Powell St 3rd Fl | San Francisco | CA | 94102 | 941156622 | 501(c)(3) | $15,000 | Project Support |
| Concordia College Corporation | |||||||
| 901 8th Street South | Moorhead | MN | 56562 | 410693977 | 501(c)(3) | $12,500 | General Support |
| Conscious Voice Collaborative | |||||||
| 2700 International 22 | Oakland | CA | 94601 | 460583659 | 501(c)(3) | $15,000 | Project Support |
| Constructing Hope Pre-Apprenticeship Prog | |||||||
| 405 NE Church St | Portland | OR | 97211 | 931155647 | 501(c)(3) | $20,000 | Project Support |
| Contra Costa Child Care Council | |||||||
| 1035 Detroit Ste 200 | Concord | CA | 94518 | 942383037 | 501(c)(3) | $63,163 | Event Support\Annual Fundraiser |
| Contra Costa County Employment & Human | |||||||
| 1535 Fred Jackson D | Richmond | CA | 94801 | 680235719 | 501(c)(3) | $15,000 | Project Support |
| Contra Costa Crisis Center | |||||||
| PO BOX 3364 | Walnut Creek | CA | 94598 | 941747227 | 501(c)(3) | $50,000 | General Operating Support |
| Contra Costa Family Justice Alliance | |||||||
| 256 24th St | Richmond | CA | 94804 | 474082871 | 501(c)(3) | $203,000 | Project Support |
| Contra Costa Office of the Sheriff | |||||||
| 1980 Muir Rd | Martinez | CA | 94533 | 946000509 | Government or P | $131,500 | Project Support |
| Cope Family Center | |||||||
| 707 Randolph Street | Napa | CA | 94559 | 942322399 | 501(c)(3) | $25,000 | Project Support |
| Cornerstone Community Health Inc | |||||||
| 903 E 3rd Street | San Bernardino | CA | 92410 | 463876020 | 501(c)(3) | $10,000 | Project Support |
| Council on Aging - Orange County | |||||||
| 1971 E Fourth 200 | Santa Ana | CA | 92705 | 952874089 | 501(c)(3) | $15,000 | Project Support |
| County of Alameda Family Justice Center | |||||||
| 470 27th Street | Oakland | CA | 94612 | 261141080 | 501(c)(3) | $90,000 | Project Support |
| County of Kern | |||||||
| 1800 Mt Vernon Ave | Bakersfield | CA | 93306 | 956000925 | Government or P | $18,000 | Conference Support |
| County of San Mateo | |||||||
| 222 West 39th Ave | San Mateo | CA | 94403 | 946000532 | Government or P | $170,000 | Project Support |
| County of Santa Cruz | |||||||
| 1080 Emeline Bldg D | Santa Cruz | CA | 95060 | 946000534 | Government or P | $51,000 | Project Support |
| County of Yolo | |||||||
| 226 Buckeye Street | Woodland | CA | 95695 | 946000548 | Government or P | $50,000 | General Operating Support |
| Court Appointed Special Advoc of Kern | |||||||
| 2000 24th Ste 130 | Bakersfield | CA | 93301 | 770344298 | 501(c)(3) | $7,000 | General Operating Support |
| Covenant House California | |||||||
| 1325 N Western Ave | Los Angeles | CA | 90027 | 133391210 | 501(c)(3) | $90,000 | Project Support |
| Craft Community Care Center Inc | |||||||
| 710 Black Diamond St | Pittsburg | CA | 94565 | 201483590 | 501(c)(3) | $10,000 | Project Support |
| CSULA University Auxiliary Services Inc | |||||||
| 5151 State Uni Dr | Los Angeles | CA | 90032 | 954016653 | 501(c)(3) | $8,800 | Event Support\Dinner |
| CSULB 49er Foundation | |||||||
| 1250 Bellflower | Long Beach | CA | 90804 | 452163910 | 501(c)(3) | $5,995 | Project Support |
| Ctr for AIDS Research Education and Svcs | |||||||
| 1500 21st Street | Sacramento | CA | 95811 | 680162903 | 501(c)(3) | $50,000 | Project Support |
| Ctr for Individual and Family Counseling | |||||||
| 5445 Laurel Canyon | Hollywood | CA | 91607 | 510204566 | 501(c)(3) | $10,000 | Project Support |
| Ctr for Integrated Family and Health Svcs | |||||||
| 540 Eremland Suite A-C | Covina | CA | 91723 | 954746042 | 501(c)(3) | $10,000 | Project Support |
| Curry Senior Center | |||||||
| 333 Turk Street | San Francisco | CA | 94102 | 237362588 | 501(c)(3) | $9,350 | Event Support\Annual Fundraiser |
| Daly City Peninsula Partnership Collab | |||||||
| 725 Price Street | Daly City | CA | 94014 | 061734338 | 501(c)(3) | $15,000 | Project Support |
| DANA FARBER CANCER INSTITUTE | |||||||
| 450 Brookline Avenue | Boston | MA | 02215 | 042263040 | 501(c)(3) | $121,385 | PassThrough Fed Proj |
| David and Margaret Home Inc | |||||||
| 1350 Third Street | La Verne | CA | 91750 | 951660346 | 501(c)(3) | $20,000 | Project Support |
| Day One | |||||||
| 175 N Euclid Ave | Pasadena | CA | 91101 | 954172246 | 501(c)(3) | $14,000 | Event Support\Cultural Event |
| De La Salle North Catholic High School | |||||||
| 7528 N Fenwick Avenue | Portland | OR | 97217 | 931287554 | 501(c)(3) | $9,000 | Project Support |
| DENVER HEALTH & HOSPITAL AUTHORITY | |||||||
| PO BOX 5426 | DENVER | CO | 80217 | 841343242 | 501(c)(3) | $80,278 | PassThrough Fed Proj |
| Department of Health & Human Services | |||||||
| 8600 Rockville Pike | Bethesda | MD | 20894 | 520821668 | Government or P | $150,000 | Project Support |
| Desert AIDS Project | |||||||
| 1695 N Sunrise Way | Palm Springs | CA | 92262 | 330068583 | 501(c)(3) | $25,000 | Project Support |
| Destiny Arts Center | |||||||
| 970 Grace Ave | Oakland | CA | 94608 | 943176726 | 501(c)(3) | $16,250 | Project Support |
| Discovery Counseling Center | |||||||
| 16275 Monterey C | Morgan Hill | CA | 95037 | 912153275 | 501(c)(3) | $18,000 | Project Support |
| Diversity In Health Training Institute | |||||||
| 1000 San Leandro 2 Fl | San Leandro | CA | 94577 | 352432876 | 501(c)(3) | $98,000 | Project Support |
| Dixon Family Services | |||||||
| 155 North Second Street | Dixon | CA | 95620 | 680041829 | 501(c)(3) | $18,000 | Project Support |
| Donaldina Cameron House | |||||||
| 920 Sacramento St | San Francisco | CA | 94108 | 941618605 | 501(c)(3) | $15,000 | Project Support |
| Downey Unified School District | |||||||
| 13220 Bellflower Blvd | Downey | CA | 90242 | 956006586 | Government or P | $31,712 | Project Support |
| Dr Crane Children's Dental Health Ctr | |||||||
| 580 W 6th St | San Bernardino | CA | 92410 | 951627155 | 501(c)(3) | $15,000 | Project Support |
| Dress for Success Oregon | |||||||
| 1532 NE 37th Ave | Portland | OR | 97232 | 931250115 | 501(c)(3) | $9,500 | Project Support |
| Dunwoody United Methodist Church Inc | |||||||
| 1548 Mt Vernon Rd | Dunwoody | GA | 30338 | 581994231 | 501(c)(3) | $20,000 | General Support |
| Earth Island Institute | |||||||
| 5323 Rosalind Ave | Richmond | CA | 94805 | 942889684 | 501(c)(3) | $39,000 | Project Support |
| Earth Team | |||||||
| 2525 10th Street Unit B | Berkeley | CA | 94710 | 680347329 | 501(c)(3) | $15,000 | Project Support |
| East Bay Agency for Children | |||||||
| 303 Van Buren Avenue | Oakland | CA | 94610 | 941358309 | 501(c)(3) | $139,400 | Event Support\Annual Fundraiser |
| East Bay Asian Local Development Corp | |||||||
| 1825 San Pablo 200 | Oakland | CA | 94612 | 510171851 | 501(c)(3) | $95,000 | Project Support |
| East Bay Bicycle Coalition | |||||||
| 466 Water Street | Oakland | CA | 94607 | 942585652 | 501(c)(3) | $18,000 | Project Support |
| East Bay Center for the Performing Arts | |||||||
| 339 - 11th Street | Richmond | CA | 94801 | 941692171 | 501(c)(3) | $10,000 | Project Support |
| East Bay Community Foundation | |||||||
| 200 Frank H Ogawa Plaza | Oakland | CA | 94612 | 946070996 | 501(c)(3) | $39,500 | Project Support |
| East County Jr Warriors Basketball League | |||||||
| 4464 Lone Tree Way 1076 | Antioch | CA | 94531 | 464243696 | 501(c)(3) | $10,000 | Project Support |
| East County Subcommittee to Child Welfare | |||||||
| 4549 Delta Fair Blvd | Antioch | CA | 94509 | 208682635 | 501(c)(3) | $15,000 | Project Support |
| East Oakland Youth Development Center | |||||||
| 8200 International Blvd | Oakland | CA | 94621 | 237334590 | 501(c)(3) | $111,000 | Event Support\Annual Fundraiser;Other |
| East San Gabriel Valley Coalition for Home | |||||||
| 1345 Turnbull | Hacienda Heights | CA | 91745 | 954508436 | 501(c)(3) | $11,000 | Project Support |
| East Valley Community Health Center Inc | |||||||
| 420 S Glendora Ave | West Covina | CA | 91790 | 237068586 | 501(c)(3) | $15,000 | Project Support |
| Easter Seals Bay Area | |||||||
| 391 Taylor 250 | Pleasant Hill | CA | 94523 | 943120231 | 501(c)(3) | $6,000 | Event Support\Dinner |
| Eco Urban Gardens | |||||||
| 4647 Kingswell 127 | Los Angeles | CA | 90027 | 474933807 | 501(c)(3) | $13,000 | Project Support |
| Ecology Center | |||||||
| 2530 San Pablo H | Berkeley | CA | 94702 | 941703351 | 501(c)(3) | $119,000 | Project Support |
| Ecotrust | |||||||
| 721 NW Ninth 200 | Portland | OR | 97209 | 931050144 | 501(c)(3) | $70,000 | Project Support |
| Eden I&R Inc | |||||||
| 570 B Street | Hayward | CA | 94541 | 942339050 | 501(c)(3) | $52,500 | General Operating Support |
| Eden Youth & Family Center | |||||||
| 680 West Tennyson Road | Hayward | CA | 94544 | 942442586 | 501(c)(3) | $75,000 | Project Support |
| Education Outside | |||||||
| 135 Van Ness 408 | San Francisco | CA | 94102 | 460590185 | 501(c)(3) | $25,000 | Project Support |
| El Centrito Family Learning Centers | |||||||
| 450 South K St Rm111 | Oxnard | CA | 93030 | 311652255 | 501(c)(3) | $20,000 | General Operating Support |
| El Centro de Amistad | |||||||
| 566 S Brand Blvd | San Fernando | CA | 91340 | 953498639 | 501(c)(3) | $12,000 | Project Support |
| El Centro de Libertad | |||||||
| 500 Allerton 3rd Fl | Redwood City | CA | 94062 | 943189174 | 501(c)(3) | $10,000 | General Operating Support |
| El MonteSo El Monte Emergency Res Assn | |||||||
| 10900 Mulhall Street | El Monte | CA | 91731 | 956097318 | 501(c)(3) | $7,500 | Project Support |
| El Nido Family Centers | |||||||
| 10200 Sepulveda 350 | Mission Hills | CA | 91345 | 953186429 | 501(c)(3) | $33,500 | Event Support\Annual Fundraiser |
| El Proyecto del Barrio Inc | |||||||
| 3942 Maine Ave | Baldwin Park | CA | 91706 | 952662606 | 501(c)(3) | $5,500 | Project Support |
| El Viento Foundation | |||||||
| PO Box 3897 | Huntington Beach | CA | 92605 | 330905269 | 501(c)(3) | $15,000 | Project Support |
| Elevate Your GAME | |||||||
| 2019 E 120th Street | Los Angeles | CA | 90059 | 680533404 | 501(c)(3) | $20,000 | Project Support |
| Elevating Soulciety | |||||||
| 16335 E 14th St | San Leandro | CA | 94578 | 800184767 | 501(c)(3) | $105,000 | Project Support |
| Elica Health Centers | |||||||
| 1860 Howe 440 | Sacramento | CA | 95825 | 371424390 | 501(c)(3) | $80,000 | Project Support |
| Elk Grove Food Bank Services | |||||||
| 9820 Dino Dr 140 | Elk Grove | CA | 95624 | 383664737 | 501(c)(3) | $26,500 | Project Support |
| Elk Grove Unified School District | |||||||
| 9510 Elk Grove-Florin | Elk Grove | CA | 95624 | 946002501 | Government or P | $53,048 | Project Support |
| Emerald Cities Collaborative Inc | |||||||
| 1140 CT Ave NW 900 | Washington | DC | 20036 | 270920269 | 501(c)(3) | $75,000 | Project Support |
| Emergency Food Bank | |||||||
| 7 West Scotts Avenue | Stockton | CA | 95203 | 680002165 | 501(c)(3) | $10,000 | Project Support |
| Empower Yolo Inc | |||||||
| 175 Walnut Street | Woodland | CA | 95695 | 943027535 | 501(c)(3) | $35,000 | Project Support |
| Enrich LA | |||||||
| 2173 Cedarhurst Drive | Los Angeles | CA | 90027 | 272797687 | 501(c)(3) | $15,000 | Project Support |
| Enterprise Community Partners Inc | |||||||
| 101 Montgomery 1350 | San Francisco | CA | 94104 | 521231931 | 501(c)(3) | $90,000 | Project Support |
| Episcopal Community Services | |||||||
| 401 Mile of Cars Wy | National City | CA | 91950 | 951945256 | 501(c)(3) | $15,000 | Project Support |
| Every Neighborhood Partnership | |||||||
| 2044 E Nees AVE | Fresno | CA | 93720 | 870814198 | 501(c)(3) | $8,000 | Project Support |
| ExtraFoodorg | |||||||
| PO Box 150394 | San Rafael | CA | 94915 | 464025887 | 501(c)(3) | $10,000 | Project Support |
| Facing History and Ourselves | |||||||
| 16 Hurd Rd | Brookline | MA | 02445 | 042761636 | 501(c)(3) | $8,500 | Conference Support west contra costa county |
| Fairfield Community Services Foundation | |||||||
| PO Box 147 | Fairfield | CA | 94553 | 680344658 | 501(c)(3) | $15,000 | Project Support |
| Fairfield Police Activities League | |||||||
| PO BOX 3342 | Fairfield | CA | 94533 | 261184406 | 501(c)(3) | $15,000 | Project Support |
| Faith In Action | |||||||
| 3303 Whitemarsh Lane | 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) | $35,000 | Project Support |
| Families Forward | |||||||
| 8 Thomas | Irvine | CA | 92618 | 330086043 | 501(c)(3) | $10,000 | Project Support |
| Family and Children Services | |||||||
| 950 W Julian Street | San Jose | CA | 95126 | 941167408 | 501(c)(3) | $30,000 | Project Support |
| Family Assistance Ministries | |||||||
| 1030 Calle Negocio | San Clemene | CA | 92673 | 330864870 | 501(c)(3) | $10,000 | Project Support |
| Family Giving Tree | |||||||
| 606 Valley Way | Milpitas | CA | 95035 | 770284682 | 501(c)(3) | $22,000 | Other |
| Family Health Care Ctr of Greater LA | |||||||
| 6501 S Garfield | Bell Gardens | CA | 90201 | 951641454 | 501(c)(3) | $30,000 | General Operating Support |
| Family Health Centers of San Diego Inc | |||||||
| 823 Gateway Center Way | San Diego | CA | 92102 | 952833205 | 501(c)(3) | $30,000 | Project Support |
| Family Justice Center Sonoma County | |||||||
| 2755 Mendocino 100 | Santa Rosa | CA | 94503 | 946000539 | 501(c)(3) | $130,000 | Project Support |
| Family Paths Inc | |||||||
| 1727 MLK Jr Way 109 | Oakland | CA | 94612 | 237181846 | Government or P | $27,000 | Project Support |
| Family Res & Referral Ctr of San Joaquin | |||||||
| 509 W Weber 101 | Stockton | CA | 95203 | 941691503 | 501(c)(3) | $90,000 | General Operating Support |
| Family Service Agency of San Bernardino | |||||||
| 9161 N Sierra 212 | Fontana | CA | 92335 | 951641436 | 501(c)(3) | $10,000 | Project Support |
| Family Service Association | |||||||
| 21250 Box Springs | Moreno Valley | CA | 92557 | 951803694 | 501(c)(3) | $20,000 | Project Support |
| Family Support Services of the Bay Area | |||||||
| 401 Grand Ave Suite 500 | Oakland | CA | 94610 | 943108205 | 501(c)(3) | $94,000 | Project Support |
| Family Violence Law Center | |||||||
| 470 - 27th Street | Oakland | CA | 94612 | 942527939 | 501(c)(3) | $11,750 | Project Support |
| Feeding America Riverside & San Bernardino | |||||||
| 2950-A Jefferson Street | Riverside | CA | 92504 | 330072922 | Government or P | $30,465 | Project Support |
| FEINSTEIN INSTITUTE FOR MEDICAL RESEARCH | |||||||
| 350 Community Drive | Manhasset | NY | 11030 | 112673595 | 501(c)(3) | $39,991 | PassThrough Fed Proj |
| First 5 Contra Costa | |||||||
| 1485 Civic Court 1200 | Concord | CA | 94520 | 680474731 | 501(c)(3) | $20,000 | Project Support |
| First African Methodist Episcopal Church | |||||||
| 530 - 37th | Oakland | CA | 94609 | 237010426 | Government or P | $20,000 | Other |
| First Place for Youth | |||||||
| 426 17th 100 | Oakland | CA | 94612 | 943341034 | 501(c)(3) | $75,000 | Project Support |
| First Step Housing | |||||||
| PO Box 188228 | Sacramento | CA | 95811 | 352537631 | 501(c)(3) | $5,500 | Project Support |
| FISH of Cowlitz County | |||||||
| 1526 Commerce Ste 2 | Longview | WA | 98632 | 237452250 | 501(c)(3) | $10,650 | Project Support |
| Five Acres Boys & Girls Aid Society of LA | |||||||
| 760 Mountain View St | Altadena | CA | 91001 | 951647810 | 501(c)(3) | $14,802 | Conference Support |
| Folsom Cordova Unified School District | |||||||
| 1965 Birkmont Dr | Rancho Cordova | CA | 95742 | 946002505 | 501(c)(3) | $32,000 | Project Support |
| Fontana Unified School District | |||||||
| 9680 Citrus Avenue | Fontana | CA | 92335 | 956001357 | Government or P | $15,000 | General Operating Support |
| Food Bank of Contra Costa and Solano | |||||||
| PO Box 6324 | Concord | CA | 94524 | 942418054 | Government or P | $57,450 | Project Support |
| Food for Thought | |||||||
| PO BOX 1608 | Forestville | CA | 95436 | 680181095 | 501(c)(3) | $12,230 | Project Support |
| FOOD Inc | |||||||
| 3403 E Central Avenue | Fresno | CA | 93725 | 770320851 | 501(c)(3) | $60,000 | Project Support |
| Food Literacy Center | |||||||
| 2973 3rd Avenue | Sacramento | CA | 95817 | 453973268 | 501(c)(3) | $10,000 | Project Support |
| Foothill AIDS Project | |||||||
| 233 West Harrison Ave | Claremont | CA | 91711 | 330341665 | 501(c)(3) | $32,500 | Project Support |
| Foothill Family Service | |||||||
| 2500 E Foothill 300 | Pasadena | CA | 91107 | 951690990 | 501(c)(3) | $26,200 | Event Support\Annual Fundraiser |
| Foothill Unity Center | |||||||
| 415 E Chestnut Avenue | Monrovia | CA | 91016 | 954310817 | 501(c)(3) | $9,000 | Project Support |
| Foothill-De Anza Community Colleges Fdn | |||||||
| 12345 El Monte | Los Altos Hills | CA | 94022 | 943258220 | 501(c)(3) | $50,000 | Project Support |
| Fortune Society Inc | |||||||
| 29-76 Northern | Long Island City | NY | 11101 | 132645436 | 501(c)(3) | $55,000 | General Operating Support |
| Foundation for Clovis Schools | |||||||
| 1450 Herndon Avenue | Clovis | CA | 93611 | 770140576 | 501(c)(3) | $50,000 | Project Support |
| Foundation for Educational & Employment | |||||||
| 438 South A Street | Oxnard | CA | 93030 | 300223314 | 501(c)(3) | $8,290 | General Operating Support |
| Foundation for Students Rising Above | |||||||
| 287 31st Avenue | San Francisco | CA | 94121 | 810615887 | 501(c)(3) | $16,500 | Event Support\Annual Fundraiser |
| FRED HUTCHINSON CANCER RESEARCH CENTER | |||||||
| 1100 Fairview Ave N | Seattle | WA | 98109 | 237156071 | 501(c)(3) | $54,358 | PassThrough Fed Proj |
| Free Clinic of Southwest Washington | |||||||
| 4100 Plomondon Street | Vancouver | WA | 98661 | 911707542 | 501(c)(3) | $33,000 | Project Support |
| Fresh Approach | |||||||
| 5060 Commercial Suite C | Concord | CA | 94520 | 262438206 | Government or P | $155,000 | Project Support |
| Fresno Healthy Communities Access Partners | |||||||
| 3845 N Clark Ste 105 | Fresno | CA | 93726 | 204210175 | 501(c)(3) | $43,000 | Project Support |
| Fresno Interdenom Refugee Ministries | |||||||
| 1940 N Fresno St | Fresno | CA | 93703 | 770357297 | 501(c)(3) | $41,000 | Event Support\Cultural Event |
| Fresno Unified School District | |||||||
| 2309 Tulare St | Fresno | CA | 93721 | 946002206 | 501(c)(3) | $90,000 | Project Support |
| Fresno United Neighborhoods | |||||||
| 1515 E Divisadero St | Fresno | CA | 93721 | 770348220 | Government or P | $30,000 | Project Support |
| Friends For Youth Inc | |||||||
| 1741 Broadway | Redwood City | CA | 94402 | 942961034 | 501(c)(3) | $10,000 | General Operating Support |
| Friends of the Los Angeles Free Clinic | |||||||
| 8405 Beverly Blvd | Los Angeles | CA | 90048 | 953433824 | 501(c)(3) | $13,500 | Event Support\Dinner |
| Funders Concerned About AIDS Inc | |||||||
| 1100 CT Ave NE 1200 | Washington | DC | 20036 | 133869632 | 501(c)(3) | $15,000 | Conference Support;General Operating Support |
| GOALS For Women Inc | |||||||
| 3356 Adeline Street | Berkeley | CA | 94703 | 954605707 | 501(c)(3) | $15,000 | Project Support |
| Garfield Health Center | |||||||
| 210 N Garfield 203 | Monterey Park | CA | 91754 | 760733752 | 501(c)(3) | $7,500 | Project Support |
| Gay and Lesbian Community Svcs Ctr of OC | |||||||
| 1605 N Spurgeon St | Santa Ana | CA | 92701 | 952934041 | 501(c)(3) | $15,000 | Project Support |
| GEISINGER CLINIC | |||||||
| 100 N Academy Ave | Danville | PA | 17822 | 236291113 | 501(c)(3) | $29,752 | PassThrough Fed Proj |
| Gender Health Center | |||||||
| 2020 29th Ste 201 | Sacramento | CA | 95817 | 263839452 | 501(c)(3) | $87,500 | Event Support\Cultural Event |
| Girl Scouts of Central California South | |||||||
| 1831 Brundage Lane | Bakersfield | CA | 93304 | 946000662 | 501(c)(3) | $6,000 | Project Support |
| Girl Scouts of Northern California | |||||||
| 1310 S Bascom Avenue | San Jose | CA | 95128 | 941551410 | 501(c)(3) | $42,500 | Project Support |
| Girls Incorporated of Alameda County | |||||||
| 510 16th Street | Oakland | CA | 94612 | 941558073 | 501(c)(3) | $57,900 | Event Support\Annual Fundraiser |
| Girls On The Run Napa Valley Incorporated | |||||||
| 3299 Claremont Way Suite 6 | Napa | CA | 94558 | 550906534 | 501(c)(3) | $20,000 | Project Support |
| Girls on the Run of Los Angeles County | |||||||
| 5330 N Figueroa St | Los Angeles | CA | 90042 | 205115367 | 501(c)(3) | $20,000 | Project Support |
| Girls Think Tank | |||||||
| 1228 University 200-5 | San Diego | CA | 92103 | 331146733 | 501(c)(3) | $15,000 | Project Support |
| Give Every Child A Chance | |||||||
| 322 Sun West Place | Manteca | CA | 95337 | 680399384 | 501(c)(3) | $45,000 | Project Support |
| Glendale Community Free Health Clinic | |||||||
| 134 N Kenwood Rm330 | Glendale | CA | 91206 | 870732681 | 501(c)(3) | $10,000 | General Operating Support |
| Glendale Community Svcs and Parks Dept | |||||||
| 613 E Broadway Rm120 | Glendale | CA | 91206 | 956000714 | 501(c)(3) | $15,000 | General Operating Support |
| Glendale Healthy Kids | |||||||
| 735 E Lexington | Glendale | CA | 91206 | 954487466 | Government or P | $15,000 | Project Support |
| Global Center For Success Inc | |||||||
| 1055 Azuar Drive | Vallejo | CA | 94592 | 710896807 | 501(c)(3) | $18,000 | Project Support |
| Global Education Fund | |||||||
| PO Box 548 | Boulder | CO | 80306 | 841437310 | 501(c)(3) | $5,592 | General Support |
| Global Family Care Network Inc | |||||||
| 3535 Union Ave | Bakersfield | CA | 93305 | 208346599 | 501(c)(3) | $12,000 | Project Support |
| Golden Valley Health Centers | |||||||
| 737 West Childs Avenue | Merced | CA | 95341 | 942196086 | 501(c)(3) | $50,000 | Project Support |
| Good Shepherd Gracenter | |||||||
| 1310 Bacon St | San Francisco | CA | 94134 | 941156670 | 501(c)(3) | $10,000 | Project Support |
| Gospel Center Rescue Mission Inc | |||||||
| 445 S San Joaquin | Stockton | CA | 95203 | 941375835 | 501(c)(3) | $75,000 | Project Support |
| Grandma's House of Hope | |||||||
| 1505 E 17th St 116 | Santa Ana | CA | 92705 | 260391438 | 501(c)(3) | $15,000 | Other |
| Grandparents As Parents Inc | |||||||
| 22048 Sherman 217 | Canoga Park | CA | 91303 | 330592916 | 501(c)(3) | $25,000 | General Operating Support |
| Greenlining Institute | |||||||
| 1918 University 2nd Fl | Berkeley | CA | 94704 | 943173571 | 501(c)(3) | $98,950 | Conference Support |
| GROUP HEALTH COOPERATIVE | |||||||
| 1730 Minor Avenue | Seattle | WA | 98101 | 910511770 | 501(c)(3) | $1,071,738 | PassThrough Fed Proj |
| Guide Dogs for the Blind | |||||||
| 32901 SE Kelso Road | Boring | OR | 97009 | 941196195 | 501(c)(3) | $15,000 | Project Support |
| Habitat for Humanity PortlandMetro East | |||||||
| PO Box 11527 | Portland | OR | 97211 | 930801200 | 501(c)(3) | $15,000 | Project Support |
| Harbor Area Gang Alternatives | |||||||
| 2555 Industry Ste A B | Lynwood | CA | 90262 | 330322451 | 501(c)(3) | $10,000 | Project Support |
| Harbor City Gateway Boys & Girls Club | |||||||
| 1220 West 256th St | Harbor City | CA | 90710 | 330450797 | 501(c)(3) | $15,000 | General Operating Support |
| Harbor Free Clinic Inc | |||||||
| 593 W 6th Street | San Pedro | CA | 90731 | 237103245 | 501(c)(3) | $15,000 | General Operating Support |
| Harbor Interfaith Services | |||||||
| 670 W 9th St | San Pedro | CA | 90731 | 330031099 | 501(c)(3) | $100,000 | General Operating Support |
| Harm Reduction Services | |||||||
| 2800 Stockton Blvd | Sacramento | CA | 95817 | 680300656 | 501(c)(3) | $25,000 | Project Support |
| HARVARD PILGRIM HEALTH CARE | |||||||
| 133 Brookline Avenue | Boston | MA | 02215 | 042452600 | 501(c)(3) | $218,665 | PassThrough Fed Proj |
| Hathaway-Sycamores Child and Family Svcs | |||||||
| 210 S De Lacey 110 | Pasadena | CA | 91105 | 951691005 | 501(c)(3) | $14,000 | Event Support\Dinner |
| Haven Hills Inc | |||||||
| PO Box 260 | Canoga Park | CA | 91305 | 953196247 | 501(c)(3) | $15,000 | Project Support |
| Hawthorne School District | |||||||
| 14120 S Hawthorne | Hawthorne | CA | 90250 | 956001545 | 501(c)(3) | $50,500 | Project Support |
| Hayward Sisters Hospital | |||||||
| 27200 Calaroga Avenue | Hayward | CA | 94545 | 941668344 | Government or P | $3,000,000 | Operating Support |
| Health Care Without Harm | |||||||
| 12355 Sunrise Valley 680 | Reston | VA | 20191 | 522358837 | 501(c)(3) | $100,000 | Project Support |
| Health Career Connection | |||||||
| 300 Frank Ogawa Pl 243 | Oakland | CA | 94612 | 251904312 | 501(c)(3) | $90,000 | Project Support |
| Health Communication Research Institute | |||||||
| 5025 J St 311 | Sacramento | CA | 95819 | 680195121 | 501(c)(3) | $15,000 | Project Support |
| Health Edu Council Serving Pop at Risk | |||||||
| 3950 Industrial 600 | Sacramento | CA | 95691 | 680249296 | 501(c)(3) | $52,250 | Other |
| HEALTH PARTNERS INSTITUTE FOR EDUCATION | |||||||
| 8170 33rd Ave South | Minneapolis | MN | 55440 | 411670163 | 501(c)(3) | $102,817 | PassThrough Fed Proj |
| HEALTH RESEARCH INC | |||||||
| PO Box 2966 | Buffalo | NY | 14240 | 141402155 | 501(c)(3) | $573,989 | PassThrough Fed Proj |
| Healthier Kids Foundation Santa Clara | |||||||
| 4010 Moorpark 118 | San Jose | CA | 95117 | 770545774 | 501(c)(3) | $20,000 | Project Support |
| HealthRIGHT 360 | |||||||
| 1735 Mission 2050 | San Francisco | CA | 94103 | 946129071 | 501(c)(3) | $40,000 | Project Support |
| Healthy Aging Association | |||||||
| 121 Downey 102 | Modesto | CA | 95354 | 770546574 | 501(c)(3) | $40,000 | Project Support |
| Healthy Community Forum for Sacramento | |||||||
| 8928 Volunteer 220 | Sacramento | CA | 95826 | 680377256 | 501(c)(3) | $98,000 | Event Support\Health Fair |
| Healthy Smiles for Kids of Orange County | |||||||
| 10602 Chapman 200 | Garden Grove | CA | 92840 | 383675065 | 501(c)(3) | $15,000 | Project Support |
| Hearts & Lives | |||||||
| PO Box 4644 | Blue Jay | CA | 92317 | 200867845 | 501(c)(3) | $10,000 | Project Support |
| Helmet Heads Inc | |||||||
| 2667 Rockbridge | Highlands Ranch | CO | 80129 | 464822256 | 501(c)(3) | $10,000 | General Operating Support |
| HENRY FORD HEALTH SYSTEM | |||||||
| 1 Ford Place-5C69 | Detroit | MI | 48202 | 381357020 | 501(c)(3) | $264,026 | PassThrough Fed Proj |
| Hidden Harvest Corporation | |||||||
| 85711 Peter Rabbit Ln | Coachella | CA | 92236 | 330821743 | 501(c)(3) | $15,000 | Project Support |
| High Desert Community Foundation | |||||||
| 16000 Apple Valley | Apple Valley | CA | 92307 | 841179212 | 501(c)(3) | $10,000 | Project Support |
| Hillsides | |||||||
| 815 Colorado 300 | Pasadena | CA | 91105 | 951644002 | 501(c)(3) | $8,650 | Event Support\Annual Fundraiser |
| Hispanas Organized for Political Equality | |||||||
| 634 S Spring St 920 | Los Angeles | CA | 90014 | 954718409 | 501(c)(3) | $161,100 | Project Support |
| Holy Family Day Homes of San Francisco | |||||||
| 299 Dolores St | San Francisco | CA | 94103 | 941156492 | 501(c)(3) | $24,025 | General Support |
| Home Start | |||||||
| 5005 Texas St 203 | San Diego | CA | 92108 | 953138268 | 501(c)(3) | $12,500 | Project Support |
| HomeAid Orange County | |||||||
| 24 Executive Ste 100 | Irvine | CA | 92614 | 330568079 | 501(c)(3) | $15,000 | General Operating Support |
| Homeboy Industries | |||||||
| 130 W Bruno St | Los Angeles | CA | 90012 | 954800735 | 501(c)(3) | $22,500 | Event Support\Annual Fundraiser |
| Homies Unidos Inc | |||||||
| 2105 Beverly 203 | Los Angeles | CA | 90057 | 954740768 | 501(c)(3) | $10,000 | Project Support |
| Hope Of The Valley Rescue Mission | |||||||
| 8165 San Fernando Rd | Sun Valley | CA | 91352 | 272053273 | 501(c)(3) | $30,000 | Project Support |
| Hope through Housing Foundation | |||||||
| 9421 Haven Ave | Rancho Cucamonga | CA | 91730 | 330802554 | 501(c)(3) | $15,000 | Project Support |
| Horizon Services Inc | |||||||
| 22646 2nd Street | Hayward | CA | 94541 | 942365021 | 501(c)(3) | $21,000 | Event Support\Cultural Event |
| House of Ruth Inc | |||||||
| 599 N Main Street | Pomona | CA | 91768 | 953276033 | 501(c)(3) | $20,000 | General Operating Support |
| Huckleberry Youth Programs Inc | |||||||
| 3310 Geary Blvd | San Francisco | CA | 94118 | 941687559 | 501(c)(3) | $95,000 | Project Support |
| Human Options Inc | |||||||
| 5540 Trabuco 100 | Irvine | CA | 92620 | 953667817 | 501(c)(3) | $15,000 | Project Support |
| Humanidad Therapy & Education Services | |||||||
| 95 Montgomery Ste 112 | Santa Rosa | CA | 95404 | 463725156 | 501(c)(3) | $7,500 | Project Support |
| I Have a Dream Foundation - Oregon | |||||||
| 2916 NE Alberta D | Portland | OR | 97211 | 931037323 | 501(c)(3) | $20,000 | Project Support |
| ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI | |||||||
