PRIME HEALTHCARE FOUNDATION INC: Form 990, tax year 2017
View the entire original 990 at ProPublica ↗
- Organization
- PRIME HEALTHCARE FOUNDATION INC (EIN 20-8065139)
- Tax period
- 2017-01-01 to 2017-12-31
- Filed
- 2019-04-30
- IRS object ID
- 201931209349301813
- Schema version
- 2017v2.3
- 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 L
- Schedule M
- Schedule O
- Schedule R
Return header ReturnHeader
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return | 2019-04-30T21:18:05-05:00 | ReturnTs |
| Tax Period End | 2017-12-31 | TaxPeriodEndDt |
Preparer Firm PreparerFirmGrp
Preparer Firm Name PreparerFirmName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | HOLTHOUSE CARLIN & VAN TRIGT LLP | BusinessNameLine1Txt |
Preparer US Address PreparerUSAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3011 TOWNSGATE ROAD SUITE 400 | AddressLine1Txt |
| City | WESTLAKE VILLAGE | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91361 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Return Type | 990 | ReturnTypeCd |
| Tax Period Begin | 2017-01-01 | TaxPeriodBeginDt |
Filer Filer
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 208065139 | EIN |
Business Name BusinessName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PRIME HEALTHCARE FOUNDATION INC | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| In Care Of | % THOMAS MALLAVARAPU | InCareOfNm |
| Business Name Control | PRIM | BusinessNameControlTxt |
| Phone | 9092354400 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3300 E GUASTI ROAD SUITE 300 | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
Business Officer BusinessOfficerGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | MIKE HEATHER | PersonNm |
| Person Title | CFO | PersonTitleTxt |
| Phone | 7602418000 | PhoneNum |
| Signature | 2019-04-30 | SignatureDt |
| Discuss With Paid Preparer | Yes (true) | DiscussWithPaidPreparerInd |
Preparer Person PreparerPersonGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Preparer Person | Stephanie Wilkinson | PreparerPersonNm |
| PTIN | P01231617 | PTIN |
| Phone | 8053748555 | PhoneNum |
Filing Security Information FilingSecurityInformation
IP Address IPAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| I Pv4 Address | 174.46.231.234 | IPv4AddressTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Federal Original Submission Id | 95206420191205000014 | FederalOriginalSubmissionId |
| Federal Original Submission Id | 2019-04-30 | FederalOriginalSubmissionIdDt |
| Filing License Type | P | FilingLicenseTypeCd |
| At Submission Creation Device Id | 08FD8D0D19A395ACEFD65F13E65E18D5883658FD | AtSubmissionCreationDeviceId |
| At Submission Filing Device Id | 63FEEB2A15E43C858768547BB2D491C671F2A4C3 | AtSubmissionFilingDeviceId |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Tax | 2017 | TaxYr |
| Build TS | 2020-01-14 16:20:31Z | BuildTS |
Form 990 IRS990
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Change | Yes (X) | AddressChangeInd |
| Principal Officer | MIKE SARIAN | PrincipalOfficerNm |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3300 E GUASTI ROAD SUITE 300 | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Gross Receipts | $1,103,842,509 | GrossReceiptsAmt |
| Group Return For Affiliates | false | GroupReturnForAffiliatesInd |
| Organization501c3 | Yes (X) | Organization501c3Ind |
| Website Address | www.primehealthcare.com | WebsiteAddressTxt |
| Type Of Organization Corp | Yes (X) | TypeOfOrganizationCorpInd |
| Formation | 2006 | FormationYr |
| Legal Domicile State | DE | LegalDomicileStateCd |
| Activity Or Mission | PRIME HEALTHCARE FOUNDATION, INC. IS A NONPROFIT CORPORATION THAT PROVIDES HEALTHCARE THROUGH HOSPITAL SERVICES TO COMMUNITIES ACROSS THE UNITED STATES. | ActivityOrMissionDesc |
| Voting Members Governing Body | 5 | VotingMembersGoverningBodyCnt |
| Voting Members Independent | 4 | VotingMembersIndependentCnt |
| Total Employee | 7950 | TotalEmployeeCnt |
| Total Volunteers | 341 | TotalVolunteersCnt |
| Total Gross UBI | $0 | TotalGrossUBIAmt |
| Net Unrelated Bus Txbl Incm | $0 | NetUnrelatedBusTxblIncmAmt |
| PY Contributions Grants | $65,581,699 | PYContributionsGrantsAmt |
| CY Contributions Grants | $46,382,499 | CYContributionsGrantsAmt |
| PY Program Service Revenue | $757,540,993 | PYProgramServiceRevenueAmt |
| CY Program Service Revenue | $984,734,444 | CYProgramServiceRevenueAmt |
| PY Investment Income | $3,288,086 | PYInvestmentIncomeAmt |
| CY Investment Income | $13,233,336 | CYInvestmentIncomeAmt |
| PY Other Revenue | $49,410,654 | PYOtherRevenueAmt |
| CY Other Revenue | $1,326,917 | CYOtherRevenueAmt |
| PY Total Revenue | $875,821,432 | PYTotalRevenueAmt |
| CY Total Revenue | $1,045,677,196 | CYTotalRevenueAmt |
| PY Grants And Similar Paid | $6,778,358 | PYGrantsAndSimilarPaidAmt |
| CY Grants And Similar Paid | $6,893,645 | CYGrantsAndSimilarPaidAmt |
| PY Benefits Paid To Members | $0 | PYBenefitsPaidToMembersAmt |
| CY Benefits Paid To Members | $0 | CYBenefitsPaidToMembersAmt |
| PY Salaries Comp Emp Bnft Paid | $309,902,255 | PYSalariesCompEmpBnftPaidAmt |
| CY Salaries Comp Emp Bnft Paid | $407,414,459 | CYSalariesCompEmpBnftPaidAmt |
| PY Total Prof Fndrsng Expns | $0 | PYTotalProfFndrsngExpnsAmt |
| CY Total Prof Fndrsng Expns | $0 | CYTotalProfFndrsngExpnsAmt |
| CY Total Fundraising Expense | $0 | CYTotalFundraisingExpenseAmt |
| PY Other Expenses | $473,562,045 | PYOtherExpensesAmt |
| CY Other Expenses | $621,950,710 | CYOtherExpensesAmt |
| PY Total Expenses | $790,242,658 | PYTotalExpensesAmt |
| CY Total Expenses | $1,036,258,814 | CYTotalExpensesAmt |
| PY Revenues Less Expenses | $85,578,774 | PYRevenuesLessExpensesAmt |
| CY Revenues Less Expenses | $9,418,382 | CYRevenuesLessExpensesAmt |
| Total Assets BOY | $1,052,195,195 | TotalAssetsBOYAmt |
| Total Assets EOY | $1,166,218,167 | TotalAssetsEOYAmt |
| Total Liabilities BOY | $324,761,731 | TotalLiabilitiesBOYAmt |
| Total Liabilities EOY | $414,681,861 | TotalLiabilitiesEOYAmt |
| Net Assets Or Fund Balances BOY | $727,433,464 | NetAssetsOrFundBalancesBOYAmt |
| Net Assets Or Fund Balances EOY | $751,536,306 | NetAssetsOrFundBalancesEOYAmt |
| Info In Schedule O Part III | Yes (X) | InfoInScheduleOPartIIIInd |
| Mission | PRIME HEALTHCARE FOUNDATION, INC IS A NONPROFIT CORPORATION ORGANIZED FOR THE PRIMARY CHARITABLE PURPOSE OF PROVIDING HEALTHCARE THROUGH HOSPITAL SERVICES TO COMMUNITIES IN CALIFORNIA, TEXAS, OHIO, GEORGIA, PENNSYLVANIA, AND RHODE ISLAND. | MissionDesc |
| Significant New Program Srvc | false | SignificantNewProgramSrvcInd |
| Significant Change | false | SignificantChangeInd |
| Expense | $247,907,043 | ExpenseAmt |
| Grant | $2,600 | GrantAmt |
| Revenue | $242,345,142 | RevenueAmt |
| Desc | OPERATION OF A 331-BED ACUTE CARE HOSPITAL LOCATED IN RIVERDALE, GEORGIA THROUGH PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES. | Desc |
Prog Srvc Accom Acty2 ProgSrvcAccomActy2Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $125,754,902 | ExpenseAmt |
| Revenue | $111,910,414 | RevenueAmt |
| Desc | OPERATION OF A 214-BED ACUTE CARE HOSPITAL LOCATED IN WOONSOCKET, RHODE ISLAND THROUGH PRIME HEALTHCARE SERVICES - LANDMARK, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES. | Desc |
Prog Srvc Accom Acty3 ProgSrvcAccomActy3Grp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Expense | $103,301,927 | ExpenseAmt |
| Revenue | $108,294,344 | RevenueAmt |
| Desc | OPERATION OF A 153-BED ACUTE CARE HOSPITAL LOCATED IN SHERMAN OAKS, CALIFORNIA THROUGH PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLC, A DISREGARDED ENTITY FOR FEDERAL TAX PURPOSES | Desc |
Prog Srvc Accom Acty Other ProgSrvcAccomActyOtherGrp (18 entries)
| ExpenseExpenseAmt | RevenueRevenueAmt | DescDesc | GrantGrantAmt |
|---|---|---|---|
| $61,120,101 | $63,996,032 | PRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLC | |
| $65,474,731 | $79,473,552 | PRIME HEALTHCARE SERVICES - MONTCLAIR, LLC | $13,325 |
| $69,222,609 | $77,966,606 | PRIME HEALTHCARE HUNTINGTON BEACH, LLC | $3,700 |
| $55,563,957 | $54,209,750 | PRIME HEALTHCARE SERVICES - PAMPA LLC | $6,200 |
| $64,814,218 | $70,483,433 | PRIME HEALTHCARE LA PALMA, LLC | $18,320 |
| $39,995,919 | $33,527,623 | EAST VALLEY GLENDORA HOSPITAL, LLC | $7,000 |
| $81,570,031 | $56,028,117 | PRIME HEALTHCARE FOUNDATION - SUBURBAN HOSPITAL | |
| $53,397,476 | $58,773,429 | PRIME HEALTHCARE FOUNDATION - COSHOCTON, LLC | |
| $8,497,733 | $7,023,759 | PRIME HEALTHCARE SERVICES - LANDMARK (RHRI) | |
| $405,149 | $211,256 | PRIME HEALTHCARE FOUNDATION - LAKE HURON | |
| $7,330,956 | $2,968,969 | SUBURBAN MEDICAL GROUP, LLC | |
| $5,241,828 | $3,723,866 | Southern Regional Physicians Management Group | |
| $8,117,701 | $3,858,410 | RIVER VALLEY PHYSICIANS, LLC | |
| $1,731,755 | $1,416,706 | Lake Spivey Ambulatory Surgery Care, LLC | |
| $12,129,448 | $2,765,105 | PRIME HEALTHCARE FOUNDATION - BCIC | |
| $6,798,097 | $0 | PRIME HEALTHCARE FOUNDATION - GRANTS | $6,842,500 |
| $389,775 | $559,753 | COSHOCTON COUNTY MEMORIAL HOSPITAL PAIN MGMT | |
| $5,424,713 | $5,198,178 | SAINT MARY'S RENO FOUNDATION, LLC |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Other Prog Srvc Expense | $547,226,197 | TotalOtherProgSrvcExpenseAmt |
| Total Other Prog Srvc Grant | $6,891,045 | TotalOtherProgSrvcGrantAmt |
| Total Other Prog Srvc Revenue | $522,184,544 | TotalOtherProgSrvcRevenueAmt |
| Total Program Service Expenses | $1,024,190,069 | 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 | false | ReportInvestmentsOtherSecInd |
| Report Program Related Invst | false | ReportProgramRelatedInvstInd |
| Report Other Assets | Yes (true) | ReportOtherAssetsInd |
| Report Other Liabilities | Yes (true) | ReportOtherLiabilitiesInd |
| Include FIN48 Footnote | Yes (true) | IncludeFIN48FootnoteInd |
| Independent Audit Fincl Stmt | false | IndependentAuditFinclStmtInd |
| Consolidated Audit Fincl Stmt | Yes (true) | ConsolidatedAuditFinclStmtInd |
| School Operating | false | SchoolOperatingInd |
| Foreign Office | Yes (true) | ForeignOfficeInd |
| Foreign Activities | Yes (true) | ForeignActivitiesInd |
| More Than5000 K To Org | false | 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 | false | GrantsToIndividualsInd |
| Schedule J Required | Yes (true) | ScheduleJRequiredInd |
| Tax Exempt Bonds | false | TaxExemptBondsInd |
| 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 | false | BusinessRlnWithFamMemInd |
| Business Rln With Officer Ent | Yes (true) | BusinessRlnWithOfficerEntInd |
| Deductible Non Cash Contri | Yes (true) | 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 |
| IRP Document | 1420 | IRPDocumentCnt |
| IRP Document W2 G | 0 | IRPDocumentW2GCnt |
| Backup Wthld Compliance | Yes (true) | BackupWthldComplianceInd |
| Employee | 7950 | EmployeeCnt |
| Employment Tax Returns Filed | Yes (true) | EmploymentTaxReturnsFiledInd |
| Unrelated Bus Incm Over Limit | false | UnrelatedBusIncmOverLimitInd |
| Foreign Financial Account | Yes (true) | ForeignFinancialAccountInd |
| Foreign Country | CJ | 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 | 5 | GoverningBodyVotingMembersCnt |
| Independent Voting Member | 4 | IndependentVotingMemberCnt |
| Family Or Business Rln | false | FamilyOrBusinessRlnInd |
| Delegation Of Mgmt Duties | Yes (true) | DelegationOfMgmtDutiesInd |
| Change To Org Documents | Yes (true) | ChangeToOrgDocumentsInd |
| Material Diversion Or Misuse | false | MaterialDiversionOrMisuseInd |
| Members Or Stockholders | Yes (true) | MembersOrStockholdersInd |
| Election Of Board Members | Yes (true) | ElectionOfBoardMembersInd |
| Decisions Subject To Approva | Yes (true) | 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 | false | 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 | false | CompensationProcessCEOInd |
| Compensation Process Other | false | CompensationProcessOtherInd |
| Investment In Joint Venture | Yes (true) | InvestmentInJointVentureInd |
| Written Policy Or Procedure | Yes (true) | WrittenPolicyOrProcedureInd |
| States Where Copy Of Return Is Fld | GA | StatesWhereCopyOfReturnIsFldCd |
| States Where Copy Of Return Is Fld | PA | StatesWhereCopyOfReturnIsFldCd |
| Upon Request | Yes (X) | UponRequestInd |
Books In Care Of Detail BooksInCareOfDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Person | THOMAS MALLAVARAPU | PersonNm |
| Phone | 9092354400 | PhoneNum |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 3300 E GUASTI ROAD SUITE 300 | AddressLine1Txt |
| City | ONTARIO | CityNm |
| State Abbreviation | CA | StateAbbreviationCd |
| ZIP | 91761 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part VII | Yes (X) | InfoInScheduleOPartVIIInd |
Form990 Part VII Section A Form990PartVIISectionAGrp (18 entries)
| TitleTitleTxt | Average Hours Per WeekAverageHoursPerWeekRt | Average Hours Per Week Rltd OrgAverageHoursPerWeekRltdOrgRt | Individual Trustee Or DirectorIndividualTrusteeOrDirectorInd | OfficerOfficerInd | Reportable Comp From OrgReportableCompFromOrgAmt | Reportable Comp From Rltd OrgReportableCompFromRltdOrgAmt | Other CompensationOtherCompensationAmt | Key EmployeeKeyEmployeeInd | Highest Compensated EmployeeHighestCompensatedEmployeeInd |
|---|---|---|---|---|---|---|---|---|---|
| KAVITHA BHATIA MD | |||||||||
| Director; Chair | 10.0 | 0.0 | Yes (X) | Yes (X) | $0 | $0 | $0 | ||
| GENE HERNANDEZ | |||||||||
| DIRECTOR | 1.0 | 0.0 | Yes (X) | $4,000 | $0 | $0 | |||
| WILLIAM RUH | |||||||||
| DIRECTOR | 1.0 | 0.0 | Yes (X) | $4,000 | $0 | $0 | |||
| DAVID THORSON | |||||||||
| DIRECTOR | 1.0 | 0.0 | Yes (X) | $4,000 | $0 | $0 | |||
| CATHY GREEN | |||||||||
| DIRECTOR AS OF 6/20/17 | 1.0 | 0.0 | Yes (X) | $2,000 | $0 | $0 | |||
| TROY SCHELL | |||||||||
| DIRECTOR UNTIL 8/18/17 | 5.0 | 0.0 | Yes (X) | $0 | $0 | $0 | |||
| MIKE HEATHER | |||||||||
| CFO | 10.0 | 0.0 | Yes (X) | $0 | $0 | $0 | |||
| MIKE SARIAN | |||||||||
| PRESIDENT | 10.0 | 0.0 | Yes (X) | $0 | $0 | $0 | |||
| MADAN REDDY | |||||||||
| TREASURER | 5.0 | 0.0 | Yes (X) | $0 | $0 | $0 | |||
| DONALD THOMPSON | |||||||||
| SECRETARY/ GC AS OF 8/21/17 | 5.0 | 0.0 | Yes (X) | $0 | $0 | $0 | |||
| Bockhi Park | |||||||||
| VICE CHAIR/CEO-EHMC & SOH | 40.0 | 0.0 | $459,995 | $0 | $23,080 | Yes (X) | |||
| CHARLOTTE W DUPRE | |||||||||
| CEO - SOUTHERN REGIONAL | 40.0 | 0.0 | $380,878 | $0 | $6,821 | Yes (X) | |||
| MERLYN KNAPP | |||||||||
| CFO - SOUTHERN REGIONAL | 40.0 | 0.0 | $186,962 | $0 | $11,019 | Yes (X) | |||
| LESLIE TUPCHONG | |||||||||
| PHYSICIAN - SMG | 40.0 | 0.0 | $451,114 | $0 | $21,538 | Yes (X) | |||
| Marcy Dickey- Dellinger | |||||||||
| PHYSICIAN - RVP | 40.0 | 0.0 | $390,769 | $0 | $22,360 | Yes (X) | |||
| Ahmed Nadeem | |||||||||
| HEMATOLOGIST/ONCOLOGIST - LMC | 40.0 | 0.0 | $453,812 | $0 | $20,355 | Yes (X) | |||
| Wajahat Faheem | |||||||||
| PSYCHIATRIST - LMC | 40.0 | 0.0 | $384,983 | $0 | $17,601 | Yes (X) | |||
| Christopher Bruce | |||||||||
| PHYSICIAN - SMG | 40.0 | 0.0 | $372,333 | $0 | $31,196 | Yes (X) | |||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Reportable Comp From Org | $3,094,846 | TotalReportableCompFromOrgAmt |
| Tot Reportable Comp Rltd Org | $0 | TotReportableCompRltdOrgAmt |
| Total Other Compensation | $153,970 | TotalOtherCompensationAmt |
| Indiv Rcvd Greater Than100 K | 407 | IndivRcvdGreaterThan100KCnt |
| Former Ofcr Employees Listed | false | 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 |
|---|---|---|---|---|---|
| BIO-MED SERVICES INC | |||||
| 3300 E GUASTI ROAD 3RD FLOOR | ONTARIO | CA | 91761 | ASSET MANAGEMENT | $10,092,535 |
| MCKESSON MEDICAL SURGICAL | |||||
| 3100 SHAWNEE INDUSTRIAL WAY STE 30 | SUWANEE | GA | 30024 | PHARMACEUTICALS | $11,435,427 |
| PRIME HEALTHCARE MANAGEMENT II INC | |||||
| 3300 E GUASTI ROAD 3RD FLOOR | ONTARIO | CA | 91761 | MANAGEMENT | $41,036,127 |
| HOSPITAL BUSINESS SERVICES INC | |||||
| 3300 E GUASTI ROAD 3RD FLOOR | ONTARIO | CA | 91761 | BUSINESS OFFICE SERV | $3,169,154 |
| Medline Industries INC | |||||
| 1 MEDLINE PLACE | MUNDELEIN | IL | 60060 | MEDICAL SUPPLIES | $6,991,994 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Cntrct Rcvd Greater Than100 K | 245 | CntrctRcvdGreaterThan100KCnt |
| Info In Schedule O Part VIII | Yes (X) | InfoInScheduleOPartVIIIInd |
| All Other Contributions | $46,382,499 | AllOtherContributionsAmt |
| Noncash Contributions | $43,665,590 | NoncashContributionsAmt |
| Total Contributions | $46,382,499 | TotalContributionsAmt |
Program Service Revenue ProgramServiceRevenueGrp (5 entries)
| DescDesc | BusinessBusinessCd | Total Revenue ColumnTotalRevenueColumnAmt | Related Or Exempt Func IncomeRelatedOrExemptFuncIncomeAmt |
|---|---|---|---|
| PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, L | 621500 | $242,345,143 | $242,345,143 |