| 1255 5TH AVE STE C2 | NEW YORK | NY | 10029 | 136171197 | 501(c)(3) | $47,841 | PassThrough Fed Proj |
| ICF Center For Cross-Border Philanthropy | |||||||
| 2525 N Avenue | National City | CA | 91950 | 261640148 | 501(c)(3) | $12,020 | Project Support |
| INDIANA UNIVERSITY | |||||||
| 980 Indiana Ave | Indianapolis | IN | 46202 | 351955872 | 501(c)(3) | $16,568 | PassThrough Fed Proj |
| INDIVIDUALS NOW INC SOCIAL ADVOCATES | |||||||
| 2447 Summerfield Rd | Santa Rosa | CA | 95405 | 941711490 | 501(c)(3) | $20,000 | Project Support |
| Info Line of San Diego County | |||||||
| 5251 Viewridge Ste 130 | San Diego | CA | 92123 | 331029843 | 501(c)(3) | $15,000 | Project Support |
| Inland Caregiver Resource Center | |||||||
| 1430 E Cooley Ste 124 | Colton | CA | 92324 | 330460833 | 501(c)(3) | $30,000 | Project Support |
| Inland Counties Regional Center Inc | |||||||
| 1365 S Waterman | San Bernardino | CA | 92408 | 237121672 | 501(c)(3) | $10,000 | Project Support |
| Inland Empire United Way | |||||||
| 9644 Hermosa Ave | Rancho Cucamonga | CA | 91730 | 330502676 | 501(c)(3) | $10,000 | Project Support |
| Inland Valley Council of Churches | |||||||
| 1753 N Park Avenue | Pomona | CA | 91768 | 952674837 | 501(c)(3) | $10,000 | Project Support |
| InnerCity Struggle | |||||||
| 530 South Boyle Ave | Los Angeles | CA | 90033 | 272133211 | 501(c)(3) | $10,000 | Project Support |
| Innovative Services NW | |||||||
| 9414 NE 4th Plain Road | Vancouver | WA | 98662 | 910782136 | 501(c)(3) | $7,997 | Project Support |
| Insights Counseling Group | |||||||
| 263 Nevada Station | Auburn | CA | 95603 | 201346011 | 501(c)(3) | $15,000 | Project Support |
| Inspiring Communities | |||||||
| 207 Apollo Ave 1 | Hercules | CA | 94547 | 471136159 | 501(c)(3) | $15,000 | Project Support |
| Institute on Aging | |||||||
| 3575 Geary Blvd | San Francisco | CA | 94118 | 942978977 | 501(c)(3) | $7,000 | Conference Support |
| Instituto Familiar De La Raza Inc | |||||||
| 2919 Mission Street | San Francisco | CA | 94110 | 942523608 | 501(c)(3) | $77,500 | Project Support |
| Insure the Uninsured Project | |||||||
| 2444 Wilshire 412 | Santa Monica | CA | 90403 | 274159194 | 501(c)(3) | $25,000 | Conference Support |
| Integrated Recovery Network | |||||||
| 1200 Wilshire Ste 650 | Los Angeles | CA | 90017 | 273493736 | 501(c)(3) | $82,000 | Project Support |
| Integrative Medical Clinic Foundation | |||||||
| 175 Concourse Blvd | Santa Rosa | CA | 95403 | 680445149 | 501(c)(3) | $6,000 | Project Support |
| Interfaith Food Center | |||||||
| 11819 Burke St | Santa Fe Springs | CA | 90670 | 953889152 | 501(c)(3) | $11,000 | Event Support\Cultural Event |
| International Children Assistance Network | |||||||
| 532 Valley Way | Milpitas | CA | 95035 | 770541211 | 501(c)(3) | $25,000 | Project Support |
| International Rescue Committee | |||||||
| 5348 University Ave 115 | San Diego | CA | 92105 | 135660870 | 501(c)(3) | $18,630 | Project Support |
| Jacobs & Cushman San Diego Food Bank | |||||||
| 9850 Distribution Ave | San Diego | CA | 92121 | 204374795 | 501(c)(3) | $20,000 | Project Support |
| Janet Goeske Foundation | |||||||
| 5257 Sierra Street | Riverside | CA | 92504 | 330023938 | 501(c)(3) | $20,000 | Project Support |
| Jefferson Union High School District | |||||||
| 699 Serramonte 100 | Daly CIty | CA | 94015 | 943083772 | 501(c)(3) | $29,316 | Project Support |
| Jewish Community Free Clinic | |||||||
| 50 Montgomery Dr | Santa Rosa | CA | 95404 | 943386103 | 501(c)(3) | $25,000 | General Operating Support |
| Jewish Fam & Children's Svcs of East Bay | |||||||
| 2484 Shattuck Ave 210 | Berkeley | CA | 94706 | 943250304 | 501(c)(3) | $25,000 | Project Support |
| Jewish Family & Childrens Svc of LB | |||||||
| 3801 E Willow Street | Long Beach | CA | 90815 | 952273033 | 501(c)(3) | $10,500 | Event Support\Annual Fundraiser |
| Jewish Family and Children's Services | |||||||
| PO Box 159004 | San Francisco | CA | 94115 | 941156528 | 501(c)(3) | $10,000 | Project Support |
| Jewish Family Service of San Diego | |||||||
| 8804 Balboa Avenue | San Diego | CA | 92123 | 951644024 | 501(c)(3) | $15,000 | Project Support |
| Jewish Family Service of the Desert | |||||||
| 490 S Farrell C208 | Palm Springs | CA | 92262 | 330613083 | 501(c)(3) | $20,000 | Project Support |
| Jewish Fed and Family Svcs of OC | |||||||
| 1 Federation 220 | Irvine | CA | 92603 | 952407026 | 501(c)(3) | $15,000 | Project Support |
| JL Davis Family Services Center | |||||||
| 22582 South Garden Ave | Hayward | CA | 94541 | 020750721 | 501(c)(3) | $6,000 | Conference Support |
| JOHNS HOPKINS HOSPITAL | |||||||
| 615 North Wolfe St | Baltimore | MD | 21205 | 520591656 | 501(c)(3) | $76,971 | PassThrough Fed Proj |
| JOHNS HOPKINS UNIVERSITY | |||||||
| 12529 COLLECTIONS CENTER | CHICAGO | IL | 60693 | 520595110 | 501(c)(3) | $75,925 | PassThrough Fed Proj |
| Jr Posse Youth Equestrian Program | |||||||
| 453 W Caldwell St | Compton | CA | 90220 | 954699219 | 501(c)(3) | $10,000 | General Operating Support |
| Jumpstart for Young Children Inc | |||||||
| 1625 W Olympic 1050 | Los Angeles | CA | 90015 | 043262046 | 501(c)(3) | $10,000 | Project Support |
| Junior Blind of America | |||||||
| 5300 Angeles Vista | Los Angeles | CA | 90043 | 951977659 | 501(c)(3) | $7,500 | Project Support |
| Jurupa Unified School District | |||||||
| 4850 Pedley Road | Jurupa Valley | CA | 92509 | 330740037 | 501(c)(3) | $50,459 | Project Support |
| JWCH Institute Inc | |||||||
| 5650 Jillson Street | Commerce | CA | 90040 | 952289916 | 501(c)(3) | $33,500 | Event Support\Dinner |
| K to College | |||||||
| 7730 Pardee Lane | Oakland | CA | 94621 | 510671019 | 501(c)(3) | $110,000 | Other |
| Kaboom | |||||||
| 4455 CT Ave NW B-100 | Washington | DC | 20008 | 521970904 | 501(c)(3) | $500,000 | Project Support |
| KairosPDX | |||||||
| PO Box 12190 | Portland | OR | 97212 | 460987167 | 501(c)(3) | $20,000 | Project Support |
| Keaton Raphael Memorial for Neuroblastoma | |||||||
| 2260 Douglas Blvd 150 | Roseville | CA | 95661 | 680406980 | 501(c)(3) | $11,000 | Other |
| Kennedy King Memorial College Fund | |||||||
| PO Box 2643 | Martinez | CA | 94553 | 941677726 | 501(c)(3) | $20,000 | Other |
| Kern County Children and Families Com | |||||||
| 2724 L Street | Bakersfield | CA | 93301 | 770529128 | 501(c)(3) | $10,000 | Project Support |
| Kern County Superintendent of Schools | |||||||
| 1300 17th Street | Bakersfield | CA | 93301 | 956000941 | Government or P | $10,000 | Project Support |
| Kern Partnership for Children and Families | |||||||
| 100 E California Ave | Bakersfield | CA | 93307 | 205536572 | Government or P | $18,868 | Project Support |
| Kidpower Teenpower Fullpower | |||||||
| 880 Peru Avenue 2 | San Francisco | CA | 94112 | 770226712 | 501(c)(3) | $25,500 | Project Support |
| Kids Community Clinic of Burbank | |||||||
| 400 W Elmwood Avenue | Burbank | CA | 91506 | 954791296 | 501(c)(3) | $19,000 | Project Support |
| KidsFirst | |||||||
| 124 Main Street | Roseville | CA | 95678 | 680195225 | 501(c)(3) | $140,950 | Project Support |
| Kindness Mission | |||||||
| 1501 N Palos Vered | Harbor City | CA | 90710 | 270285069 | 501(c)(3) | $10,000 | General Operating Support |
| King Ridge Foundation Inc | |||||||
| PO Box 5873 | Santa Rosa | CA | 95402 | 270420906 | 501(c)(3) | $7,500 | Project Support |
| Korean Health Edu Info & Research Ctr | |||||||
| 3727 W 6th St 210 | Los Angeles | CA | 90020 | 954074660 | 501(c)(3) | $8,510 | Event Support\Dinner;Event Support\Annual Fundrais |
| LA Family Housing Corporation | |||||||
| 7843 Lankershim | North Hollywood | CA | 91605 | 953920560 | 501(c)(3) | $100,000 | General Operating Support |
| LA Biomedical Research Institute at UCLA | |||||||
| 1124 W Carson St | Torrance | CA | 90502 | 952138184 | 501(c)(3) | $10,000 | Conference Support |
| La Casa De Las Madres | |||||||
| 1663 Mission 225 | San Francisco | CA | 94103 | 942330864 | 501(c)(3) | $10,000 | Project Support |
| La Clinica De La Raza Inc | |||||||
| PO Box 22210 | Oakland | CA | 94623 | 941744108 | 501(c)(3) | $306,480 | Event Support\Annual Fundraiser;Event Support\Dinn |
| LA Free Clinic dba The Saban Free Clinic | |||||||
| 8405 Beverly Blvd | Los Angeles | CA | 90048 | 952539105 | 501(c)(3) | $10,000 | Project Support |
| La Luz Bilingual Center | |||||||
| 17560 Greger Street | 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) | $35,000 | Project Support |
| Laguna Beach Community Clinic | |||||||
| 362 Third Street | Laguna Beach | CA | 92651 | 952637633 | 501(c)(3) | $15,000 | Project Support |
| LAMP Inc | |||||||
| 526 San Pedro Street | Los Angeles | CA | 90013 | 953993742 | 501(c)(3) | $98,350 | General Operating Support |
| Lancaster Community Services Fdn | |||||||
| 44933 Fern Avenue | Lancaster | CA | 93534 | 953892014 | 501(c)(3) | $13,000 | Project Support |
| Larkin Street Youth Services | |||||||
| 1728 Bancroft Ave | San Francisco | CA | 94124 | 942917999 | 501(c)(3) | $27,500 | Project Support |
| LA's Best | |||||||
| 200 N Spring M120 | Los Angeles | CA | 90012 | 954311058 | 501(c)(3) | $24,520 | Event Support\Annual Fundraiser |
| Latino Community Foundation | |||||||
| 235 Montgomery 1160 | San Francisco | CA | 94104 | 810564400 | 501(c)(3) | $8,780 | Event Support\Annual Fundraiser;Event Support\Dinn |
| Latino Leadership Council | |||||||
| 2945 Bell Road 274 | Auburn | CA | 95603 | 270970476 | 501(c)(3) | $30,000 | Project Support |
| Latino Network | |||||||
| 410 NE 18th Ave | Portland | OR | 97232 | 731675402 | 501(c)(3) | $20,000 | Project Support |
| Latino Service Providers | |||||||
| 930 Shiloh Bldg 40 Ste A | Windsor | CA | 95492 | 464107589 | 501(c)(3) | $15,000 | Project Support |
| LAUSD STEM Academy of Hollywood | |||||||
| 1309 N Wilton Place | Los Angeles | CA | 90028 | 956001908 | 501(c)(3) | $10,000 | General Operating Support |
| Lawndale Elementary School District | |||||||
| 4161 West 147th Street | Lawndale | CA | 90260 | 956001837 | 501(c)(3) | $45,001 | Project Support |
| Leah's Pantry Inc | |||||||
| 442 Shotwell Ste 2 | San Francisco | CA | 94110 | 205512442 | 501(c)(3) | $10,000 | Project Support |
| Learning Enrichment After-School Prog | |||||||
| 112 W 9TH Ste 1109 | Los Angeles | CA | 90015 | 201734414 | 501(c)(3) | $10,000 | General Operating Support |
| Leaven Program | |||||||
| 2220 Boynton Ste A | Fairfield | CA | 94533 | 263653717 | 501(c)(3) | $50,000 | Project Support |
| Lemonade - A Yoga Program | |||||||
| PO Box 191693 | San Francisco | CA | 94119 | 455015338 | 501(c)(3) | $25,000 | Project Support |
| LGBTQ Community Center Fund | |||||||
| 4115 N Mississippi Ave | Portland | OR | 97217 | 200038065 | 501(c)(3) | $20,000 | Project Support |
| LifeLong Medical Care | |||||||
| 2344 Sixth Street | Berkeley | CA | 94710 | 942502308 | 501(c)(3) | $53,060 | Event Support\Cultural Event |
| LifeMoves | |||||||
| 181 Constitution Dr | Menlo Park | CA | 94025 | 770160469 | 501(c)(3) | $60,000 | Project Support |
| LifeWorks Of Sonoma County | |||||||
| 1200 College Avenue | Santa Rosa | CA | 95404 | 680375462 | 501(c)(3) | $20,000 | Project Support |
| Lighthouse Counseling & Family Res Ctr | |||||||
| 427 A Street Suite 400 | Lincoln | CA | 95648 | 352252834 | 501(c)(3) | $62,200 | Project Support |
| Lincoln Child Center | |||||||
| 1266 14th Street | Oakland | CA | 94607 | 941156501 | 501(c)(3) | $20,000 | Project Support |
| Links for Life Inc | |||||||
| 1706 Chester 200 | Bakersfield | CA | 93301 | 931088003 | 501(c)(3) | $15,000 | Project Support |
| Links Foundation Inc | |||||||
| 1200 Massachusetts NW | Washington | DC | 20005 | 521170830 | 501(c)(3) | $58,805 | Conference Support |
| Literacy Lab | |||||||
| 120a Linden Street | Oakland | CA | 94607 | 472116172 | 501(c)(3) | $90,000 | Project Support |
| Livermore Area Rec and Park Dist | |||||||
| 4444 East Ave | Livermore | CA | 94550 | 946000849 | 501(c)(3) | $20,000 | Project Support |
| Livermore Valley Joint Uni District | |||||||
| 685 E Jack London | Livermore | CA | 94550 | 942175582 | Government or P | $25,000 | Project Support |
| Livingston Community Health | |||||||
| 1140 Main Street | Livingston | CA | 95334 | 941719656 | Government or P | $50,000 | Project Support |
| Loaves and Fishes of Contra Costa | |||||||
| 835 Ferry Street | Martinez | CA | 94553 | 680018077 | 501(c)(3) | $32,030 | Project Support |
| Loma Linda University | |||||||
| 24951 N Circle Drive | Loma Linda | CA | 92350 | 951816009 | 501(c)(3) | $158,853 | Project Support |
| Long Beach Bar Foundation Inc | |||||||
| 3515 Linden Ave | Long Beach | CA | 90807 | 330585482 | 501(c)(3) | $12,500 | Project Support |
| Long Beach Dept of Health and Human Svcs | |||||||
| 2525 Grand Avenue | Long Beach | CA | 90815 | 956000733 | 501(c)(3) | $20,000 | Project Support |
| Los Angeles Alliance for a New Economy | |||||||
| 464 Lucas 202 | Los Angeles | CA | 90017 | 954459427 | Government or P | $8,250 | Event Support\Annual Fundraiser |
| Los Angeles Brotherhood Crusade Inc | |||||||
| 200 E Slauson Avenue | Los Angeles | CA | 90011 | 952543819 | 501(c)(3) | $8,500 | Event Support\Annual Fundraiser |
| Los Angeles Center for Law and Justice | |||||||
| 5301 Whittier 4th Fl | Los Angeles | CA | 90022 | 952690540 | 501(c)(3) | $8,960 | Event Support\Annual Fundraiser |
| Los Angeles Christian Health Centers | |||||||
| 202 W 1st St 40435 | Los Angeles | CA | 90012 | 954315734 | 501(c)(3) | $19,150 | Event Support\Annual Fundraiser |
| Los Angeles LGBT Center | |||||||
| 1625 Schrader Blvd | Los Angeles | CA | 90028 | 953567895 | 501(c)(3) | $10,000 | Project Support |
| Los Angeles Trade Tech College Foundation | |||||||
| 400 W Washington 535 | Los Angeles | CA | 90015 | 953813527 | 501(c)(3) | $9,650 | Event Support\Awards Ceremony |
| Los Angeles Youth Network | |||||||
| 1853 Taft Avenue | Los Angeles | CA | 90028 | 953953979 | 501(c)(3) | $10,000 | Project Support |
| Love Overwhelming | |||||||
| PO Box 42 | Kelso | WA | 98626 | 464721592 | 501(c)(3) | $109,695 | Project Support |
| Lower Columbia School Gardens | |||||||
| 2210 Olympia Rm26 | Longview | WA | 98632 | 464549009 | 501(c)(3) | $15,000 | Project Support |
| LTSC Community Development Corporation | |||||||
| 231 E 3rd St G106 | Los Angeles | CA | 90013 | 954444102 | 501(c)(3) | $8,000 | Project Support |
| Lutheran Social Services of Southern CA | |||||||
| 1354 N G St | San Bernardino | CA | 92405 | 952225798 | 501(c)(3) | $9,000 | Project Support |
| Macdonald Center | |||||||
| 605 NW Couch Street | Portland | OR | 97209 | 931060938 | 501(c)(3) | $10,000 | Project Support |
| Madera County Food bank | |||||||
| 225 South Pine St 101 | Madera | CA | 93637 | 770513488 | 501(c)(3) | $10,000 | Project Support |
| Manteca Unified School District | |||||||
| 2271 W Louise Ave | Manteca | CA | 95337 | 028611899 | 501(c)(3) | $5,805 | Project Support |
| March of Dimes Foundation | |||||||
| 175 W Ostend Ste C-2 | Baltimore | MD | 21230 | 131846366 | Government or P | $60,000 | Other |
| Marin City Community Services District | |||||||
| 630 Drake Avenue | Marin City | CA | 94965 | 946050222 | 501(c)(3) | $20,000 | Project Support |
| Marin County Dept of Health & Human Svcs | |||||||
| 20 N San Pedro 002 | San Rafael | CA | 94903 | 946000519 | 501(c)(3) | $11,000 | Project Support |
| Marin County Office of Education | |||||||
| 1111 Las Gallinas Ave | San Rafael | CA | 94913 | 946022431 | Government or P | $20,000 | Project Support |
| MARSHFIELD CLINIC RESEARCH | |||||||
| 1000 North Oak Ave | Marshfield | WI | 54449 | 390452970 | 501(c)(3) | $88,027 | PassThrough Fed Proj |
| Martin Luther King Jr Freedom Center | |||||||
| 333 East 8th Street | Oakland | CA | 94606 | 943390034 | 501(c)(1) | $110,500 | Project Support |
| Mary's Mercy Center Inc | |||||||
| 641 Roberds Avenue | San Bernardino | CA | 92411 | 330632426 | 501(c)(3) | $12,000 | Project Support |
| MASSACHUSETTS GENERAL HOSPITAL | |||||||
| 50 Staniford Street | Boston | MA | 02114 | 042697983 | 501(c)(3) | $365,987 | PassThrough Fed Proj |
| Maternal and Child Health Access | |||||||
| 1111 W 6th Fourth Fl | Los Angeles | CA | 90017 | 954555879 | 501(c)(3) | $10,000 | Project Support |
| MAYO CLINIC | |||||||
| 200 First Street SW | Rochester | MN | 55905 | 416011702 | 501(c)(3) | $28,776 | PassThrough Fed Proj |
| Meals on Wheels and Senior Outreach Svcs | |||||||
| 1300 Civic Drive | Walnut Creek | CA | 94596 | 680044205 | 501(c)(3) | $6,000 | Project Support |
| Meals on Wheels of Contra Costa Inc | |||||||
| 1220 Morello 210 | Martinez | CA | 94553 | 680231350 | 501(c)(3) | $7,500 | 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 |
| Meals-on-Wheels Greater San Diego Inc | |||||||
| 2254 San Diego 200 | San Diego | CA | 92110 | 952660509 | 501(c)(3) | $7,500 | Project Support |
| Media Arts Center San Diego | |||||||
| 2921 El Cajon Blvd | San Diego | CA | 92104 | 330871577 | 501(c)(3) | $12,000 | Project Support |
| Medical Education Cooperation with Cuba | |||||||
| 1814 Franklin Ste 820 | Oakland | CA | 94612 | 311603765 | 501(c)(3) | $62,000 | Other |
| Medical Foundation of Marion | |||||||
| 4985 Battle Creek 130 | Salem | OR | 97302 | 931261633 | 501(c)(3) | $15,000 | General Operating Support;Project Support |
| Medical Mission Adventures | |||||||
| 11540 Bonham Ave | Lakeview Terrace | CA | 91342 | 043661520 | 501(c)(3) | $10,000 | Project Support |
| Medshare International | |||||||
| 2937 Alvarado Street | Decatur | GA | 30034 | 582433968 | 501(c)(3) | $109,840 | Event Support\Dinner;Other |
| MEMORIAL SLOAN KETTERING CANCER CENTER | |||||||
| 633 3rd Avenue | New York | NY | 10065 | 131624182 | 501(c)(3) | $68,109 | PassThrough Fed Proj |
| Mend-Meet Each Need with Dignity | |||||||
| 10641 N San Fernando Rd | Pacoima | CA | 91331 | 237306337 | 501(c)(3) | $25,750 | Conference Support |
| Menifee Valley Boys & Girls Club | |||||||
| 26301 Garbani Rd | Menifee | CA | 92584 | 462167670 | 501(c)(3) | $15,000 | Project Support |
| Mental Health America of Los Angeles | |||||||
| 506 W Jackman St | Lancaster | CA | 93534 | 951881491 | 501(c)(3) | $12,000 | Project Support |
| Mental Health Assn of San Mateo County | |||||||
| 2686 Spring Street | Redwood City | CA | 94063 | 946034112 | 501(c)(3) | $15,000 | General Operating Support |
| Mental Health Association of Orange County | |||||||
| 822 Town Country Road | Orange | CA | 92868 | 952036972 | 501(c)(3) | $15,000 | Project Support |
| Mentoring in Medicine & Science Inc | |||||||
| 2201 Broadway Suite LL13 | Oakland | CA | 94612 | 273263074 | 501(c)(3) | $90,000 | Project Support |
| Mercy Foundation - Bakersfield | |||||||
| 551 Shanley Ct | Bakersfield | CA | 93311 | 770201321 | 501(c)(3) | $10,000 | 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 200 | Sacramento | CA | 95833 | 943081666 | 501(c)(3) | $50,000 | Project Support |
| Mexican American Legal Defense and Edu | |||||||
| 634 S Spring 11th Fl | Los Angeles | CA | 90014 | 741563270 | 501(c)(3) | $14,290 | Event Support\Annual Fundraiser |
| MF Place Inc | |||||||
| 5850 Hollywood Blvd | Hollywood | CA | 90028 | 954834034 | 501(c)(3) | $9,400 | Event Support\Annual Fundraiser |
| MFI Recovery Center | |||||||
| 5870 Arlington 103 | Riverside | CA | 92504 | 952833715 | 501(c)(3) | $20,000 | Project Support |
| Mid-Peninsula Boys & Girls Club Inc | |||||||
| 200 North Quebec Street | San Mateo | CA | 94401 | 941431583 | 501(c)(3) | $15,000 | Project Support |
| Mind Body Awareness Project | |||||||
| 3700 E 12th 3B | Oakland | CA | 94601 | 912167480 | 501(c)(3) | $33,000 | Project Support |
| Mission City Community Network Inc | |||||||
| 15206 Parthenia | North Hills | CA | 91343 | 954226189 | 501(c)(3) | $250,000 | Project Support |
| Mission Edge San Diego | |||||||
| PO Box 12319 | San Diego | CA | 92112 | 272938491 | 501(c)(3) | $20,000 | Project Support |
| MLK Jr Community Health Foundation | |||||||
| 1680 E 120th Street | Los Angeles | CA | 90059 | 454433505 | 501(c)(3) | $24,400 | Event Support\Luncheon |
| Modesto City Schools | |||||||
| 426 Locust Street | Modesto | CA | 95351 | 770195326 | 501(c)(3) | $125,000 | Project Support |
| MOMS Orange County | |||||||
| 1128 W Santa Ana Blvd | Santa Ana | CA | 92703 | 330518078 | 501(c)(3) | $15,000 | Project Support |
| Monarch School Project | |||||||
| 1625 Newton Ave | San Diego | CA | 92113 | 330871354 | 501(c)(3) | $18,000 | Project Support |
| Montclair Community Foundation | |||||||
| 5111 Benito Street | Montclair | CA | 91763 | 264180900 | 501(c)(3) | $7,500 | General Operating Support |
| Monument Crisis Center | |||||||
| 1990 Market Street | Concord | CA | 94520 | 412111171 | 501(c)(3) | $55,000 | Project Support |
| Monument Impact | |||||||
| 1760 Clayton Rd | Concord | CA | 94520 | 943370919 | 501(c)(3) | $115,450 | Project Support |
| Moses House Ministries | |||||||
| 15180 Anacapa Road | Victorville | CA | 92392 | 330568537 | Government or P | $10,000 | Project Support |
| Mothers Club Family Learning Center | |||||||
| 980 N Fair Oaks Ave | Pasadena | CA | 91103 | 237275324 | 501(c)(3) | $8,700 | Event Support\Annual Fundraiser |
| Mountain Health & Community Services Inc | |||||||
| 31115 Hwy 94 | Campo | CA | 91906 | 330164420 | 501(c)(3) | $35,000 | Project Support |
| Movimiento de Arte y Cultura Latino Amer | |||||||
| 510 S First St | San Jose | CA | 95113 | 770251774 | 501(c)(3) | $8,000 | Event Support\Cultural Event |
| Multicultural Health Foundation | |||||||
| 292 Euclid 210 | San Diego | CA | 92114 | 455610021 | Government or P | $15,000 | Project Support |
| Multicultural Integrated Kidney Edu Prog | |||||||
| 9155 SW Barnes 219 | Portland | OR | 97225 | 450520604 | 501(c)(3) | $15,000 | Project Support |
| Museum of the African Diaspora | |||||||
| 685 Mission Street | San Francisco | CA | 94105 | 943338239 | 501(c)(3) | $73,200 | Other |
| Mutual Assist Network of Del Paso Hghts | |||||||
| 811 Grand Ste A3 | Sacramento | CA | 95838 | 680332694 | 501(c)(3) | $10,000 | Project Support |
| My Sister's House | |||||||
| 3053 Freeport 120 | Sacramento | CA | 95818 | 680464114 | 501(c)(3) | $20,000 | Project Support |
| NAMI ACS dba NAMI Alameda County South | |||||||
| 4974 Omar Street | Fremont | CA | 94538 | 461028709 | 501(c)(3) | $29,000 | Event Support\Annual Fundraiser |
| NAMI California | |||||||
| 1851 Heritage 150 | Sacramento | CA | 95815 | 942676057 | 501(c)(3) | $14,500 | Conference Support |
| NAMI Santa Clara County | |||||||
| 1150 S Bascom Suite 24 | San Jose | CA | 95128 | 942430956 | 501(c)(3) | $50,000 | Project Support |
| Napa Emergency Women's Services | |||||||
| 1141 Pear Tree 220 | Napa | CA | 94558 | 942745889 | 501(c)(3) | $15,000 | Project Support |
| Napa Solano SaneSart | |||||||
| 1141 Pear Tree Ln Suite 220 | Napa | CA | 94558 | 680285816 | 501(c)(3) | $90,000 | Project Support |
| Napa Valley Hospice & Adult Day Svcs | |||||||
| 414 South Jefferson Street | Napa | CA | 94559 | 680393144 | 501(c)(3) | $30,000 | Project Support |
| National Coalition of 100 Black Women | |||||||
| 6175 Shattuck Ave | Oakland | CA | 94621 | 943298877 | 501(c)(3) | $6,840 | Other |
| National Health Foundation | |||||||
| 515 S Figueroa 1300 | Los Angeles | CA | 90071 | 237314808 | 501(c)(3) | $36,256 | Event Support\Dinner |
| National Medical Fellowships Inc | |||||||
| 347 Fifth Ave Ste 510 | New York | NY | 10016 | 010963657 | 501(c)(3) | $13,500 | Other;Event Support\Annual Fundraiser;Event Suppor |
| National Multiple Sclerosis Soc SoCal Chp | |||||||
| 5150 W Goldleaf 400 | Los Angeles | CA | 90056 | 951727656 | 501(c)(3) | $10,000 | Project Support |
| Native American Health Center Inc | |||||||
| 3124 International Blvd | Oakland | CA | 94601 | 237135928 | 501(c)(3) | $15,000 | Project Support |
| Nature Conservancy | |||||||
| 821 SE 14th Ave | Portland | OR | 97214 | 530242652 | 501(c)(3) | $7,500 | General Support |
| Nehemiah Community Foundation | |||||||
| 640 Bercut Dr A | Sacramento | CA | 95811 | 680449972 | 501(c)(3) | $15,000 | Project Support |
| Nehemiah Community Reinvestment Fund | |||||||
| PO Box 5836 | Sacramento | CA | 95817 | 680365842 | 501(c)(3) | $10,000 | Project Support |
| Neighborhood Healthcare | |||||||
| 425 North Date Street | Escondido | CA | 92025 | 952796316 | 501(c)(3) | $20,000 | Project Support |
| Neighborhood House Inc | |||||||
| 7780 SW Capitol Hwy | Portland | OR | 97215 | 930386875 | 501(c)(3) | $15,000 | Project Support |
| Neighborhood Housing Services Of LA | |||||||
| 3926 Wilshire 200 | Los Angeles | CA | 90010 | 953938955 | 501(c)(3) | $25,000 | Project Support |
| New Directions for Youth | |||||||
| 7315 Lankershim Blvd | Hollywood | CA | 91605 | 952973008 | 501(c)(3) | $14,200 | Event Support\Annual Fundraiser |
| New Economics for Women | |||||||
| 303 South Loma Drive | Los Angeles | CA | 90017 | 953969029 | 501(c)(3) | $10,000 | Project Support |
| New Hope Free Clinic Inc | |||||||
| 760 E STUART AVE | REDLANDS | CA | 92375 | 462473576 | 501(c)(3) | $15,000 | Project Support |
| New Horizons Caregivers Group | |||||||
| 3129 S Hacienda | Hacienda Heights | CA | 91745 | 753132090 | 501(c)(3) | $7,500 | Project Support |
| Nile Sisters Development Initiative | |||||||
| 6035 University 22 | San Diego | CA | 92115 | 912131196 | 501(c)(3) | $10,000 | Project Support |
| Niroga Institute | |||||||
| 111 Fairmount Ave | Oakland | CA | 94611 | 202620278 | 501(c)(3) | $77,000 | Project Support |
| NO CA INST RESEARCH AND ED | |||||||
| 4150 Clement St | San Francisco | CA | 94121 | 943084159 | 501(c)(3) | $145,697 | PassThrough Fed Proj |
| North & South of Market Adult Day Corp | |||||||
| 930 Fourth Street | San Francisco | CA | 94158 | 942915039 | 501(c)(3) | $15,000 | Project Support |
| North by Northeast Community Health Center | |||||||
| 714 NE Alberta Street | Portland | OR | 97211 | 721618287 | 501(c)(3) | $15,000 | Project Support |
| North County Health Project Inc | |||||||
| 150 Valpeda Road | San Marcos | CA | 92069 | 952847102 | 501(c)(3) | $35,000 | Project Support |
| North County Lifeline | |||||||
| 3142 Vista 400 | Oceanside | CA | 92056 | 952794253 | 501(c)(3) | $15,000 | Project Support |
| North East Medical Services | |||||||
| 1520 Stockton St | San Francisco | CA | 94133 | 941722562 | 501(c)(3) | $40,000 | Project Support |
| North Jersey Community Research Initiative | |||||||
| 393 Central Avenue | Newark | NJ | 07103 | 521592616 | 501(c)(3) | $30,000 | Project Support |
| Northeast Valley Health Corporation | |||||||
| 1172 N Maclay Ave | San Fernando | CA | 91340 | 237120632 | 501(c)(3) | $11,500 | Project Support |
| Northern California Center for Well-Being | |||||||
| 101 Brookwood A | Santa Rosa | CA | 95404 | 931144835 | 501(c)(3) | $32,180 | Event Support\Awards Ceremony |
| Northwest Health Foundation Fund II | |||||||
| 221 NW Second 300 | Portland | OR | 97209 | 931293344 | 501(c)(3) | $200,000 | Project Support |
| Northwest Housing Alternatives | |||||||
| 2316 SE Willard St | Milwaukie | OR | 97222 | 930814473 | 501(c)(3) | $15,000 | Project Support |
| NORTHWESTERN UNIVERSITY | |||||||
| 750 N Lake Shore Dr | Chicago | IL | 60611 | 362167818 | 501(c)(3) | $163,588 | PassThrough Fed Proj |
| Novato Youth Center | |||||||
| 680 Wilson Ave | Novato | CA | 94947 | 941735064 | Government or P | $20,000 | Project Support |
| Oak Grove Institute Foundation Inc | |||||||
| 24275 Jefferson Avenue | Murrieta | CA | 92562 | 330470446 | 501(c)(3) | $20,000 | Project Support |
| Oakland Lacrosse Club | |||||||
| 378 Grand Ave Apt 102 | Oakland | CA | 94610 | 461048887 | 501(c)(3) | $15,000 | Project Support |
| Oakland Military Institute College Prep | |||||||
| 3877 Lusk Street | Oakland | CA | 94608 | 912073068 | 501(c)(3) | $19,520 | Other;Event Support\Luncheon |
| Oakland Museum of California | |||||||
| 1000 Oak Street | Oakland | CA | 94607 | 453138892 | 501(c)(3) | $26,000 | Other |
| Oakland School for the Arts | |||||||
| 530 18th Street | Oakland | CA | 94612 | 680463892 | 501(c)(3) | $19,790 | Event Support\Cultural Event;Event Support\Dinner |
| Odd Fellow- Rebekah Children's Home of CA | |||||||
| 290 IOOF Avenue | Gilroy | CA | 95020 | 941167402 | 501(c)(3) | $50,000 | Project Support |
| Off The Front | |||||||
| 2044 E Nees Ave | Fresno | CA | 93720 | 272022802 | 501(c)(3) | $15,000 | Project Support |
| Okizu Foundation | |||||||
| 16 Digital Dr 130 | Novato | CA | 94949 | 680291178 | 501(c)(3) | $19,500 | Event Support\Cultural Event |
| Ole Health | |||||||
| 1100 Trancas Ste 300 | Napa | CA | 94558 | 237221695 | 501(c)(3) | $270,000 | Capital Fund Support |
| Olive Crest | |||||||
| 555 Technology 300 | Riverside | CA | 92507 | 952877102 | 501(c)(3) | $20,000 | Project Support |
| On Lok Day Services | |||||||
| 1333 Bush Street | San Francisco | CA | 94109 | 943101292 | 501(c)(3) | $9,500 | Event Support\Annual Fundraiser |
| On The Move | |||||||
| 780 Lincoln Avenue | Napa | CA | 94558 | 753149095 | 501(c)(3) | $125,000 | Project Support |
| One Step a la Vez | |||||||
| 421 Sespe Ave | Fillmore | CA | 93015 | 454604852 | 501(c)(3) | $8,290 | Project Support |
| OneOC | |||||||
| 1505 E 17th 219 | Santa Ana | CA | 92705 | 952021700 | 501(c)(3) | $13,350 | Conference Support |
| Ontario-Montclair Schools Foundation | |||||||
| PO Box 1426 | Ontario | CA | 91762 | 900716973 | 501(c)(3) | $10,000 | Project Support |
| OPARC | |||||||
| 9029 Vernon Ave | Montclair | CA | 91711 | 951943396 | 501(c)(3) | $8,000 | Project Support |
| Open Heart Kitchen of Livermore Incorp | |||||||
| 1141 Catalina Drive | Livermore | CA | 94550 | 943396038 | 501(c)(3) | $26,500 | Event Support\Annual Fundraiser |
| Opening Doors Inc | |||||||
| 1111 Howe Ste 125 | Sacramento | CA | 95825 | 371417129 | 501(c)(3) | $13,000 | Project Support |
| Opera Noir Inc | |||||||
| 3152 Roundhill Road | Alamo | CA | 94507 | 770305778 | 501(c)(3) | $24,000 | Project Support |
| Optimist Boys Home & Ranch | |||||||
| 6957 N Figueroa St | Los Angeles | CA | 90041 | 951643340 | 501(c)(3) | $10,000 | Project Support |
| Orange County Family Justice Center Fdn | |||||||
| 150 West Vermont Avenue | Anaheim | CA | 92805 | 204088652 | 501(c)(3) | $19,350 | Event Support\Annual Fundraiser |
| Orangewood Foundation | |||||||
| 1575 E 17th Street | Santa Ana | CA | 92705 | 953616628 | 501(c)(3) | $20,000 | Project Support |
| Oregon Children's Foundation | |||||||
| 101 SW Market St | Portland | OR | 97201 | 931051724 | 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 Community Warehouse Inc | |||||||
| 3969 NE MLK Jr Blvd | Portland | OR | 97212 | 931310582 | 501(c)(3) | $20,000 | Project Support |
| Oregon Foundation for Reproductive Health | |||||||
| PO Box 40472 | Portland | OR | 97240 | 930803636 | 501(c)(3) | $10,000 | General Operating Support |
| Oregon Health Authority | |||||||
| 800 NE Oregon Ste 550 | Portland | OR | 97232 | 273327978 | 501(c)(3) | $10,000 | Project Support |
| Oregon Partnership aka Lines for Life | |||||||
| 5100 SW Macadam 400 | Portland | OR | 97239 | 930725294 | Government or P | $9,986 | Project Support |
| Oregon Public Health Institute | |||||||
| 310 SW 4th 900 | Portland | OR | 97204 | 931259522 | 501(c)(3) | $332,092 | Project Support |
| Oregon School-Based Health Alliance | |||||||
| 310 SW 4th Ste 905 | Portland | OR | 97204 | 364588657 | 501(c)(3) | $50,000 | Project Support |
| Our Place Housing Solutions | |||||||
| 16429 Bellflower Blvd | Bellflower | CA | 90706 | 262435307 | 501(c)(3) | $30,000 | Project Support |
| Out and Equal | |||||||
| 155 Sansome Ste 450 | San Francisco | CA | 94104 | 020681855 | 501(c)(3) | $6,750 | Conference Support;Event Support\Dinner |
| Outside In | |||||||
| 1132 SW 13th Ave | Portland | OR | 97205 | 930567549 | 501(c)(3) | $137,000 | Project Support |
| Pacific Clinics | |||||||
| 800 S Santa Anita Avenue | Arcadia | CA | 91006 | 951644034 | 501(c)(3) | $17,800 | Project Support |
| Pacifica Gardens | |||||||
| PO Box 883 | Pacifica | CA | 94044 | 471423254 | 501(c)(3) | $10,000 | Project Support |
| Padres Unidos NP | |||||||
| 708 N Garfield St | Santa Ana | CA | 92701 | 452443746 | 501(c)(3) | $15,000 | Project Support |
| Palmdale School District | |||||||
| 39139 10th Street East | Palmdale | CA | 93550 | 956002342 | 501(c)(3) | $47,291 | Project Support |
| PALO ALTO MEDICAL FOUNDATION | |||||||
| 795 El Camino Real | Palo Alto | CA | 94301 | 941156581 | Government or P | $264,900 | PassThrough Fed Proj |
| Para Los Ninos | |||||||
| 500 Lucas Ave | Los Angeles | CA | 90017 | 953443276 | 501(c)(3) | $9,090 | Event Support\Annual Fundraiser |
| Parent Resource Center | |||||||
| 811 5th Street | Modesto | CA | 95351 | 770324466 | 501(c)(3) | $70,500 | Project Support |
| Parent Services Project Inc | |||||||
| 79 Belvedere 101 | San Rafael | CA | 94901 | 680169962 | 501(c)(3) | $20,000 | Project Support |
| Parent Teacher Home Visit Project Inc | |||||||
| 2411 15th Ste A | Sacramento | CA | 95818 | 510477445 | 501(c)(3) | $20,000 | Project Support |
| Partners For A Hunger Free Oregon | |||||||
| 712 SE Hawthorne 202 | Portland | OR | 97214 | 204970868 | 501(c)(3) | $15,000 | Project Support |
| Partners In Care Foundation Inc | |||||||
| 732 Mott St 150 | San Fernando | CA | 91340 | 953954057 | 501(c)(3) | $8,941 | Event Support\Awards Ceremony |
| Pasadena - Foothill Valley YWCA | |||||||
| 50 N Hill 301 | Pasadena | CA | 91106 | 951644059 | 501(c)(3) | $16,150 | Event Support\Annual Fundraiser |
| Pasadena Educational Foundation | |||||||
| 351 S Hudson Rm 153 | Pasadena | CA | 91101 | 237149451 | 501(c)(3) | $56,650 | Project Support |
| Pasadena Senior Center | |||||||
| 85 E Holly Street | Pasadena | CA | 91103 | 952085393 | Government or P | $23,296 | Event Support\Dinner |
| Path of Life Ministries | |||||||
| 6216 Brockton Ave 211 | Riverside | CA | 92506 | 330724945 | 501(c)(3) | $9,040 | Event Support\Annual Fundraiser |
| Pathways Volunteer Hospice | |||||||
| 3701 Michelson Street | Lakewood | CA | 90712 | 330241726 | 501(c)(3) | $24,900 | Project Support |
| Peace Over Violence | |||||||
| 1015 Wilshire Ste 200 | Los Angeles | CA | 90017 | 510179305 | 501(c)(3) | $11,800 | Event Support\Annual Fundraiser |
| Pediatric Dental Initiative of the North | |||||||
| 1380 19th Hole Drive | Windsor | CA | 95492 | 342012430 | 501(c)(3) | $24,940 | Event Support\Annual Fundraiser |
| Peninsula Family Service | |||||||
| 24 Second Avenue | San Mateo | CA | 94401 | 941186169 | 501(c)(3) | $10,000 | General Operating Support |
| People Assisting the Homeless | |||||||
| 340 N Madison Ave | Los Angeles | CA | 90004 | 953950196 | 501(c)(3) | $90,000 | General Operating Support |
| People Reaching Out | |||||||
| 5299 Auburn Blvd | Sacramento | CA | 95841 | 942795430 | 501(c)(3) | $27,000 | Project Support |
| Petaluma People Services Center | |||||||
| 1500 Petaluma A | Petaluma | CA | 94952 | 942271299 | 501(c)(3) | $6,250 | Project Support |
| Phelan Pinon Hills Community Svcs District | |||||||
| 4176 Warbler Road | Phelan | CA | 92371 | 262835062 | 501(c)(3) | $8,000 | Project Support |
| Philanthropic Ventures Foundation | |||||||
| 1222 Preservation Pkwy | Oakland | CA | 94612 | 943136771 | Government or P | $95,000 | Project Support |
| Placer County Office of Education - Auburn | |||||||
| 360 Nevada Street | Auburn | CA | 95603 | 946002096 | 501(c)(3) | $15,000 | Project Support |
| Placer Food Bank | |||||||
| 8284 Industrial Ave | Roseville | CA | 95678 | 941740316 | Government or P | $25,000 | Project Support |
| Placer People of Faith Together | |||||||
| 3080 Sunshine Meadow Ln | Auburn | CA | 95604 | 270240478 | 501(c)(3) | $10,000 | Project Support |
| Planned Parenthood Los Angeles | |||||||
| 400 West 30th Street | Los Angeles | CA | 90007 | 952408623 | 501(c)(3) | $18,000 | Project Support |
| Planned Parenthood Mar Monte Inc | |||||||
| 1691 The Alameda | San Jose | CA | 95126 | 941583439 | 501(c)(3) | $63,800 | Conference Support |
| Planned Parenthood Pasadena and San Gab | |||||||
| 2333 Lake 2nd Fl | Altadena | CA | 91001 | 951916050 | 501(c)(3) | $13,500 | Event Support\Annual Fundraiser |
| Planned Parenthood Shasta Diablo Inc | |||||||
| 2185 Pacheco Street | Concord | CA | 94520 | 941575233 | 501(c)(3) | $88,750 | Event Support\Cultural Event |
| Playworks Education Energized | |||||||
| 1507 NW 23rd Avenue | Portland | OR | 97210 | 943251867 | 501(c)(3) | $343,300 | Project Support |
| POINT LOMA NAZARENE UNIVERSITY | |||||||
| 3900 LOMALAND DRIVE | SAN DIEGO | CA | 92106 | 951644035 | 501(c)(3) | $22,000 | Project Support |
| Police Activities League of Vancouver | |||||||
| 605 E Evergreen Blvd | Vancouver | WA | 98661 | 912072283 | 501(c)(3) | $20,000 | Project Support |
| Polynesian Voyaging Society | |||||||
| 10 Sand Island Parkway | Honolulu | HI | 96819 | 237302232 | 501(c)(3) | $10,000 | General Operating Support |
| Pomona Community Health Center | |||||||
| 1450 East Holt Avenue | Pomona | CA | 91767 | 223914738 | 501(c)(3) | $20,000 | Project Support |
| Portland After-School Tennis & Education | |||||||
| 7519 N Burlington Avenue | Portland | OR | 97203 | 931256066 | 501(c)(3) | $35,000 | Project Support |
| Portola Family Connection Center | |||||||
| 2565 San Bruno Ave | San Francisco | CA | 94134 | 943213689 | 501(c)(3) | $20,000 | Project Support |
| Portuguese Organization for Social Svcs | |||||||
| 1115 E Santa Clara A | San Jose | CA | 95116 | 510187655 | 501(c)(3) | $25,000 | Project Support |
| Positive Alternative Rec Teambuilding | |||||||
| 2576 Gumdrop Dr | San Jose | CA | 95148 | 760832431 | 501(c)(3) | $10,000 | Project Support |
| Poverello House | |||||||
| 412 F Street | Fresno | CA | 93706 | 770007985 | 501(c)(3) | $60,000 | Project Support |
| Powerhouse Ministries Inc | |||||||
| 311 Market Street | Folsom | CA | 95630 | 680020855 | 501(c)(3) | $30,000 | Project Support |
| Prevention Institute | |||||||
| 221 Oak Street | Oakland | CA | 94607 | 943282858 | 501(c)(3) | $150,000 | Project Support |
| Program for Torture Victims | |||||||
| 3550 Wilshire 1906 | Los Angeles | CA | 90010 | 954492477 | 501(c)(3) | $9,350 | Event Support\Dinner |
| Project Access Now | |||||||
| 1311 NW 21st | Portland | OR | 97296 | 208928388 | 501(c)(3) | $100,000 | General Operating Support |
| Project Access Inc | |||||||
| 2100 W Orangewood 230 | Orange | CA | 92868 | 330834635 | 501(c)(3) | $40,000 | Project Support |
| Project Angel Food | |||||||
| 922 Vine St | Los Angeles | CA | 90038 | 954115863 | 501(c)(3) | $9,500 | Event Support\Dinner |
| Project Concern International | |||||||
| 5151 Murphy Canyon 320 | San Diego | CA | 92123 | 952248462 | 501(c)(3) | $27,600 | Project Support |
| Project Inform Incorporated | |||||||
| 273 9th St 2nd Fl | San Francisco | CA | 94103 | 943052723 | 501(c)(3) | $25,000 | Project Support |
| Project Quest | |||||||
| 2901 E Burnside Street | Portland | OR | 97214 | 931121778 | 501(c)(3) | $15,000 | Project Support |
| Promises2Kids | |||||||
| 9440 Ruffin A | San Diego | CA | 92123 | 953655288 | 501(c)(3) | $10,000 | Project Support |
| Public Health Fdn of Columbia County | |||||||
| PO Box 995 | Saint Helens | OR | 97051 | 810622430 | 501(c)(3) | $20,000 | Project Support |
| Public Health Foundation Enterprises Inc | |||||||
| 12801 Crossroads | City of Industry | CA | 91746 | 952557063 | 501(c)(3) | $20,000 | Project Support |
| Public Health Institute | |||||||
| 555 12th 10th Fl | Oakland | CA | 94607 | 941646278 | 501(c)(3) | $450,000 | Project Support;Technical Assistance |
| Rainbow Services Ltd | |||||||
| 453 West 7th Street | San Pedro | CA | 90731 | 953855705 | 501(c)(3) | $7,500 | Project Support |
| Rancho Los Amigos Foundation Inc | |||||||
| 7601 E Imperial Hwy 1110 | Downey | CA | 90242 | 953849600 | 501(c)(3) | $9,250 | Event Support\Annual Fundraiser |
| Rape Trauma Services | |||||||
| 1860 El Camino 406 | Burlingame | CA | 94010 | 943215045 | 501(c)(3) | $15,000 | Project Support |
| Reach Out West End Inc | |||||||
| 1126 W Foothill 250 | Upland | CA | 91786 | 952642747 | 501(c)(3) | $30,500 | Project Support |
| REAP INC | |||||||
| PO Box 3442 | Portland | OR | 97208 | 931315162 | 501(c)(3) | $20,000 | Project Support |
| Redwood City Library Foundation | |||||||
| 1044 Middlefield Rd | Redwood City | CA | 94063 | 943293215 | 501(c)(3) | $20,000 | General Operating Support |
| Redwood City Police Activities League Inc | |||||||
| 3399 Bay Road | Redwood City | CA | 94063 | 943229506 | 501(c)(3) | $15,000 | General Operating Support |
| Redwood Community Health Coalition | |||||||
| 1310 Redwood 135 | Petaluma | CA | 94954 | 943220029 | 501(c)(3) | $386,000 | Project Support |
| Redwood Empire Food Bank | |||||||
| 3990 Brickway Blvd | Santa Rosa | CA | 95403 | 680121855 | 501(c)(3) | $21,900 | Project Support |
| Regents of the University of CA San Diego | |||||||
| 9300 Campus Point Drive | La Jolla | CA | 92037 | 956006144 | 501(c)(3) | $167,000 | Project Support |
| REGENTS OF THE UNIVERSITY OF MICHIGAN | |||||||
| 3003 SOUTH STATE STREET | ANN ARBOR | MI | 48109 | 386006309 | 501(c)(3) | $73,858 | PassThrough Fed Proj |
| REGENTS OF THE UNIVERSITY OF MINNESOTA | |||||||
| 106 PLEASANT ST | MINNEAPOLIS | MN | 55455 | 416007513 | 501(c)(3) | $339,276 | PassThrough Fed Proj |
| Regional Parks Foundation | |||||||
| 2950 Peralta Oaks | Oakland | CA | 94620 | 237011877 | 501(c)(3) | $160,000 | Other;Project Support |
| ReImagine Mack Road Foundation | |||||||
| 75 Quinta D | Sacramento | CA | 95823 | 464193875 | 501(c)(3) | $90,000 | Project Support |
| Rescue Mission Alliance | |||||||
| 15572 7th St | Victorville | CA | 92395 | 237278002 | 501(c)(3) | $18,600 | General Operating Support |
| RESEARCH FOUNDATION STATE UNIV OF NY | |||||||
| 402 Crofts Hall | Buffalo | NY | 14260 | 141368361 | 501(c)(3) | $39,887 | PassThrough Fed Proj |
| Returning Veterans Project | |||||||
| 833 SE Main St 122 | Portland | OR | 97214 | 204034255 | 501(c)(3) | $15,000 | Project Support |
| Richmond Community Foundation | |||||||
| 1014 Florida 200 | Richmond | CA | 94804 | 943337754 | 501(c)(3) | $96,750 | General Operating Support |
| Richmond Main Street Initiative Inc | |||||||
| 1015 Nevin Ave 105 | Richmond | CA | 94801 | 680481132 | 501(c)(3) | $15,000 | Project Support |
| Rim Family Services Inc | |||||||
| 28545 State Hwy 18 | Skyforest | CA | 92385 | 330496148 | 501(c)(3) | $15,000 | Project Support |
| Rio Vista CARE Inc | |||||||
| PO Box 576 | Rio Vista | CA | 94571 | 680063763 | 501(c)(3) | $20,000 | Project Support |
| River City Food Bank | |||||||
| 1800 28th Street | Sacramento | CA | 95816 | 911851398 | 501(c)(3) | $20,000 | Project Support |
| Riverside County Physicians Memorial Fdn | |||||||
| 3993 Jurupa Ave | Riverside | CA | 92506 | 956080778 | 501(c)(3) | $25,000 | Project Support |
| Riverside Free Clinic | |||||||
| 3504 Mission Inn Ave | Riverside | CA | 92501 | 465407059 | 501(c)(3) | $10,000 | Project Support |
| Robert F Kennedy Institute of Family Med | |||||||
| 544 N Avalon Ste 309 | Wilmington | CA | 90744 | 330531975 | 501(c)(3) | $10,000 | Project Support |
| Roberts Family Development Center | |||||||
| 770 Darina Ave | Sacramento | CA | 95815 | 680470557 | 501(c)(3) | $34,667 | Project Support |
| Roman Catholic Bishop of San Bernardino | |||||||
| 15512 Sixth St | Victorville | CA | 92395 | 953293901 | 501(c)(3) | $10,000 | Other |
| Ronald McDonald House Charities of SoCal | |||||||
| 1250 Lyman Place | Los Angeles | CA | 90029 | 953167869 | 501(c)(3) | $10,000 | Event Support\Annual Fundraiser |
| Roots Community Health Center | |||||||
| 9925 International 5 | Oakland | CA | 94603 | 262583954 | 501(c)(3) | $15,000 | Project Support |
| Rose Haven | |||||||
| PO Box 10405 | Portland | OR | 97296 | 205922682 | 501(c)(3) | $25,000 | Project Support |
| Rosie The Riveter Trust | |||||||
| 440 Civic Center 221 | Richmond | CA | 94807 | 943335350 | 501(c)(3) | $16,950 | Event Support\Cultural Event |
| RotaCare Bay Area Inc | |||||||
| 514 Valley Way | Milpitas | CA | 95035 | 770328723 | 501(c)(3) | $30,000 | General Operating Support |
| Ryse Inc | |||||||
| 205 41st Street | Richmond | CA | 94805 | 260692904 | 501(c)(3) | $19,860 | Project Support |
| SAC Health System | |||||||
| 1455 E 3rd St | San Bernardino | CA | 92408 | 330664371 | 501(c)(3) | $10,000 | Project Support |
| Sacramento Area Congregations Together | |||||||
| 2409 15th Street | Sacramento | CA | 95818 | 943146791 | 501(c)(3) | $20,000 | Project Support |
| Sacramento City Unified School District | |||||||
| 5735 47th Avenue | Sacramento | CA | 95824 | 946002491 | 501(c)(3) | $50,000 | Project Support |
| Sacramento Economic And Employ Dev Corp | |||||||
| 915 I Ste 4650 | Sacramento | CA | 95814 | 263057375 | 501(c)(3) | $24,000 | Project Support |
| Sacramento Food Bank & Family Services | |||||||
| 3333 Third Avenue | Sacramento | CA | 95817 | 943315566 | 501(c)(3) | $25,000 | Project Support |
| Sacramento Gay & Lesbian Community Center | |||||||
| 1927 L Street | Sacramento | CA | 95811 | 942502229 | 501(c)(3) | $10,000 | Project Support |
| Sacramento Kings Foundation | |||||||
| One Sports Parkway | Sacramento | CA | 95834 | 680249718 | 501(c)(3) | $34,999 | Other |
| Sacramento Loaves and Fishes | |||||||
| PO Box 13495 | Sacramento | CA | 95813 | 680189897 | 501(c)(3) | $25,000 | Project Support |
| Sacramento Native American Health Center | |||||||
| 2020 J Street | Sacramento | CA | 95816 | 204287737 | 501(c)(3) | $75,000 | Project Support |
| Sacramento Neighborhood Housing Services | |||||||
| 2411 Alhambra 200 | Sacramento | CA | 95817 | 680118032 | 501(c)(3) | $20,000 | Project Support |
| Sacramento Regional Coalition to End | |||||||
| 1331 Garden Hwy 100 | Sacramento | CA | 95833 | 463175193 | 501(c)(3) | $15,000 | Project Support |
| Sacred Heart Community Service | |||||||
| 1381 South First Street | San Jose | CA | 95110 | 237179787 | 501(c)(3) | $17,000 | Project Support |
| Safe Alternatives to Violent Environments | |||||||
| 1900 Mowry 201 | Fremont | CA | 94538 | 942520559 | 501(c)(3) | $19,250 | Other |
| Safe Routes to School National Partnership | |||||||
| 2323 Broadway Suite 109B | Oakland | CA | 94612 | 462694434 | 501(c)(3) | $100,000 | Project Support |
| Salem Free Clinic's | |||||||
| 1300 Broadway NE 104 | Salem | OR | 97301 | 203549992 | 501(c)(3) | $23,000 | Project Support |
| Salem Hospital | |||||||
| PO Box 140001 | Salem | OR | 97309 | 930579722 | 501(c)(3) | $1,878,648 | Project Support |
| Salem-Keizer Coalition for Equality | |||||||
| PO Box 4296 | Salem | OR | 97302 | 651203900 | 501(c)(3) | $20,000 | Project Support |
| Samaritan Counseling Center | |||||||
| 1126 W Foothill 110 | Upland | CA | 91786 | 953160005 | 501(c)(3) | $13,000 | Project Support |
| Samaritan House | |||||||
| 4031 Pacific Boulevard | San Mateo | CA | 94403 | 237416272 | 501(c)(3) | $30,000 | Project Support |
| Samuel Dixon Family Health Center Inc | |||||||
| 25115 Avenue Stanford | Valencia | CA | 91355 | 954278726 | 501(c)(3) | $12,000 | Event Support\Annual Fundraiser |
| San Antonio Community Hospital Dental Ctr | |||||||
| 8593 Archibald | Rancho Cucamonga | CA | 91730 | 956140562 | 501(c)(3) | $10,000 | General Operating Support |
| San Bernardino County Sexual Assault Svcs | |||||||
| 444 N Arrowhead | San Bernardino | CA | 92401 | 953543081 | 501(c)(3) | $15,000 | General Operating Support |
| San Diego American Indian Health Center | |||||||
| 2602 First Ave 105 | San Diego | CA | 92103 | 953397369 | 501(c)(3) | $30,000 | Project Support |
| San Diego Lesbian Gay Bisexual & Trans Ctr | |||||||
| 3909 Centre Street | San Diego | CA | 92103 | 237332048 | 501(c)(3) | $25,000 | Project Support |
| San Diego MANA | |||||||
| 2515 Camino del Rio 228 | San Diego | CA | 92108 | 330821060 | 501(c)(3) | $15,000 | Project Support |
| San Diego Youth Services | |||||||
| 3255 Wing Street | San Diego | CA | 92110 | 952648050 | 501(c)(3) | $15,000 | Project Support |
| San Fernando Community Hospital | |||||||
| 732 Mott Ste 100 | San Fernando | CA | 91340 | 510142144 | 501(c)(3) | $10,000 | General Operating Support |
| San Fran Court Appointed Special Advo Prog | |||||||
| 2535 Mission Street | San Francisco | CA | 94110 | 943039028 | 501(c)(3) | $9,425 | Event Support\Annual Fundraiser |
| San Francisco Child Abuse Prevention Ctr | |||||||
| 1757 Waller Street | San Francisco | CA | 94117 | 942455072 | 501(c)(3) | $24,000 | Project Support |
| San Francisco Community Clinic Consortium | |||||||
| 2720 Taylor St 30 | San Francisco | CA | 94133 | 942897258 | 501(c)(3) | $310,500 | Event Support\Annual Fundraiser |
| San Francisco General Hospital Foundation | |||||||
| 2789 25th 2028 | San Francisco | CA | 94110 | 943189424 | 501(c)(3) | $170,000 | Project Support |
| San Francisco Planning & Urban Research | |||||||
| 654 Mission Street | San Francisco | CA | 94105 | 941498232 | 501(c)(3) | $90,000 | Project Support |
| San Francisco Public Health Foundation | |||||||
| 375 Laguna Honda | San Francisco | CA | 94116 | 943117093 | 501(c)(3) | $35,000 | Event Support\Health Fair |
| San Gabriel Valley Fdn for Dental Health | |||||||
| 14101 E Nelson Ave | La Puente | CA | 91746 | 954590029 | 501(c)(3) | $7,500 | Project Support |
| San Geronimo Valley Community Center | |||||||
| PO Box 194 | San Geronimo | CA | 94963 | 237172128 | 501(c)(3) | $10,000 | Project Support |
| San Joaquin County Office of Education | |||||||
| 2901 Arch-Airport Road | Stockton | CA | 95213 | 680006282 | 501(c)(3) | $102,000 | Project Support |
| San Joaquin General Hospital | |||||||
| 1601 E Hazelton Ave | Stockton | CA | 95201 | 946000531 | Government or P | $210,000 | Project Support |
| San Jose Children's Discovery Museum | |||||||
| 180 Woz Way | San Jose | CA | 95110 | 942870828 | Government or P | $35,000 | Project Support |
| San Leandro Boys and Girls Club | |||||||
| 401 Marina Boulevard | San Leandro | CA | 94577 | 946003779 | 501(c)(3) | $29,000 | Project Support |
| San Leandro Education Foundation | |||||||
| 433 Callan 203 | San Leandro | CA | 94577 | 263044668 | 501(c)(3) | $34,650 | Project Support |
| San Leandro Unified School District | |||||||
| 835 E 14th St 200 | San Leandro | CA | 94577 | 946002608 | 501(c)(3) | $22,000 | Project Support |
| San Mateo Police Activities League | |||||||
| 200 Franklin Parkway | San Mateo | CA | 94403 | 311593896 | Government or P | $15,000 | General Operating Support |
| San Mateo Sheriff's Activities League | |||||||
| 3151 Edison Way | Redwood City | CA | 94063 | 450617342 | 501(c)(3) | $20,000 | General Operating Support |
| Santa Clara City Library Fdn & Friends | |||||||
| 2635 Homestead Road | Santa Clara | CA | 95051 | 912125234 | Government or P | $12,000 | Other |
| Santa Clara County | |||||||
| 70 W Hedding 10th Fl | San Jose | CA | 95110 | 946000533 | 501(c)(3) | $175,500 | Conference Support |
| Santa Clarita Community Development Corp | |||||||
| 23752 Newhall Ave | Santa Clarita | CA | 91321 | 954587823 | Government or P | $6,626 | Project Support |
| Santa Clarita Valley Boys and Girls Club | |||||||
| 24909 Newhall Avenue | Newhall | CA | 91321 | 952572622 | 501(c)(3) | $7,000 | General Operating Support |
| Santa Rosa City Schools | |||||||
| 211 Ridgway Avenue | Santa Rosa | CA | 95401 | 680180139 | 501(c)(3) | $30,000 | Project Support |
| Satellite Affordable Housing Associates | |||||||
| 1835 Alcatraz Ave | Berkeley | CA | 94703 | 943186770 | 501(c)(3) | $20,000 | Project Support |
| School Health Clinics of Santa Clara | |||||||
| 5671 Santa Teresa 105 | San Jose | CA | 95123 | 770031679 | 501(c)(3) | $25,000 | Project Support |
| Second Harvest Food Bank of San Joaquin | |||||||
| 704 E Industrial Park Dr | Manteca | CA | 95337 | 680376587 | 501(c)(3) | $40,000 | Project Support |
| Second Harvest Food Bank of Santa Clara | |||||||
| 4001 N 1st St | San Jose | CA | 95134 | 942614101 | 501(c)(3) | $70,000 | Project Support |
| Senior Support of the Tri-Valley | |||||||
| 5353 Sunol Blvd | Pleasanton | CA | 94566 | 203225569 | 501(c)(3) | $10,000 | Project Support |
| Seniors First | |||||||
| 12183 Locksley Ln 205 | Auburn | CA | 95602 | 680430154 | 501(c)(3) | $22,500 | Project Support |
| SEPULVEDA RESEARCH CORP | |||||||
| 16111 Pulmmer Street | Sepulveda | CA | 91343 | 954246275 | 501(c)(3) | $25,460 | PassThrough Fed Proj |
| SEQUOIA FOUNDATION | |||||||
| 2166 Avenida de la Playa | La Jolla | CA | 92037 | 330100208 | 501(c)(3) | $9,790 | PassThrough Fed Proj |
| Serotonin Surge Charities | |||||||
| 824 Falcon Avenue | Davis | CA | 95616 | 680411254 | 501(c)(3) | $50,000 | Other |
| Service Opportunities for Seniors | |||||||
| 2235 Polvorosa 260 | San Leandro | CA | 94577 | 941725204 | 501(c)(3) | $24,500 | Other |
| Serving Seniors | |||||||
| 525 14th St 200 | San Diego | CA | 92101 | 952850121 | 501(c)(3) | $15,000 | Project Support |
| Seven Tepees Youth Program | |||||||
| 3177 Seventeenth St | San Francisco | CA | 94110 | 943231059 | 501(c)(3) | $10,000 | Event Support\Annual Fundraiser |
| Shanti Orange County | |||||||
| 23461 S Pointe 100 | Laguna Hills | CA | 92653 | 330236592 | 501(c)(3) | $15,000 | Project Support |
| Shanti Project Inc | |||||||
| 730 Polk Street | San Francisco | CA | 94109 | 942297147 | 501(c)(3) | $10,000 | Event Support\Annual Fundraiser |
| Sharefest Community Development Inc | |||||||
| 3480 Torrance Ste 110 | Torrance | CA | 90503 | 205651596 | 501(c)(3) | $15,000 | Project Support |
| Shelter Inc of Contra Costa County | |||||||
| 1333 Willow Pass 206 | Concord | CA | 94520 | 680117241 | 501(c)(3) | $11,100 | Project Support |
| Shelter Partnership Inc | |||||||
| 520 S Grand 695 | Los Angeles | CA | 90071 | 953976214 | 501(c)(3) | $23,000 | Event Support\Annual Fundraiser |
| ShelterCare | |||||||
| 499 W 4th Avenue | Eugene | OR | 97401 | 237115003 | 501(c)(3) | $140,187 | Project Support |
| Sierra Vista Child & Family Services | |||||||
| 100 Poplar Ave | Modesto | CA | 95354 | 942158023 | 501(c)(3) | $120,000 | Project Support |
| Silicon Valley Bicycle Coalition | |||||||
| 833 Market 10th Fl | San Francisco | CA | 94103 | 770338658 | 501(c)(3) | $35,000 | Other |
| Silicon Valley Creates | |||||||
| 38 W Santa Clara Street | San Jose | CA | 95113 | 942825213 | 501(c)(3) | $10,000 | Event Support\Cultural Event |
| SMART PATIENTS INC | |||||||
| 1220 PEAR AVE E | MOUNTAIN VIEW | CA | 94043 | 454068897 | 501(c)(3) | $120,148 | PassThrough Fed Proj |
| Social Justice Learning Institute Inc | |||||||
| 600 Centinela Avenue | Inglewood | CA | 90302 | 263413373 | 501(c)(3) | $10,000 | Project Support |
| Society for Disabled Children | |||||||
| 1819 Brundage Lane | Bakersfield | CA | 93304 | 951696723 | 501(c)(3) | $10,500 | Project Support |
| Soil Born Farm Urban Agriculture Project | |||||||
| 2140 Chase Drive | Rancho Cordova | CA | 95670 | 200774693 | 501(c)(3) | $40,000 | Project Support |
| Solano Coalition for Better Health | |||||||
| One Harbor Ctr 270 | Suisun City | CA | 94585 | 943189914 | 501(c)(3) | $110,000 | Project Support |
| Solano County Health and Social Svcs Dept | |||||||
| 275 Beck Ave MS 5-200 | Fairfield | CA | 94533 | 946000538 | 501(c)(3) | $40,000 | Project Support |
| Solutions For At Risk Youth | |||||||
| 579 Willow Ct | Benicia | CA | 94510 | 680479787 | Government or P | $15,000 | Project Support |
| Somos Mayfair | |||||||
| 370-B S King Rd | San Jose | CA | 95116 | 770499813 | 501(c)(3) | $25,000 | Project Support |
| Sonoma County Regional Parks Foundation | |||||||
| 2300 County Ctr 120 A | Santa Rosa | CA | 95403 | 680421813 | 501(c)(3) | $20,000 | Project Support |
| Soroptimist House of Hope Inc | |||||||
| 13525 Cielo | Desert Hot Springs | CA | 92240 | 953652725 | 501(c)(3) | $10,000 | Project Support |
| SOSMentor | |||||||
| 23622 Calabasas 146 | Calabasas | CA | 91302 | 954722980 | 501(c)(3) | $33,500 | Project Support |
| South Asian Network | |||||||
| 18173 Pioneer Ste I | Artesia | CA | 90701 | 330608166 | 501(c)(3) | $8,250 | Event Support\Dinner |
| South Bay Children's Health Center Assn | |||||||
| 410 Camino Real | Redondo Beach | CA | 90277 | 956003956 | 501(c)(3) | $10,000 | General Operating Support |
| South Bay Family Healthcare Center | |||||||
| 23430 Hawthorne 210 | Torrance | CA | 90505 | 237049937 | 501(c)(3) | $22,500 | Project Support |
| South County Community Health Center Inc | |||||||
| 1885 Bay Road | East Palo Alto | CA | 94303 | 943372130 | 501(c)(3) | $10,000 | General Operating Support |
| South Hayward Parish | |||||||
| 27287 Patrick Ave | Hayward | CA | 94544 | 942250549 | 501(c)(3) | $30,000 | Project Support |
| South San Francisco Friends of The Library | |||||||
| 840 W Orange Ave | San Francisco | CA | 94080 | 743116201 | 501(c)(3) | $15,000 | Project Support |
| South West Community Health Center | |||||||
| 7754 SW Capitol Highway | Portland | OR | 97219 | 743050497 | 501(c)(3) | $8,000 | Project Support |