| PRIME HEALTHCARE SERVICES - LANDMARK, LLC | 621500 | $111,910,414 | $111,910,414 |
| PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLC | 621500 | $108,294,344 | $108,294,344 |
| PRIME HEALTHCARE SERVICES - MONTCLAIR, LLC | 621500 | $79,473,552 | $79,473,552 |
| PRIME HEALTHCARE HUNTINGTON BEACH, LLC | 621500 | $77,966,606 | $77,966,606 |
Total Oth Program Service Rev TotalOthProgramServiceRevGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $364,744,385 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $364,744,385 | RelatedOrExemptFuncIncomeAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Program Service Revenue | $984,734,444 | TotalProgramServiceRevenueAmt |
Investment Income InvestmentIncomeGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $4,161,462 | TotalRevenueColumnAmt |
| Exclusion | $4,161,462 | 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 | $2,725,610 | RealAmt |
Less Rental Expenses LessRentalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $2,009,621 | RealAmt |
Rental Income Or Loss RentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Real | $715,989 | RealAmt |
| Personal | $0 | PersonalAmt |
Net Rental Income Or Loss NetRentalIncomeOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $715,989 | TotalRevenueColumnAmt |
| Exclusion | $715,989 | ExclusionAmt |
Gross Amount Sales Assets GrossAmountSalesAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $59,352,499 | SecuritiesAmt |
| Other | $5,875,067 | OtherAmt |
Less Cost Oth Basis Sales Expnss LessCostOthBasisSalesExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $54,798,377 | SecuritiesAmt |
| Other | $1,357,315 | OtherAmt |
Gain Or Loss GainOrLossGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities | $4,554,122 | SecuritiesAmt |
| Other | $4,517,752 | OtherAmt |
Net Gain Or Loss Investments NetGainOrLossInvestmentsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $9,071,874 | TotalRevenueColumnAmt |
| Exclusion | $9,071,874 | 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 |
|---|---|---|---|
| OTHER INCOME - SENIOR CENTER | 900099 | $3,595 | $3,595 |
| FAILED HOSPITAL ACQUISITION FEE | 900099 | $420,000 | $420,000 |
| CAPITAL LEASE ASSUMPTION | 900099 | $187,333 | $187,333 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Revenue Total | $610,928 | OtherRevenueTotalAmt |
Total Revenue TotalRevenueGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Revenue Column | $1,045,677,196 | TotalRevenueColumnAmt |
| Related Or Exempt Func Income | $984,734,444 | RelatedOrExemptFuncIncomeAmt |
| Exclusion | $14,560,253 | ExclusionAmt |
Grants To Domestic Orgs GrantsToDomesticOrgsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,893,645 | TotalAmt |
| Program Services | $6,893,645 | ProgramServicesAmt |
Grants To Domestic Individuals GrantsToDomesticIndividualsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Foreign Grants ForeignGrantsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
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 | $1,041,835 | TotalAmt |
| Program Services | $1,041,835 | ProgramServicesAmt |
Comp Disqual Persons CompDisqualPersonsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Other Salaries And Wages OtherSalariesAndWagesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $299,219,891 | TotalAmt |
| Program Services | $299,219,891 | ProgramServicesAmt |
Pension Plan Contributions PensionPlanContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Other Employee Benefits OtherEmployeeBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $80,914,734 | TotalAmt |
| Program Services | $80,914,734 | ProgramServicesAmt |
Payroll Taxes PayrollTaxesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $26,237,999 | TotalAmt |
| Program Services | $26,237,999 | ProgramServicesAmt |
Fees For Services Management FeesForServicesManagementGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $46,864,179 | TotalAmt |
| Program Services | $46,864,179 | ProgramServicesAmt |
Fees For Services Legal FeesForServicesLegalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $7,267,445 | TotalAmt |
| Program Services | $5,155,200 | ProgramServicesAmt |
| Management And General | $2,112,245 | ManagementAndGeneralAmt |
Fees For Services Accounting FeesForServicesAccountingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,071,580 | TotalAmt |
| Program Services | $933,881 | ProgramServicesAmt |
| Management And General | $137,699 | 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 | $8,068 | TotalAmt |
| Management And General | $8,068 | ManagementAndGeneralAmt |
Fees For Services Other FeesForServicesOtherGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $97,288,149 | TotalAmt |
| Program Services | $96,194,644 | ProgramServicesAmt |
| Management And General | $1,093,505 | ManagementAndGeneralAmt |
Advertising AdvertisingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $870,981 | TotalAmt |
| Program Services | $870,981 | ProgramServicesAmt |
Office Expenses OfficeExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,705,323 | TotalAmt |
| Program Services | $1,705,323 | ProgramServicesAmt |
Information Technology InformationTechnologyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Royalties RoyaltiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Occupancy OccupancyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $11,841,727 | TotalAmt |
| Program Services | $11,841,727 | ProgramServicesAmt |
Travel TravelGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $665,957 | TotalAmt |
| Program Services | $665,957 | ProgramServicesAmt |
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 | $0 | TotalAmt |
Interest InterestGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $6,356,195 | TotalAmt |
| Program Services | $1,321,880 | ProgramServicesAmt |
| Management And General | $5,034,315 | ManagementAndGeneralAmt |
Payments To Affiliates PaymentsToAffiliatesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $0 | TotalAmt |
Depreciation Depletion DepreciationDepletionGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $50,287,446 | TotalAmt |
| Program Services | $50,287,446 | ProgramServicesAmt |
| Fundraising | $0 | FundraisingAmt |
Insurance InsuranceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $18,880,202 | TotalAmt |
| Program Services | $18,880,202 | ProgramServicesAmt |
Other Expenses OtherExpensesGrp (4 entries)
| DescDesc | TotalTotalAmt | Program ServicesProgramServicesAmt | Management And GeneralManagementAndGeneralAmt |
|---|---|---|---|
| BAD DEBT EXPENSE | $177,028,637 | $177,028,637 | |
| TAXES AND LICENSES | $77,290,711 | $77,241,091 | $49,620 |
| MEDICAL SUPPLIES | $68,277,564 | $68,277,564 | |
| UTILITIES | $14,385,488 | $14,385,488 |
All Other Expenses AllOtherExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $41,861,058 | TotalAmt |
| Program Services | $38,227,765 | ProgramServicesAmt |
| Management And General | $3,633,293 | ManagementAndGeneralAmt |
Total Functional Expenses TotalFunctionalExpensesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total | $1,036,258,814 | TotalAmt |
| Program Services | $1,024,190,069 | ProgramServicesAmt |
| Management And General | $12,068,745 | 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 | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Savings And Temp Cash Invst SavingsAndTempCashInvstGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $73,503,823 | BOYAmt |
| EOY | $101,677,273 | 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 | $139,423,467 | BOYAmt |
| EOY | $126,928,220 | 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 | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Inventories For Sale Or Use InventoriesForSaleOrUseGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $13,042,136 | BOYAmt |
| EOY | $12,546,437 | EOYAmt |
Prepaid Expenses Defrd Charges PrepaidExpensesDefrdChargesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $4,806,961 | BOYAmt |
| EOY | $3,898,913 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Land Bldg Equip Cost Or Other Bss | $617,780,913 | LandBldgEquipCostOrOtherBssAmt |
| Land Bldg Equip Accum Deprec | $147,417,242 | LandBldgEquipAccumDeprecAmt |
Land Bldg Equip Basis Net LandBldgEquipBasisNetGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $439,265,827 | BOYAmt |
| EOY | $470,363,671 | EOYAmt |
Investments Pub Traded Sec InvestmentsPubTradedSecGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $138,809,830 | BOYAmt |
| EOY | $183,098,095 | EOYAmt |
Investments Other Securities InvestmentsOtherSecuritiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $29,963,036 | BOYAmt |
| EOY | $44,836,833 | 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 | $14,103,009 | BOYAmt |
| EOY | $12,260,939 | EOYAmt |
Other Assets Total OtherAssetsTotalGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $199,277,106 | BOYAmt |
| EOY | $210,607,786 | EOYAmt |
Total Assets TotalAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,052,195,195 | BOYAmt |
| EOY | $1,166,218,167 | EOYAmt |
Accounts Payable Accr Expnss AccountsPayableAccrExpnssGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $34,790,534 | BOYAmt |
| EOY | $39,321,022 | 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 | $1,351,754 | BOYAmt |
| EOY | $1,283,235 | EOYAmt |
Tax Exempt Bond Liabilities TaxExemptBondLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | 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 | $8,489,794 | EOYAmt |
Unsecured Notes Loans Payable UnsecuredNotesLoansPayableGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $2,151,062 | BOYAmt |
| EOY | $3,003,269 | EOYAmt |
Other Liabilities OtherLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $286,468,381 | BOYAmt |
| EOY | $362,584,541 | EOYAmt |
Total Liabilities TotalLiabilitiesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $324,761,731 | BOYAmt |
| EOY | $414,681,861 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Organization Follows SFAS117 | Yes (X) | OrganizationFollowsSFAS117Ind |
Unrestricted Net Assets UnrestrictedNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $725,532,591 | BOYAmt |
| EOY | $748,797,496 | EOYAmt |
Temporarily Rstr Net Assets TemporarilyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,900,873 | BOYAmt |
| EOY | $2,738,810 | EOYAmt |
Permanently Rstr Net Assets PermanentlyRstrNetAssetsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $0 | BOYAmt |
| EOY | $0 | EOYAmt |
Total Net Assets Fund Balance TotalNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $727,433,464 | BOYAmt |
| EOY | $751,536,306 | EOYAmt |
Tot Liab Net Assets Fund Balance TotLiabNetAssetsFundBalanceGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| BOY | $1,052,195,195 | BOYAmt |
| EOY | $1,166,218,167 | EOYAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Info In Schedule O Part XI | Yes (X) | InfoInScheduleOPartXIInd |
| Reconcilation Revenue Expnss | $9,418,382 | ReconcilationRevenueExpnssAmt |
| Net Unrlzd Gains Losses Invst | $13,818,513 | NetUnrlzdGainsLossesInvstAmt |
| Prior Period Adjustments | $28,010 | PriorPeriodAdjustmentsAmt |
| Other Changes In Net Assets | $837,937 | 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 | false | FederalGrantAuditRequiredInd |
Schedule A IRS990ScheduleA
| Field | Value | IRS element (for citing) |
|---|---|---|
| Hospital | Yes (X) | HospitalInd |
Schedule B IRS990ScheduleB
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) |
|---|---|---|
| Investment Cost Or Other Basis | $36,214,500 | InvestmentCostOrOtherBasisAmt |
| Other Cost Or Other Basis | $84,397,998 | OtherCostOrOtherBasisAmt |
| Book Value | $120,612,498 | BookValueAmt |
Buildings BuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $353,673,608 | OtherCostOrOtherBasisAmt |
| Depreciation | $67,695,387 | DepreciationAmt |
| Book Value | $285,978,221 | BookValueAmt |
Leasehold Improvements LeaseholdImprovementsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,967,235 | OtherCostOrOtherBasisAmt |
| Depreciation | $211,844 | DepreciationAmt |
| Book Value | $1,755,391 | BookValueAmt |
Equipment EquipmentGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $140,239,672 | OtherCostOrOtherBasisAmt |
| Depreciation | $78,686,435 | DepreciationAmt |
| Book Value | $61,553,237 | BookValueAmt |
Other Land Buildings OtherLandBuildingsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other Cost Or Other Basis | $1,287,900 | OtherCostOrOtherBasisAmt |
| Depreciation | $823,576 | DepreciationAmt |
| Book Value | $464,324 | BookValueAmt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Land Buildings | $470,363,671 | TotalBookValueLandBuildingsAmt |
Other Assets Org OtherAssetsOrgGrp (13 entries)
| DescDesc | Book ValueBookValueAmt |
|---|---|
| HOSPITAL ACCRUED RECEIVABLES | $77,178,657 |
| GOODWILL | $314,391 |
| CONSTRUCTION IN PROGRESS | $26,979,681 |
| DUE FROM MEDICARE - HOSPITAL | $15,994,128 |
| INSURANCE CLAIMS RESERVES | $3,243,596 |
| INTERCOMPANY RECEIVABLE | $0 |
| DUE FROM KNAPP MEDICAL CENTER | $62,403,485 |
| DUE FROM KNAPP MEDICAL GROUP | $195,826 |
| DUE FROM KNAPP ASC | $0 |
| DUE FROM SIGNATURE PAMPA MEDIC | $6,616,389 |
| OTHER CURRENT ASSETS | $1,739,597 |
| DUE FROM LANDMARK PHYSICIANS | $15,942,036 |
| DUE FROM RHODE ISLAND REHAB | $0 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Book Value Other Assets | $210,607,786 | TotalBookValueOtherAssetsAmt |
| Federal Income Tax Liability | $0 | FederalIncomeTaxLiabilityAmt |
Other Liabilities Org OtherLiabilitiesOrgGrp (14 entries)
| DescDesc | AmtAmt |
|---|---|
| SECURITY DEPOSIT | $54,000 |
| ACCRUED PAYROLL | $12,410,854 |
| ACCRUED PAYROLL TAXES | $7,044,890 |
| ACCRUED PAID TIME OFF - HOSPI | $17,200,739 |
| OTHER CURRENT LIABILITIES | $3,161,044 |
| INSURANCE CLAIMS RESERVES | $3,243,596 |
| CAPITAL LEASES | $26,301,253 |
| IBNR | $36,899,193 |
| INTERCOMPANY PAYABLE | $16,055,901 |
| HOSPITAL FEE/PROVIDER FEE PAYA | $63,960,988 |
| REVOLVING CREDIT FACILITY | $147,767,626 |
| DUE TO EAST LIVERPOOL | $23,133,369 |
| DUE TO MISSION REGIONAL | $4,946,800 |
| DUE TO OHIO VALLEY HOME HEALTH | $404,288 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Liability | $362,584,541 | TotalLiabilityAmt |
| Footnote Text | Yes (X) | FootnoteTextInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE D, PART X, LINE 2 | FormAndLineReferenceDesc |
| Explanation | THE LITERATURE RELATED TO UNCERTAIN TAX POSITIONS PRESCRIBES A RECOGNITION THRESHOLD AND MEASUREMENT PROCESS FOR ACCOUNTING FOR UNCERTAIN TAX POSITIONS AND ALSO PROVIDES GUIDANCE ON VARIOUS RELATED MATTERS SUCH AS DE-RECOGNITION, INTEREST, PENALTIES, AND DISCLOSURES REQUIRED. THE COMPANY DOES NOT HAVE ANY ENTITY-LEVEL UNCERTAIN TAX POSITIONS. | ExplanationTxt |
Schedule F IRS990ScheduleF
Account Activities Outside US AccountActivitiesOutsideUSGrp (2 entries)
| RegionRegionTxt | EmployeeEmployeeCnt | Type Of Activities ConductedTypeOfActivitiesConductedTxt | Specific Services ProvidedSpecificServicesProvidedTxt | Region Total ExpendituresRegionTotalExpendituresAmt |
|---|---|---|---|---|
| Central America and the Caribbean | 1 | Program Services | SELF-INS. TO HOSPITALS | $12,129,448 |
| North America | Investments | $8,708 |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Subtotal Employees | 1 | SubtotalEmployeesCnt |
| Total Employee | 1 | TotalEmployeeCnt |
| Subtotal Spent | $12,138,156 | SubtotalSpentAmt |
| Total Spent | $12,138,156 | TotalSpentAmt |
| Transfer To Foreign Corp | false | TransferToForeignCorpInd |
| Interest In Foreign Trust | false | InterestInForeignTrustInd |
| Foreign Corp Ownership | false | 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 |
| Indiv Hospital Tailored Policy | Yes (X) | IndivHospitalTailoredPolicyInd |
| 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 | Yes (true) | FPGReferenceDiscountedCareInd |
Discounted Care Oth Percentage DiscountedCareOthPercentageGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Other | Yes (X) | OtherInd |
| Discounted Care Other | 450. | DiscountedCareOtherPct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Free Care Medically Indigent | Yes (true) | FreeCareMedicallyIndigentInd |
| Financial Assistance Budget | false | FinancialAssistanceBudgetInd |
| Annual Community Bnft Report | false | AnnualCommunityBnftReportInd |
Financial Assistance At Cost Typ FinancialAssistanceAtCostTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $58,175,043 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $57,096,394 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $1,078,649 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00130 | TotalExpensePct |
Unreimbursed Medicaid UnreimbursedMedicaidGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $214,300,285 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $123,484,046 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $90,816,239 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.10570 | TotalExpensePct |