| Southern California Assn of Governments | |||||||
| 818 W 7th 12th Fl | Los Angeles | CA | 90017 | 952409649 | 501(c)(3) | $7,500 | Event Support\Health Fair |
| Southern California Ctr for Nonprofit Mgmt | |||||||
| 1000 N Alameda 250 | Los Angeles | CA | 90012 | 953357253 | Government or P | $10,000 | Conference Support |
| Southern California Grantmakers | |||||||
| 1000 N Alameda 230 | Los Angeles | CA | 90012 | 952831058 | 501(c)(3) | $9,550 | Conference Support |
| Spanish-Speaking Unity Council of Alameda | |||||||
| 1900 Fruitvale 2A | Oakland | CA | 94601 | 941670490 | 501(c)(3) | $85,000 | General Operating Support |
| Special Delivery San Diego | |||||||
| 4021 Goldfinch Street | San Diego | CA | 92103 | 330475238 | 501(c)(3) | $10,833 | Project Support |
| Special Olympics Northern California Inc | |||||||
| 3480 Buskirk 340 | Pleasant Hill | CA | 94523 | 680363121 | 501(c)(3) | $65,000 | General Operating Support |
| Special Olympics Southern California | |||||||
| 1600 Forbes 200 | Long Beach | CA | 90810 | 954538450 | 501(c)(3) | $9,760 | Event Support\Annual Fundraiser |
| Special Service for Groups Inc | |||||||
| 905 E 8th St | Los Angeles | CA | 90021 | 951716914 | 501(c)(3) | $144,000 | Project Support |
| SPIRITT Family Services | |||||||
| 8000 Painter Ave | Whittier | CA | 90602 | 952852683 | 501(c)(3) | $22,760 | Event Support\Annual Fundraiser |
| St Francis Center of Redwood City | |||||||
| 151 Buckingham Ave | Redwood City | CA | 94063 | 943052056 | 501(c)(3) | $10,000 | General Operating Support |
| St Joseph Center | |||||||
| 204 Hampton Drive | Venice | CA | 90291 | 953874381 | 501(c)(3) | $90,000 | General Operating Support |
| St Anne's Maternity Home | |||||||
| 155 N Occidental Blvd | Los Angeles | CA | 90026 | 951691306 | 501(c)(3) | $10,000 | Project Support |
| St Barnabas Senior Center of Los Angeles | |||||||
| 675 S Carondelet St | Los Angeles | CA | 90057 | 951641435 | 501(c)(3) | $10,000 | Project Support |
| St Francis Center | |||||||
| 1835 S Hope St | Los Angeles | CA | 90015 | 954479271 | 501(c)(3) | $10,000 | Project Support |
| St Jeanne de Lestonnac Free Clinic | |||||||
| 1215 East Chapman Avenue | Orange | CA | 92866 | 953499011 | 501(c)(3) | $79,440 | Event Support\Annual Fundraiser |
| St John's Program for Real Change | |||||||
| 2443 Fair Oaks 369 | Sacramento | CA | 95825 | 680132934 | 501(c)(3) | $20,000 | Project Support |
| St Johns Well Child and Family Ctr | |||||||
| 808 W 58th Street | Los Angeles | CA | 90037 | 954067758 | 501(c)(3) | $54,250 | Event Support\Annual Fundraiser |
| St Mary's Dining Room | |||||||
| 545 W Sonora St | Stockton | CA | 95203 | 942687280 | 501(c)(3) | $45,000 | Project Support |
| St Vincent de Paul of Contra Costa County | |||||||
| 2210 Gladstone Drive | Pittsburg | CA | 94565 | 941448577 | 501(c)(3) | $40,000 | Project Support |
| St Vincent de Paul Society of San Fran | |||||||
| 1237 Van Ness 200 | San Francisco | CA | 94109 | 941571017 | 501(c)(3) | $20,000 | Project Support |
| St Vincent de Paul Village Inc | |||||||
| 3350 E Street | San Diego | CA | 92102 | 330492302 | 501(c)(3) | $15,000 | Project Support |
| Stand Up Placer | |||||||
| 11115 B Avenue | Auburn | CA | 95603 | 942578871 | 501(c)(3) | $26,000 | Project Support |
| Stanford University Board of Trustees | |||||||
| 326 Galvez St | Stanford | CA | 94305 | 941156365 | 501(c)(3) | $15,000 | General Support |
| Stanislaus MultiCultural Community Health | |||||||
| 601 S MLK Jr Dr | Modesto | CA | 95351 | 311751288 | 501(c)(3) | $40,000 | Project Support |
| StarVista | |||||||
| 610 Elm St 212 | San Carlos | CA | 94070 | 943094966 | 501(c)(3) | $75,296 | Event Support\Annual Fundraiser |
| Step Up on Second Street Inc | |||||||
| 1328 Second Street | Santa Monica | CA | 90401 | 954109386 | 501(c)(3) | $10,000 | General Operating Support |
| Stewards Inc | |||||||
| 2211 H Street | Bakersfield | CA | 93301 | 770413341 | 501(c)(3) | $15,000 | Project Support |
| Stiles Hall | |||||||
| 2400 Bancroft Way | Berkeley | CA | 94704 | 941156636 | 501(c)(3) | $75,000 | Project Support |
| Store to Door | |||||||
| PO Box 4665 | Portland | OR | 97208 | 943105555 | 501(c)(3) | $15,000 | Project Support |
| Street Level Health Project | |||||||
| 3125 East 15th Street | Oakland | CA | 94601 | 562324355 | 501(c)(3) | $17,500 | Project Support |
| Strength in Support | |||||||
| 26938 Marbella | Mission Viejo | CA | 92691 | 461896501 | 501(c)(3) | $15,000 | Project Support |
| Student Health Svcs Support Fund | |||||||
| 333 S Beaudry 29th Fl | Los Angeles | CA | 90017 | 954262448 | 501(c)(3) | $10,000 | Event Support\Health Fair |
| Students Run America | |||||||
| 5252 Crebs Ave | Tarzana | CA | 91356 | 954430502 | 501(c)(3) | $20,500 | Project Support |
| Sunday Friends Foundation | |||||||
| 730 Story Road Suite 3 | San Jose | CA | 95122 | 770518937 | 501(c)(3) | $10,000 | Project Support |
| Sunnyvale Community Services | |||||||
| 725 Kifer Road | Sunnyvale | CA | 94086 | 941713897 | 501(c)(3) | $40,000 | Project Support |
| Super Stars Literacy Inc | |||||||
| 333 Hegenberger 503 | Oakland | CA | 94621 | 510666163 | 501(c)(3) | $16,700 | Project Support |
| Survivors of Torture International | |||||||
| PO Box 151240 | San Diego | CA | 92175 | 330743869 | 501(c)(3) | $10,000 | Project Support |
| Susan G Komen Foundation Inc | |||||||
| 1500 SW 1st AVE STE 270 | Portland | OR | 97201 | 931068897 | 501(c)(3) | $50,000 | Project Support |
| Susan G Komen Breast Cancer Foundation | |||||||
| 3191-A Airport Loop Dr | Costa Mesa | CA | 92626 | 330487943 | 501(c)(3) | $28,500 | Project Support |
| Sustainable Economic Enterprises Of LA | |||||||
| 6255 W Sunset 714 | Hollywood | CA | 90028 | 954597000 | 501(c)(3) | $10,000 | Responsive |
| THE Clinic Inc | |||||||
| 3834 S Western Ave | Los Angeles | CA | 90062 | 237351622 | 501(c)(3) | $10,000 | Project Support |
| Tarzana Treatment Center Inc | |||||||
| 18646 Oxnard Street | Tarzana | CA | 91356 | 942219349 | 501(c)(3) | $12,000 | General Operating Support |
| The CA Health Care Safety-Net Institute | |||||||
| 70 Washington St 215 | Oakland | CA | 94607 | 942970752 | 501(c)(3) | $580,000 | General Operating Support |
| The Catalyst Foundation | |||||||
| 44758 Elm Ave Suite I | Lancaster | CA | 93534 | 770357456 | 501(c)(3) | $8,814 | Project Support |
| The Childrens Partnership | |||||||
| 1351 3rd St 206 | Santa Monica | CA | 90401 | 464106389 | 501(c)(3) | $80,000 | General Operating Support |
| The Cleo Eulau Center | |||||||
| 2483 Old Middle | Mountain View | CA | 94043 | 770393676 | 501(c)(3) | $15,000 | General Operating Support |
| The Davis Street Community Center Inc | |||||||
| 3081 Teagarden Street | San Leandro | CA | 94577 | 943121699 | 501(c)(3) | $36,000 | Other |
| The Fit Kids Foundation Inc | |||||||
| 2682 Middlefield P | Redwood City | CA | 94063 | 274987709 | 501(c)(3) | $15,000 | Project Support |
| The Foodbank of Southern California | |||||||
| 1444 San Francisco Ave | Long Beach | CA | 90813 | 953557056 | 501(c)(3) | $12,000 | Project Support |
| The Gathering Inn | |||||||
| 201 Berkeley Avenue | Roseville | CA | 95678 | 841657746 | 501(c)(3) | $65,000 | Project Support |
| The HEAL Project | |||||||
| PO Box 3051 | Half Moon Bay | CA | 94019 | 270192940 | 501(c)(3) | $20,000 | Project Support |
| The Illumination Foundation | |||||||
| 2691 Richter 107 | Irvine | CA | 92606 | 711047686 | 501(c)(3) | $15,000 | Project Support |
| The Intertwine Alliance | |||||||
| 2100 SW River Pkwy 450 | Portland | OR | 97201 | 452629474 | 501(c)(3) | $30,000 | Project Support |
| The Oakland Public Education Fund | |||||||
| 1000 Broadway 300 | Oakland | CA | 94602 | 432014630 | 501(c)(3) | $106,700 | Other |
| The Positive Results Corporation | |||||||
| 1128 W Gardena Blvd | Gardena | CA | 90247 | 954455668 | 501(c)(3) | $19,000 | Project Support |
| The Raise Foundation | |||||||
| 2900 Bristol J201 | Costa Mesa | CA | 92626 | 330240178 | 501(c)(3) | $10,000 | Project Support |
| The Salvation Army Territorial Hdqtrs | |||||||
| 6845 University Avenue | San Diego | CA | 92115 | 941156347 | 501(c)(3) | $84,400 | Project Support |
| The Sheriffs Community Impact Program | |||||||
| 2350 Northrop Avenue | Sacramento | CA | 95825 | 273457087 | 501(c)(3) | $22,914 | Project Support |
| The Tech Museum of Innovation | |||||||
| 201 South Market St | San Jose | CA | 95113 | 942864660 | 501(c)(3) | $50,000 | Other |
| The Teen Project | |||||||
| 8140 Sunland Blvd | Sun Valley | CA | 91352 | 300421837 | 501(c)(3) | $10,000 | Project Support |
| The Trust For Public Land | |||||||
| 101 Montgomery 900 | San Francisco | CA | 94104 | 237222333 | 501(c)(3) | $90,000 | Project Support |
| The Tucker Maxon Oral School | |||||||
| 2860 SE Holgate Blvd | Portland | OR | 97202 | 930391592 | 501(c)(3) | $15,000 | Project Support |
| The Young Artists Conservatory of Music | |||||||
| 500 Davis St | Vacaville | CA | 95688 | 202734913 | 501(c)(3) | $10,000 | Project Support |
| Therapy Center Inc | |||||||
| 5540 Lake Park Way | La Mesa | CA | 91942 | 330248878 | 501(c)(3) | $18,333 | Project Support |
| THINK Together | |||||||
| 2101 E Fourth St B | Santa Ana | CA | 92705 | 330781751 | 501(c)(3) | $62,500 | Project Support |
| Tiburcio Vasquez Health Center Inc | |||||||
| 22331 Mission Blvd | Hayward | CA | 94541 | 237118361 | 501(c)(3) | $60,000 | Event Support\Awards Ceremony;Event Support\Annual |
| TIdes Center | |||||||
| 762 Fulton St | San Francisco | CA | 94102 | 943213100 | 501(c)(3) | $524,131 | Project Support |
| Tierra del Sol Foundation | |||||||
| 9919 Sunland Blvd | Sunland | CA | 91040 | 952671260 | 501(c)(3) | $10,000 | Project Support |
| Tigard-Tualatin School District 23J | |||||||
| 6960 SW Sandburg St | Tigard | OR | 97223 | 930572833 | 501(c)(3) | $50,000 | Project Support |
| Tiger Woods Foundation Inc | |||||||
| One Tiger Woods Way | Anaheim | CA | 92801 | 200677815 | 501(c)(3) | $25,000 | Project Support |
| Time for Change Foundation | |||||||
| 1255 E Highland | San Bernardino | CA | 92405 | 522405277 | 501(c)(3) | $20,750 | Event Support\Annual Fundraiser |
| TLCS Inc | |||||||
| 650 Howe 400A | Sacramento | CA | 95825 | 942777955 | 501(c)(3) | $28,852 | Project Support |
| Toberman Neighborhood Center Inc | |||||||
| 131 N Grand Avenue | San Pedro | CA | 90731 | 951643387 | 501(c)(3) | $15,000 | Project Support |
| TransFormCA | |||||||
| 436 14th St 600 | Oakland | CA | 94612 | 721521579 | 501(c)(3) | $75,000 | Project Support;General Operating Support |
| Tri-City Health Center | |||||||
| 39465 Paseo Padre 3400 | Fremont | CA | 94538 | 237255435 | 501(c)(3) | $17,000 | Project Support |
| Tri-Valley Non-Profit Alliance | |||||||
| 883 Almaden Ct | Livermore | CA | 94551 | 474672151 | 501(c)(3) | $20,000 | Project Support |
| Trustees of Princeton University | |||||||
| 330 Alexander St | Princeton | NJ | 08543 | 210634501 | 501(c)(3) | $7,500 | General Support |
| Turning Point Foundation | |||||||
| 505 Poli St 401 | Ventura | CA | 93002 | 770213467 | 501(c)(3) | $20,000 | General Operating Support |
| UC HASTINGS COLLEGE OF THE LAW | |||||||
| 200 McAllister St | San Francisco | CA | 94102 | 942581680 | 501(c)(3) | $13,099 | PassThrough Fed Proj |
| Unamesa Association | |||||||
| 654 Gilman St | Palo Alto | CA | 94301 | 205643483 | 501(c)(3) | $50,000 | Project Support |
| Union Station Homeless Services | |||||||
| 825 E Orange Grove | Pasadena | CA | 91104 | 953958741 | Government or P | $98,750 | General Operating Support |
| United Cancer Advocacy Action Network | |||||||
| 1459 Thousand Oaks | Thousand Oaks | CA | 91362 | 270748389 | 501(c)(3) | $8,290 | Project Support |
| United Negro College Fund Inc | |||||||
| 220 Montgomery 1120 | San Francisco | CA | 94104 | 131624241 | 501(c)(3) | $25,000 | Conference Support |
| United Samaritans Foundation | |||||||
| 220 S Broadway | Turlock | CA | 95380 | 770393321 | 501(c)(3) | $30,000 | Project Support |
| United States Veterans Initiative | |||||||
| 733 Hindry Ave | Inglewood | CA | 90301 | 954382752 | 501(c)(3) | $54,090 | Project Support |
| United Way of Fresno County | |||||||
| 4949 E Kings Canyon Road | Fresno | CA | 93727 | 941156514 | 501(c)(3) | $50,000 | General Operating Support |
| United Way of the Bay Area | |||||||
| 550 Kearny 1000 | San Francisco | CA | 94108 | 941312348 | 501(c)(3) | $59,000 | Event Support\Annual Fundraiser;Conference Support |
| United Way of the Stanislaus Area | |||||||
| 422 McHenry Avenue | Modesto | CA | 95354 | 941212129 | 501(c)(3) | $155,000 | General Operating Support |
| United Way of Ventura County | |||||||
| 4001 Mission Oaks E | Camarillo | CA | 93012 | 951945833 | 501(c)(3) | $20,000 | General Operating Support |
| United Way Silicon Valley | |||||||
| 1400 Parkmoor 250 | San Jose | CA | 95126 | 941450153 | 501(c)(3) | $50,000 | General Operating Support |
| University Muslim Medical Assn | |||||||
| 711 W Florence Ave | Los Angeles | CA | 90044 | 954666712 | 501(c)(3) | $18,900 | Project Support |
| UNIVERSITY OF ALABAMA AT BIRMINGHAM | |||||||
| 1530 3rd Ave S | Birmingham | AL | 35294 | 630649108 | Government or P | $285,616 | PassThrough Fed Proj |
| UNIVERSITY OF CALIFORNIA - BERKELEY | |||||||
| 21985 Hearst Ave | Berkeley | CA | 94720 | 946002123 | Government or P | $26,455 | PassThrough Fed Proj |
| UNIVERSITY OF CALIFORNIA - DAVIS | |||||||
| 1850 Research Prk Dr | Davis | CA | 95618 | 946036494 | Government or P | $116,652 | PassThrough Fed Proj |
| UNIVERSITY OF CALIFORNIA - SAN FRANCISCO | |||||||
| 3333 California St | San Francisco | CA | 94143 | 946036493 | Government or P | $1,893,017 | PassThrough Fed Proj |
| UNIVERSITY OF COLORADO | |||||||
| PO BOX 910238 | DENVER | CO | 80291 | 846000555 | Government or P | $130,611 | PassThrough Fed Proj |
| UNIVERSITY OF FLORIDA HEALTH | |||||||
| 219 Grinter Hall | Gainesville | FL | 32611 | 591943502 | 501(c)(3) | $28,417 | PassThrough Fed Proj |
| UNIVERSITY OF MASSACHUSETTS WORCESTER | |||||||
| 55 Lake Ave North | Worcester | MA | 01655 | 043167352 | 501(c)(3) | $251,644 | PassThrough Fed Proj |
| UNIVERSITY OF NORTH CAROLINA | |||||||
| 104 Airport Drive | Chapel Hill | NC | 27599 | 566001393 | Government or P | $26,659 | PassThrough Fed Proj |
| UNIVERSITY OF PENNSYLVANIA | |||||||
| 3451 Walnut Street | Philadelphia | PA | 19104 | 231352685 | Government or P | $200,937 | PassThrough Fed Proj |
| UNIVERSITY OF PITTSBURGH | |||||||
| LOCK BOX 371220 | PITTSBURGH | PA | 15251 | 250965591 | Government or P | $23,614 | PassThrough Fed Proj |
| UNIVERSITY OF TEXAS | |||||||
| 7000 Fannin | Houston | TX | 77030 | 741761309 | Government or P | $113,542 | PassThrough Fed Proj |
| University of the Pacific | |||||||
| 3601 Pacific Avenue | Stockton | CA | 95211 | 941156266 | Government or P | $99,999 | Project Support |
| UNIVERSITY OF WASHINGTON | |||||||
| 4333 Brooklyn Ave NE | Seattle | WA | 98195 | 916001089 | Government or P | $29,249 | PassThrough Fed Proj |
| Upstream Public Health | |||||||
| 240 North Broadway | Portland | OR | 97214 | 421579435 | 501(c)(3) | $15,000 | Project Support |
| UpValley Family Centers of Napa Valley | |||||||
| 1500 Cedar Street | Calistoga | CA | 94515 | 800023012 | 501(c)(3) | $30,000 | Project Support |
| Urban Age Institute | |||||||
| 150 Sutro Hghts 2 | San Francisco | CA | 94121 | 522225269 | 501(c)(3) | $7,000 | Conference Support |
| Urban Community Action Projects | |||||||
| 2880 Hulen Place | Riverside | CA | 92507 | 043656147 | 501(c)(3) | $20,000 | Project Support |
| Urban Habitat Program | |||||||
| 1212 Broadway Suite 500 | Oakland | CA | 94612 | 200275424 | 501(c)(3) | $91,500 | Other |
| Urban League of Portland | |||||||
| 10 N Russell St | Portland | OR | 97227 | 930395590 | 501(c)(3) | $145,000 | Project Support |
| Urban Life Ministries Inc | |||||||
| 5202 Orange Ave | San Diego | CA | 92115 | 272778158 | 501(c)(3) | $24,000 | Project Support |
| Urban Tilth | |||||||
| 31 Maine Ave | Richmond | CA | 94804 | 204124161 | 501(c)(3) | $15,000 | Project Support |
| Vacaville Neighborhood Boys & Girls Club | |||||||
| 100 Holly Lane | Vacaville | CA | 95688 | 134223488 | 501(c)(3) | $25,000 | Project Support |
| Vallejo City Unified School District | |||||||
| 665 Walnut Avenue | Vallejo | CA | 94592 | 680111380 | 501(c)(3) | $10,000 | Project Support |
| Vallejo Outreach Inc | |||||||
| 210 Locust Street | Vallejo | CA | 94591 | 943413623 | Government or P | $7,760 | Event Support\Cultural Event |
| Valley Care Community Consortium Inc | |||||||
| 7515 Van Nuys 5th Floor | Van Nuys | CA | 91405 | 205569606 | 501(c)(3) | $14,345 | Event Support\Dinner |
| Valley Family Center | |||||||
| 302 S Brand Blvd | San Fernando | CA | 91340 | 954105054 | 501(c)(3) | $10,000 | Project Support |
| Valley Health Team Inc | |||||||
| 21890 Colorado Ave | San Joaquin | CA | 93660 | 942217261 | 501(c)(3) | $50,000 | Project Support |
| Valley Village | |||||||
| 20830 Sherman Way | Winnetka | CA | 91306 | 237314159 | 501(c)(3) | $15,000 | General Operating Support |
| Venice Family Clinic | |||||||
| 604 Rose Ave | Venice | CA | 90291 | 952769432 | 501(c)(3) | $18,750 | Project Support |
| Ventura County Medical Resource Foundation | |||||||
| 199 Figueroa St Second Fl | Ventura | CA | 93001 | 956096141 | 501(c)(3) | $20,000 | General Operating Support |
| Veterans Yoga Project | |||||||
| 965 Shorepoint Court 305 | Alameda | CA | 94501 | 453606064 | 501(c)(3) | $10,000 | Project Support |
| Victor Valley Community Services Council | |||||||
| 16692 Mojave Drive | Victorville | CA | 92395 | 952041473 | 501(c)(3) | $15,000 | General Operating Support |
| Vietnamese Community of Orange County | |||||||
| 1618 West First Street | Santa Ana | CA | 92703 | 953403526 | 501(c)(3) | $15,000 | Project Support |
| Village Family Services | |||||||
| 6736 Laurel Cnyn | North Hollywood | CA | 91606 | 954625826 | 501(c)(3) | $41,750 | General Operating Support |
| Villages NW-Metro | |||||||
| PO Box 33642 | Portland | OR | 97292 | 464190513 | 501(c)(3) | $25,000 | Project Support |
| VIRGINIA COMMONWEALTH UNIVERSITY | |||||||
| 800 East Leigh St | Richmond | VA | 23298 | 546001736 | 501(c)(3) | $71,980 | PassThrough Fed Proj |
| Virginia Garcia Memorial Foundation | |||||||
| PO Box 486 | Cornelius | OR | 97113 | 912077840 | 501(c)(3) | $20,000 | Project Support |
| Vision Y Compromiso | |||||||
| 2536 Edwards Avenue | El Cerrito | CA | 94530 | 320071651 | 501(c)(3) | $107,624 | Conference Support |
| Vista Community Clinic | |||||||
| 1000 Vale Terrace Drive | Vista | CA | 92084 | 952815615 | 501(c)(3) | $55,000 | Project Support |
| Volunteer Center of Sonoma County Inc | |||||||
| 153 Stony 100 | Santa Rosa | CA | 95401 | 941751375 | 501(c)(3) | $50,000 | General Operating Support |
| Volunteers In Medicine Clinic | |||||||
| 2260 Marcola Road | Springfield | OR | 97477 | 931276816 | 501(c)(3) | $8,000 | General Operating Support |
| Volunteers of America | |||||||
| 3910 SE Stark St | Portland | OR | 97214 | 930395591 | 501(c)(3) | $50,000 | General Operating Support;Project Support |
| Walk San Francisco Foundation | |||||||
| 433 Natoma Ste 240 | San Francisco | CA | 94103 | 472000881 | 501(c)(3) | $10,000 | Event Support\Cultural Event |
| WALKSACRAMENTO | |||||||
| 909 12th St Suite 203 | Sacramento | CA | 95814 | 943395491 | 501(c)(3) | $14,500 | Project Support |
| Washington State University Foundation | |||||||
| PO Box 641927 | Pullman | WA | 99164 | 911075542 | 501(c)(3) | $15,000 | General Support |
| Watts Healthcare Corporation | |||||||
| 10300 Compton Avenue | Los Angeles | CA | 90002 | 753046480 | 501(c)(3) | $10,000 | Project Support |
| WEAVE Incorporated | |||||||
| 1900 K St | Sacramento | CA | 95811 | 942493158 | 501(c)(3) | $35,000 | Project Support |
| Weigh of Life | |||||||
| 968 23rd St | Richmond | CA | 94804 | 203752206 | 501(c)(3) | $10,000 | Project Support |
| Weingart Center Association | |||||||
| 566 S San Pedro St | Los Angeles | CA | 90013 | 956054617 | 501(c)(3) | $10,000 | Other |
| Well in the Desert | |||||||
| 1281 N Gene Autry O | Palm Springs | CA | 92262 | 330694580 | 501(c)(3) | $20,000 | Project Support |
| Well of Healing Mobile Medical Clinic | |||||||
| 7625 East Ave | Fontana | CA | 92336 | 330831503 | 501(c)(3) | $20,000 | Project Support |
| WellSpace Health | |||||||
| 1820 J Street | Sacramento | CA | 95811 | 941713704 | 501(c)(3) | $543,283 | Project Support |
| West Covina Unified School District | |||||||
| 1717 W Merced Avenue | West Covina | CA | 91790 | 956003481 | 501(c)(3) | $11,380 | Project Support |
| West End Young Men's Christian Association | |||||||
| 10970 Arrow 106 | Rancho Cucamonga | CA | 90730 | 951727678 | Government or P | $15,000 | Project Support |
| WestCoast Children's Clinic | |||||||
| 3301 E 12th 259 | Oakland | CA | 94601 | 942553319 | 501(c)(3) | $80,000 | Project Support |
| Westminster Free Clinic | |||||||
| 5560 Napoleon Avenue | Oak Park | CA | 91377 | 770563241 | 501(c)(3) | $20,000 | General Operating Support |
| Westside Family Health Center | |||||||
| 1711 Ocean Park Blvd | Santa Monica | CA | 90405 | 952931931 | 501(c)(3) | $9,080 | Event Support\Annual Fundraiser |
| White Pony Express | |||||||
| 3380 Vincent Rd | Pleasant Hill | CA | 94523 | 465220565 | 501(c)(3) | $10,000 | Project Support |
| Whittier Union High School District | |||||||
| 9401 S Painter Ave | Whittier | CA | 90605 | 956003511 | 501(c)(3) | $10,560 | Project Support |
| Whole Child Mental Health and Housing Svcs | |||||||
| 10155 Colima Road | Whittier | CA | 90603 | 952031148 | Government or P | $7,000 | Project Support |
| Willamette Family Inc | |||||||
| 687 Cheshire Ave | Eugene | OR | 97402 | 930569684 | 501(c)(3) | $139,286 | Project Support |
| Wilmington Community Clinic | |||||||
| 1009 N Avalon Blvd | Wilmington | CA | 90744 | 953137803 | 501(c)(3) | $15,000 | Project Support |
| WIND Youth Services | |||||||
| 1722 J St 3rd Floor | Sacramento | CA | 95811 | 237348227 | 501(c)(3) | $25,000 | Project Support |
| WINDS Foundation Inc | |||||||
| 12555 Mariposa Ste J | Victorville | CA | 92394 | 271404608 | 501(c)(3) | $10,000 | Project Support |
| Wise & Healthy Aging | |||||||
| 1527 4th Street | Santa Monica | CA | 90401 | 952788014 | 501(c)(3) | $24,000 | Conference Support |
| Women Against Gun Violence | |||||||
| 8800 Venice 304 | Los Angeles | CA | 90034 | 954738754 | 501(c)(3) | $9,580 | Event Support\Awards Ceremony |
| Women Crowned In Glory Inc | |||||||
| 7120 Hayvenhurst 314 | Van Nuys | CA | 91406 | 954808038 | 501(c)(3) | $8,290 | General Operating Support |
| Women Helping Women | |||||||
| 1800 E McFadden Ste 1A | Santa Ana | CA | 92705 | 330576900 | 501(c)(3) | $50,000 | Project Support |
| Women Organized to Respond | |||||||
| 389 30th Street | Oakland | CA | 94609 | 943177103 | 501(c)(3) | $30,000 | Project Support |
| Womens Community Clinic | |||||||
| 1833 Fillmore 3 Fl | San Francisco | CA | 94115 | 455447335 | 501(c)(3) | $9,350 | Event Support\Annual Fundraiser |
| Women's Empowerment | |||||||
| 1590 North A Street | Sacramento | CA | 95811 | 030520643 | 501(c)(3) | $10,000 | Project Support |
| Worksite Wellness LA | |||||||
| 5955 S Western Ave | Los Angeles | CA | 90047 | 550802354 | 501(c)(3) | $25,000 | Project Support |
| WorldWideWomen Foundation | |||||||
| 100 Tiburon Ste 220 | Mill Valley | CA | 94941 | 352534984 | 501(c)(3) | $25,000 | Conference Support |
| Wright Institute | |||||||
| 2728 Durant Avenue | Berkeley | CA | 94704 | 941674865 | 501(c)(3) | $15,000 | Project Support |
| YALE UNIVERSITY | |||||||
| 47 College Street | New Haven | CT | 06520 | 060646973 | 501(c)(3) | $248,352 | PassThrough Fed Proj |
| Year Up Inc | |||||||
| 45 Milk Street | Boston | MA | 02109 | 043534407 | 501(c)(3) | $75,000 | General Operating Support |
| YMCA of Greater Long Beach | |||||||
| 5835 E Carson Street | Lakewood | CA | 90713 | 951643396 | 501(c)(3) | $15,000 | Responsive |
| YMCA of San Francisco | |||||||
| 50 California 650 | San Francisco | CA | 94111 | 940997140 | 501(c)(3) | $40,000 | Responsive |
| YMCA of Silicon Valley | |||||||
| 80 Saratoga Avenue | Santa Clara | CA | 95051 | 941156318 | 501(c)(3) | $49,750 | Project Support |
| Yolo County Childrens Alliance | |||||||
| 600 A Street Suite Y | Davis | CA | 95616 | 680526185 | 501(c)(3) | $62,000 | Project Support |
| Young & Healthy | |||||||
| PO Box 93397 | Pasadena | CA | 91109 | 954527969 | 501(c)(3) | $80,500 | Event Support\Annual Fundraiser |
| Young Mens Christian Assn of Metro LA | |||||||
| 11336 Corbin Ave | Porter Ranch | CA | 91326 | 951644052 | 501(c)(3) | $119,500 | Project Support |
| Young Mens Christian Assn Of The East Bay | |||||||
| 845 Marina Bay 4 | Richmond | CA | 94804 | 941156317 | 501(c)(3) | $58,000 | Project Support |
| Young Scholars for Academic Empowerment | |||||||
| 5100 Quail Run Rd 536 | Riverside | CA | 92507 | 262350778 | 501(c)(3) | $10,000 | Project Support |
| Youth Action Project | |||||||
| 600 Arrowhead 208 | San Bernardino | CA | 92401 | 421574359 | 501(c)(3) | $20,000 | Project Support |
| Youth ALIVE | |||||||
| 3300 Elm Street | Oakland | CA | 94609 | 943143254 | 501(c)(3) | $115,000 | Project Support |
| Youth Enrichment Strategies | |||||||
| 3029 Macdonald Ave | Richmond | CA | 94804 | 030458294 | 501(c)(3) | $16,800 | Project Support |
| Youth For Christ USA Inc | |||||||
| 1102 North School Street | Stockton | CA | 95205 | 941708137 | 501(c)(3) | $40,000 | Project Support |
| Youth Law Center | |||||||
| 200 Pine 300 | San Francisco | CA | 94104 | 941715280 | 501(c)(3) | $90,000 | Project Support |
| Youth Policy Institute | |||||||
| 6464 Sunset Ste 650 | Los Angeles | CA | 90028 | 521278339 | 501(c)(3) | $9,000 | Event Support\Annual Fundraiser |
| Youth Radio | |||||||
| 1701 Broadway | Oakland | CA | 94612 | 943180825 | 501(c)(3) | $98,600 | Event Support\Luncheon |
| Youth Uprising | |||||||
| 8711 MacArthur Blvd | Oakland | CA | 94605 | 203321544 | 501(c)(3) | $300,000 | Project Support |
| YWCA of San Gabriel Valley | |||||||
| 943 North Grand Avenue | Covina | CA | 91724 | 951641967 | 501(c)(3) | $10,000 | Project Support |
| Impact Assessment | |||||||
| 2166 Avenida De La Playa | La Jolla | CA | 92037 | 953649615 | $150,463 | General Support | |
| Mid-Atlantic Permanente Medical Group | |||||||
| 2101 East Jefferson St | Rockville | MD | 20852 | 521196226 | $82,172 | General Support | |
| Southern CA Permanente Medical Group | |||||||
| 100 S Los Robles | Pasadena | CA | 91188 | 942728480 | $3,456,203 | General Support | |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 1058 | Total501c3OrgCnt |
| Total Other Org | 3 | TotalOtherOrgCnt |
Grants Other Asst To Indiv In US GrantsOtherAsstToIndivInUSGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Type | Scholarships | GrantTypeTxt |
| Recipient | 523 | RecipientCnt |
| Cash Grant | $1,063,500 | CashGrantAmt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE I, PART I, LINE 2 | FormAndLineReferenceDesc |
| Explanation | Grantees are required to submit a final report that describes progress towards goals, impact to date, as well as financial accounting for how funds were used. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Severance Payment | Yes (true) | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | Yes (true) | SupplementalNonqualRtrPlanInd |
| Equity Based Comp Arrngm | false | EquityBasedCompArrngmInd |
| Comp Based On Revenue Of Flng Org | false | CompBasedOnRevenueOfFlngOrgInd |
| Comp Bsd On Rev Related Orgs | false | CompBsdOnRevRelatedOrgsInd |
| Comp Bsd Net Earns Flng Org | false | CompBsdNetEarnsFlngOrgInd |
| Comp Bsd Net Earns Rltd Orgs | false | CompBsdNetEarnsRltdOrgsInd |
| Any Non Fixed Payments | Yes (true) | AnyNonFixedPaymentsInd |
| Initial Contract Exception | Yes (true) | InitialContractExceptionInd |
| Rebuttable Presumption Proc | Yes (true) | RebuttablePresumptionProcInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (94 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Claudio F Abreu | ||||||||||||||
| SVP, Regional IT Operations | $0 | $324,076 | $0 | $593,247 | $0 | $183,154 | $0 | -$50,466 | $0 | $20,011 | $0 | $1,070,022 | $0 | $0 |
| Gregory Adams | ||||||||||||||
| EVP, Group President | $0 | $895,570 | $0 | $1,220,621 | $0 | $341,459 | $0 | $661,797 | $0 | $26,228 | $0 | $3,145,675 | $0 | $0 |
| Ramon F Baez | ||||||||||||||
| Director | $0 | $141,676 | $0 | $0 | $0 | $10,915 | $0 | $0 | $0 | $0 | $0 | $152,591 | $0 | $0 |
| Mary Ann Barnes | ||||||||||||||
| Region President - Hawaii | $0 | $424,596 | $0 | $217,060 | $0 | $478,847 | $0 | $138,731 | $0 | $20,310 | $0 | $1,279,544 | $0 | $306,640 |
| Anthony Barrueta | ||||||||||||||
| SVP, Government Relations | $0 | $441,713 | $0 | $593,635 | $0 | $40,975 | $0 | $249,714 | $0 | $19,732 | $0 | $1,345,769 | $0 | $863 |
| Raymond Baxter | ||||||||||||||
| SVP, CB Research & Hlth Policy | $0 | $342,974 | $0 | $906,714 | $0 | $42,645 | $0 | $51,878 | $0 | $17,870 | $0 | $1,362,081 | $0 | $0 |
| Frank Beirne | ||||||||||||||
| SVP & Area Mgr - San Mateo | $0 | $0 | $0 | $0 | $0 | $103,316 | $0 | $0 | $0 | $5,662 | $0 | $108,978 | $0 | $0 |
| Vanessa Benavides | ||||||||||||||
| SVP, Chief Comp & Priv Officer | $0 | $383,496 | $0 | $150,000 | $0 | $87,047 | $0 | $170,663 | $0 | $19,085 | $0 | $810,291 | $0 | $22,145 |
| Regina M Benjamin MD MBA | ||||||||||||||
| Director | $0 | $189,500 | $0 | $0 | $0 | $7,678 | $0 | $0 | $0 | $0 | $0 | $197,178 | $0 | $0 |
| Charles Bevilacqua | ||||||||||||||
| SVP, HP Products, SVC & Admin | $0 | $520,619 | $0 | $612,929 | $0 | $21,840 | $0 | $186,194 | $0 | $20,908 | $0 | $1,362,490 | $0 | $0 |
| Derrick Billings | ||||||||||||||
| SVP, Hospital & Area Ops -NCAL | $0 | $391,548 | $0 | $325,526 | $0 | $16,453 | $0 | $1,538 | $0 | $9,535 | $0 | $744,600 | $0 | $0 |
| Maryann Bodayle | ||||||||||||||
| Assistant Secretary | $0 | $149,101 | $0 | $14,912 | $0 | $2,238 | $0 | $24,809 | $0 | $8,720 | $0 | $199,780 | $0 | $0 |
| Odette Bolano | ||||||||||||||
| SVP & Area Manager - East Bay | $0 | $0 | $0 | $210,187 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $210,187 | $0 | $0 |
| Christopher Boyd | ||||||||||||||
| SVP & Area Mgr - Santa Clara | $0 | $388,607 | $0 | $221,851 | $0 | $23,234 | $0 | $137,247 | $0 | $23,145 | $0 | $794,084 | $0 | $0 |
| Michael Brady | ||||||||||||||
| SVP, Infrastructure Mgmt Group | $0 | $0 | $0 | $0 | $0 | $104,433 | $0 | $17,738 | $0 | $0 | $0 | $122,171 | $0 | $104,433 |
| Lisa L Caplan | ||||||||||||||
| SVP Care Delivery Tech Svcs | $0 | $332,405 | $0 | $473,315 | $0 | $111,256 | $0 | $154,713 | $0 | $20,921 | $0 | $1,092,610 | $0 | $113,568 |
| William Caswell | ||||||||||||||
| SVP, Operations | $0 | $446,096 | $0 | $332,532 | $0 | $41,955 | $0 | $108,829 | $0 | $20,691 | $0 | $950,103 | $0 | $0 |
| Thomas W Chapman EDD | ||||||||||||||
| Director | $0 | $0 | $0 | $0 | $0 | $513,713 | $0 | $0 | $0 | $0 | $0 | $513,713 | $0 | $448,199 |
| Bechara Choucair | ||||||||||||||
| SVP,Community Health & Benefit | $0 | $28,846 | $0 | $450,000 | $0 | $1,661 | $0 | $13,174 | $0 | $1,155 | $0 | $494,836 | $0 | $0 |
| Greg Christian | ||||||||||||||
| SVP, Area Manager - Fontana | $0 | $358,867 | $0 | $140,544 | $0 | $86,469 | $0 | $159,978 | $0 | $25,724 | $0 | $771,582 | $0 | $51,017 |
| Benjamin Chu | ||||||||||||||
| EVP,GP & Region President SCAL | $0 | $271,507 | $0 | $1,812,183 | $0 | $288,076 | $0 | $156,196 | $0 | $8,233 | $0 | $2,536,195 | $0 | $0 |
| Judith Coffey | ||||||||||||||
| SVP & Area Mgr - Marin/Sonoma | $0 | $345,585 | $0 | $188,961 | $0 | $43,411 | $0 | $88,402 | $0 | $22,894 | $0 | $689,253 | $0 | $0 |
| Jeffrey Collins | ||||||||||||||
| SVP & Area Manager - Roseville | $0 | $376,859 | $0 | $208,372 | $0 | $22,962 | $0 | $124,766 | $0 | $18,603 | $0 | $751,562 | $0 | $0 |
| Charles Columbus | ||||||||||||||
| SVP, Chief HR Officer | $0 | $541,459 | $0 | $939,929 | $0 | $46,332 | $0 | $403,457 | $0 | $33,312 | $0 | $1,964,489 | $0 | $0 |
| Diane Comer | ||||||||||||||
| SVP, Buss Info Officer - KFHP | $0 | $356,394 | $0 | $582,186 | $0 | $122,595 | $0 | $155,507 | $0 | $20,748 | $0 | $1,237,430 | $0 | $121,438 |
| Mark Costa | ||||||||||||||
| SVP,Area Manager-Orange County | $0 | $361,113 | $0 | $180,010 | $0 | $39,552 | $0 | $148,405 | $0 | $25,844 | $0 | $754,924 | $0 | $0 |
| Patrick Courneya | ||||||||||||||
| EVP, Chief Medical Officer | $0 | $473,417 | $0 | $389,924 | $0 | $42,919 | $0 | $491,572 | $0 | $19,451 | $0 | $1,417,283 | $0 | $0 |
| Richard Daniels | ||||||||||||||
| EVP, CIO | $0 | $684,663 | $0 | $907,109 | $0 | $195,044 | $0 | $355,738 | $0 | $31,621 | $0 | $2,174,175 | $0 | $101,730 |
| George Disalvo | ||||||||||||||
| SVP, CFO - SCAL | $0 | $525,787 | $0 | $496,295 | $0 | $41,017 | $0 | $223,282 | $0 | $17,695 | $0 | $1,304,076 | $0 | $0 |
| Jeffrey E Epstein | ||||||||||||||
| Director | $0 | $199,500 | $0 | $0 | $0 | $7,371 | $0 | $0 | $0 | $0 | $0 | $206,871 | $0 | $0 |
| Elizabeth Finley | ||||||||||||||
| SVP, Area Manager - San Diego | $0 | $366,079 | $0 | $166,891 | $0 | $88,313 | $0 | $165,475 | $0 | $19,955 | $0 | $806,713 | $0 | $0 |
| Jerry C Fleming | ||||||||||||||
| SVP, Health Reform Implement | $0 | $0 | $0 | $117,651 | $0 | $474,644 | $0 | -$9,018 | $0 | $0 | $0 | $583,277 | $0 | $468,718 |
| Deborah Friberg | ||||||||||||||
| SVP & Area Mgr -Central Valley | $0 | $352,012 | $0 | $170,682 | $0 | $20,948 | $0 | $122,089 | $0 | $21,322 | $0 | $687,053 | $0 | $0 |
| Diane Gage-Lofgren | ||||||||||||||
| SVP, Brand Mgmt & Comm | $0 | $0 | $0 | $0 | $0 | $127,244 | $0 | $35,063 | $0 | $0 | $0 | $162,307 | $0 | $127,244 |
| Daniel Garcia | ||||||||||||||
| SVP, Chief Compliance Officer | $0 | $274,311 | $0 | $828,960 | $0 | $34,324 | $0 | -$13,502 | $0 | $15,672 | $0 | $1,139,765 | $0 | $0 |
| Edward Glavis | ||||||||||||||
| SVP & Area Mgr - Roseville | $0 | $0 | $0 | $63,633 | $0 | $91,231 | $0 | $0 | $0 | $0 | $0 | $154,864 | $0 | $87,036 |
| Sandra Golze | ||||||||||||||
| Assistant Secretary - NCAL | $0 | $257,586 | $0 | $216,688 | $0 | $93,057 | $0 | $150,338 | $0 | $21,090 | $0 | $738,759 | $0 | $43,838 |
| Mitchell Goodstein | ||||||||||||||
| SVP, Actuarial, U/W & Pricing | $0 | $0 | $0 | $156,270 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $156,270 | $0 | $0 |
| J Eugene Grisby III PHD | ||||||||||||||
| Director | $0 | $0 | $0 | $0 | $0 | $27,039 | $0 | $0 | $0 | $0 | $0 | $27,039 | $0 | $27,039 |
| George Halvorson | ||||||||||||||
| Chairman | $0 | $0 | $0 | $0 | $0 | $37,258 | $0 | $4,120 | $0 | $0 | $0 | $41,378 | $0 | $17,548 |
| Thomas Hanenburg | ||||||||||||||
| SVP & Area Mgr - GSAA | $0 | $361,000 | $0 | $199,248 | $0 | $38,475 | $0 | $118,913 | $0 | $21,501 | $0 | $739,137 | $0 | $0 |
| Corwin Harper | ||||||||||||||
| SVP & Area Mgr - Napa/Solano | $0 | $343,632 | $0 | $173,967 | $0 | $17,543 | $0 | $131,075 | $0 | $26,295 | $0 | $692,512 | $0 | $0 |
| Leslie S Heisz | ||||||||||||||
| Director | $0 | $199,500 | $0 | $0 | $0 | $15,618 | $0 | $0 | $0 | $0 | $0 | $215,118 | $0 | $0 |
| David Hoffmeister | ||||||||||||||
| Director | $0 | $214,500 | $0 | $0 | $0 | $11,309 | $0 | $0 | $0 | $0 | $0 | $225,809 | $0 | $0 |
| Kimberly Horn | ||||||||||||||
| Regional President - MAS | $0 | $543,275 | $0 | $719,347 | $0 | $25,420 | $0 | $588,494 | $0 | $28,803 | $0 | $1,905,339 | $0 | $0 |
| Judith A Johansen JD | ||||||||||||||
| Director | $0 | $227,000 | $0 | $0 | $0 | $13,707 | $0 | $0 | $0 | $0 | $0 | $240,707 | $0 | $0 |
| Kim J Kaiser | ||||||||||||||
| Director | $0 | $204,500 | $0 | $0 | $0 | $12,047 | $0 | $0 | $0 | $0 | $0 | $216,547 | $0 | $0 |
| Marilyn Kawamura | ||||||||||||||
| Region President - MAS | $0 | $0 | $0 | $0 | $0 | $190,164 | $0 | $0 | $0 | $0 | $0 | $190,164 | $0 | $183,696 |
| Kerry Kohnen | ||||||||||||||
| Region President - Georgia | $0 | $0 | $0 | $0 | $0 | $186,410 | $0 | $91,499 | $0 | $10,801 | $0 | $288,710 | $0 | $0 |
| Kathryn Lancaster | ||||||||||||||
| EVP & CFO | $0 | $823,192 | $0 | $1,486,990 | $0 | $371,044 | $0 | $570,456 | $0 | $18,145 | $0 | $3,269,827 | $0 | $15,594 |
| Janet Liang | ||||||||||||||
| Regional President - NCAL | $0 | $576,297 | $0 | $618,759 | $0 | $191,234 | $0 | $360,441 | $0 | $28,803 | $0 | $1,775,534 | $0 | $0 |
| Donna Lynne | ||||||||||||||
| EVP, GP & Region Pres - CO | $0 | $250,147 | $0 | $1,703,753 | $0 | $3,260,111 | $0 | $120,565 | $0 | $10,818 | $0 | $5,345,394 | $0 | $2,322,965 |
| Roland Lyon | ||||||||||||||
| Regional President - Colorado | $0 | $403,442 | $0 | $168,643 | $0 | $20,678 | $0 | $178,055 | $0 | $28,120 | $0 | $798,938 | $0 | $0 |
| Philip A Marineau | ||||||||||||||
| Director | $0 | $222,000 | $0 | $0 | $0 | $7,371 | $0 | $0 | $0 | $0 | $0 | $229,371 | $0 | $0 |
| Gerald Mccall | ||||||||||||||
| SVP Operations | $0 | $490,970 | $0 | $329,171 | $0 | $142,006 | $0 | $153,233 | $0 | $27,346 | $0 | $1,142,726 | $0 | $40,991 |
| Andrew Mcculloch | ||||||||||||||
| Regional President - Northwest | $0 | $441,398 | $0 | $543,690 | $0 | $60,277 | $0 | $518,712 | $0 | $27,158 | $0 | $1,591,235 | $0 | $0 |
| Colleen Mckeown | ||||||||||||||
| SVP & Area Mgr - Diablo | $0 | $371,089 | $0 | $197,998 | $0 | $21,384 | $0 | $86,315 | $0 | $18,730 | $0 | $695,516 | $0 | $0 |
| Thomas Meier | ||||||||||||||
| SVP, Corporate Treasurer | $0 | $382,345 | $0 | $523,823 | $0 | $144,650 | $0 | $111,392 | $0 | $27,372 | $0 | $1,189,582 | $0 | $42,160 |
| Julie Miller-Phipps | ||||||||||||||
| Regional President - SCAL | $0 | $506,896 | $0 | $302,297 | $0 | $288,321 | $0 | $192,552 | $0 | $17,806 | $0 | $1,307,872 | $0 | $0 |
| Susan Mullaney | ||||||||||||||
| VP, COO - NW | $0 | $371,883 | $0 | $169,681 | $0 | $155,959 | $0 | $117,385 | $0 | $30,009 | $0 | $844,917 | $0 | $0 |
| Donald Orndoff | ||||||||||||||
| SVP, NFS | $0 | $418,115 | $0 | $491,764 | $0 | $25,961 | $0 | $185,822 | $0 | $30,493 | $0 | $1,152,155 | $0 | $0 |
| Nathaniel Oubre | ||||||||||||||
| VP, CA MediCal, CHIP & CHC | $0 | $302,318 | $0 | $189,612 | $0 | $63,520 | $0 | $142,424 | $0 | $23,426 | $0 | $721,300 | $0 | $0 |
| Wade Overgaard | ||||||||||||||
| SVP, Health Plan Ops - CA | $0 | $507,682 | $0 | $621,259 | $0 | $692,660 | $0 | $161,755 | $0 | $29,942 | $0 | $2,013,298 | $0 | $519,769 |
| Edward Pei | ||||||||||||||
| Director | $0 | $214,000 | $0 | $0 | $0 | $12,739 | $0 | $18,000 | $0 | $0 | $0 | $244,739 | $0 | $0 |
| Margaret E Porfido JD | ||||||||||||||
| Director | $0 | $229,500 | $0 | $0 | $0 | $17,858 | $0 | $0 | $0 | $0 | $0 | $247,358 | $0 | $0 |
| J Neal Purcell | ||||||||||||||
| Director | $0 | $11,000 | $0 | $35,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $46,000 | $0 | $18,192 |
| Frank Richardson | ||||||||||||||
| Assistant Secretary - HI | $0 | $215,458 | $0 | $82,062 | $0 | $11,585 | $0 | $100,219 | $0 | $25,788 | $0 | $435,112 | $0 | $0 |
| Christine Robisch | ||||||||||||||
| SVP, CAO - NCAL | $0 | $399,445 | $0 | $231,962 | $0 | $20,142 | $0 | $191,765 | $0 | $14,522 | $0 | $857,836 | $0 | $0 |
| Rochelle Roth | ||||||||||||||
| Assistant Secretary | $0 | $178,161 | $0 | $71,788 | $0 | $24,645 | $0 | $99,908 | $0 | $17,958 | $0 | $392,460 | $0 | $0 |
| Michael Rowe | ||||||||||||||
| SVP, CFO - NCAL | $0 | $587,510 | $0 | $699,374 | $0 | $22,808 | $0 | $182,556 | $0 | $24,666 | $0 | $1,516,914 | $0 | $0 |
| Kathleen M Scheirman | ||||||||||||||
| SVP Application Services Group | $0 | $404,869 | $0 | $554,969 | $0 | $22,144 | $0 | $143,349 | $0 | $21,452 | $0 | $1,146,783 | $0 | $56,942 |
| Jacqueline Sellers | ||||||||||||||
| Assistant Secretary | $0 | $195,357 | $0 | $60,644 | $0 | $9,121 | $0 | $75,309 | $0 | $12,779 | $0 | $353,210 | $0 | $0 |
| Nirav Shah | ||||||||||||||
| SVP, COO Clinical Operations | $0 | $517,514 | $0 | $217,831 | $0 | $18,227 | $0 | $125,602 | $0 | $21,436 | $0 | $900,610 | $0 | $0 |
| Richard Shannon MD | ||||||||||||||
| Director | $0 | $212,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $212,000 | $0 | $0 |
| James Simpson | ||||||||||||||
| SVP, Finance - BU & ROC | $0 | $368,952 | $0 | $430,444 | $0 | $36,240 | $0 | $173,898 | $0 | $23,964 | $0 | $1,033,498 | $0 | $0 |
| Sandra Small | ||||||||||||||
| SVP, Hospital & Area Ops | $0 | $0 | $0 | $64,823 | $0 | $150,548 | $0 | $0 | $0 | $0 | $0 | $215,371 | $0 | $142,261 |
| Arthur Southam | ||||||||||||||
| EVP, Health Plan Operations | $0 | $851,992 | $0 | $1,521,837 | $0 | $401,806 | $0 | $438,204 | $0 | $26,212 | $0 | $3,240,051 | $0 | $7,159 |
| Deborah Stokes | ||||||||||||||
| SVP,Corporate Controller & CAO | $0 | $42,705 | $0 | $395,366 | $0 | $65,873 | $0 | $2,147 | $0 | $1,773 | $0 | $507,864 | $0 | $0 |
| Michael Sutten | ||||||||||||||
| SVP Info Technology & CTO | $0 | $392,526 | $0 | $510,749 | $0 | $42,812 | $0 | $120,382 | $0 | $26,625 | $0 | $1,093,094 | $0 | $0 |
| Paul M Swenson | ||||||||||||||
| SVP & Chief Strategy Officer | $0 | $543,997 | $0 | $508,966 | $0 | $46,327 | $0 | $151,503 | $0 | $27,344 | $0 | $1,278,137 | $0 | $0 |
| Cynthia A Telles PHD | ||||||||||||||
| Director | $0 | $212,500 | $0 | $0 | $0 | $11,309 | $0 | $0 | $0 | $0 | $0 | $223,809 | $0 | $0 |
| Bernard Tyson | ||||||||||||||
| Chairman & CEO | $0 | $1,274,847 | $0 | $6,056,494 | $0 | $1,198,157 | $0 | $686,080 | $0 | $34,105 | $0 | $9,249,683 | $0 | $0 |
| Alfonse Upshaw | ||||||||||||||
| SVP,Corporate Controller & CAO | $0 | $330,597 | $0 | $250,737 | $0 | $35,278 | $0 | $83,390 | $0 | $24,924 | $0 | $724,926 | $0 | $0 |
| Max Villalobos | ||||||||||||||
| COO - North County | $0 | $328,247 | $0 | $141,062 | $0 | $6,867 | $0 | $130,396 | $0 | $18,550 | $0 | $625,122 | $0 | $0 |
| Cesar Villalpando | ||||||||||||||
| SVP, Enterprise Shared SVCS | $0 | $508,219 | $0 | $496,428 | $0 | $40,864 | $0 | $279,929 | $0 | $23,712 | $0 | $1,349,152 | $0 | $0 |
| Eugene Washington MD | ||||||||||||||
| Director | $0 | $186,176 | $0 | $0 | $0 | $450 | $0 | $0 | $0 | $0 | $0 | $186,626 | $0 | $0 |
| Jed Weissberg | ||||||||||||||
| SVP, Quality & Care Del Excel | $0 | $0 | $0 | $151,929 | $0 | $4,425 | $0 | -$2,107 | $0 | $0 | $0 | $154,247 | $0 | $0 |
| Vita Willett | ||||||||||||||
| SVP, Area Manager - Riverside | $0 | $359,590 | $0 | $202,056 | $0 | $19,971 | $0 | $249,089 | $0 | $18,390 | $0 | $849,096 | $0 | $0 |
| Nancy Wollen | ||||||||||||||
| SVP, Chief Operating Officer | $0 | $222,032 | $0 | $198,477 | $0 | $576,738 | $0 | $121,073 | $0 | $38,807 | $0 | $1,157,127 | $0 | $252,423 |
| John Yamamoto | ||||||||||||||
| Assistant Secretary | $0 | $328,654 | $0 | $220,856 | $0 | $94,235 | $0 | $131,602 | $0 | $64,230 | $0 | $839,577 | $0 | $26,910 |
| Hong-Sze Yu | ||||||||||||||
| Assistant Secretary | $0 | $219,652 | $0 | $68,784 | $0 | $15,909 | $0 | $104,663 | $0 | $22,269 | $0 | $431,277 | $0 | $0 |
| Carlos Zaragoza | ||||||||||||||
| Assistant Secretary | $0 | $142,121 | $0 | $182,257 | $0 | $84,289 | $0 | $8,121 | $0 | $12,234 | $0 | $429,022 | $0 | $0 |
| Victoria Zatkin | ||||||||||||||
| VP, Off of Brd & Corp Gov Svcs | $0 | $25,068 | $0 | $99,763 | $0 | $91,952 | $0 | $1,394 | $0 | $334 | $0 | $218,511 | $0 | $85,158 |
| Mark Zemelman | ||||||||||||||
| SVP, General Counsel & Secy | $0 | $547,086 | $0 | $839,524 | $0 | $243,563 | $0 | $339,949 | $0 | $30,025 | $0 | $2,000,147 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail (7 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Schedule J, Part I, Line 3 | METHODS USED TO ESTABLISH COMPENSATION OF CEO/EXECUTIVE DIRECTOR: THE FILING ORGANIZATION RELIED ON A RELATED ORGANIZATION THAT USED ONE OR MORE OF THE METHODS DESCRIBED BELOW TO ESTABLISH THE TOP MANAGEMENT OFFICIALS' COMPENSATION: - COMPENSATION COMMITTEE - INDEPENDENT COMPENSATION CONSULTANT - FORM 990 OF OTHER ORGANIZATIONS - WRITTEN EMPLOYMENT CONTRACT - COMPENSATION SURVEY OR STUDY, AND - APPROVAL BY THE BOARD OR COMPENSATION COMMITTEE OF A RELATED ORGANIZATION. |
| SCHEDULE J, PART I, LINE 4A | SEVERANCE PAYMENTS: Frank Beirne $ 100,431 Kerry Kohnen 183,077 Nancy Wollen 273,204 LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO SEVERANCE BENEFITS IN THE EVENT OF TERMINATION BY THE ORGANIZATION WITHOUT CAUSE OR DUE TO JOB ELIMINATION. DEPENDING ON POSITION LEVEL, TENURE, AND TERMINATION REASON, SEVERANCE BENEFITS PAYABLE UNDER THESE ARRANGEMENTS PROVIDE FOR PAY AND HEALTH BENEFITS CONTINUATION PLUS PAYMENT OF ACCRUED OBLIGATIONS. IN ADDITION, FOR SOME OF THE LISTED PERSONS, SEVERANCE BENEFITS PAYABLE INCLUDE PRORATED INCENTIVE AWARDS FOR PERFORMANCE PERIODS NOT YET ENDED. NONE OF THE LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO CHANGE-OF-CONTROL PAYMENTS. |
| SCHEDULE J, PART I, LINE 4B | SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 292,234 Mary Ann Barnes 446,577 Anthony Barrueta 863 Lisa L. Caplan 72,829 Greg Christian 65,949 Benjamin Chu 275,641 Diane Comer 83,175 Richard Daniels 161,600 Elizabeth Finley 50,634 Jerry C. Fleming 468,718 Edward Glavis 44,400 Sandra Golze 56,755 Marilyn Kawamura 183,696 Kathryn Lancaster 322,425 Donna Lynne 3,229,867 Gerald Mccall 110,466 Thomas Meier 105,522 Julie Miller-Phipps 107,654 Nathaniel Oubre 45,316 Wade Overgaard 667,549 Sandra Small 142,261 Arthur Southam 352,920 Deborah Stokes 59,716 Bernard Tyson 815,201 Nancy Wollen 267,025 John Yamamoto 76,678 Carlos Zaragoza 43,573 Victoria Zatkin 85,158 Mark Zemelman 197,189 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 OFFICERS in 2016. |
| Schedule J, Part II, Column C | THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' DEFINED BENEFIT PLAN DECLINED IN 2016, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES. |
| Schedule J, Part II, Column F | AMOUNTS INCLUDED IN SCHEDULE J, PART II, COLUMN F INCLUDE AMOUNTS PREVIOUSLY REPORTED AS DEFERRED COMPENSATION, AS WELL AS, DISTRIBUTIONS FROM A 457(B) PLAN THAT WERE PREVIOUSLY REPORTED AS REPORTABLE COMPENSATION IN ACCORDANCE WITH FORM 990 INSTRUCTIONS. |
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 CSCDACHFFA FIXED | ||||||||
| C | 680164610 | 1309112G4 | 2006-06-08 | $916,299,000 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2006 CSCDACHFFA VARIABLE | ||||||||
| D | 521643828 | 13033FK74 | 2006-06-08 | $600,000,000 | 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 | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | 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 | $900,000,000 | $0 | $954,024,896 | $0 | $79,221,674 | $0 | $0 | $0 | $0 | $874,803,222 | $0 | $0 | false | false | Yes (true) | Yes (true) | 2010 |
| D | $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 |
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 | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | 0 | ||||||||||||
| B | 0 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) | ||
| C | 0.00000 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) | 0.00000 | 0.00000 |
| D | 0.00000 | false | Yes (true) | Yes (true) | false | Yes (true) | false | false | false | false | Yes (true) | 0.00000 | 0.00000 |
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 | false | false | false | 0 | false | Yes (true) | 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 (4 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART I: | 2006 CSCDA / CHFFA: 2006 CSCDA / CHFFA Variable and 2006 CSCDA / CHFFA Fixed have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP. |
| 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, LINE 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. |
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 |
|---|---|---|---|---|---|---|---|---|
| 2007 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| A | 680164610 | 1309116M7 | 2007-02-01 | $476,113,485 | PREM/DISC REFUNDING 01A,02D,04F&G | false | false | false |
| 2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| B | 680164610 | 130795SZ1 | 2008-05-01 | $500,000,000 | PAR REFUNDING 04A-D ARS BONDS& 04H | false | false | false |
| 2009 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| C | 680164610 | 130795D38 | 2009-06-03 | $1,638,437,048 | FINANCE HEALTH CARE FACILITIES | false | false | false |
| 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| D | 680164610 | 130911LD0 | 2009-06-01 | $99,996,058 | REOFFERING OF 2002E CSCDA (PREMIUM | 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 | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Substantial CompletionSubstantialCompletionYr |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $0 | $0 | $476,113,485 | $0 | $0 | $0 | $2,328 | $0 | $0 | $0 | $476,111,157 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| B | $220,000,000 | $0 | $500,000,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $500,000,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| C | $521,300,000 | $0 | $1,639,188,993 | $0 | $71,262,216 | $0 | $0 | $0 | $0 | $1,567,926,777 | $0 | $0 | false | false | Yes (true) | Yes (true) | 2011 |
| D | $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) |
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 | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | 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 | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
| B | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
| C | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
| D | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0.00000 | 0.00000 | 0.00000 | 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) | Yes (true) | false | false | 0 | false | Yes (true) | |
| 0 | |||||||||
| C | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) | |
| 0 | |||||||||
| D | false | Yes (true) | false | false | 0 | false | Yes (true) | 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
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | PART IV, LINE 2C | FormAndLineReferenceDesc |
| Explanation | BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2006 CSCDA / CHFFA FIXED REBATE DATE COMPUTATION WAS PERFORMED: 06/07/2011 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012 | ExplanationTxt |
Schedule K IRS990ScheduleK
Tax Exempt Bonds Issues TaxExemptBondsIssuesGrp (3 entries)
| Bond ReferenceBondReferenceCd | Bond Issuer EINBondIssuerEIN | CUSIPCUSIPNum | Bond IssuedBondIssuedDt | Issue PriceIssuePriceAmt | PurposePurposeDesc | DefeasedDefeasedInd | On Behalf Of IssuerOnBehalfOfIssuerInd | Pool FinancingPoolFinancingInd |
|---|---|---|---|---|---|---|---|---|
| 2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| A | 680164610 | 130795TP2 | 2009-05-29 | $149,996,162 | REOFFERING OF 2008C CSCDA (PREMIUM | false | false | false |
| 2011 CALIFORNIA HEALTH FACILITIES FINANCING AUTH | ||||||||
| B | 521643828 | 13033LML8 | 2011-05-03 | $204,545,000 | PAR REFUNDING 01A,B,C KHAC BONDS | false | false | false |
| 2012 CALIFORNIA STATEWIDE CMNTYS DEV AUTH | ||||||||
| C | 680164610 | 1307955G8 | 2012-04-18 | $1,007,791,119 | FINANCE HEALTH CARE FACILITIES | false | false | false |
Tax Exempt Bonds Proceeds TaxExemptBondsProceedsGrp (3 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 | Current RefundingCurrentRefundingInd | Advance RefundingAdvanceRefundingInd | Final Allocation MadeFinalAllocationMadeInd | Adequate Books And Rec MaintAdequateBooksAndRecMaintInd | Substantial CompletionSubstantialCompletionYr |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| A | $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) | |
| B | $204,545,000 | $0 | $204,545,000 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $204,545,000 | $0 | Yes (true) | false | Yes (true) | Yes (true) | |
| C | $0 | $0 | $1,007,791,119 | $0 | $0 | $0 | $0 | $0 | $0 | $1,007,791,119 | $0 | $0 | false | false | false | Yes (true) | 2014 |
Tax Exempt Bonds Private Bus Use TaxExemptBondsPrivateBusUseGrp (3 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 | Private Bus Concerning UBIPrivateBusConcerningUBIPct | Total Private Business UseTotalPrivateBusinessUsePct | 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 | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
| B | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
| C | false | Yes (true) | Yes (true) | false | Yes (true) | false | 0.00000 | 0.00000 | 0.00000 | false | false | false | Yes (true) |
Tax Exempt Bonds Arbitrage TaxExemptBondsArbitrageGrp (3 entries)
| Bond ReferenceBondReferenceCd | Form8038 T FiledForm8038TFiledInd | Exception To RebateExceptionToRebateInd | Variable Rate IssueVariableRateIssueInd | Hedge Identified In Bks And RecHedgeIdentifiedInBksAndRecInd | Gross Proceeds Invested In GICGrossProceedsInvestedInGICInd | Business Name Line1GICProviderName/BusinessNameLine1Txt | Gross Proceeds InvestedGrossProceedsInvestedInd | Written Proc To Monitor ReqsWrittenProcToMonitorReqsInd |
|---|---|---|---|---|---|---|---|---|
| 0 | ||||||||
| A | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
| 0 | ||||||||
| B | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
| 0 | ||||||||
| C | false | Yes (true) | Yes (true) | false | false | 0 | false | Yes (true) |
Procedures Corrective Action ProceduresCorrectiveActionGrp (3 entries)
| Bond ReferenceBondReferenceCd | Procedures Corrective ActionProceduresCorrectiveActionInd |
|---|---|
| A | Yes (true) |
| B | Yes (true) |
| C | Yes (true) |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (6 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| KIM B KURTH | |||
| sister of officer | $164,855 | COMPENSATION | false |
| ANGELA PATRICIA BENNAGE | |||
| daughter of key employee | $161,721 | COMPENSATION | false |
| CAROL MCMENAMY | |||
| spouse of key employee | $138,760 | COMPENSATION | false |
| JOSHUA SCRUGGS | |||
| SON-IN-LAW OF KEY EMPLOYEE | $87,303 | COMPENSATION | false |
| SUBSTANTIAL CONTRIBUTOR | |||
| SUBSTANTIAL CONTRIBUTOR | $2,702,491 | BUSINESS TRANSACTION | false |
| SUBSTANTIAL CONTRIBUTOR | |||
| SUBSTANTIAL CONTRIBUTOR | $12,646,539 | BUSINESS TRANSACTION | false |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (21 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| Form 990, Heading, Item B, Amended Return | Revision of deferred compensation in Part VII and Schedule J for one officer/director. FORM 990, PART V, Line 4b - FOREIGN Countries Continued ISRAEL JAPAN KENYA REPUBLIC OF KOREA MALAYSIA NIGERIA PAKISTAN PHILIPPINES POLAND TAIWAN THAILAND TURKEY FORM 990, Part VI, Line 4 Significant changes to governing documents: The bylaws of the corporation were amended in 2016 with the following significant changes: On March 3, 2016: Article C, Directors, Sections C-2 and C-3, were amended to change the number and description of inside Directors. Article E, Committees and Professional Staffs, Section E-4, Executive Committee, was amended to change the Committee composition and remove tax exemption and executive selection, performance appraisal, and succession duties. On December 2, 2016: Article E, Committees and Professional Staffs, Section E-5.A., Audit and Compliance Committee was amended to add language regarding oversight of internal controls. |
| FORM 990, Part VI, Line 5 | Diversion of Assets Theft of medical equipment valued at $3.6 million dollars. Matter has been referred to law enforcement and two employees have been terminated. Policies and procedures have been revised and improved to mitigate future thefts. Theft of medical equipment valued at $277,150. Matter had been referred to law enforcement and revisions have been made to security policies and procedures to mitigate future thefts. |
| 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 RESOURCE 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, Government Relations 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 $ (10,279,046) change in inter-regional transfer (407,899,358) restricted grants - co 2,961,937 change in pension and other retirement liabilities (551,230,759) book tax difference in sub income (1,292,183) gain/loss on sale on investment - book-to-tax difference 1,112,709,619 otti losses (499,521,552) ------------------ $ (354,551,342) |