Unreimbursed Costs UnreimbursedCostsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $6,500,210 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $1,731,843 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $4,768,367 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00560 | TotalExpensePct |
Total Financial Assistance Typ TotalFinancialAssistanceTyp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $278,975,538 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $182,312,283 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $96,663,255 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.11260 | TotalExpensePct |
Community Health Services CommunityHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $272,247 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $272,247 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00030 | TotalExpensePct |
Health Professions Education HealthProfessionsEducationGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $130,483 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $130,483 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00020 | TotalExpensePct |
Subsidized Health Services SubsidizedHealthServicesGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $41,384,843 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $26,687,680 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $14,697,163 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01710 | TotalExpensePct |
Research ResearchGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $0 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $0 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Cash And In Kind Contributions CashAndInKindContributionsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $27,300 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $0 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $27,300 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Other Benefits TotalOtherBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $41,814,873 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $26,687,680 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $15,127,193 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.01760 | TotalExpensePct |
Total Community Benefits TotalCommunityBenefitsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $320,790,411 | TotalCommunityBenefitExpnsAmt |
| Direct Offsetting Revenue | $208,999,963 | DirectOffsettingRevenueAmt |
| Net Community Benefit Expns | $111,790,448 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.13020 | TotalExpensePct |
Coalition Building CoalitionBuildingGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $958 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $958 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Health Improvement Advocacy HealthImprovementAdvocacyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $10,456 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $10,456 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
Total Communtity Building Acty TotalCommuntityBuildingActyGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total Community Benefit Expns | $11,414 | TotalCommunityBenefitExpnsAmt |
| Net Community Benefit Expns | $11,414 | NetCommunityBenefitExpnsAmt |
| Total Expense | 0.00000 | TotalExpensePct |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Bad Debt Expense Reported | Yes (true) | BadDebtExpenseReportedInd |
| Bad Debt Expense | $177,028,637 | BadDebtExpenseAmt |
| Bad Debt Expense Attributable | $7,170,755 | BadDebtExpenseAttributableAmt |
| Reimbursed By Medicare | $324,816,186 | ReimbursedByMedicareAmt |
| Cost Of Care Reimbursed By Medcr | $235,493,459 | CostOfCareReimbursedByMedcrAmt |
| Medicare Surplus Or Shortfall | $89,322,727 | 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 | 12 | HospitalFacilitiesCnt |
Hospital Facilities HospitalFacilitiesGrp (12 entries)
| FacilityFacilityNum | Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Website AddressWebsiteAddressTxt | State LicenseStateLicenseNum | Licensed HospitalLicensedHospitalInd | General Medical And SurgicalGeneralMedicalAndSurgicalInd | Emergency Room24 HrsEmergencyRoom24HrsInd | Teaching HospitalTeachingHospitalInd | OtherOtherDesc |
|---|---|---|---|---|---|---|---|---|---|---|---|
| PHF - SOUTHERN REGIONAL LLC | |||||||||||
| 1 | 11 UPPER RIVERDALE ROAD | SW RIVERDALE | GA | 30274 | www.southernregional.org | 031-710 | Yes (X) | Yes (X) | Yes (X) | ||
| PHS - LANDMARK MEDICAL CENTER | |||||||||||
| 2 | 115 CASS AVENUE | WOONSOCKET | RI | 02895 | www.landmarkmedical.org | HOS00131 | Yes (X) | Yes (X) | Yes (X) | ||
| PHS - SHERMAN OAKS LLC | |||||||||||
| 3 | 4929 VAN NUYS BOULEVARD | SHERMAN OAKS | CA | 91403 | WWW.SHERMANOAKSHOSPITAL.ORG | 930000149 | Yes (X) | Yes (X) | Yes (X) | ||
| PHS - MONTCLAIR LLC | |||||||||||
| 4 | 5000 SAN BERNARDINO STREET | MONTCLAIR | CA | 91763 | www.montclair-hospital.org | 240000141 | Yes (X) | Yes (X) | Yes (X) | ||
| PRIME HEALTHCARE HUNTINGTON BEACHLLC | |||||||||||
| 5 | 17772 BEACH BOULEVARD | HUNTINGTON BEACH | CA | 92647 | WWW.HBHOSPITAL.ORG | 060000124 | Yes (X) | Yes (X) | Yes (X) | ||
| PRIME HEALTHCARE LA PALMA LLC | |||||||||||
| 6 | 7901 WALKER STREET | LA PALMA | CA | 90623 | www.lapalmaintercommunityhospital.com | 060000136 | Yes (X) | Yes (X) | Yes (X) | ||
| PHS - ENCINO HOSPITAL LLC | |||||||||||
| 7 | 16237 VENTURA BOULEVARD | ENCINO | CA | 91436 | www.encinomed.org | 930000051 | Yes (X) | Yes (X) | Yes (X) | ||
| PHF - COSHOCTON LLC | |||||||||||
| 8 | 1460 ORANGE STREET | COSHOCTON | OH | 43812 | www.coshoctonhospital.org | 1129 | Yes (X) | Yes (X) | Yes (X) | ||
| PHS - SUBURBAN HOSPITAL LLC | |||||||||||
| 9 | 2701 DEKALB PIKE | EAST NORRITON | PA | 19401 | www.suburbanhosp.org | 197201 | Yes (X) | ||||
| PRIME HEALTHCARE SERVICES- PAMPA LLC | |||||||||||
| 10 | 1 MEDICAL PLAZA | PAMPA | TX | 79065 | WWW.PRMCTX.COM | 100154 | Yes (X) | Yes (X) | Yes (X) | PSYCHIATRIC UNIT | |
| EAST VALLEY GLENDORA HOSPITAL LLC | |||||||||||
| 11 | 150 W ROUTE 66 | GLENDORA | CA | 91740 | www.glendorahospital.com | 930000060 | Yes (X) | Yes (X) | Yes (X) | ||
| PHs - REHAB HOSPITAL OF RHODE ISLAND | |||||||||||
| 12 | 116 EDDIE DOWLING HWY | NORTH SMITHFIELD | RI | 02896 | www.rhri.net | RHC02103 | Yes (X) | ||||
Hospital Fclty Policies Prctc HospitalFcltyPoliciesPrctcGrp (12 entries)
| FacilityFacilityNum | 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 | CHNA ConductedCHNAConductedYr | Take Into Account Others InputTakeIntoAccountOthersInputInd | CHNA Conducted With Other FcltsCHNAConductedWithOtherFcltsInd | CHNA Conducted With Non FcltsCHNAConductedWithNonFcltsInd | CHNA Report Widely AvailableCHNAReportWidelyAvailableInd | Rpt Available On Own WebsiteRptAvailableOnOwnWebsiteInd | Own Website URLOwnWebsiteURLTxt | 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 | Asset Level CriteriaAssetLevelCriteriaInd | Medical Indigency CriteriaMedicalIndigencyCriteriaInd | Insurance Status CriteriaInsuranceStatusCriteriaInd | Underinsurance Stat CriteriaUnderinsuranceStatCriteriaInd | Residency CriteriaResidencyCriteriaInd | Explained BasisExplainedBasisInd | App Financial Asst ExplnAppFinancialAsstExplnInd | Described InfoDescribedInfoInd | Described Suprt DocDescribedSuprtDocInd | Provided Hospital ContactProvidedHospitalContactInd | Includes Publicity MeasuresIncludesPublicityMeasuresInd | FAP Available On WebsiteFAPAvailableOnWebsiteInd | FAP Available On Website URLFAPAvailableOnWebsiteURLTxt | 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 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 | Prior CHNA ImpactPriorCHNAImpactInd | Strategy AttachedStrategyAttachedInd | Provided Nonprofit ContactProvidedNonprofitContactInd | FAP App Available On WebsiteFAPAppAvailableOnWebsiteInd | FAP App Available On Website URLFAPAppAvailableOnWebsiteURLTxt | FAP Summary On WebsiteFAPSummaryOnWebsiteInd | FAP Summary On Website URLFAPSummaryOnWebsiteURLTxt | FAP TranslatedFAPTranslatedInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| PHS - ENCINO HOSPITAL LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 17 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | ||||||||
| PHS - SHERMAN OAKS LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 17 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | ||||||||
| PRIME HEALTHCARE HUNTINGTON BEACHLLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 15 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | ||||||||
| PRIME HEALTHCARE SERVICES- PAMPA LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10 | false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 15 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | ||||||||
| PHS - MONTCLAIR LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | false | false | Yes (true) | 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) | SEE SECTION C | Yes (X) | Yes (true) | 17 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | |||||||
| PRIME HEALTHCARE LA PALMA LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | false | false | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 15 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 15 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | ||||||||
| EAST VALLEY GLENDORA HOSPITAL LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11 | false | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 17 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | false | false | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | false | ||||||||||||
| PHF - SOUTHERN REGIONAL LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | Yes (true) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 16 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 125. | 300. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | |||||||
| PHS - SUBURBAN HOSPITAL LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9 | Yes (true) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 17 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 19 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | 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 | |||||||||
| PHF - COSHOCTON LLC | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8 | Yes (true) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | 16 | Yes (true) | false | false | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (true) | 16 | Yes (true) | SEE SECTION C | false | Yes (true) | Yes (X) | 200. | 350. | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | Yes (X) | SEE SECTION C | Yes (X) | SEE SECTION C | Yes (X) | ||||
| PHS - LANDMARK MEDICAL CENTER | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | false | Yes (true) | false | false | Yes (true) | Yes (X) | 350. | 450. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | SEE SECTION C | Yes (X) | SEE SECTION C | Yes (X) | |||||||||||||||||||||||
| PHS - REHAB HOSPITAL OF RHODE ISLAND | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12 | false | Yes (true) | false | false | Yes (true) | Yes (X) | 200. | 300. | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (true) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | SEE SECTION C | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | Yes (X) | Yes (X) | Yes (X) | Yes (X) | Yes (true) | Yes (X) | false | false | Yes (X) | SEE SECTION C | Yes (X) | SEE SECTION C | Yes (X) | |||||||||||||||||||||||
Supplemental Information SupplementalInformationGrp (31 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| SCHEDULE H, PART V, SECTION B, LINE 5 - ENCINO | A total of 8 key informant interviews were conducted for Encino Hospital (EH) service area. Each interview lasted between 30 to 45 minutes. The key informants included individuals from the Los Angeles County Departments of Health, Mental Health, and Public Health, as well as public health experts from academia, local hospitals, and clinics. Utilizing a focus group facilitation guide, three two-hour focus groups were conducted with 34 community members, leaders, and service providers. The community stakeholders that participated in the CHNA represented the broad interests of the community, and included public health experts and other individuals knowledgeable about the health needs found in the community. A total of 110 online surveys were administered to participants by Valley care community consortium and staff of KeyGroup and EH. Many of the surveys were provided by residents of the greater San Fernando Valley, but a smaller number were obtained by KeyGroup staff from residents whose zip codes are included in EH's PRIMARY SERVICE AREA (PSA). Secondary data was retrieved through a review of publicly-collected demographic and health statistics. Except on rare occasions, data was retrieved via electronic data searches. Demographic data such as age, ethnicity, income, insurance, disease prevalence, and fiveyear projected estimate information was extracted from the Census Bureau information found in the American Community Survey section of the Census website. Some portions were quoted from various documents that analyzed census data and are cited as used. Additional data on education attainment, region of birth, grandparents caring for their grandchildren, and English proficiency was gathered from the U.S. Bureau of Census (American Factfinder). In addition, the Catholic Healthcare West (CHW) Community Need Index (CNI) tool was reviewed to assist with the identification of high need areas. Information for this report consisted of both secondary and primary data, and therefore the collection of data came from multiple sources. Data gathered was analyzed using methods such as grouping and statistical analysis. Data was grouped according to health conditions, co-morbidities, age, gender, and ethnicity, in addition to other specific needs for the CHNA report. The zip code level data collected was used to compare various communities in the Encino Hospital service area. This comparative data was analyzed to determine areas of disparity in the EH PSA compared to the larger areas used for comparison. Where significant deviations from the large area norms were found, they are presented to show the important disparities between communities. Where the EH PSA is similar to the larger areas, the large area data is presented as representative of the EH PSA. It should be noted that many health conditions were not covered by the various sources, so direct comparison was not always possible. |
| SCHEDULE H, PART V, SECTION B, LINES 6A & 6B - MONTCLAIR | PARTICIPANTS IN THE COMMUNITY HEALTH NEEDS ASSESSMENT INCLUDE: Loma Linda University Behavioral Medicine Center, Loma Linda University Medical Center, Loma Linda University Medical Center Murrieta, Loma Linda University Medical Center Childrens Hospital, Parkview Community Hospital Medical Center, Redlands Community Hospital, Ridgecrest Regional Hospital, San Antonio Regional Hospital, San Bernardino Mountains Community Hospital, and San Gorgonio Memorial Hospital. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - MONTCLAIR | THE HOSPITAL FACILITY OBTAINED INPUT through a series of contacts with key stakeholders that represent the community they are a part of, including government representatives, THE MAYOR'S OFFICE, public health representatives, healthcare providers, service providers, realtors and minority group leaders. A SURVEY WAS DISSEMINATED TO THE COMMUNITY VIA THE HOSPITALS INVOLVED IN THE HOSPITAL ASSOCIATION OF SOUTHERN CALIFORNIA (HASC) REPORT. BOTH ENGLISH AND SPANISH VERSIONS WERE PROVIDED. THE SURVEY REACHED PATIENTS AND COMMUNITY MEMBERS OF ALL AGES AND BACKGROUNDS. EXTENSIVE INTERVIEWS WITH COMMUNITY LEADERS THAT WOULD BE ABLE TO ADDRESS AND FURTHER DESCRIBE THE NEEDS OF THE COMMUNITY WERE CONDUCTED. REPRESENTATIVES OF CITY AND COUNTY AGENCIES INCLUDED THE DIRECTOR AND PROGRAM DIVISION CHIEF OF THE SAN BERNARDINO COUNTY DEPARTMENT OF HEALTH, THE SAN BERNARDINO COUNTY 4TH DISTRICT SUPERVISOR'S HEALTH LIAISON, AND THE DIRECTOR OF THE LOS ANGELES COUNTY DEPARTMENT OF PUBLIC HEALTH. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - MONTCLAIR | OVER 40 HEALTH NEEDS WERE SUGGESTED BY THE KEY INFORMANTS. IN SUCCESSIVE ROUNDS OF VOTING, THE MOST IMPORTANT NEEDS AS SEEN BY THE KEY INFORMANTS WERE DEVELOPED TO FORM ONE OF THE PRIMARY LISTINGS OF IMPORTANT ISSUES. ADDITIONAL NEEDS WERE EXTRACTED FORM THE SURVEYS CONDUCTED, AND THE TOP TEN OVERALL WERE LISTED AS A CUMULATIVE DECISION. SIX OF THESE ISSUES WERE SPECIFIC DISEASES OR CONDITIONS THAT ARE INDICATORS OF POOR HEALTH. THEY ARE LISTED BELOW WITH THE HOSPITAL PLAN REGARDING EACH ITEM: 1. ASTHMA - While the hospital regularly treats persons suffering from acute Asthma attacks, the most important method of addressing the issue is education on how to cope with the symptoms and avoid triggering acute episodes. This has been done in the past with educational programs both inside the hospital and out in the community through health fairs, educational programs co-sponsored with schools, chambers of commerce and other health providers. This educational process will be continued, and additional venues for education will be sought. 2. CHRONIC OBSTRUCTIVE PULMONARY DISEASE - Similarly to Asthma, the hospital will continue to treat acute cases, while providing education where possible to assist residents in coping with the disease. 3. DIABETES - For Type 1 diabetes sufferers, the hospital will develop support programs that allow them to maintain appropriate insulin levels without needing to access the hospital. Addressing the growth of Type 2 diabetes involves a multiple-prong strategy. Included are Adult education through health fairs, programs addressing specific populations (such as through Por La Vida) and In-hospital courses for caregivers and sufferers who have been admitted for acute attacks. Both processes are currently in place, and will be continued and expanded in the future. 4. MENTAL ILLNESS - Montclair Hospital Medical Center (MHMC) will explore services (particularly in emergency situations) which will contribute to a continuum of care for area residents exhibiting symptoms of mental distress. In addition, the hospital is recruiting for two additional Psychiatric caregivers to meet the needs of patients in the hospital and bolster the resources available to emergency department staff. 5. OBESITY - The best option for the hospital is to promote healthy weight among its own staff members (the cafeteria already provides healthy dining options), and to work with community groups to promote healthy lifestyles. This is an area for additional exploration and development of educational programs, and the hospital will coordinate with the community clinic, Por La Vida and other community groups to promote healthy eating habits. 6. SUBSTANCE ABUSE - Given the variety of substance abuse issues, the hospital will focus on those most commonly encountered in the emergency department and among Community Clients, as well as continuing to monitor the changes in substance use in the community. It will coordinate with law enforcement and emergency services personnel to maximize ability to treat acute incidents and to educate residents as to the perils involved in misuse of toxic substances. IN ADDITION TO THE ISSUES RELATED TO SPECIFIC HEALTH CONDITIONS, MHMC'S FOCUS GROUP AND SURVEY RESPONDENTS ALSO IDENTIFIED COMMUNITY CONDITIONS THAT PROMOTE OR EXACERBATE MEDICAL PROBLEMS. THESE HAVE BEEN PRIORITIZED IN THE IMPLEMENTATION PLAN AND ARE BEING ADDRESSED BY THE HOSPITAL. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - ENCINO | The ENCINO HOSPITAL (EH) focus groups started with over 30 issues and the VCCC groups listed 29, but in both cases, the groups narrowed the range significantly, arriving at a top seven. The first two are closely related. THEY ARE LISTED BELOW WITH THE HOSPITAL PLAN REGARDING EACH ITEM: 1. Coordination of Care THE HOSPITAL WILL work with stepdown providers, including nursing and rehabilitation hospitals, as well as home health agencies and social service agencies, to develop protocols to share information back and forth about clients transferred from one site to another, with provisions to assist other providers in maintaining health status of transferred clients as they continue their recovery. Additional research will be done to create methodologies for identifying high-utilization clients, and coordinating with social service providers to assist in supporting these clients in their homes so they dont become admissions to the hospital. Programs coordinated with local senior housing agencies will continue to provide links between those agencies and facilities and the hospital. Examples of past events include The Golden Living Fair, ONEGeneration Senior Expo, and the Walk to End Alzheimers. 2. Transitions of Care The hospital plans to include provisions to improve communications between the hospital and step-down providers both before and after transitions, to clarify client needs and necessary treatment protocols upon transfer, and follow-up communication within two days to review client status and address any issues that may have arisen following transfer. As payment programs develop to facilitate such services, the hospital will work with providers to maintain an equitable reimbursement environment for all involved parties. The hospital has existing coordination programs with Brookdale Senior Living and the Jewish Home for the Aging, and plans to expand both coordination and education efforts with these and other providers. 3. Payment Issues The hospital plan includes provisions that will continue to assure that clients who can get insurance coverage are directed to the appropriate sources. EH will continue to review of planned and newly passed legislation to enable continuing affordability among clients. The hospital will continue to participate in local health fairs where information on health insurance options can be disseminated. 4. Mental Health - As a primary care provider of mental health services, particularly in geriatric services, EH is dedicated to continuing its existing services. As more focus is directed to mental health issues associated with acute admissions to hospitals, EH is expanding its coordination practices with community providers to identify high-intensity users of the hospitals services with accompanying mental health issues that can be addressed in alternative settings. With better coordination, these clients can be directed to more appropriate care sites. EH will also research options to coordinate community care solutions with the hospitals inpatient services as crises arise in those community locations. The recently opened Geriatric Emergency Room will provide additional options for elderly persons needing mental health support services. 5. Diabetes The hospital's plan is primarily focused on education, since care for acute diabetes issues is expensive and often delivered after the most effective treatments are available. EH will continue to participate in health fairs, and coordinate with schools and community groups to educate area residents on the risks that lead to diabetes. 6. Heart Disease - The hospital's Plan includes education regarding stroke and cardiac risks, along with maintaining state of the art services for cardiac emergencies seen at the hospital. 7. Lack of Knowledge about Health Services - The hospital plans to focus on educational programs that target area residents who are not current clients of the hospital, delivered at health fairs, schools, retirement communities and other locations where people are interested in learning about health options. Additionally, the hospital staff maintains a database of insurance options that can be used to bring uninsured clients into the insured ranks, and works with eligible clients to get them covered. This is an ongoing process as insurance programs change often, and many more changes are possible over the next few years. The previous seven issues were raised by EHs focus groups and listed as the primary issues for the EH PSA. Additional data was obtained from VCCCs focus groups conducted at other locations. These interviews were conducted at various hospitals and other locations throughout the County of Los Angeles Service Planning Area 2 (SPA 2). The SPA 2 Focus Groups top ten data also identified some additional issues that affect the greater San Fernando Valley area and residents of Encino Hospitals PSA. The issues not included in Encino Hospitals top seven are addressed below. 8. Obesity The hospital plans to incorporate education for children and adults about the hazards of obesity, and promotion of healthy eating and behavioral habits. The hospital participated in numerous expos, health fairs and site-specific education programs dealing with obesity issues. 9. Cancer - The hospitals Plan focuses on triage for clients admitting with cancer symptoms, treatment for those symptoms easily treated, and referral to specialty hospitals for those with more serious problems, since Encino Hospital does not specialize in cancer care. 10. Hypertension The hospitals Plan involves education and intervention in cases where the client is at the hospital, but the bulk of the education effort will be in outreach programs, coordinated with the senior services programs already in place at the hospital and delivered to sites in the community. 11. Substance Abuse Disorder The hospital Plans to involve education and intervention in cases where the client is at the hospital, but the bulk of the education effort will be in outreach programs. The existing senior services programs are a useful base for identifying and treating substance abuse issues which are often presented as either acute trauma, or as contributors to a mental health crisis that admits to the Geriatric Psych program. Additional efforts are underway to identify service providers and continuing treatment locations to allow transfers of abuse victims to longer-term recovery programs that can follow up the treatment provided for the acute episode. 12. Access to Primary Care As noted in the Access to Care section of this plan, the hospital will continue to attempt to find insurance coverage for all who present at the hospitals ED, and as part of that process will assist in finding a primary care provider affiliated with the coverage achieved. In addition, EHs medical staff will reach out to local clinics to provide specialty care to clinic patients as appropriate. 13. Poverty The hospital has no control over clients incomes, and has no resources to augment incomes. However, as noted in the Access to Care section of this plan, the hospital will continue to attempt to find insurance coverage for all who present at the hospitals ED, and as part of that process will assist in finding a primary care provider affiliated with the coverage achieved. Since clients with the lowest incomes are the ones most likely to qualify for MediCal coverage, this process should minimize the trouble clients have in seeking care. The issues above are the consensus issues from many sources that merit the most consideration by hospitals in the area. Each hospital has differing abilities to address each issue. As discussed above, Encino Hospitals Implementation Plan will focus on the issues related to access and mental health. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - HUNTINGTON BEACH & LA PALMA | the hospital concentrated its effort in gathering qualitative primary data through a series of contacts with key stakeholders that represent the community they are a part of, including government representatives, mayors, public health representatives, healthcare providers, community service providers, and minority group leaders. Three methodologies were utilized in order to provide a large sampling of views from various portions of the HUNTINGTON BEACH HOSPITAL (HBH) AND LA PALMA INTERCOMMUNITY HOSPITAL (LA PALMA) service areaS. The tools utilized are summarized below. Community Needs Survey A survey was disseminated to the community in English, Spanish, Korean, Mandarin Chinese, and Vietnamese versions. The survey reached patients and community members of all ages and backgrounds. Primary survey distribution locations included churches, various local interest group meetings, health fairs and waiting rooms at HBH AND LA PALMA. Respondents were allowed to select the language in which they wished to respond, although the questions were the same in all languages. Key Stakeholders Interviews Extensive interviews with community leaders that would be able to address and further describe the needs of the community were conducted. Community and government representatives were interviewed either in person or by telephone, including representatives of the Cities of Buena Park, Cerritos and Huntington Beach. Local health agency representatives included directors of CalOptima, and the Orange County Health Care Agency. Representatives of various ethnic and social groups as well as local healthcare providers also participated. The needs expressed by these leaders were summarized and provided as supplements to the list of issues reviewed and prioritized by the focus group DISCUSSED BELOW. The primary issues with multiple mentions were mental health, obesity/diet, and homeless issues. Focus Group A community focus group was also conducted. The group consisted of local community members, representing various city agencies, local clinics, ethnic groups, and community health providers. The group was asked to provide opinions as to the most important community health needs in a "brainstorming" session at first. These ideas were listed in a series of flip chart pages. Ideas provided by the Key Informant interviews and survey results were added to the list of possible community health issues. The ideas were then filtered to a total of six primary needs via a "place the dots" vote, using adhesive dots (six per participant) and allowing each member to place the dots next to issues they considered the most important. Six issues generated more than 15 responses each. These six were ranked in a second round of "place the dots", using labels with values from 10 (most important) to 5 (least important), considering both their need in the community and the ability of HBH and LA PALMA to address them. Focus group questions concentrated on daily health behaviors, perceived quality of care, access to healthcare, social behaviors and health problems of concern. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - PAMPA | THREE METHODS OF COLLECTION FOR PRIMARY DATA WERE USED TO PREPARE THE COMMUNITY HEALTH NEEDS ASSESSMENT. A SURVEY COMPOSED OF EIGHTEEN QUESTIONS WAS DEVELOPED AND USED AS A METHOD TO SOLICIT PERCEPTIONS, INSIGHTS AND GENERAL UNDERSTANDING FROM COMMUNITY MEMBERS AND SPECIAL EXPERTISE REGARDING HEALTH NEEDS. FOcus group conversations WERE CONDUCTED with MEMBERS FROM THE COMMUNITIES BEING SERVED BY THE HOSPITAL INCLUDING COMMUNITY LEADERS, HEALTH EXPERTS, PUBLIC OFFICIALS, PHYSICIANS, HOSPITAL EMPLOYEES, AND OTHER HEALTH PROFESSIONALS AND PROVIDERS INCLUDING THOSE ASSOCIATED WITH THE HOSPITAL. FINALLY, PERSONAL INTERVIEWS WERE CONDUCTED FACE-TO-FACE WITH KEY INDIVIDUALS IN THE COMMUNITY AND FROM THE HOSPITAL USING THE SAME STRUCTURED QUESTIONS FROM THE FOCUS GROUPS. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - HUNTINGTON BEACH | THE FOLLOWING Six issues WERE determined by the process to be the most important and best-addressed by Huntington Beach Hospital (HBH), and were presented to the Hospitals steering committee for final review. 1. 5150 Access Many attendees reported being affected by the lack of capacity to deal with people either in Emergency Departments or encountered in the community who were considered dangers to themselves or others due to mental breakdowns. This standard of imminent danger is defined in Section 5150 of California's Welfare and Institutions Code and allows designated law and medical personnel to hold persons meeting the standard for 72 hours involuntarily. The problem mentioned is that there are very few hospital beds that provide the level of security needed to hold Section 5150 persons. This issue tied for the most top votes with Mental Health, a closely related issue. HBH is in the process of licensing a locked unit to accommodate 5150 patients and expects to be deeply involved in further efforts to deal with this issue. This issue was included in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. HBH is already a part of the existing network of providers with a mental health unit, and is in the process of expanding its efforts to accommodate the needs of clients seeking mental health treatments. An application for a secure ward to accommodate committed clients is currently in process. 