| FORM 990, PART iii, lines 4a-4d | Legal Affiliation with Kaiser Foundation Health Plan, Inc. and its Subsidiaries Kaiser Foundation Hospitals (KFH) and Kaiser Foundation Health Plan, Inc. (KFHP, Inc.) and its four principal operating subsidiaries are separate corporations governed by identical boards of directors. KFH accepts responsibility to provide or arrange necessary inpatient services and facilities for members of health plans administered by KFHP, Inc. KFH owns and operates licensed hospitals in California, Hawaii and Oregon. These facilities provide emergency and inpatient 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 services to members for specialized care and other services. Kaiser Foundation Hospitals Commitment to the Community: KFHs mission is to provide hospital, medical, and surgical care, including emergency services, extended care, and home health care to the public without regard to age, sex, race, religion, or national origin, or to the individuals ability to pay. KFH strives for excellence in serving its patients through market-leading performance in quality and service. As a nonprofit organization, Kaiser Foundation Hospitals is committed to improving the health of the communities beyond the population of patients served by its facilities. Annual investments in a range of Community Benefit programs are a fundamental embodiment of the organizations ongoing commitment to improve the general wellbeing within the broader community. These investments result in intentional, planned, measurable, and accountable benefits intended to address many of the health challenges faced at the individual, local, state, and national levels. The Affordable Care Act (ACA) enacted in 2010 codifies responsibilities that nonprofit hospital organizations such as KFH must satisfy in order to maintain their qualification as tax-exempt entities. One responsibility involves conducting a Community Health Needs Assessment (CHNA) at least once every three years at every licensed hospital facility. Kaiser Foundation Hospitals has completed similar needs assessments for many years to identify the needs and resources that guide our Community Benefit spending. The new federal legislation provides an opportunity to revisit assessment and planning processes with an eye toward enhancing compliance, transparency, efficiency, and utilization of emerging technologies. During 2016, KFH conducted a Community Health Needs assessment at each of its licensed hospital facilities. The primary needs which were identified in the prior CHNA were addressed between 2014 and 2016 with the assistance of a comprehensive set of Implementation Strategies (IS) for every facility. The IS reports describe the needs which each KFH facility has chosen to prioritize and the reasons why other needs are not being addressed during each three-year cycle. A full set of the CHNA assessments by facility as well as the related Implementation Strategy reports can be found at www.kp.org/chna. In 2007, the board of directors of Kaiser Foundation Health Plan, Inc. and Kaiser Foundation Hospitals refined the focus of the organizations' Community Benefit programs and established the following four priority areas which have come to be known as "Streams of Work": A. Care and Coverage for Low-Income People Creates and supports programs that lower the financial barriers for the under- and uninsured. B. Community Health Initiatives Seeks to measurably improve the health of the communities we serve. Designs, delivers, and sustains long-term programs that engage communities in work to improve conditions in their neighborhoods. C. Safety Net Partnerships Builds partnerships with community clinics, local health departments, and public hospitals. Provides funding, technical assistance, dissemination of care management and quality improvements technology to help improve care and expand treatment capacity for vulnerable populations. D. Developing and Disseminating Knowledge Improves health care by sharing our knowledge - educating practitioners, advancing research, empowering consumers and informing policymakers about evidence-based care and health. In addition to Streams of Work above, KFH also made contributions to benefit the communities served in the following areas: E. Other Community Benefit Investments - support Community Benefit activities and programs beyond the national streams of work, including the administrative expenses of regional Community Benefit departments dedicated to supporting the organizations Community Benefit programs and services and coordinating related initiatives. F. Environmental Stewardship - protecting and improving the natural environment is a key component of KFHs mission to improve the health of the community it serves. Although costs associated with this initiative is not included in the dollars reported as Community Benefit investments, efforts in this area contributes to advancing a broader vision emphasizing healthy people and healthy environments while also improving health care quality and affordability. The following are details of the Community Benefit activities provided by Kaiser Foundation Hospitals: In 2016, Kaiser Foundation Hospitals expended approximately $852 million (at cost, net of $1.2 billion of related revenues) to support Community Benefit activities. The following summarizes many of the signature Community Benefit programs and services grouped according to the national Streams of Work. |
| A. Care and Coverage for Low-Income People | Improving health care access for those with limited incomes and resources is fundamental to Kaiser Foundation Hospitals mission. In 2016, the organization invested approximately $620 million (at cost, net of $1.1 billion of related revenues) to address the financing and delivery of health care for populations vulnerable due to socio-economic status, illness, ethnicity, age, or other factors. Program beneficiaries (under- and uninsured) received free or discounted care in a KFH facility. A.1. Charitable Care (Medical Financial Assistance and Charitable Health Coverage Programs) Kaiser Foundation Hospitals provides charity care to low-income vulnerable populations through the Medical Financial Assistance (MFA) and Charitable Health Coverage (CHC) programs. In 2016, KFH spent approximately $130 million (at cost, net of $49 million of related revenues) to support under- and uninsured patients treated in KFH facilities located in California, Hawaii, and Oregon. A.1.1. Medical Financial Assistance (MFA) Program Kaiser Foundation Hospitals Medical Financial Assistance program provides financial assistance for emergency and medically necessary services, medications, and supplies to patients with a demonstrated financial need. Patients must receive health care services at facilities operated by Kaiser Foundation Hospitals and/or from a Kaiser Permanente provider. Eligibility is based upon prescribed levels of income to patients who have exhausted other private and public sources of support. In 2016, KFH provided $129 million (at cost, net of $26 thousand in related revenues) of services under this program. At KFH, uninsured patients receive a discount on hospital and professional charges for emergency or other medically necessary care without an application and regardless of income level. The discount is provided to ensure than an uninsured individual is not charged more for emergency or other medically necessary services than the amounts generally billed to insured individuals receiving equivalent care. Contracted collection agency practices are aligned with the organizations social values and IRC section 501(r). Additionally, any patient experiencing financial hardship due to high medical expenses relative to their income level may qualify for the program under KPs high medical expense criteria. Eligibility for high medical expenses exists when the patients incurred out-of-pocket medical and pharmacy expenses over the previous 12-month period is equal to or exceeds 10% of annual income. High medical expenses can apply to any income level. A.1.1.1. MFA Program Offered in California In California, the MFA programs eligibility criteria allows patients falling at or below 350% of the Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in California received full forgiveness for over 104,000 inpatient days of care under the MFA program. A.1.1.2. MFA Program Offered in Hawaii In Hawaii, the MFA programs eligibility criteria allow patients falling at or below 400% of the Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in Hawaii received full forgiveness for over 6,100 inpatient days of care under the MFA program. A.1.1.3. MFA Program Offered in Oregon and Washington In Oregon and Washington, the MFA programs eligibility criteria allows patients falling at or below 300% of Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in Oregon and Washington received full forgiveness for over 30,000 inpatient days of care under the MFA program. The MFA program in Oregon and Washington also covers full or partial expenses for dental services if applicants meet qualifying guidelines. KFHs Northwest region has known for 40 years that dental care is a crucial component of total health. Research has shown that dental care combined with medical care improves health outcomes for members and the bottom line for insurers. Patients without dental insurance regularly present to the medical system with acute dental problems. The overall medical system is not designed to handle these kinds of emergencies, but increased coordination between dental and medical care systems could lead to improved care, reduced costs, and better quality measure in all systems. To participate in this program, the patient must have annual gross household income no greater than 200 percent of the Federal Poverty Guidelines. Patients are only eligible for Dental Financial Assistance every other year. In, 2016 approximately 400 people received dental financial assistance. A.1.1.4. Community Medical Financial Assistance (CMFA) The MFA program also includes support for community based initiatives, known as Community Medical Financial Assistance (CMFA) programs. CMFA programs are designed to broaden access to health care within the community and help KFH fulfill its objectives to reduce the financial barriers that limit access to care for qualified low income populations. KFH participates in several programs in collaboration with Kaiser Foundation Health Plan, Inc. and community-based organizations to provide charity care services to low income uninsured patients at its facilities or from Permanente providers. Patients are referred to the community MFA programs by one of the community-based organizations. The community-based organization takes responsibility for pre-screening each patient to make sure they meet the eligibility criteria. The following are descriptions of a few of the programs offered under community MFA: A.1.1.4.1 Operation Access Thirteen Kaiser Permanente Northern California Region hospitals participate in Operation Access, a nonprofit organization that mobilizes a network of medical volunteers, hospitals, facilities, and referring community clinics to provide the uninsured with donated outpatient surgeries and procedures that significantly improve their health, ability to work, and quality of life. Some of the most common procedures performed include hernia repairs, biopsies, and cyst excisions. A.1.1.4.2. Mission Cataract USA Kaiser Permanente's Rancho Cordova Medical Offices participates in Mission Cataract, a national program that offers free cataract surgery to people of all ages who have no means to pay. It was started in 1991 by Frederick A. Richburg, MD, Medical Director of Valley Eye Institute in Fresno, California, and expanded in 1992 to include six eye surgeons who offered free surgeries throughout California. The goal of Mission Cataract USA is to eradicate blindness due to cataracts and bring as many people as possible from blindness to useful productive lives. A.1.1.4.3. KP Soars KP SOARS provides services to uninsured patients from La Clinica de la Raza in Vallejo, California, to address breast care, gastroenterology, cardiology and orthopedic needs. Based on each individual patients treatment plan, related services are covered, including diagnostics and in-patient hospitalization. Patients are screened for medical need and financial eligibility by La Clinica de la Raza. The program, which serves up to 10 patients per month, is based on a joint agreement between KFH and Kaiser Foundation Health Plan, Inc., The Permanente Medical Group, and La Clinica de la Raza. A.1.2. Charitable Health Coverage (CHC) Program Charitable Health Coverage (CHC) is a unique approach to caring for low-income uninsured persons in the community. Eligible participants receive a regular Kaiser Foundation Health Plan, Inc. membership card and access to the full range of services and providers at Kaiser Foundation Hospital facilities - a much better alternative to a potentially costly emergency room visit or hospitalization. KFHs CHC programs have a long history of making a real difference in the lives of low-income people who might otherwise have no permanent medical home. In 2016, more than 61,000 low-income adults and children who were not eligible for other public or privately sponsored coverage received access to health care through facilities operated by Kaiser Foundation Hospitals in California and Oregon. KFH contributed approximately $600 thousand (at cost, net of $48.5 million of related revenues) to provide subsidized care to these underserved populations in 2016. |
| A.1.2.1. CHC Programs Offered in California | A.1.2.1.1. Child Health Program The Child Health Program provides comprehensive medical, dental and prescription coverage to eligible children under the age of 19 for California families with household income up to 300% of the Federal Poverty Guidelines who do not have access to other health insurance. After-subsidy, monthly payment amounts charged to members range from $0 to $20 per child per month, depending on family income, for a maximum of three children. Additional children are covered free of charge. As a result of an organization-wide initiative implemented in 2016 to restructure contractual payments made by Kaiser Foundation Health Plan, Inc. to its related hospital and unrelated physician providers, Kaiser Foundation Hospitals recognized net operating income under the Charitable Health Coverage program in the State of California for the first time. Consequently, the loss previously reported as a component of KFHs broader Community Benefit activities under this program in California has been eliminated for 2016. For comparative purposes, the total loss Kaiser Foundation Hospitals reported under this program in 2015 was approximately $39 million in California (at cost, net of $2.4 million of related revenues). A.1.2.1.2. Healthy San Francisco KFH provided access to approximately 700 KFHP, Inc. members participating in the Healthy San Francisco program at the end of 2016. Healthy San Francisco is a program created by the City and County of San Francisco to make health care services accessible and affordable for uninsured residents living on a combined family income at or below 500% of the Federal Poverty Level. It is available for all San Francisco residents, regardless of immigration or employment status, or pre-existing medical conditions. While this program is not an insurance plan, it does provide access to primary care, preventive services, and hospitalization within the city and county of San Francisco. KFH recognized no operating losses on the Healthy San Francisco program in 2016 for the reason outlined under the Child Health Program. A.1.2.2. CHC Program Offered in Oregon A.1.2.2.1. The Child Health Plan In Oregon and Washington, the CHC offering is the Child Health Plan. This program is open to children of low income families who reside in five school districts and who do not have access to other health coverage. The program provides comprehensive medical and prescription coverage to children in kindergarten through 12th grade. Children must come from a household with income less than 250 percent of federal poverty level and must not be eligible or enrolled in any private or public health plan. Eligible siblings age 3 to 19 can also receive services. The program includes enrollment in the KPIF Gold 0/20 Plan. A re-certification process is conducted approximately every two years to confirm that members remain eligible to participate. A.2.Participation in Medicaid and Other Government-Sponsored Programs Kaiser Foundation Hospitals has a long history of providing access to low- and moderate-income individuals as a nonprofit organization. In 2016, Kaiser Foundation Hospitals provided medical services valued at $490 million (at cost, net of $1.1 billion of related revenues) to individuals participating in government-sponsored programs in California, Hawaii, Oregon, and Washington. Improving access to care for vulnerable populations is fundamental to KFHs social mission to improve the health of communities served and consistent with the obligations of a tax exempt organization. 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 American population. KFH has responded to this challenge by developing organizational strategies to enable individuals whose coverage is changing due to personal or financial circumstances to continue to obtain medical care at facilities owned by the organization. Realized and anticipated growth in the organizations Medicaid offerings closely aligns with and supports KFHs core mission, tax exempt status, credibility in state and federal policy arenas, and community health needs focusing on access to care. A.2.1. Government-Sponsored Programs in California Highlights of the government-sponsored health care coverage programs supported by KFH in California include: A.2.1.1. Medicaid/Medi-Cal Managed Care KFH provided access to inpatient care for over 700,000 Medicaid/Medi-Cal managed care members in Northern and Southern California through various local and state government entities. Approximately $301 million (at cost, net of $744 million of related revenues) was invested in this program in 2016. Prior to 2014, KFH provided health care services to members participating in the federal- and state-funded Childrens Health Insurance Program (CHIP) offered by Kaiser Foundation Health Plan, Inc. California administers its CHIP program as part of Medicaid. Member counts and expenditures are included above. A.2.1.2. Medicaid/Medi-Cal Fee-for-Service KFH provided subsidized care on a fee-for-service basis to over 203,000 Medi-Cal patients who were not enrolled as members of Kaiser Foundation Health Plan, Inc. This accounted for approximately $162 million (at cost, net of $204 million of related revenues) of inpatient services provided by KFH in 2016. A.2.2. Government-Sponsored Programs in Hawaii Highlights of the government-sponsored health care coverage programs supported by KFH in Hawaii include: A.2.2.1. QUEST QUEST is a Medicaid managed care program run by Hawaiis Department of Human Services. The state administers the QUEST program and pays Kaiser Foundation Health Plan, Inc. to provide medical services. KFH provides access to the organizations health care facilities in connection with the QUEST program on the islands of Oahu and Maui. In 2016, KFH cared for approximately 28,000 individuals enrolled in QUEST and expended approximately $7.4 million (at cost, net of $34 million of related revenues) on subsidized medical care services. A.2.2.2. Medicaid Fee-for-Service Kaiser Foundation Hospitals provides services on a fee-for-service basis in states not participating in the Medicaid managed care program or for individuals/populations not enrolled in managed care. In 2016, KFH in Hawaii contributed $3.5 million (at cost, net of $2.3 million of related revenues) towards subsidized care for Medicaid patients who were not enrolled in the Kaiser Foundation Health Plan QUEST program. A.2.2.3. Childrens Health Insurance Program (CHIP) The Childrens Health Insurance Program provides health insurance coverage to children with family income up to twice the federal poverty guideline for Hawaii under Title XXI of the Social Security Act. CHIP is one of several aid categories under the QUEST program. More than 3,300 children enrolled in this program were cared for at KFH facilities in Hawaii at a total expense of $504 thousand (at cost, net of $1 million of related revenues) in 2016. A.2.3. Government-Sponsored Programs in Oregon and Washington Highlights of the government-sponsored health care coverage programs supported by KFH in Oregon and Washington include: A.2.3.1. Medicaid Managed Care Programs in Oregon and Washington Kaiser Foundation Hospitals supports Medicaid managed care programs in the states of Oregon and Washington in addition to a fee-for-service option. In 2016, KFH expended approximately $16 million (at cost, net of $82 million of related revenues) in the Northwest region to subsidize care under Medicaid. The following describe the programs and target populations: A.2.3.1.1. Health Share of Oregon With the establishment of Coordinated Care Organizations in the State of Oregon, Kaiser Foundation Health Plan, Inc. has joined Tuality Healthcare, Care Oregon, and Providence Health Services to form the largest Coordinated Care Organization in the State. Kaiser Foundation Hospital provides inpatient care services to the KFHP, Inc. members of this program which serves families in Clackamas, Multnomah, and Washington counties. |
| A.2.3.1.2. Washington Apple Health Care | Washington Apple Health Care is a Medicaid program offered by Molina Healthcare for low-income individuals that meet eligibility requirements for Medicaid. It is a fully-capitated state program managed by the Washington State Health Care Authority (HCA). Kaiser Foundation Hospitals provides services to eligible participants who reside in either Clark or Cowlitz counties through a subcontract with Molina Healthcare. A.2.3.2. Medicaid Fee-for-Service KFH provided $6.2 million (at cost, net of $5.8 million of related revenues) in subsidized care to Medicaid fee-for-service patients living in the states of Oregon and Washington in 2016. These services were billed to the Medicaid program on behalf of non-affiliated patients receiving medical attention in KFH facilities. When a Medicaid patient receives services from Kaiser Foundation Hospitals under this program, these expenses are recorded as non-capitated services and billed to the Medicaid program on a fee-for-service basis. A.2.3.3. Child Health Insurance Program (CHIP) In both Oregon and Washington, KFH provides health care services to members of KFHP, Inc.s Child Health Insurance Program. The program provides health insurance to children whose family income is between 200% and 300% of the federal poverty level, and who are not eligible for Medicaid. In both states, the program is governed by the Medicaid contract, and offers the same benefits. KFH incurred net losses of $336 thousand (at cost, net of $676 thousand of related revenues) under this program in 2016. A.3. Care and Coverage Investments in the Community In 2016, Kaiser Foundation Hospitals donated approximately $13.7 million to nonprofit and community-based organizations to improve access to health care for low-income families and individuals. The following are a few examples of the contributions made in this area: A.3.1 Contra Costa CARES Community Clinic Consortium received $85,000 to support Contra Costa CARES program, a 12 month pilot program connecting uninsured adults in Contra Costa County to a primary care medical home. Additional funding will enable program participants to receive an additional 6 months of coverage. Contra Costa CARES plans on assisting 3,000 uninsured undocumented adults with assignment to a primary care medical home within the CARES provider network. This grant will also assist with covering the cost of staff from respective partner organizations who will be trained on the application renewal processes. A.3.2 The Master Plan Phase I Project Kaiser Foundation Hospitals provided $5 million to Childrens Hospital & Research Center in Oakland, CA to support the UCSF Benioff Childrens Hospital capital program, "The Master Plan Phase I project". This funding a multi-year grant and is the 5th of five grants to provide a total of $25 million. The goals of the Phase I capital project are to build a Center for Advanced Outpatient Clinics, rebuild main hospital to increase the number of on-site patient beds to 210, create individual patient rooms and add additional support services and clinics. A.4. Prior Year Contributions for Care and Coverage Investments In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of care and coverage. In 2016, the following initiative was funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. A.4.1 Access to Life-Saving MRI Services In 2016, The Alameda Health Systems Foundation received a $6 million grant to acquire a 3T MRI suite and a 1.5T MRI upgrade for a new Highland Hospital acute care tower that opened in April 2016. These funds will also be used to replace aging and outdated structures and to improve access to low-moderate income, under insured and uninsured populations in Alameda County. |