2. Mental Health As noted above, this issue was tied with 5150 access as the most commonly listed top issue. It is broader than the 5150 issue, since it includes three problems in addition to the problem of placing 5150 clients. The first additional problem involves payment for care for people voluntarily committed to non-locked facilities. While mental health care is a mandatory covered service under ACA regulations, payers have been limiting compensation for inpatient services, and many potential clients find that the treatment process is essentially a private-pay encounter. The second problem involves the definitions of mental issues, and getting clients and/or their families to admit to having a treatable problem. Finally, there was reported to be a significant gap between 5150 involuntary commitment services and voluntary commitment programs, since each service is funded by a different source and there is little communication between the two operations. As is the case with 5150 access, this issue was included in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016, and HBHs existing programs and planned expansions will allow greater participation in addressing the problem. FURTHER Details are provided in the Implementation Plan. 3. Community Education Issues related to education included problems addressing various ethnic and language subgroups, and lack of a single source for data on community resources. HBH has provided substantial support for community education efforts, in the form of financial and staff support for community health fairs, and education programs. Given the ethnic diversity found in the hospitals service area, additional attention to specific ethnic group needs will be a paramount concern. These efforts will continue and be augmented by new programs. While the Orange County Health Improvement Plan 2014-2016 does not include this issue as a priority, its four priority programs all include education planks, and HBHs programs address those issues. 4. Homeless Access Growth in numbers of homeless residents in Huntington Beach was mentioned as a demand issue, and the fact that many of the homeless presented with multiple health/substance abuse/environmental problems that were beyond the ability of a single entity to resolve. And similarly to the Community Education issue, the lack of a single clearinghouse to provide referrals or coordinate care was listed as a problem. This problem was presented as being particularly acute in Huntington Beach, and thus is more pressing for HBH than for Orange County as a whole. While hospitals are not appropriate locations for housing, the issue of persons presenting with multiple mental-and physical-health problems faces all hospitals, and HBHs status as a primary provider of mental health services makes it a prime candidate for coordinating services both in and out of the hospital. HBHs protocols for managing the presenting problems of homeless persons, and coordination with other local providers to direct homeless persons to appropriate services are constantly being reviewed and improved as new services and methodologies are developed. 5. Awareness of Services This issue is closely related to Community Education, in that several agency representatives noted that their organizations provided support services for various specific ailments (Alzheimers, Cancer, Manic Depression, etc.), but that neither local hospitals nor local social service agencies were aware of their existence, and thus were unable to refer potential clients. Some resources currently exist, and others will be needed to augment what is available. HBH will work with community providers to increase availability of resources, and to make their availability known in the community. 6. Substance Abuse In addition to the usual problems associated with street drug abuse, it was noted that a rising percentage of substance abuse clients at local Emergency Departments were presenting with prescription drug complications, either from abuse of their own prescriptions or use of drugs obtained legally by members of their households. Another issue was the change in types of street drugs being abused, with declines in heroin use, and increases in incidence of methamphetamine intake. These issues are one of the focuses in Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. As the character of substance abuse clients changes, providers must adapt their treatment protocols to deal with the changes. HBHs position as a primary provider of emergent care for abuse crises makes it an important factor in the community. The first five items ABOVE Were considered the most important to address, and to varying extents, are addressable by HBH. due to limited resources, the steering commitee elected to adjust the final listing to mental health services, community education/awareness, and older adult health. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - LA PALMA | A summary for each immediate health need deemed most important, and addressable by LA PALMA is provided below, listed in order from highest to lowest priority. 1. Seniors Health This issue received the most top votes, and the highest overall score. The problem incorporates several other issues mentioned separately (and discussed in the following list), but as an overall category it was the most mentioned and considered the primary problem. Issues reported included isolation, transportation to services, age-related dementia, medication abuse both intentional and unintentional, and unsafe home environments. This issue was Priority Area #2 in the Orange County Health Improvement Plan for 2014-2016. LA PALMA currently has programs in place to assist seniors in dealing with transportation problems, age-related dementia and medication issues, and is actively seeking additional opportunities to improve these services. 2. Mental Health This issue was a close second in points. Several respondents mentioned a limited supply of mental health services, as well as a historical lack of payment programs for mental health services. There was also a significant gap expressed between 5150 involuntary commitment services and voluntary commitment programs. This was Priority Area #4 in the Orange County Health Improvement Plan 2014-2016. LA PALMA and other Prime hospitals are currently leaders in serving inpatient mental health needs of clients, but the treatment of mental health conditions is evolving rapidly and programs must continually be reviewed in order to stay abreast of the changes. LA PALMA staff is actively reviewing changes in treatment methodologies and developing new programs to better serve the mental health needs of its communities. 3. Diabetes - Both adult and child diabetes rates in Orange County exceed state rates, and the disease was mentioned consistently as both a problem in itself and as a precursor to other problems such as heart disease, stroke, and other circulatory maladies. As an indicator of the severity of Diabetes in the La Palma area, the percentage of adults reporting having diabetes in 2011-2012 was 7.8%, slightly lower than the rate for Orange County at 8.4% and the US at 9.0%. Diabetes and Diet were combined as Priority Area #3 in the Orange County Health Improvement Plan for 2014-2016. Many of the issues identified in that document are already being addressed by the hospital, and additional programs are in process to bring better health programs to many of the various ethnic communities that live in the hospitals service area. 4. Obesity/Diet Obesity was mentioned as a core precursor for many chronic diseases including diabetes, hypertension, orthopedic issues, coronary problems and others. A need for dietary guidance and information among various ethnic groups was also noted, along with the high number of fast food outlets in the area. LA PALMA is assisting in bringing down the obesity rate by counseling clients on diet and exercise solutions for their weight issues, and by providing educational materials for various ethnic groups to highlight diet issues endemic to specific groups. 5. Womens Health Another issue with several components, including pre- and post-natal care, breast and ovarian cancer, and a need for women-specific services. A related issue, Infant and Child Health, was Priority Area #1 in the Orange County Health Improvement Plan for 2014-2016. LA PALMA is already a major provider of pre-and post-natal care, and is exploring programs to better assist women and babies in maintaining health outside the hospital walls. 6. Home Health / Preventive Care This issue was presented variously as an issue with coordination of care before and after hospitalizations, lack of education as to services available in the community and lack of a single-source coordination provider. The issue is becoming more important to hospitals as home-related hazards are often contributing factors to patients returning for care within 30 days of discharge. These readmits can be limited by careful monitoring of conditions in the discharge environment. LA PALMA has developed protocols to manage discharged patients, and is exploring additional opportunities to coordinate care with local social service agencies that focus on specific medical issues or safety concerns. The hospital will focus on these needs in its continuing task of improving the overall health status of its community. Many of these issues are already being addressed, and continuing efforts to improve the hospitals and communitys response to them will be part of LA PALMAs plans for continuing improvement over the next three years. Due to the limited resources and the need to allocate significant resources to the priority health needs identified above, the following issues identified by the focus group are not addressed at this time: - physical activity - recuperative care - postpartum care - latchkey care - uninsured - language barriers - trauma - domestic violence - safety net services |
| SCHEDULE H, PART V, SECTION B, LINE 11 - PAMPA | The following are overall priorities that are deemed to be significant: - HEALTHCARE SHORTAGE: THE HOSPITAL PLANS TO ADDRESS THIS BY ORGANIZING A MEETING OF KEY COMMUNITY LEADERS AND HEALTHCARE PROVIDERS TO DEVELOP A THREE YEAR HEALTHCARE MANPOWER RECRUITMENT PLAN THAT WOULD IDENTIFY TARGETED SPECIALTIES AND RESPONSIBLE PARTIES. IN ADDITION, THE HOSPITAL WILL ATTEMPT TO ENGAGE THE SUPPORT AND ASSISTANCE OF VARIOUS COMMUNITY LEADERS, PROFESSIONALS AND ORGANIZATIONS IN THE RECRUITMENT AND RETENTION PROCESS. - HEALTHCARE ACCESS: THE HOSPITAL PLANS TO ADDRESS THIS BY COMPLETING a feasibility study/analysis for the development and operation of an urgent care center located in the community and open extended hours including weekends AND AN analysis of the demand/volume for prenatal ultrasound testing for high risk pregnancies. THE HOSPITAL WILL ALSO Organize a meeting of representatives of local hospital, healthcare and social services organization to discuss various issues, challenges and opportunities including the need for greater access, and greater coordination and interface among healthcare and social services providers and possible solutions including transportation concerns. - ACCESSIBILITY OF HEALTHCARE EDUCATION, PROMOTION AND PREVENTATIVE SERVICES: THE HOSPITAL PLANS TO ADDRESS THIS BY CREATING an inventory of healthcare education, promotion and prevention services currently offered in the community. Bring this assessment of the "current state" to an organized meeting of healthcare and social service providers in the community, and discuss the development of a community plan for enhancing and promoting health education, health promotion and prevention services with special emphasis targeted at low income and at-risk populations. THE HOSPITAL WILL ALSO Publish a complete listing of healthcare and social services available in the community, and make it available at all appropriate community locations. THE HOSPITAL WILL NOT BE ADDRESSING THE LACK OF MENTAL HEALTHCARE AND ADDICTION SERVICES BECAUSE Due to resource constraints, inadequate reimbursement, and a shortage of psychiatrists and mental health professionals, the Hospital is unable to decrease the use of the emergency room when need arises for mental health services. THE HOSPITAL WILL NOT BE ADDRESSING THE IDENTIFIED PRIORITY AREA OF FINANCIAL RESOURCES AND FUNDING BECAUSE THE HOSPITAL DOES NOT HAVE THE ABILITY TO CHANGE REIMBURSEMENT. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - SOUTHERN REGIONAL | THE HOSPITAL FORMED A STEERING COMMITTEE WHICH DEFINED THE COMMUNITY OR SERVICE AREA AND IDENTIFIED COMMUNITY LEADERS AND PARTICIPANTS. THE COMMUNITY WAS BASED UPON THE HOSPITAL'S PRIMARY SERVICE AREA AND 75% TILE IN A MANNER THAT INCLUDED THE BROAD INTERESTS OF THE COMMUNITY SERVED AND INCLUDED MEDICALLY UNDERSERVED POPULATIONS, LOW-INCOME PERSONS, MINORITY GROUPS, OR THOSE WITH CHRONIC DISEASE NEEDS. THE HOSPITAL IDENTIFIED OVER 202 COMMUNITY MEMBERS TO PARTICIPATE IN THE CHNA PROCESS BY SURVEY AND/OR FOCUS GROUP INTERVIEWS. There were two data sets obtained. Each was comprised of interviews with two separate and distinct groups. Group one was comprised of interviews with the general public with a goal of reaching demographic profiles representing the community population segment mix. These interviews were attained through random interviews at various public venues. Group two was comprised of key community leaders from multiple sectors of public life. Representatives included members from national, state and local government, church leaders, school leaders from administrative and classrooms and business leaders. Each interview was conducted by Blake Keller, Director Marketing Southern Regional Medical Center. Participants from each group were asked about their observations on the health data presented in the Community Profile. In addition, participants were requested to provide input as to needs that may not have been identified in the Profile. Questions and exchange were encouraged, with the objective that participants would increase their understanding of what the data meant in terms of the burden of chronic diseases, the impact of the demographics of the population on health services, and health status, health behaviors, as well as, access to health care. As the group discussed the health problems or health issues, the facilitator made a list of the health problems the community participants said were important. At the end of the discussion priority issues were identified. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - SOUTHERN REGIONAL | INFORMATION GATHERED FROM COMMUNITY MEETINGS, STAKEHOLDER INTERVIEWS, DISCUSSIONS WITH THE HOSPITAL LEADERSHIP TEAM, AS WELL AS A REVIEW OF DEMOGRAPHIC AND HEALTH STATUS, AND HOSPITAL UTILIZATION DATA WAS USED TO DETERMINE THE PRIORITY HEALTH NEEDS OF THE POPULATION. A WRITTEN DRAFT REPORT OF THE OBSERVATIONS, COMMENTS, AND PRIORITIES RESULTING FROM THE COMMUNITY MEETINGS AND STAKEHOLDER INTERVIEWS WAS PREPARED. THE COMMITTEE REVIEWED THIS INFORMATION FOCUSING ON THE IDENTIFIED NEEDS, PRIORITIES, AND CURRENT COMMUNITY RESOURCES AVAILABLE. THE COMMITTEE DEBATED THE MERITS OR VALUES OF PRIORITIES, CONSIDERING THE RESOURCES AVAILABLE TO MEET THESE NEEDS. FROM THIS INFORMATION AND DISCUSSION, THE HOSPITAL DEVELOPED TWO PRIORITY NEEDS OF THE COMMUNITY. 1. IMPROVE THE MENTAL HEALTH OF THE COMMUNITY BY CREATING NEW FACILITIES FOR GERIATRIC PSYCHIATRY, PSYCHIATRIC HOLDING ROOMS, AND PARTNER WITH COMMUNITY PROGRAMS AND LEADERS TO DEVELOP A CRISIS STABILIZATION UNIT. STRATEGIES INCLUDE: GERIATRIC PSYCHIATRY, PSYCHIATRIC HOLDING UNIT IN ER, CRISIS STABILIZATION UNIT, TELE-PSYCH SERVICES, RECRUIT MENTAL HEALTH TECHS AND SITTERS FOR 1013 INVOLUNTARY COMMITMENTS. 2. IMPROVE ACCESS TO CARE IN THE COMMUNITY AND COLLABORATE WITH COMMUNITY PARTNERS TO LESSEN THE BARRIERS TO OBTAINING CARE. SPECIFICALLY BY ADDRESSING THE SHORTAGE OF HEALTH PROFESSIONALS, INSURANCE, AND ELDERCARE. STRATEGIES INCLUDE: ADDRESS SHORTAGE OF HEALTH PROFESSIONALS, EXPAND AND ENHANCE CARDIOVASCULAR DISEASE & STROKE AWARENESS AND EDUCATION, INCREASE ACCESS TO CARE, COLLABORATE WITH COMMUNITY PARTNERS TO REDUCE BARRIERS TO CARE INCLUDING: SCHOOLS, BUSINESS, PUBLIC HEALTH, POLICE/FIRE/EMS, CHURCHES, GOVERNMENT, Expand effort to reduce smoking and tobacco use, Increase access to weight loss management program AND Expand Cancer prevention programs and Access to Care. Other health and socio-economic barriers were identified but not addressed at this time. Each of the health needs are important and is being addressed by numerous programs and initiatives operated by the Hospital, other organizations and other community partners of the Hospital. However, the Hospital will not address the needs identified in the CHNA due to limited resources and the need to allocate significant resources to the priority health needs identified above. Other health and socio-economic barriers needs included the following: - transportation - health care for uninsured - housing - suicide - employment/jobs - medication expense - dental services - pastoral care - poverty - infectious diseases - palliative care |
| SCHEDULE H, PART V, SECTION B, LINE 5 - COSHOCTON | COSHOCTON REGIONAL MEDICAL CENTER (CRMC) CONDUCTED A PUBLIC SURVEY OVER THE COURSE OF SIX WEEKS IN JUNE AND JULY OF 2016. APPROXIMATELY 280 SURVEYS WERE COLLECTED ONLINE THROUGH SURVEY MONKEY, WHILE AN ADDITIONAL 75 PAPER SURVEYS WERE COLLECTED FROM VARIOUS DISTRIBUTIONS SITES. THESE LOCATIONS INCLUDE THE HOSPITAL'S EMERGENCY DEPARTMENT REGISTRATION DESK, Muskingum Valley Health Centers (FEDERALLY QUALIFIED HEALTH CENTER), AND HEALTH SERVICES OF COSHOCTON CITY HEALTH DEPARTMENT. RESPONDENTS WERE PROVIDED WITH A BRIEF EXPLANATION OF THE PURPOSE OF THE SURVEY, CITING ITS USE TO IDENTIFY THE AREAS OF HEALTH CARE NEEDS IN OUR COUNTRY BASED ON EACH INDIVIDUAL'S SPECIFIC POINT OF VIEW. COSHOCTON REGIONAL MEDICAL CENTER IDENTIFIED INDIVIDUALS WHOSE KNOWLEDGE OF THE COMMUNITIES AND OUR POPULATIONS CLASSIFY THEM AS KEY RESOURCES FOR INFORMATION ABOUT HEALTH CARE NEEDS IN COSHOCTON COUNTY. PLANNING COMMITTEE MEMBERS TOOK CARE TO ENSURE REPRESENTATION FOR A BROAD SPECTRUM OF THE COMMUNITY BY IDENTIFYING A DIVERSE KNOWLEDGE BASE OF INDIVIDUALS WILLING TO RESPOND FROM THEIR UNIQUE PERSPECTIVES. APPROXIMATELY 46 KEY INFORMANT SURVEYS WERE COLLECTED FROM COMMUNITY LEADERS AND REPRESENTATIVES. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - COSHOCTON | THE CHNA PLANNING COMMITTEE USED THE ASSESSMENT INFORMATION TO DETERMINE, IN PRIORITY ORDER, THE HEALTH CARE NEEDS IDENTIFIED BY COMMUNITY MEMBERS. THE TOP HEALTH NEEDS TO BE ADDRESSED ARE: 1. CARDIOVASCULAR DISEASE 2. DIABETES 3. CANCER 4. CHRONIC LOWER RESPIRATORY DISEASE 5. SUBSTANCE ABUSE 6. DEPRESSION THE CHNA PLANNING COMMITTEE ANALYZED THE ANSWERS GATHERED DURING THE NEEDS ASSESSMENT SURVEY AND THE KEY INFORMANT SURVEY, AS WELL AS AVAILABLE STATE AND HOSPITAL DATA, TO DEVELOP A RATING OF THE GREATEST HEALTH NEEDS AND ESTABLISH THE PRIORITY LIST. THE IMPLEMENTATION PLAN INCLUDES THE FOLLOWING INTERVENTION STRATEGIES: 1. CARDIOVASCULAR DISEASE - Create awareness of the warning signs and risks of heart disease through a minimum of four free public events each year. Two of these events may be collaborations with the Health Services of Coshocton and the Senior Center community blood draws. Nurse or physician counseling at the event will extend the benefits the screenings currently provide. - Offer free heart screenings such as Peripheral Artery Disease (PAD) screenings at no less than one event during the year. - Begin annual awareness event for February, incorporating the expertise of a cardiologist as the speaker. The hospital specifically wants to target women and heart disease with a "WEAR-RED" event with heart-healthy meal and education. - Develop a "walk with a doc" program at Kids America, with one of the hospital's internal medicine physicians, family physicians and/or our cardiologist joining the walking group once a month. - Continue to grow and support the post-heart attack program/support group. The Mended Hearts program began in mid-2016 and the hospital wants to grow the program through the support and planning of the cardiac rehabilitation staff. - Participate in the Annual Health, Safety and Wellness Expo in conjunction with the Chamber of Commerce and the Community Safety Council. The hospital provides free screenings including blood pressure checks and free peripheral arterial disease screenings. The hospital physicians and nurse practitioners will be on hand throughout the event to answer questions and provide health information as needed. - Obesity is the risk factor identified as number one in the CHNA survey and is a critical factor in heart disease and diabetes, the priorities identified as the top two. To address the obesity issue in the hospital's community, it is planning the following intervention strategies: A) Develop and provide free public programs for nutritional guidance conducted by dietitians. Programs could include healthy holiday meal planning; healthy food substitutions; label reading; healthy cooking on a budget. B) Work with community leaders to put a focus on exercise. Coordinate a task force to include fitness centers (Kids America, etc.), school administrators, city officials, and others to coordinate a "get out and exercisea healthy coshocton" campaign for the community. C) Create a "health coach" walk that incorporates a variety of health professionals to walk with a group on a regular basis. Similar to a "walk with a doc" program, this concept includes dietitians, physical therapists, nurses, etc. The hospital will solicit collaboration from other groups such as county commissioners, sheriffs department, educators, etc. to serve as speakers/walk leaders for this program. D) Transform the hospital cafeterias menu into a healthy eating resource for our community. The cafeteria is visited by many of our community members and carries the suggestion that if food is made to serve to patients, it must be healthy (low sodium, low fat, fresh, etc.). In keeping with a healthy community focus, the hospital will develop a plan to identify calories, fat, sodium and other content for the cafeteria items. Also, the hospital will encourage staff to manage servings according to the Weight Watchers Points model. E) Participate in the activities of the Coshocton County Family & Children First Council events that encourage safe, healthy activities for families in Coshocton County. The council is comprised of not-for-profit organizations in our community, but the hospital has not been involved in the past. The activities will begin with participation in the Youth Health Day in May. The event is for all 7th graders in the county (approximately 400) and emphasizes health and safety issues through a series of discussions and interactive sessions. The hospital will provide an emergency room physician to discuss helmet use and other safe practices and a physical therapist who will talk about exercise safety. Other speakers provide information such as ATV safety, nutrition, safe texting, yoga, self defense, and appreciating the great outdoors. The hospital will also work with a national helmet manufacturer to secure pricing to be able to purchase one helmet for each 7th grader. 2. DIABETES - Develop an ongoing diabetes support group program that will be held at least twice a year over a multi-week schedule or as a monthly support group. The program would provide: A) Disease education presented by a healthcare provider B) Nutritional information from a dietitian C) Occasional cooking demonstrations D) Exercising with diabetes presented by physical therapists E) Insulin and pump management presentation by pharmacist F) Diabetes management open discussion with support group and program leader The diabetes program will be presented at no cost to participants and their support person. - Develop a task force to include representatives from family practice physicians, dietitians, case management, Kno-Ho-Co, MVHC, nursing and the population affected with diabetes. The task force will be charged with suggesting meaningful methods of reaching the low-income diabetes population and enhancing their understanding and involvement with diabetes self-management. The conclusion of this task force will be used to encourage collaboration on a county-wide program to encourage and facilitate better self-management. - Develop a wound management service line to help diabetes patients who struggle with wounds that will not heal due to the disease. With the age of our population and the prevalence of diabetes, adding this service line will help patients who either travel for wound care or receive sub-standard care. - Provide free fingerstick glucose checks at health fairs. The hospital co-sponsors a community-wide health fair each January with free fingersticks and with healthcare providers available to discuss results and answer questions. The hospital also participates in a community-wide senior expo in November with free fingersticks and diabetic counseling. 3. CANCER - When cancer is detected, the cost of treatment can be an overwhelming next step for low income families. Coshocton Hospital is able to work through the Trinity Breast and Cervical Program offered by Trinity Health Care to provide grants to pay for screening services and provide some limited resources for treatment for low income women. The program has been in place, but the hospital will work with our surgeons and womens care physicians to ensure there is adequate knowledge about this program in the hospital's communities. - Our oncology department head nurse coordinates the cancer support group for the hospital. The group assists with emotional support as well as ongoing education for survivors and those new to the cancer journey. With this implementation plan, the hospital intends to place greater focus on this support group to encourage more men and newly diagnosed patients to join the group. Also, the hospital will help the oncology nurse schedule speakers and assistance with the educational section of the monthly meetings. 4. CHRONIC LOWER RESPIRATORY DISEASE - Investigate the potential for a pulmonary support group to be run by the pulmonary rehab specialists. If deemed feasible, the hospital intends to establish a support group with monthly speakers talking about the challenges faced by those with respiratory disease and determining how to help them manage those challenges. - Work with Coshocton Behavioral Health Choices to understand ways the hospital can work with them to discourage the use of tobacco products. A possible concept is the hosting of tobacco cessation groups at the hospital with help from Coshocton Behavioral Health Choices. The programs will be available to both the public and to our inpatients who want to attend. - Explore strategies to supply nicotine replacement therapy to tobacco cessation groups hosted at the hospital. 5. SUBSTANCE ABUSE - Work with the collaborators listed above to help launch the Coshocton County Drug Coalition. The drug coalition is a community-based effort to maintain focus on substance abuse, work toward getting answers to help defend against the problem, and educate the community about the signs and risks of substance abuse. - Investigate the feasibility of creating a medical detox program for the ho |
| SCHEDULE H, PART V, SECTION B, LINE 2 - GLENDORA | PRIME HEALTHCARE SERVICES, INC. CONTRIBUTED EAST VALLEY GLENDORA HOSPITAL, L.P. DBA GLENDORA COMMUNITY HOSPITAL (GLENDORA) TO PRIME HEALTHCARE FOUNDATION, INC. (FOUNDATION) ON DECEMBER 31, 2015, AND THE FOUNDATION EFFECTIVELY TOOK OWNERSHIP OF GLENDORA ON JANUARY 1, 2016. AS A RESULT, THE LAST DAY OF THE FOUNDATION'S SECOND TAXABLE YEAR OF OWNERSHIP BEGINNING AFTER SUCH DATE IS DECEMBER 31, 2018. ON NOVEMBER 17, 2016 EAST VALLEY GLENDORA HOSPITAL, L.P. WAS CONVERTED INTO EAST VALLEY GLENDORA HOSPITAL, LLC. |
| SCHEDULE H, PART V, SECTION B, LINE 2 - SUBURBAN | Prime Healthcare Services - Suburban Hospital, LLC, a limited liability company which for federal income tax purposes is disregarded as separate from its 100% owner, Prime Healthcare Foundation, Inc., acquired the assets of Mercy Suburban Hospital on February 1, 2016. AS A RESULT, THE LAST DAY OF THE FOUNDATION'S SECOND TAXABLE YEAR OF OWNERSHIP BEGINNING AFTER SUCH DATE IS DECEMBER 31, 2018. |
| SCHEDULE H, PART V, SECTION B, LINE 2 - SOUTHERN REGIONAL | Prime Healthcare Foundation - Southern Regional, LLC, a limited liability company which for federal income tax purposes is disregarded as separate from its 100% owner, Prime Healthcare Foundation, Inc., acquired the assets of Southern Regional Health System on February 1, 2016. |
| SCHEDULE H, PART V, SECTION B, LINE 2 - COSHOCTON | Prime Healthcare Foundation - Coshocton, LLC, a limited liability company which for federal income tax purposes is disregarded as separate from its 100% owner, Prime Healthcare Foundation, Inc., acquired the assets of Coshocton County Memorial Hospital on November 1, 2016. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - SHERMAN OAKS | A total of 8 key informant interviews were conducted for Sherman Oaks Hospital (SOH) service area. Each interview lasted between 30 to 45 minutes. The key informants included individuals from the Los Angeles County Departments of Health, Mental Health, and Public Health, as well as public health experts from academia, local hospitals, and clinics. Utilizing a focus group facilitation guide, three two-hour focus groups were conducted with 34 community members, leaders, and service providers. The community stakeholders that participated in the CHNA represented the broad interests of the community, and included public health experts and other individuals knowledgeable about the health needs found in the community. A total of 110 online surveys were administered to participants by VCCC and staff of KeyGroup and SOH. Many of the surveys were provided by residents of the greater San Fernando Valley, but a smaller number were obtained by KeyGroup staff from residents. Secondary data was retrieved through a review of publicly-collected demographic and health statistics. Except on rare occasions, data was retrieved via electronic data searches. Demographic data such as age, ethnicity, income, insurance, disease prevalence, and five-year projected estimate information was extracted from the Census Bureau information found in the American Community Survey section of the Census website. Some portions were quoted from various documents that analyzed census data and are cited as used. Additional data on education attainment, region of birth, grandparents caring for their grandchildren, and English proficiency was gathered from the U.S. Bureau of Census (American Factfinder). In addition, the Catholic Healthcare West (CHW) Community Need Index (CNI) tool was reviewed to assist with the identification of high need areas. Information for this report consisted of both secondary and primary data, and therefore the collection of data came from multiple sources. Data gathered was analyzed using methods such as grouping and statistical analysis. Data was grouped according to health conditions, co-morbidities, age, gender, and ethnicity, in addition to other specific needs for the CHNA report. The zip code level data collected was used to compare various communities in the Sherman Oaks Hospital service area. This comparative data was analyzed to determine areas of disparity in the SOH PSA compared to the larger areas used for comparison. Where significant deviations from the large area norms were found, they are presented to show the important disparities between communities. Where the SOH PSA is similar to the larger areas, the large area data is presented as representative of the SOH PSA. It should be noted that many health conditions were not covered by the various sources, so direct comparison was not always possible. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - SHERMAN OAKS | SHERMAN OAKS HOSPITAL (SOH) focus groups started with over 30 issues and the VCCC groups listed 29, but in both cases, the groups narrowed the range significantly, arriving at a top seven. The first two are closely related. THEY ARE LISTED BELOW WITH THE HOSPITAL PLAN REGARDING EACH ITEM: 1. Coordination of Care The hospital plans to work with stepdown providers, including nursing and rehabilitation hospitals, as well as home health agencies and social service agencies, to develop protocols to share information back and forth about clients transferred from one site to another, with provisions to assist other providers in maintaining health status of transferred clients as they continue their recovery. Additional research will be done to create methodologies for identifying high-utilization clients, and coordinating with social service providers to assist in supporting these clients in their homes so they dont become admissions to the hospital. 2. Transitions of Care The hospitalss Plan includes provisions to improve communications between the hospital and step-down providers both before and after transitions, to clarify client needs and necessary treatment protocols upon transfer, and follow-up communication within two days to review client status and address any issues that may have arisen following transfer. As payment programs develop to facilitate such services, the hospital will work with providers to maintain an equitable reimbursement environment for all involved parties. 3. Payment Issues The hospital Plans to include provisions to continue assuring that clients who can get insurance coverage are directed to the appropriate sources. In addition, SOH will continue to review planned and newly passed legislation to ensure continuing affordability among clients. 