| B. Community Health Initiatives (CHI) | The Community Health Initiatives (CHI) strategy aims to improve the health of individuals, families, and communities by addressing the social, economic, and environmental determinants of health. Research supports the central premise that excellent medical care alone is insufficient to create healthy people in healthy communities. Evidence underscores the importance of changing community environments as a critical community health strategy. Guided by this evidence, Kaiser Foundation Hospitals supports comprehensive initiatives that focus on policy and environmental changes to promote healthy eating and active living (HEAL), community safety, economic stability, and social and emotional wellness. Two of the primary programs supported within the CHI Stream of Work include: Healthy Eating, Active Living (HEAL) and Obesity Prevention Healthy eating, active living has been and continues to be a compelling focus for Kaiser Foundation Hospitals work, as obesity continues to be a significant and pervasive public health problem. Despite encouraging signs of obesity rates leveling off in recent years, substantial racial and ethnic disparities continue to exist. Also, through a focus on healthy eating and active living, Kaiser Foundation Hospitals can have a marked impact on a wide range of health conditions including pre-diabetes, diabetes, cardiovascular disease and several cancers that are affected by these behaviors. Finally, a focus on nutrition, physical activity and weight management are highly aligned with Kaiser Foundation Hospitals clinical expertise in this area, including a prevention orientation and a number of existing programs and partnerships. Wherever possible, KFH supports a concentration of multiple strategies that enable sustainable change towards healthy eating and active living lifestyles. These include policies and practices to reduce the availability and consumption of sugar-sweetened beverages, encourage the establishment of safe spaces, promote active transportation policies that support equitable public transit, and create connections between health clinics and community resources. Thriving Schools Thriving Schools is an initiative to improve healthy eating, physical activity, and social and emotional wellness in K-12 schools within Kaiser Foundation Hospitals geographic service areas. Thriving Schools efforts focus on policy, systems, and environmental changes that make the healthy choice the easy choice. Interventions aim to create a culture of health on school campuses to spur individual behavior change targeting students, teachers, and staff. In 2016, KFH spent approximately $21.2 million to support Community Health Initiatives that addressed needs underscored by recent Community Health Needs Assessments - obesity and related conditions, economic security, violence/injury prevention, climate and health, and transportation and built environment. B.1. CHI Investments in the Community Kaiser Foundation Hospitals investments in the CHI Stream of Work during 2016 included the following: B.1.1. PHA/HEAL Kick the Can Campaign In 2016, KFH provided $200,000 in grant funds to the Public Health Advocates (PHA) Healthy Eating Active Living (HEAL) Cities Campaign in a national effort to develop and disseminate information, tools, and personalized technical assistance for municipal leaders to pass policies, change practices, and create environments that advance obesity prevention. PHAs Kick the Can campaign, advances policies aimed toward reducing access to sugar-sweetened beverages and improving access to safe drinking water policies. This project is expected to support at least 20 cities in their efforts to implement specific healthy beverage policies, identify two HEAL cities to become trauma-informed communities via resolutions and provide technical coaching to 100 city officials in 50 targeted cities that adopt HEAL resolutions and policies. B.1.2. Accessible Wealth-Building Opportunities In 2016, Greenlining Institute received $90,000 to increase accessible wealth-building opportunities in the green economy, the health sector, and housing for communities of color in Oakland. The primary goal of this project is to work with the city, banking partners, community groups and other stakeholders to find win-win solutions that uplift our communities. Expected outcomes include increasing investments in health pipeline programs, particularly for boys and men of color, as well as trauma-informed training. B.1.3. California Court Appointed Special Advocate Association(CalCASA) In 2016, CalCASA received support of $60,000 from KFH so it could provide customized technical assistance and advocates for progressive child welfare policy and practice. This project will bring together professionals in law and medicine, volunteers and local staff to determine best practices related to the administration of psychotropic medication to children and youth in foster care. The outcome is expected to impact 157 staff and 3,357 volunteers in eight counties working with the more than 5,600 foster children across Southern California. B.1.4. Mercy Housing California KFH awarded Mercy Housing California a grant of $50,000 in 2016 to continue to partner with the Student and Family Community Center at Leataata Floyd Elementary School. The purpose of this project is to implement a trauma-informed care approach at the school and nearby housing complex. Students and families will be able to obtain mental and physical health services with the aid of community health navigators and youth engagement specialists. This program is expected to reach a total of 500 people. B.1.5. Code for America (CFA)- GetCalFresh In 2016, CFA received $85,000 from KFH to expand the use of the GetCalFresh digital tool making it easier to apply for CalFresh (food stamps). Through CFAs partnership building efforts with community-based organizations and government agencies to promote the use of the tool, eligible participants will receive their CalFresh benefits more easily. CFA has a goal to reach up 868,224 people in the six counties they already serve. Plans include expansion into three new counties in which eligible participants would have access to the tool. B.1.6. HEAL Cities Campaign Oregon Public Health Institute (OPHI) received a grant for over $349,000 to expand The HEAL Cities Campaign to 9 additional cities bringing the total to 38 participating cities in 2016. HEAL Cities campaign recruits and provides technical assistance to elected officials and key city staff by educating civic leaders about the unique role their city can play in creating healthy communities, as well as providing resources to support the adoption and implementation of Healthy Eating Active Living policies. Small grants were provided to 7 HEAL cities to promote policy implementation efforts. B.2. Prior Year Contributions for CHI Investments In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of community health initiatives. In 2016, the following initiatives were funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. B.2.1. Oakland Promise KFH awarded The Oakland Public Education fund a grant of $3 million in 2016 to continue to support the Oakland Promise initiative, led by the Mayor's Office, Oakland Unified School District (OUSD), East Bay College Fund, and Oakland Education Fund, to create an expectation that higher education is possible for all Oakland children. The program is designed to reach 14,000 ethnic minority at-risk youth individuals. Oakland Promise has a vision of working together as a community, to ensure every child in Oakland graduates from high school with the expectations, resources, and skills to complete college and be successful in the career of his or her choice. Oakland Promise considers its program to be a cradle-to-career initiative aimed at tripling the number of college graduates from Oakland within the next decade. B.2.2 Healthy Food Access In 2016, Community Partners Los Angeles Food Policy Council, the fiscal agent for Los Angeles Food Policy Council (LAFOC), received $50,000 in connection with a multi-year grant funded by a prior contribution to a community foundation donor advised fund to support the adoption of sustainable and healthy food systems for underserved communities. This grant helped enable 26 farmers markets to become SNAP authorized retailers. LAFPC was able to recruit 24 corner stores into the healthy food purchasing cooperative for small retailers, known as COMPRA (Community Markets Purchasing Real Affordable) Foods. |
| B.2.3. HOPE SF | KFH continues to support the San Francisco Foundation for a large scale public housing revitalization project, HOPE SF, which is in the second year of a three year $3 million grant. In 2016, the program received $1 million to continue the work of the project which includes a Peer Health Leadership program to support residents to lead healthy lifestyles, improve resident mental health, and increase community safety. To date more than 20 Peer Leaders have been hired and trained to support community residents to create personal health plans and conduct projects within the community to support residents to adopt healthy lifestyle practices. At least 1145 HOPE SF households (at least 3000 residents) were reached by the program through door knocking, flyers, and social networking. Over 700 residents have been directly served through "healthy eating, active living" activities led by peer health leaders. C. Safety Net Partnerships Kaiser Foundation Hospitals is committed to building partnerships with the institutions that serve on the front lines of health care for the uninsured and underserved. By providing support to community health centers, public hospitals, and local health departments, KFH helps them deliver care and treatment to the most vulnerable in our communities. KFH is dedicated to investing in communities and promoting good health for the communities served. As such, Safety Net Partnership (SNP) initiatives aim to strengthen the system of community clinics, public hospitals, and health departments to promote access to high quality care for the uninsured and underserved vulnerable populations. KFH also focuses on improving access to health services and the transformation of care delivery to meet the challenges of the ever evolving performance expectations and revenue design. Efforts to improve access and transform care include work on: increasing access to specialty care services; increasing the utility of health information technology in safety net settings; addressing mental health and wellness, improving population outcomes and eliminating health disparities. KFH also supports innovative efforts to bring both health care and support services closer to underserved populations through partnerships with school based health centers and community clinics. Investments in Safety Net Partnerships target the following strategic focus areas: I. Care Delivery Transformation II. Capacity Building III. Clinic-Community Integration IV. Policy, Systems, and Environmental Change V. Create and Spread Knowledge VI. Total Health In 2016, KFH spent approximately $22.5 million to support Safety Net Partnerships as access to affordable quality care and health disparities amongst vulnerable populations were identified as significant and pervasive barriers to health in the 2016 Community Health Needs Assessments in the communities that KFH hospitals served. The following are examples of initiatives funded in accordance with the objectives of the Safety Net Partnerships Stream of Work during the year. C.1. Safety Net Partnerships Investments in the Community C.1.1. Housing is Healthcare Initiative Central City of Concern, Inc. in the Northwest region received over $1.3 million in 2016 for the Housing is Healthcare Initiative which brought together six local hospital and health systems to collaborate on three transformational integrated healthcare and housing campuses with 385 units of affordable housing for special needs populations. The centerpiece of the new project is the planned Eastside Integrated Housing & Services Campus, which will provide integrated housing and clinical services focusing on recovery and mental health services, with integrated primary care and urgent care services. C.1.2. Home for Good (HFG) Collaborative for Los Angeles County In 2016, KFH contributed eight grants ($90,000 each) totaling $720,000 to organizations representing the Service Planning Areas of Los Angeles County. HFG provided housing coordination and placement services for 2,407 chronically homeless individuals in Los Angeles County. By participating in projects such as this, KFHs resources contribute to the provision of homeless health and wellness beyond medical care, and address social determinants of health such as housing, transportation, job training and placement. C.1.3. Community Health Workers In the Northwest, KFH provided a grant of $125,000 to the Oregon Public Health Institute for the Warriors of Wellness (WOW) project. Funding from this grant supports community health workers in conducting health promotion activities in their communities and collaboration with community-based organizations. Over the past three years, the WOW collaborative has brought together five culturally-specific community-based organizations that employ community health workers to build a model for contracting with health systems. C.1.4. Quality Improvement and Population Health: ALL/PHASE Protocol Kaiser Foundation Hospital issued a series of grants to support safety net clinics in adopting "ALL/PHASE" into clinical guidelines and care management protocols, leveraging KFHs evidence-based practices. KFH Northern California Community Benefit continues and has expanded its signature program, PHASE, to support the safety nets capacity to implement chronic care management program designed to reduce cardiovascular disease, increase capacity for reporting utilization and quality measures using HEDIS, and building system capacity for managing population health. Kaiser Foundation Hospitals ALL/PHASE treatment protocol targets those patients most prone to cardiovascular death. "ALL" stands for Aspirin, Lisinopril, and Lovastatin and clinical studies show it to be effective in reducing cardiovascular risk. It is projected that over a three-year period, patients that receive the ALL treatment protocol will have a 60 percent lower incidence of hospitalizations for heart attacks and strokes. C.2. Prior Year Contributions for Safety Net Partnerships In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of safety net partnerships. In 2016, the following initiatives were funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. C.2.1 ALL HEART In 2016, Community Clinics Heath Network (CCHN) of Southern California was awarded an installment of $175,000 as part of a total commitment of $350,000 from a community foundation donor advised fund. CCHN serves as a Project Office to further translate the ALL protocol across the Southern California Region. The program was renamed to ALL HEART to encompass lifestyle measures such as Heart smart diet, Exercise, Alcohol limits, RX medicine compliance and Tobacco. CCHN has exceeded targets for ALL HEART, reaching over 35,000 patients served by 14 health centers and 75 clinic sites in Southern California. |
| D. Developing and Disseminating Knowledge | The Developing and Disseminating Knowledge Stream of Work supports activities that improve health care by sharing knowledge, educating practitioners, advancing research, empowering consumers and informing policymakers about evidence-based care and health. Kaiser Foundation Hospitals spent $148 million (at cost, net of $94 million of related revenues) in 2016 to support programs and services associated with the development and dissemination of knowledge. D.1. Medical Research Programs As the largest nonprofit integrated health system in the United States, Kaiser Permanente has a long history of conducting health research related to both prevention and treatment of disease that benefits both Kaiser Foundation Hospital patients and the communities that are served. These research efforts are core to the collective organizations mission to improve population health, and promote continued learning. Researchers study critical health issues including: cancer, cardiovascular conditions, diabetes, behavioral and mental health, and health care delivery improvement while remaining broadly centered upon the following three themes: - Understanding health risks - Addressing patients needs and improving health outcomes - 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 more than 10 million geographically and demographically diverse members and non-members. D.1.1. National Research Program The Division of Research in Northern California, Department of Research and Evaluation in Southern California, and Centers for Health Research in Oregon and Hawaii are four of seven regional centers overseen and administered by the Kaiser Foundation Research Institute (KFRI) and three national research infrastructure support centers. Research projects conducted by this collaborative team have yielded findings that affect not only the practice of medicine within the area served by KFH, but also for society-at-large. The following are descriptions of the entities providing support at the national level. D.1.1.1. Kaiser Foundation Research Institute (KFRI) The Kaiser Foundation Research Institute (KFRI) is a national program established in 1958 to administer and support research at Kaiser Permanente. KFRIs responsibilities include: overseeing and maintaining Kaiser Permanente's relationship with federal granting agencies, providing contract negotiation services for all regional centers, promoting responsible research conduct; and partnering with clinical trials stakeholders across Kaiser Permanente to ensure quality and compliance through the clinical trials program. D.1.1.2. The Center for Effectiveness and Safety Research (CESR) The Center for Effectiveness & Safety Research enhances opportunities to answer questions about which interventions work best for whom across all of KPs regional centers by investing in the ongoing development of a common data model, convening researchers and organizational leaders at an annual meeting and via webinars, and by conducting research. The center routinely partners with investigators in KPs regional research centers and with selected operational analytical groups. D.1.1.3. The Utility for Care Data Analysis (UCDA) The Utility for Care Data Analysis (UCDA) was created to ensure that analysts and researchers throughout Kaiser Permanente are able to fully realize the analytical potential of Kaiser Permanentes enterprise-wide information systems. This allows experts to compile and compare clinical and utilization data from across Kaiser Permanente in order to assess patterns in health, health care delivery, and clinical quality. UCDA has developed tools for using geographic information systems and providing analytic support for Community Benefit, including the Community Health Needs Assessments. D.1.1.4. The Kaiser Permanente Research Bank The Kaiser Permanente Research Bank is a research resource designed to help the organization better understand how peoples health is affected by their genes, behaviors and the environment. It allows researchers to use DNA and other health information voluntarily provided by a diverse cross-section of KP members to study how genetic and environmental factors affect health, and look for new ways to diagnose, treat and prevent certain diseases. KP has set a goal to collect data from a total of 500,000 participants from all seven regional centers, which would make it one of the worlds largest and most diverse repositories of genetic, environmental and health data. To date, more than 250,000 members from four geographic regions, including Northern and Southern California and the Northwest, have participated in bio-banking efforts. D.1.2. Regional Research Centers D.1.2.1. The Division of Research Northern California The Division of Research was established in 1961. DORs program is built on a base of rigorous epidemiologic investigation in a large, well-characterized population and has made major contributions in risk factor identification, prevention, and drug safety. New areas of inquiry include the role of genes and the environment in health, the use of health informatics, the management of chronic conditions, and delivery science to enhance specialty care. In 2016, KFH invested $15.5 million in medical research for The Division of Research- Northern California. Number of investigators: 57 Number of support staff: 533 Number of journal publications in 2016: 361 Number of clinical trials in 2016: 415 Number of active studies (clinical trials and non-clinical trials) in 2016: 796 Top research areas: - Behavioral health and aging - Cancer - Cardiovascular and metabolic conditions - Health care delivery and policy - Infectious diseases - Vaccine Study Center - Women's and children's health D.1.2.1.1. Major Areas of Funded Research The following are examples of research projects conducted by KFH investigators at the Division of Research in Northern California in 2016: D.1.2.1.1.1. Modeling to Improve Prostate Cancer Outcomes Across Diverse Populations Research Area: Cancer Cancer Intervention and Surveillance Modeling Network (CISNET) is a consortium of the National Cancer Institute (NCI) sponsored investigators who are using statistical modeling to improve understanding of cancer control interventions in prevention, screening, and treatment, and their effects on population trends in incidence and mortality. The CISNET prostate group is adapting and applying models of prostate cancer natural history and survival to understand how changes in prostate cancer screening and treatment impact disease outcomes. Kaiser Permanente is participating in the third funding cycle of this project by conducting targeted analyses that can be used within the overall CISNET models, specifically focusing on outcomes among men with low-risk and local disease. These models can be used to guide public health research and priorities, and they can aid in the development of optimal cancer control strategies. Primary Funding Provided By: National Cancer Institute |
| D.1.2.1.1.2. Excessive Gestational Weight Gain and Postpartum | Glucose Intolerance in Women Research Area: Diabetes This study is using data from the prospective Kaiser Permanente Northern California pregnancy and birth cohorts to determine whether excessive gestational weight gain is related to glucose intolerance (pre-diabetes or type 2 diabetes mellitus) after pregnancy in a racially diverse sample of women. The sample includes women who delivered full term, singleton births at a Kaiser Permanente Northern California hospital from 2008-2012 without a prior history of diabetes, and will evaluate glucose intolerance based on electronic medical records. Primary Funding Provided By: Kaiser Permanente Community Benefit D.1.2.1.1.3. Novel Air Pollution Mapping and Health Disparities in Oakland, CA Research Area: Health Care Delivery and Comparative Health Systems The Environmental Defense Fund is collecting air pollution data for high-resolution air quality mapping. The target study region includes areas of east, west, and downtown Oakland, as defined by the boundaries of the data collected by the Environmental Defense Fund. Air pollution data will be linked to geocoded addresses and electronic medical records in the Kaiser Permanente Northern California database. Researchers are estimating the relationship between differences in traffic-related air pollution levels and health disparities across multiple disease areas. Primary Funding Provided By: Environmental Defense Fund. D.1.2.1.1.4. The Early Start Program: Trends in Substance Use During Pregnancy and Predictors of Program Participation Research Area: Behavioral Health and Mental Health Use of alcohol, tobacco and other drugs remains a paramount problem in pregnancy leading to preventable morbidity and mortality. Kaiser Permanente Northern Californias well-established, integrated prenatal substance use intervention program, Early Start (ES), has been successful in improving prenatal outcomes and lowering overall healthcare costs among women at risk for prenatal substance use. However, not all at-risk women are reached by ES, and those who do not participate have poorer neonatal outcomes, meriting special attention and in-depth study. Prior ES research focused on pregnant women identified from 1999-2005. In light of emerging data indicating changes in overall patterns of substance use, it is important to assess how pregnant women who use substances during pregnancy have changed in recent years, and to identify risk factors that predict non-participation in ES. This study is: 1) evaluating patterns of substance use among pregnant women during universal prenatal screening from 2009-2015, and examining differences by key demographic factors; and 2) investigating how demographics, clinical characteristics, and substance type(s) predict non-participation in ES among women who screen positive for prenatal substance use in recent years. Primary Funding Provided By: Kaiser Permanente Community Benefit D.1.2.2. The Department of Research and Evaluation Southern California The Department of Research & Evaluation was established in 1963 and focuses on conducting research with real-world implications and translating findings into practice. The department is expanding and building scientific expertise in new research areas, including health services research and implementation science, which helps Kaiser Permanente to understand how to provide better and more affordable care for members and the communities from which they come, as well as bridge the gap between research and practice. In 2016, KFH invested approximately $9 million in medical research for The Department of Research and Evaluation Southern California. Number of investigators: 28 Number of support staff: 330 Number of journal publications in 2016: 470 Number of clinical trials in 2016: 450 Number of active studies (clinical trials and non-clinical trials) in 2016: 1271 Top research areas: - Cancer - Cardiovascular diseases - Diabetes - Health services research and implementation science - Obesity - Vaccine safety and effectiveness - Maternal and infant health D.1.2.2.1. Major Areas of Funded Research The following are examples of research projects conducted by investigators at the Department of Research and Evaluation in Southern California in 2016: D.1.2.2.1.1. Follow-Up Care and Preventive Service Use Among Survivors of Adolescent and Young Adult Cancer Research Area: Cancer Survivors of adolescent and young-adult (AYA) cancers are at increased risk of a second cancer and other chronic conditions due to their cancer treatment. The Childrens Oncology Group Long-Term Follow-up Guidelines include specific screening recommendations for AYA cancer survivors based on their original treatment protocol. This study is examining the current pattern of follow-up care to determine if the guidelines are being followed, and to identify gaps in care and potential areas for intervention. Primary Funding Provided By: National Cancer Institute D.1.2.2.1.2. Effectiveness of Gastric Sleeve vs. Gastric Bypass for Cardiovascular Disease Research Area: Cardiovascular Conditions This study is addressing the limitations in the current bariatric surgery literature to provide clinicians and policy makers with the evidence they will need to make decisions about which bariatric procedures are best for improved cardiovascular health and safety for patients. To do this, researchers are comparing how the two leading bariatric surgical procedures - Roux-en-Y Gastric Bypass (RYGB) and Vertical Sleeve Gastrectomy (VSG) - can benefit people who are severely obese. Although VSG is the most frequently performed bariatric procedure in the United States, patients and physicians do not have sufficient, high-quality, comparative effectiveness data for VSG to adequately inform treatment decisions between VSG and RYGB Primary Funding Provided By: National Heart, Lung, and Blood Institute D.1.2.2.1.3. Predictors of Weight Loss Failure and Regain in Bariatric Patients Research Area: Health Care Delivery and Comparative Health Systems The BELONG (Bariatric Experience Long Term) study is determining how the most frequently used bariatric procedures-bypass and gastric sleeve-can be used to benefit people who are severely obese. Bariatric surgery is the most promising treatment for weight loss for these patients. Weight loss among people who have the surgery, however, varies significantly and some patients have significant social and psychological changes as a result of the surgery. This study is designed to fully understand KPSC bariatric patients experience with weight loss up to three years after surgery. This will be done with patient surveys, focus groups, and interviews. Primary Funding Provided By: National Institute of Diabetes and Digestive and Kidney Diseases |
| D.1.2.3. The Center for Health Research Northwest | The Center for Health ResearchNorthwest (CHR) was established in 1964 and has been a leader in the field of research for 50 years. As the research landscape has shifted over that time, CHR has adapted and cultivated new strengths, while remaining true to its guiding mission of advancing knowledge to improve health and transform health care. The Centers research covers a broad range of topics including cancer, diabetes and obesity, health disparities, mental health, maternal and child health, evidence-based medicine and policy, health services improvement and health economics, genetics, and oral health (in collaboration with the only dental program in Kaiser Permanente). In 2016, KFH invested $5.4 million in medical research for The Center for Health Research - Northwest Number of investigators: 32 Number of support staff: 230 Number of journal publications in 2016: 170 Number of clinical trials in 2016: 153 Number of active studies (clinical trials and non-clinical trials) in 2016: 696 Top research areas: - Vaccine safety & effectiveness - Genetics - Mental health - Cancer - Women's health D.1.2.3.1. Major Areas of Funded Research The following is an example of a research project conducted by KFH investigators at the Centers for Health Research in the Northwest in 2016: D.1.2.3.1.1. Participatory Research to Advance Colon Cancer Prevention Research Area: Cancer About half of the adults in the U.S. who should get screened for colorectal cancer do not get screened. Clinics that mail fecal tests to patients who are due for screening can increase screening rates and reduce screening disparities. With the goal of catching and treating cancers early, researchers are using a novel, participatory approach to test reminders to a mailing program and will subsequently test the spread of the program throughout a community clinic network. Primary Funding Provided By: National Institute on Minority Health & Health Disparities D.1.2.4. The Center for Health Research Hawaii The Center for Health ResearchHawaii was established in 1999. The work undertaken by the Center is specially attuned to the health issues of the local population, which suffers disproportionately from several chronic diseases, primarily diabetes and heart disease. Research includes chronic disease prevention and epidemiology, as well as health information technology and care delivery research. In 2016, KFH invested $1.6 million in medical research conducted by The Center for Health Research - Hawaii Number of investigators: 3 Number of support staff: 32 Number of journal publications in 2016: 5 Number of clinical trials in 2016: 57 Number of active studies (clinical trials and non-clinical trials) in 2016: 123 Top research areas: - Chronic diseases - Diabetes - Epidemiology - Health information technology - Health services D.1.2.4.1. Major Areas of Funded Research The following is an example of a research project conducted by KFH investigators at the Centers for Health Research in Hawaii in 2016 in collaboration with the Center for Health Research in the Northwest: D.1.2.4.1.1. QDiabetes Model Redevelopment Research Area: Diabetes Kaiser Permanente Primary Site: Northwest Region Collaborating Kaiser Permanente Site: Hawaii KFH currently screens patients at risk for developing type 2 diabetes. To improve the accuracy and efficiency of the screening, researchers are redeveloping the QDiabetes model, which was developed for patients and primary care clinics in the United Kingdom. The redeveloped model's predictions are customized to patients, outpatient clinics and data sources (e.g., HealthConnect). Primary Funding Provided By: Kaiser Permanente Community Benefit |