4. Mental Health - As a primary care provider of mental health services, particularly in geriatric services, the hospital is dedicated to continuing its existing services. As more focus is directed to mental health issues associated with acute admissions to hospitals, the hospital is expanding its coordination practices with community providers to identify high-intensity users of hospitals services with accompanying mental health issues that can be addressed in alternative settings. With better coordination, these clients can be directed to more appropriate care sites. SOH will also research options to coordinate community care solutions with the hospitals inpatient services as crises arise in those community locations. 5. Diabetes The hospital's Plan is primarily focused on education, since care for acute diabetes issues is expensive and often delivered after the most effective treatments are available. SOH will continue to participate in health fairs, and coordinate with schools and community groups to educate area residents on the risks that lead to diabetes. 6. Heart Disease - The hospitals Plan includes education regarding stroke and cardiac risks, along with maintaining state-of-the-art services for cardiac emergencies seen at the hospital. 7. Lack of Knowledge about Health Services - The hospital Plans to focus on educational programs that target area residents who are not current clients of the hospital, delivered at health fairs, schools, retirement communities and other locations where people are interested in learning about health options. Additionally, the hospital staff maintains a database of insurance options that can be used to bring uninsured clients into the insured ranks, and works with eligible clients to get them covered. This is an ongoing process as insurance programs change often, and many more changes are possible over the next few years.The previous seven issues were raised by the hospitals focus groups and listed as the primary issues for the hospital PSA. Additional data was obtained from VCCCs focus groups conducted at other locations. These interviews were conducted at various hospitals and other locations throughout the County of Los Angeles Service Planning Area 2 (SPA 2). The SPA 2 Focus Groups top ten data also identified some additional issues that affect the greater San Fernando Valley area and residents of the hospitals PSA. The issues not included in hospitals top seven are addressed below. The hospital staff will work with hospitals and agencies throughout the Valley to address these issues as well as those specific to the hospital. 8. Obesity The hospitals Plan incorporates education for children and adults about the hazards of obesity, and promotion of healthy eating and behavioral habits. 9. Cancer - The hospital Plans to focus on triage for clients admitting with cancer symptoms, treatment for those symptoms easily treated, and referral to specialty hospitals for those with more serious problems, since the hospital does not specialize in cancer care. 10. Hypertension The hospital's plan involves education and intervention in cases where the client is at the hospital, but the bulk of the education effort will be in outreach programs, coordinated with the senior services programs already in place at the hospital and delivered to sites in the community. 11. Substance Abuse Disorder The hospital's Plan involves education and intervention in cases where the client is at the hospital, but the bulk of the education effort will be in outreach programs. The existing senior services programs are a useful base for identifying and treating substance abuse issues which are often presented as either acute trauma, or as contributors to a mental health crisis that admits to the Geriatric Psych program. Additional efforts are underway to identify service providers and continuing treatment locations to allow transfers of abuse victims to longer-term recovery programs that can follow up the treatment provided for the acute episode. 12. Access to Primary Care As noted in the Access to Care section of this plan, SOH will continue to attempt to find insurance coverage for all who present at the hospitals ED, and as part of that process will assist in finding a primary care provider affiliated with the coverage achieved. In addition, SOHs medical staff will reach out to local clinics to provide specialty care to clinic patients as appropriate. 13. Poverty The hospital has no control over clients' incomes, and has no resources to augment incomes. However, as noted in the Access to Care section of this plan, the hospital will continue to attempt to find insurance coverage for all who present at the hospitals ED, and as part of that process will assist in finding a primary care provider affiliated with the coverage achieved. Since clients with the lowest incomes are the ones most likely to qualify for MediCal coverage, this process should minimize the trouble clients have in seeking care. The issues above are the consensus issues from many sources that merit the most consideration by hospitals in the area. Each hospital has differing abilities to address each issue. As discussed above, Sherman Oaks Hospitals Implementation Plan will focus on the issues related to access and mental health. |
| SCHEDULE H, PART V, SECTION B, LINE 7A | PHS - ENCINO HOSPITAL, LLC FACILITY'S WEBSITE (LIST URL): www.encinomed.org/documents/EHMC-2016-CHNA-(Final).pdf PHS - SHERMAN OAKS, LLC FACILITY'S WEBSITE (LIST URL): www.shermanoakshospital.org/documents/SOH-2016-CHNA-(Final).pdf PRIME HEALTHCARE HUNTINGTON BEACH, LLC FACILITY'S WEBSITE (LIST URL): http://www.hbhospital.org/documents/HBH-CHNA-Draft-Report-v4-MT.pdf PHS - MONTCLAIR, LLC FACILITY'S WEBSITE (LIST URL): www.montclair-hospital.org/documents/Montclair-Hospital-CHNA-Report-122820 16.pdf PRIME HEALTHCARE LA PALMA, LLC FACILITY'S WEBSITE (LIST URL): www.lapalmaintercommunityhospital.com/documents/LPIH-CHNA-Draft-Report-v4. pdf PHF - SOUTHERN REGIONAL, LLC FACILITY'S WEBSITE (LIST URL): www.southernregional.org/documents/CHNA-Plan-.pdf PHF - COSHOCTON, LLC FACILITY'S WEBSITE (LIST URL): www.coshoctonhospital.org/documents/crmc-2016-chna.pdf EAST VALLEY GLENDORA HOSPITAL, LLC FACILITY'S WEBSITE (LIST URL): https://www.glendorahospital.com/documents/Glendora-CHNA-Report-12282017V1 .pdf PHS - SUBURBAN HOSPITAL, LLC FACILITY'S WEBSITE (LIST URL): www.suburbanhosp.org/documents/CHNA-report-FINAL_Sep-2017.pdf PRIME HEALTHCARE SERVICES - PAMPA LLC FACILITY'S WEBSITE (LIST URL): https://www.prmctx.com/About-Us/Quality-Patient-Safety-and-Clinical-Excell ence.aspx |
| SCHEDULE H, PART V, SECTION B, LINE 10A | PHS - ENCINO HOSPITAL, LLC FACILITY'S WEBSITE (LIST URL): www.encinomed.org/documents/EHMC-2017-2019-Implementation-Plan.pdf PHS - SHERMAN OAKS, LLC FACILITY'S WEBSITE (LIST URL): www.shermanoakshospital.org/documents/SOH-Implementation-Plan-20172019.pdf PRIME HEALTHCARE HUNTINGTON BEACH, LLC FACILITY'S WEBSITE (LIST URL): www.hbhospital.org/documents/HBH-CHNA-Draft-Report-v4-MT.pdf PHS - MONTCLAIR, LLC FACILITY'S WEBSITE (LIST URL): www.montclair-hospital.org/documents/MHMC-Implementation-Plan-2017_2019.pd f PRIME HEALTHCARE LA PALMA, LLC FACILITY'S WEBSITE (LIST URL): www.lapalmaintercommunityhospital.com/documents/LPIH-CHNA-Draft-Report-v4. pdf PHF - SOUTHERN REGIONAL, LLC FACILITY'S WEBSITE (LIST URL): www.southernregional.org/documents/CHNA-Plan-.pdf PHF - COSHOCTON, LLC FACILITY'S WEBSITE (LIST URL): http://www.coshoctonhospital.org/documents/CRMC-IMPLEMENTATION-PLAN-2016.p df PRIME HEALTHCARE SERVICES - PAMPA LLC FACILITY'S WEBSITE (LIST URL): www.prmctx.com/documents/PRMC-Implementation-Strategy-Action-Steps-5-17-16 -.pdf PHS - SUBURBAN HOSPITAL, LLC FACILITY'S WEBSITE (LIST URL): www.suburbanhosp.org/documents/Sub-Comm-Hospital-CHNA-version2-(1).pdf |
| SCHEDULE H, PART V, SECTION B, LINE 16A | PHS - ENCINO HOSPITAL, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.encinomed.org/documents/Charity-Care-Policy-(ENCINO).pdf PHS - SHERMAN OAKS, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.shermanoakshospital.org/documents/CA-Sherman-Oaks-Hospital-FAP.pdf PRIME HEALTHCARE HUNTINGTON BEACH, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.hbhospital.org/documents/Huntington-Financial-Assistance-Policy-[ENGLI SH].pdf PRIME HEALTHCARE SERVICES - PAMPA LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.prmctx.com/documents/Charity-Care-Policy-(PAMPA).pdf PHS - MONTCLAIR,LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.montclair-hospital.org/documents/Montclair-FAP-[ENGLISH].pdf PRIME HEALTHCARE LA PALMA, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.lapalmaintercommunityhospital.com/documents/Charity-Care-Policy-(LA-PA LMA).pdf EAST VALLEY GLENDORA HOSPITAL, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.glendorahospital.com/documents/Charity-Care-Policy-(GLENDORA).pdf PHS - SUBURBAN HOSPITAL, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.suburbanhosp.org/documents/Charity-Care-Policy_SCPA.pdf PHF - SOUTHERN REGIONAL, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.southernregional.org/documents/Southern-Financial-Assistance-Policy-(E NGLISH).pdf PHF - COSHOCTON, LLC FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.coshoctonhospital.org/documents/NEW-Coshocton-Full-Financial-Assistanc e-Policy.pdf PHS - LANDMARK MEDICAL CENTER FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.landmarkmedical.org/documents/Landmark-FAP.PDF PHS - REHAB. HOSPITAL OF RHODE ISLAND FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.rhri.net/documents/Rehab-Hospital-of-RI-Financial-Assistance-Policy.pd f |
| SCHEDULE H, PART V, SECTION B, LINE 16B | PHF - COSHOCTON, LLC FAP APPLICATION FORM WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.coshoctonhospital.org/documents/Copy-of-Financial-Assistance-App-HCAP. pdf PHS - LANDMARK MEDICAL CENTER FAP APPLICATION FORM WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): https://www.landmarkmedical.org/documents/Landmark-FAA.PDF PHS - REHAB. HOSPITAL OF RHODE ISLAND FAP APPLICATION FORM WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): https://www.rhri.net/documents/Rehab-Hospital-of-RI-Financial-Assistance-A pplication.pdf |
| SCHEDULE H, PART V, SECTION B, LINE 16C | PHF - COSHOCTON, LLC PLAIN LANGUAGE SUMMARY OF THE FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): www.coshoctonhospital.org/documents/NEW-Coshocton-Plain-Language-Summary.p df PHS - LANDMARK MEDICAL CENTER PLAIN LANGUAGE SUMMARY OF THE FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): https://www.landmarkmedical.org/documents/Landmark-PLS.PDF PHS - REHAB. HOSPITAL OF RHODE ISLAND PLAIN LANGUAGE SUMMARY OF THE FAP WAS WIDELY AVAILABLE ON A WEBSITE (LIST URL): https://www.rhri.net/documents/Rehab-Hospital-of-RI-Plain-Language-Summary .pdf |
| SCHEDULE H, PART V, SECTION B, LINE 5 - GLENDORA | the hospital concentrated its effort in gathering qualitative primary data through a series of contacts with key stakeholders that represent the community they are a part of, including government representatives, mayor, public health representatives, healthcare providers, service providers, realtors and minority group leaders. A survey was disseminated to the community via the hospitals involved in the HASC report. Both English and Spanish versions were provided. The survey reached patients and community members of all ages and backgrounds. Extensive interviews with community leaders that would be able to address and further describe the needs of the community were conducted. Representatives of City and County agencies included the staff of the Los Angeles County Department of Health, and the Los Angeles County 4th District Supervisors Health Liaison, and the Director of the Los Angeles County Department of Public Health. Available secondary data was used extensively to gather quantitative and qualitative information on the total service area, health and quality of life indicators, currently available services, evidence-based prevalence of diseases and conditions, and established adverse health factors at the community and County level. This data forms the basis for the HASC report, and is used here as a baseline for further analysis where PSA data was available for comparison. Where PSA-specific data was not found, the HASC report data is presented. Secondary data also served as benchmarking tools to address needs priority, processes and outcomes. Including Healthy People 2020 (Healthy People). Healthy People provides science-based, 10-year national objectives for improving the health of all Americans and has established nationally recognized benchmarks and progress monitoring. Healthy People 2020 is the result of a multiyear process that reflects input from a diverse group of individuals and organizations. Further benchmarking information was acquired from a variety of resources, including the U.S. Census Bureau, Uniform Data System Mapping, Community Commons, Healthy City, County Health Rankings & Roadmaps and Health Indicators Warehouse. The County of Los Angeless Departments of Public and Behavioral Health have embarked on a program called the Community Vital Signs Initiative, designed to develop county-wide information, analyzable in small local areas, which will allow healthcare providers of all sorts to create programs designed to improve the health status of area residents. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - GLENDORA | Resources currently exist in the community to address most of the priority needs, although in each case, more resources would be useful in combating the problems. Over 40 health needs were suggested by the key informants. Five of these needs were specific diseases or conditions that are indicators of poor health. They are listed below, with a short summary of their impact on community health. 1. Diabetes There are two primary types: Juvenile Onset (Type 1) diabetes, typically diagnosed in children, is a condition due to the bodys inability to make enough insulin to manage digestion. It is best controlled with diet and weight management, although medication exists to control insulin levels. Adult Onset (Type 2) diabetes is most often a lifestyle disease, brought on by excess weight, lack of exercise and/or diet. It is also controllable with appropriate changes to diet, exercise regimens and other lifestyle choices. 2. Obesity - As a contributor to diabetes, high blood pressure, cardiac problems and orthopedic issues, this was mentioned by several respondents. Los Angeles County Department of Health provides data on health status for eight Specific Plan Areas (SPAs) Glendora is in SPA 3 San Gabriel Valley. SPA 3 rates for Obesity in 2013 were lower than both the county average for children, and within Los Angeles statistical norms for adults. Nonetheless, the fact that all age categories reported between 20% and 35% rates of overweight and obesity indicates a significant opportunity for improvement. 3. Mental Health - Several respondents mentioned a limited supply of mental health services, as well as a historical lack of payment programs for mental health services. The sources of care for mental health issues are typically outpatient settings, but physical problems either caused by, or complications of, mental problems are a major factor in bringing clients to hospital Emergency Departments. Various laws have been passed in the past 25 years to improve mental health care, and provisions of the Affordable Care Act mandate mental health parity in payment and treatment, but the regulations to define that parity are not yet clear. It is expected that mental health services will improve as payors develop systems to reimburse providers for the services they offer, but treatment for chronic mental health issues is beyond the scope of most hospitals. The primary issue for acute care providers is developing protocols for addressing mental health issues that present along with the acute medical problems that bring patients to the ED. 4. Access to Healthcare Passage of the Affordable Care Act has had a positive effect on the number of area residents who lack health insurance, but providers of care to low-income clients still report difficulty making referrals to specialists. In many areas, wait times for appointments for MediCal recipients are still longer than optimum. 5. Substance abuse This omnibus category includes alcoholism, addiction to numerous illegal substances, and inappropriate use of prescription medications. Most of the issues are chronic in nature, although the presenting symptoms in hospital EDs are usually acute medical crises, such as accidents, trauma, overdose, or injuries resulting from unwise actions while intoxicated. Much of the work on substance abuse is funded by mental health payors, since the addiction issues underlying the problems are considered mental-health related. |