| D.2. Health Sciences and Medical Libraries | KFH actively supports medical libraries and other health resource and information dissemination services. These programs give medical staff and the greater professional community access to health-related research conducted within and outside of KFH. Medical libraries participated in an inter-loan system with other community hospitals, supported students in training and education programs to conduct literature searches, and conducted searches for community clinics and other community-based organizations on advances in medical treatment, clinical protocols and new development on specific health issues. In 2016, the $443 thousand invested in health sciences and medical libraries in California, Hawaii, and Oregon assisted users in completing thousands of requests for general knowledge and literature searches for research purposes. One example of the resources available to the community is the KFH Sunnyside medical library. It is one of two KFH regional libraries in Oregon, and is open 5 days a week. The library supports the local community, students, residents, and KP members. The library services available to the community are promoted on the KFH Sunnyside Medical Library external internet site. These services include in-depth research, answering reference questions, providing consumer health information and document delivery. Community members are invited to check out books from the updated consumer health book collection and its medical and nursing book collections. The community patrons are issued a library card. The library has a dedicated community computer that is available to the public. The computer is used daily by volunteers, interpreters, student interns, family members of patients, KP members and the community. In addition to providing health information to community members, library staff advises patrons of all skill and reading levels about how to access appropriate health information and resources online. D.3. Educational Theatre Programs (ETP) For 30 years, the Educational Theatre program has been using live theatre, music, comedy, and drama to inspire children, teens, and adults to make healthier choices and better decisions about their well-being. KFHs award-winning programs are as entertaining as they are educational and were developed with the advice of teachers, parents, students, health educators, medical professionals, and professional theatre artists. Professional actors who are also trained health educators deliver all performances and workshops. The programs share health information and develop individual and community knowledge about leading healthier lives. Programs are presented free of charge to schools and the general community. In addition to performances and classroom workshops, ETP supplies schools and organizations with supplementary educational materials including workbooks, parent and teacher guides, and student wallet cards. All materials are designed to reinforce the messages presented in our programs. ETP performances are localized to suit local cultures, norms, and audience on a regular basis. The 2016 productions focused heavily on healthy eating and active living, nutrition, and mental health, depending on the health priorities of the area as identified in their respective Community Health Needs Assessments. The Educational Theatre Program offers a wide repertoire of programs for students from grade K to 12 and families that address literacy promotion, healthy eating active living, conflict resolution and violence prevention, adolescent bullying prevention, sexually transmitted disease prevention, and family oriented workshops that introduce parents and families to the concepts their students learned and are encouraged to make changes to become healthier families. KFH in California, Northwest (Oregon, Washington) spent approximately $9.8 million to provide more than 450,000 children and adults the opportunity to view or participate in one of the more than 2,900 performances, workshops, and other educational interactions offered during 2016. D.4. Health Professional Training and Education In 2016, KFH spent approximately $99 million (at cost, net of $20 million in related revenues) to provide continuing medical education to healthcare professionals affiliated with colleges and universities and other health care providers. D.4.1 Graduate Medical Education KFH 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 2016, KFH contributed $77 million (at cost, net of $20 million of related revenues) to educate 900 independent and more than 2,100 affiliated interns and residents in California, Hawaii, Oregon, and Washington. 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. As a part of receiving training in a Kaiser Foundation Hospital setting, exposure to understanding culturally competent care is heavily emphasized. To further understand barriers to receiving health care in the community, KFH also offers a one-year Community Medicine Fellowship in Southern California. These are full-time positions where fellows may work in multiple community settings, providing direct care, exploring connections in personal professional goals for community service, and identifying opportunities for systems-based improvements. In addition, in the Northwest region, KFH Sunnysides Department of Graduate Medical Education serves as a training resource for 18 affiliated residency programs, providing a variety of specialties options for the residents, fellows, medical, and affiliated clinician students from both local and national institutions. Each academic year more than 300 trainees participate in the program. The KFH Sunnyside medical library services are also available to residents and students. D.4.2 Nurse Practitioner and Other Non-Physician Training Programs During 2016, KFH spent over $22 million on 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. The following are descriptions of training programs offered: D.4.2.1. Kaiser Permanente School of Allied Health Sciences (KPSAHS) The Kaiser Permanente School of Allied Health Sciences (KPSAHS), located in Richmond, California, was originally established in 1989 as a radiology program in response to the severe shortage of radiology technologists. Due to the continued national shortage of medical imaging and therapy workforce, KPSAHS expanded the school to include 18-month programs in sonography, nuclear medicine and radiation therapy. In addition, the school provides courses in anatomy and physiology and advanced/basic phlebotomy. Over 800 students participated in the KP School of Allied Health Sciences in 2016. D.4.2.2. Community College Partnerships In Southern California, KFH partners with community colleges as a clinical affiliate for radiologic technology, diagnostic medical sonography (ultrasound), and/or nuclear medicine. Students officially enrolled in these programs complete a clinical internship as an integral part of the curriculum. D.4.2.3. Community Rehabilitation Education The Community Rehabilitation Education Program is directed toward advancing the practice of Occupational therapy, Physical therapy and Speech therapy by providing evidence-based, state of the art course work for rehabilitation professionals in Northern California. Each year educational needs are identified and local and nationally known speakers are brought to Northern California for weekend conferences and hands on laboratory sessions. We work to impact quality of care in the northern California community through greater opportunities for training. |
| D.4.2.4. Pharmacy Residency Programs | Through the pharmacist residency programs in California, licensed pharmacists gain additional experience and training in the provision of pharmaceutical care and administrative pharmacy services in an integrated managed care organization during a one- or two-year postgraduate education and training program. These programs enable residents to improve their clinical knowledge and skills while enhancing continuity of patient care in a wide range of ambulatory, intermediate and hospital settings. Approximately 130 pharmacists were engaged in the residency program in 2016. D.4.2.5. Physical Therapy Residency Program The Physical Therapy Residency Program provides education in the specialty area of physical therapy. This program offers physical therapy residency positions at non-KFH facilities in southern California. Program graduates are able to sit for board certification examinations in physical therapy, and apply to participate in a physical therapy fellowship program. Over 400 individuals participated in physical therapy clinical internships, fellowship programs and neurologic residency programs in 2016. D.4.2.6. School of Anesthesia for Nurses The Kaiser Permanente School of Anesthesia for Nurses, founded in 1972, helped pioneer graduate-level education for nurse anesthetists. In partnership with California State University Fullerton, the school offers a two-year sequential academic and clinical graduate program for nurses with a baccalaureate degree. Students earn a Masters of Science in nursing with a clinical specialty in anesthesia. In 2012, the Kaiser School of Anesthesia/California State University Fullerton was ranked by U.S. News and World Report's "Best Graduate Schools 2009" as one of the top nurse anesthesia programs in the nation. In Southern California Region, the school has partnered medical centers, hospitals, military hospitals and universities to provide additional clinical rotation opportunities for students. Scholarships for students are available through National Black Nurses Association and American Association of Nurse Anesthetists Foundation. In California Region, the school has a partnership with Loma Linda University and Samuel Merritt University to provide distance learning for students statewide. D.4.2.7. Delores Jones Nursing Scholarship Program The Delores Jones Nursing Scholarship Program provides financial assistance for students enrolled in any California nursing program to encourage and support them to become registered nurses or to pursue advanced nursing degrees. Scholarships are based primarily on financial need, grade point average, and are awarded in several categories including academic excellence in pre-licensure, graduate studies, and doctoral programs. In 2016, approximately 260 students received scholarships. D.5. Self-Sufficiency Programs KFH provided community-based programs and services to low-income residents and students through learning centers and youth employment programs. In 2016, KFH spent $7.4 million to support the following programs. D.5.1 Watts Counseling and Learning Center (WCLC) Since 1967, Watts Counseling and Learning Center (WCLC) has a valuable community resource for low-income, inner-city families in South Los Angeles. WCLC provides mental health and counseling services, educational assistance for children with learning disabilities, and a state-licensed and nationally accredited preschool program. In addition, WCLC operates several outreach programs, including Kids Can Cope support groups (for children whose siblings or parents have cancer), pre-employment training for high school youth, and scholarships for high school students, and training for graduate social work interns from local universities. D.5.2 Educational Outreach Program (EOP) Educational Outreach Program (EOP) provides education and support services, primarily for Latino families, in the San Gabriel Valley section of Los Angeles County. The focus of EOP is to provide programs and activities that improve school performance, promote family communication, teach skills that are needed to meet various life tasks and alleviate stress, create opportunities for the development of leadership skills for both youth and their parents so they can address issues that impact their community, and increase awareness of professional opportunities in the health field for young people. Programs offered include homework assistance and study skills classes, mother-daughter workshops, assessment of mental health needs in the community, and summer enrichment sessions. D.5.3. Youth Employment Programs Several Youth Employment programs offered in Southern California focus on providing underserved diverse students with meaningful employment experiences in the health care field. Educational sessions and motivational workshops introduce them to the possibility of pursuing a career in health care while enhancing job skills and work performance. These programs serve as a pipeline for the organization and community-at-large, enhancing the future diversity of the health care workforce. Programs include: - KP INROADS College Internship Program - Health Career Connection (HCC) College Internship Program - Kaiser Permanente Southern California Internship Program Apothecary Circle - Kaiser Permanente L.A.U.N.C.H Summer Youth Employment Programs (SYEP) |
| E. Other Community Benefit Investments | In 2016, Kaiser Foundation Hospitals spent approximately $26.6 million to support Community Benefit activities and programs beyond the national streams of work. This included the administrative expenses of regional Community Benefit departments dedicated to supporting the organizations Community Benefit programs and services and coordinating related initiatives. The following is an example of programs funded in this area. E.1. Tumor Board and Cancer Registry KFH spent $1.4 million to support the Tumor Board and Cancer Registry in the Northwest and Hawaii regions. Besides being a statistical database utilized by clinicians and researchers within the regions, the registry submits statistics to the National Cancer Data Base annually. The Cancer Program, which oversees the registry, is surveyed for accreditation every three years by the American College of Surgeons Commission on Cancer. E.2. Technical Assistance Awards The KFH Sunnyside and KFH Westside capacity building technical assistance fund provides technical support to help organizations strengthen and build their capacity through training and consultation in areas such as strategic planning, board development, financial management, effective use of technology, and organizational development. The Kaiser Permanente Fund, administered by the Nonprofit Association of Oregon, provides small grants from $2,000 to $6,000 to organizations seeking consulting, training services and membership to the Nonprofit Association of Oregon. E.3. Kaiser Permanente Community Fund (KPCF) The Kaiser Permanente Community Fund at the Northwest Health Foundation exists to create health where it begins - in our neighborhoods, schools, and workplaces. Investments have been made over time to create strategic opportunities for health and create lasting change. Since 2004, The Community Fund has awarded over $30 million dollars to more than 140 organizations. These funded partners achieved many significant accomplishments. Included in those accomplishments are 97 system changes that shifted or realigned status quo conditions through changes to the built environment, organizational practices, and public policies. Over the years, KPCF has also contributed to a broadened understanding of how non-medical factors influence health and a reframing of how health is perceived and achieved in the Northwest region. In 2013, the KPCF Advisors selected three specific social determinants of health that build on community momentum and have the greatest opportunity for long-term impact. They include Educational Attainment, Healthy Beginnings and Early Childhood Development, and Economic Opportunity. F. Environmental Stewardship Poor environmental quality contributes to disease, illness and economic insecurity. Kaiser Permanente has therefore committed itself to protecting and improving the natural environment as a key component of our social mission to improve the health of the communities we serve. To fulfill this commitment, Kaiser Permanente maintains a governance 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: - Addressing causes of climate change - Promoting sustainable farming and food choices - Reducing, reusing, and recycling to eliminate waste - Buying products and materials that do not contain chemicals of concern - Conserving water In each of these focus areas, KFH has established ambitious goals (including a target to reduce total greenhouse gas emissions by 30% by 2020, compared to a 2008 baseline), implemented initiatives, achieved measurable improvements, and regularly reported progress to our Board of Directors, our staff, and the communities we serve. F.1. Performance Metrics During 2016, key performance indicators for Kaiser Foundation Hospitals environmental programs in California, Oregon, Washington, and Hawaii, including KP Information Technology included: F.1.1. Medical product categories for which at least 99% of purchased products were free of harmful polyvinyl chloride (PVC) and bis (2-ethylhexyl) phthalate (DEHP) included: 1. Breast pumps; 2. Enteral nutrition products; 3. Exam gloves. Medical product categories for which at least 95% of purchased products were free of harmful DEHP included: 1. Infusion pumps, sets, and solutions; and 2. Vascular catheters. F.1.2. Purchased over 388 million kilowatt-hours of renewable power (including over 17 million kilowatt-hours of electricity generated by solar panels hosted at our facilities). F.1.3. Reduced our greenhouse gas emissions associated with routine use of halogenated anesthetic agents by over 4,000 metric tons of CO2-equivalent. F.1.4. Improved our water use intensity (gallons/rentable square foot) by approximately 18% (not including data centers) compared to our 2013 baseline. F.1.5. Improved our energy use intensity (kBtu/rentable square foot) by 4% (not including data centers) compared to our 2010 baseline year, and improved the Power Usage Effectiveness of our national data centers by approximately 23% compared to our 2010 baseline. F.1.6. Responsibly reused, recycled or composted over 26,000 tons of materials. F.1.7. Provided meals to patients containing approximately 471,000 pounds of sustainably produced meat and poultry. |
Schedule R IRS990ScheduleR
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| 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 |
|---|---|---|---|---|---|---|---|---|---|
| KP ONCALL LLC | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 912166347 | CALL CENTER | CA | $0 | $0 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES A | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 272252521 | INVESTMENT | DE | $6,993,601 | $58,128,216 | KFH |
| NEWPORT GARFIELD LLC | |||||||||
| 19540 JAMBOREE ROAD SUITE 400 | IRVINE | CA | 92612 | 900512284 | INVESTMENT | DE | -$1,584,914 | $94,678,651 | KFH |
| KAISER PERMANENTE VENTURES LLC SERIES C | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 472924619 | INVESTMENT | DE | $0 | $26,569,000 | kfh |
| MAUI HEALTH SYSTEM a kaiser foundation | |||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 811559375 | HEALTH CARE | HI | $0 | $0 | kfh |
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| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 840591617 | HEALTH CARE | CO | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FDN HEALTH PLAN OF GEORGIA INC | ||||||||||
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| KFHP OF THE MID-ATLANTIC STATES INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 520954463 | HEALTH CARE | MD | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FDN HEALTH PLAN OF THE NORTHWEST | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930798039 | HEALTH CARE | OR | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FOUNDATION HEALTH PLAN INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 941340523 | HEALTH CARE | CA | 501(c)(3) | 10 | NA | false |
| CAMP BOWIE SERVICE CENTER | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943299123 | ADMIN | CA | 501(c)(3) | 12 - I | KFHP INC | 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 MANAGEMENT INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943299124 | ASSET MGT | 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) |
| KAISER HEALTH ALTERNATIVES | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930954562 | HEALTH CARE | OR | 501(c)(3) | 10 | KFHP INC | Yes (true) |
| KAISER FDN HEALTH PLAN OF WASHINGTON | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 930480268 | HEALTH CARE | WA | 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 - II | KFHP INC | Yes (true) |
| KAISER HOSPITAL ASSISTANCE CORPORATION | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 311779500 | FINANCING | DE | 501(c)(3) | 12 - I | KFH | Yes (true) |
| KAISER PERMANENTE SCHOOL OF MEDICINE INC | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 814053028 | MEDICAL EDU | CA | 501(C)(3) | 2 | KFH | Yes (true) |
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| 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 | $3,752,821 | $361,040,977 | false | -$3,665,217 | false | 1.00000 |
| WELLINGTON TRUST COMPANY NA CTF GLOBAL | ||||||||||||||
| 280 CONGRESS ST | BOSTON | MA | 02210 | 203879807 | INVESTMENT | MA | KFH | EXCL. UNDER SEC 512 | $55,375,147 | $75,680,090 | false | $0 | false | 0.60495 |
| NXT CAP SR FD I LLC | ||||||||||||||
| 191 N WACKER DR 1200 | CHICAGO | IL | 60606 | 371651297 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $27,810,751 | $444,059,490 | false | $0 | false | 0.92677 |
| GOLDMAN SACHS HO FUND B LP | ||||||||||||||
| 30 HUDSON STREET 15TH FLOOR | JERSEY CITY | NJ | 07302 | 464966204 | INVESTMENT | NJ | KFH | EXCL. UNDER SEC 512 | $30,972,589 | $317,130,111 | false | $138,139 | false | 0.99469 |
| AG KFHDL FUND LP | ||||||||||||||
| 245 PARK AVE 26TH FL | NEW YORK | NY | 10167 | 473496708 | INVESTMENT | NY | KFH | EXCL. UNDER SEC 512 | $2,170,285 | $46,904,319 | false | -$189 | false | 0.99391 |
| PANTHEON GLOBAL REAL ASSETS HO FUND LP | ||||||||||||||
| 600 MONTGOMERY ST 234RD FL | SAN FRANCISCO | CA | 94111 | 474226360 | INVESTMENT | DE | KFH | EXCL. UNDER SEC 512 | $5,366,931 | $199,121,876 | false | $2,182,672 | false | 1.00000 |
| KFH STRATEGIC PRIVATE INVESTMENTS LP | ||||||||||||||
| 600 MONTGOMERY STREET | SAN FRANCISCO | CA | 94111 | 811186461 | INVESTMENT | CA | KFH | EXCL. UNDER SEC 512 | $104,686 | $53,445,865 | 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 | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|
| KAISER PERMANENTE INTERNATIONAL | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 943245176 | CONSULTING | CA | 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) | |
| OAK TREE ASSURANCE LTD | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 030329760 | INSURANCE | VT | NA | C CORP | Yes (true) | |
| GV-KF FUND LP | ||||||||||
| C/O GSAM TAX DEPT 30 HUDSON ST 15 | JERSEY CITY | NJ | 07302 | 981087932 | INVESTMENT | KFH | C CORP | Yes (true) | CJ | |
| KAISER COLORADO HOLDINGS | ||||||||||
| ONE KAISER PLAZA 15L | OAKLAND | CA | 94612 | 814691154 | Health care | CO | 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 (66 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| KAISER FOUNDATION HEALTH PLAN INC | ||
| A | $36,996,698 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| A | $15,279,546 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| A | $9,013,356 | PER AGREEMENT |
| kaiser foundation health plan of washington | ||
| a | $16,817,545 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| B | $65,433 | PER AGREEMENT |
| KAISER PERMANENTE VENTURES LLC - SERIES A | ||
| b | $15,458,008 | PER AGREEMENT |
| KAISER PERMANENTE VENTURES LLC - SERIES C | ||
| B | $26,569,000 | PER AGREEMENT |
| PANTHEON GLOBAL HO FUND LP | ||
| B | $139,236,148 | PER AGREEMENT |
| goldman sachs ho fund b lp | ||
| B | $109,869,863 | PER AGREEMENT |
| WELLINGTON TRUST COMPANY NA CTF GLOBAL | ||
| B | $2,731,810 | PER AGREEMENT |
| NXT CAPITAL SENIOR LOAN FUND I LLC | ||
| B | $172,611,795 | PER AGREEMENT |
| AG KFHDL FUND LP | ||
| B | $28,150,000 | PER AGREEMENT |
| PANTHEON GLOBAL REAL ASSETS HO FUND LP | ||
| B | $42,800,000 | PER AGREEMENT |
| KFH STRATEGIC PRIVATE INVESTMENTS LP | ||
| B | $51,023,012 | PER AGREEMENT |
| AG KFHDL FUND LP | ||
| C | $988,278 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| C | $88,551 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| C | $175,000,000 | PER AGREEMENT |
| KAISER PERMANENTE VENTURES LLC - SERIES A | ||
| C | $25,098,692 | PER AGREEMENT |
| KAISER PERMANENTE VENTURES LLC - SERIES C | ||
| C | $18,144,701 | PER AGREEMENT |
| WELLINGTON TRUST COMPANY NA CTF GLOBAL | ||
| C | $265,667,473 | PER AGREEMENT |
| NXT CAPITAL SENIOR LOAN FUND I LLC | ||
| C | $122,169,860 | PER AGREEMENT |
| goldman sachs ho fund b lp | ||
| C | $44,838,324 | PER AGREEMENT |
| PANTHEON GLOBAL HO FUND LP | ||
| C | $30,050,813 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| D | $36,000,000 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| D | $30,000,000 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| D | $32,107,053 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT inc | ||
| H | $19,940,513 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| I | $2,739,819 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| J | $1,323,400 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| J | $7,443,456 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT inc | ||
| K | $182,087,815 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| L | $34,303,324,832 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| L | $874,681,801 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| L | $383,337,257 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| L | $569,658,506 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| L | $1,094,936,970 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| L | $96,889 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| L | $57,106,475 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| M | $14,612,930,884 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| M | $690,889 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| M | $1,279,241 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| M | $3,206,696 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| M | $18,619,202 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| M | $71,156,828 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| O | $2,505,391 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| P | $17,725,036,073 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| P | $19,611,389 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| P | $355,306,275 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| P | $354,382,774 | PER AGREEMENT |
| kp oncall | ||
| P | $3,652,271 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| P | $80,924,949 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| Q | $10,351,165,414 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF COLORADO | ||
| Q | $11,329,830 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc | ||
| Q | $12,611,309 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE MAS inc | ||
| Q | $163,377,047 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN OF THE NW | ||
| Q | $1,595,607,463 | PER AGREEMENT |
| CAMP BOWIE SERVICE CENTER | ||
| Q | $63,261,742 | PER AGREEMENT |
| KAISER PERMANENTE INSURANCE COMPANY | ||
| Q | $466,572 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| Q | $83,542,637 | PER AGREEMENT |
| KP ONCALL | ||
| Q | $14,496,313 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| R | $362,427,131 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| R | $93,400 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT inc | ||
| R | $1,042,265 | PER AGREEMENT |
| KAISER FOUNDATION HEALTH PLAN INC | ||
| S | $2,153,926,062 | PER AGREEMENT |
| LOKAHI ASSURANCE LTD | ||
| S | $5,010,000 | PER AGREEMENT |
| KAISER HOSPITAL ASSET MANAGEMENT inc | ||
| S | $10,665,527 | PER AGREEMENT |