| SCHEDULE H, PART V, SECTION B, LINE 5 - SUBURBAN | Both primary and secondary and quantitative and qualitative data were obtained and analyzed for the needs assessment. Obtaining information from multiple sources, known as triangulation, helps provide context for information and allows researchers to identify results which are consistent across more than one data source. Quantitative information from the following sources was analyzed for the hospitals service area using the Statistical Program for Social Sciences (SPSS): -The 2013, 2015, and 2020 U.S. Census Claritas Pop-facts estimates and projections. -The most recent information from the Pennsylvania Department of Health, Bureau of Health Statistics and Research on four year (2009-2012) average rates for natality and mortality. -Public Health Management Corporations(PHMC) 2015 Southeastern Pennsylvania Household Health Survey; -2015 County Health Roadmaps & Rankings for Montgomery County, PA. Frequency distributions were produced for variables for multiple years of vital statistics and U.S. Census data so trends over time could be identified and described. In addition, for Household Health Survey measures, tests of significance were conducted comparing the hospitals service area to the Health and Human Services for Southeastern Pennsylvania to objectively identify and prioritize unmet needs in the context of hospitals mission statement and role in the community. In addition, quantitative data for each service area from the Health and Humarn Services was compared to health objectives for the United States from Healthy People 2020 and to data collected for Pennsylvania from the Centers for Disease Control and Prevention 2014 Behavioral Risk Factor Surveillance Survey. SUBURBAN COMMUNITY HOSPITAL (SCH) COLLABORATED TO IDENTIFY individuals living and/or working in the communities in the hospitals service area who could provide input on the needs assessment as community members, leaders or persons with knowledge of underserved racial minorities, low income residents, and/or the chronically ill. Potential participants for the focus group were identified by the hospital's community outreach staff working with PHMC, and invited by program staff of ACCION COMUNAL LATINOAMERICANA DE MONTGOMERY COUNTY (ACLAMO) and the Suburban Family Medical Group to attend the meeting. -The focus group of 13 adults was conducted on May 25th at the Hospitals Cancer Center. -Anyone who could not attend was invited to send written comments at any time. -Focus group participants received a $10 grocery store coupon as an incentive and dinner. -The focus group discussion was audiotaped, with the permission of the participants. -The hospital provided a meeting venue at the hospitals Cancer Center. -The hospital language line was used to interpret from English into Spanish for those who needed it. -Focus group participants were service area residents affiliated with: Accion Comunal Latinoamericana de Montgomery County staff, the Montgomery County Department of Human Services, a construction worker, an unemployed resident, a retired resident, and a disabled resident who is legally blind. -Input from focus group participants was used to further identify and prioritize unmet needs, local problems with access to care, and populations with special health care needs in the context of SCHs mission statement and role in the community. SUBURBAN COMMUNITY HOSPITAL ALSO identifIED seven community leaders with special knowledge of medically underserved populations in the hospitals service area. These community leaders were interviewed using a written discussion guide approved by SCH. Input from these interviews was included in the report to provide information on underserved areas. |
| SCHEDULE H, PART V, SECTION B, LINE 11 - SUBURBAN | Based upon the information collected and analyzed for this needs assessment, there are a number of areas in which the health status of the adults and children in the hospitals service area could be improved. However, there are already many programs that serve the area already addressing many of these health issues. In addition, some issues are better addressed by agencies, organizations and providers whose mission it is to provide prevention and intervention programs for these public health problems. The following issues were identified as top concerns for the service area: Maternal and Child Health Programs addressing maternal and child health, including prenatal care, premature births, infant mortality, and high lead levels in children, are already among the services provided by the Montgomery County Health Department. The health department provides a wealth of services to low income families to ensure a healthy pregnancy, birth, and childhood. In addition, the health department is linked to many community agencies that provide needed health and social services not offered by the health department or its clinics. Since SCH does not have maternity, gynecology, or pediatric services, it probably is not efficient for them to address these topics. MORTALITY High mortality rates for all cancers, female breast and colorectal cancer, coronary heart disease and stroke can be addressed through public health education and screenings in the community as well as in hospital settings. Preventive education should focus on smoking cessation, nutrition, and the importance of early identification and treatment of breast and colorectal cancers, high blood pressure, and obesity through screenings. The importance of screenings and other health topics are addressed in an extensive list of health education classes for adults and children provided by the Montgomery County Health Department at organizations, schools, worksites and the community free of charge. Preventive Screenings Most insured individuals receive health screenings through their primary care physician aimed at preventing or treating serious chronic conditions at an early stage. In Montgomery County, those who are uninsured or cannot afford a private physician can receive primary health care, including screenings, at three public health clinics located In Pottstown, Norristown, and Willow Grove. However, many undocumented individuals are afraid to visit a health clinic or private physician. Father Augustus Puleo of St. Patricks Church conducts a weekly health screening clinic after Mass on Sunday for anyone who wishes to come. The clinic is staffed by a medical resident from SCH and provides simple screenings and referrals as needed. Many of the clinic patients are undocumented, and this provides an excellent resource for them. The hospital also sees patients referred from Father Puleos clinic at the SCH Family Medicine Clinic for follow-up and also processes their laboratory testing for free. Health screenings are also a major component of countless health fairs that SCH sponsors throughout the year. Poor Nutrition and Obesity Obesity and poor nutritional habits among adults and children that contribute to this condition was named one of the top health care concerns in the service area by key informants and focus group participants. The Montgomery County Department of Health and Human Services sees poor nutrition and food insecurity because of the high cost of housing. They are trying to coordinate distribution of food from the many food pantries and farmers markets throughout the County. Obesity is an important factor in many chronic health conditions, and is being addressed by the hospital in two key areas, stroke and heart prevention and care. The hospital is rated as a Top Performer on Key Quality Measures by The Joint Commission and has certification as a Primary Stroke Center, being named Best Hospital in Montgomery County and numerous achievements for heart and stroke care. The hospital already provides medical care, educational programs, and community outreach services directed to preventing and treating these conditions. Behavioral Health Serious mental illness in adults and children was identified as a top issue of concern based on review of the quantitative and qualitative data for this report. Specific mental health issues include suicide and suicidality, and depression. Participants identified the need for more psychiatrists, especially those who will accept referrals from Emergency Room patients and for those who treat children and adolescents and accept insurance. A separate program for Emergency Room mental health services was also identified as an important goal for hospital Emergency Rooms overwhelmed by the seriously mentally ill. Referrals from the Emergency Room that are more likely to result in aftercare are also needed. Since SCH is one of two acute care hospitals with Emergency Rooms that are adjacent to Norristown Borough, they may want to consider working with the Emergency Services program and Einstein Medical Center Montgomery on this issue. SCH is seen as neutral so they have a lot of influence in the community. Opioid addiction is epidemic in Montgomery County, especially in Pottstown and in the schools, as it is in the rest of the nation. Norristown also has a significant number of opioid addiction deaths and emergencies. This serious problem was mentioned by all participants in key informant interviews and the focus group. Opioid addiction is being addressed at the state and county levels by government and coalitions of agencies and organizations with prescription monitoring programs, NARCAN distribution, more inpatient and outpatient slots for treatment funded through the Affordable Care Act, and provider education. SCH may want to participate in these discussions, if they are not already doing so, since opiate addiction and other substance abuse results in many avoidable Emergency Room visits. |
| SCHEDULE H, PART V, SECTION B, LINE 2 - LANDMARK & RHODE ISLAND | PRIME HEALTHCARE SERVICES, INC. CONTRIBUTED 100% OF THE MEMBERSHIP INTERESTS IN PRIME HEALTHCARE SERVICES - LANDMARK LLC DBA LANDMARK MEDICAL CENTER AND REHABILITATION HOSPITAL OF RHODE ISLAND (LANDMARK AND RHRI), TO PRIME HEALTHCARE FOUNDATION, INC. (THE "FOUNDATION") ON DECEMBER 31, 2016, AND THE FOUNDATION EFFECTIVELY TOOK OWNERSHIP OF LANDMARK AND RHRI ON JANUARY 1, 2017. AS A RESULT, THE LAST DAY OF THE FOUNDATION'S SECOND TAXABLE YEAR OF OWNERSHIP BEGINNING AFTER SUCH DATE IS DECEMBER 31, 2019. |
| SCHEDULE H, PART V, SECTION B, LINE 8, 10 AND 10B - GLENDORA | The hospital did not adopt an implementation strategy during the tax year because it was not yet due. Per Treasury Regulations Section 1.501(r)-3(c)(5), the implementation strategy is not due until the 15th day of the fifth month after the end of the taxable year in which the hospital facility completes its CHNA. |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Facility | 6 | FacilityNum |
Oth Hlth Care Fclts Not Hospital OthHlthCareFcltsNotHospitalGrp
Oth Hlth Care Fclts OthHlthCareFcltsGrp (6 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | FacilityFacilityTxt |
|---|---|---|---|---|
| RIVER VALLEY PHYSICIANS LLC | ||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | MEDICAL GROUP |
| SOUTHERN REGIONAL PHYSICIANS MANAGEMENT | ||||
| 11 UPPER RIVERDALE ROAD | SW RIVERDALE | GA | 30274 | MEDICAL GROUP |
| SUBURBAN MEDICAL GROUP LLC | ||||
| 2701 DEKALB PIKE | EAST NORRITON | PA | 19401 | MEDICAL GROUP |
| LAKE SPIVEY AMBULATORY SURGERY CARE LLC | ||||
| 7813 SPIVEY STATION BLVD SUITE 100 | JONESBORO | GA | 30274 | AMBULATORY SURGERY CENTER |
| PRIME HEALTHCARE FOUNDATION - LAKE HURON | ||||
| 3111 ELECTRIC AVENUE | PORT HURON | MI | 48060 | CLINIC |
| LANDMARK PHYSICIAN OFFICE SERVICES | ||||
| 115 CASS AVENUE | WOONSOCKET | RI | 02895 | MEDICAL GROUP |
Supplemental Information Detail SupplementalInformationDetail (55 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| SCHEDULE H, PART III, SECTION A, LINE 4 | The Company's patient accounts receivable are reduced by allowances for contractual adjustments and doubtful accounts. In evaluating the collectability of patient accounts receivable, the Company analyzes its past history and identifies trends for each of its major payor sources of revenue to estimate the appropriate allowances for both contractual adjustments and doubtful accounts and provision for bad debts. Management regularly reviews data about these major payor sources of revenue in evaluating the sufficiency of these allowances. For receivables associated with self-pay patients (which includes both patients without insurance and patients with deductible and copayment balances due for which third-party coverage exists for part of the bill), the Company records a provision for doubtful accounts in the period of service on the basis of its past experience, which indicates that many patients are unable or unwilling to pay the portion of their bill for which they are financially responsible. The difference between the expected rates (or the discounted rates if negotiated) and the amounts actually collected after all reasonable collection efforts have been exhausted is charged off against the allowance for doubtful accounts. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - ENCINO & SHERMAN OAKS | PAYMENT PLANS - BALANCES ARE DUE UPON DISCHARGE FROM THE HOSPITAL IF THE PATIENT DOES NOT QUALIFY FOR STATE ASSISTANCE OR PRIME HEALTHCARE'S FINANCIAL ASSISTANCE PROGRAM. PAYMENT ARRANGEMENTS MAY BE ESTABLISHED WITH HOSPITAL'S FINANCIAL COUNSELOR AND MAY BE MADE WITH NO INTEREST OR PENALTIES. DEFAULTING ON A PAYMENT PLAN WILL RESULT IN DISQUALIFICATION OF THIS OPTION. |
| SCHEDULE H, PART VI, LINE 3 | ENCINO, SHERMAN OAKS, HUNTINGTON BEACH, LA PALMA, MONTCLAIR, PAMPA, GLENDORA, SOUTHERN REGIONAL , SUBURBAN, LANDMARK & RHODE ISLAND PATIENTS EDUCATION OF ELIGIBILITY FOR ASSISTANCE In order to ensure that patients are aware of the existence of the Charity Care Program, the following actions shall be taken: A. Written Notice to Patients Each patient, whether admitted or not, shall receive the Charity Care & Discounted Payment Program notice. The Charity Care & Discounted Payment Program IS offered to Patients who lack insurance or have inadequate insurance and meet certain low and moderate income requirements. The notice shall be provided in non-English languages spoken by a substantial number of the patients served by the Hospital. B. Posting of Notices The Charity Care & Discounted Payment Program shall be clearly and conspicuously posted in locations that are visible to the patients in the following areas: (1) Emergency Department; (2) Billing Office; (3) Admissions Office; and (4) Other Outpatient Settings. The notice shall be provided in non-English languages spoken by a substantial number of the patients served by the Hospital. C. Notice to Accompany Bills To Potentially Eligible Patients Each bill that is sent to a patient who has not provided proof of coverage by a third party at the time care is provided or upon discharge must include a statement of charges for services rendered by the hospital. |
| SCHEDULE H, PART VI, LINE 4 - ENCINO | COMMUNITY INFORMATION Encino Hospital service area covers 10 zip codes in the San Fernando Valley area of Northern Los Angeles County and is home to more than 375,000 residents. Data gathered from the 2010-2014 U.S. Census American Community Survey estimates show that male and female populations are split almost equally. The hospitals service area spans cities, communities, and unincorporated areas in the San Fernando Valley and Los Angeles and Ventura Counties. The San Fernando Valley is in the Service Planning Area 2 (SPA 2) of Los Angeles County. While definitions can vary regarding service areas, over half of all discharges from the hospital originated from only 10 zip codes. Concentrated along the southern edge of the San Fernando Valley, they include: Encino (91316, 91436), North Hollywood/Studio City (91604), Northridge (91325), Reseda (91335), Sherman Oaks (91403, 91423), Tarzana (91356), and Van Nuys (91405, 91406). The Encino Hospital primary service area shows a slightly higher proportion of older residents (65+) and correspondingly lower proportions of younger residents under age 24. Out of the total Encino Hospital primary service area population (375,864), 13% are adults 65 year or older. About 4% (14,985) are older adults ages 80 plus. The ethnic composition of the Encino Hospital primary service area is largely White (48%) followed by Hispanic/Latino (35%), African- American (4%) and Two or More Races (3%). All other groups represent less than one percent of all residents. Education plays a very significant role in all aspects of life, including maintaining a healthy lifestyle. In the Encino Hospital primary service area, the highest percentage of adults 25 years or older are those with a Bachelors degree. Low income levels create obstacles to gaining access to medical services, purchasing healthy foods, and other necessities. Just over 6% of Encino Hospital service area earns less than $10,000. |
| SCHEDULE H, PART I, LINE 7, COLUMN (F) PERCENT OF TOTAL EXPENSE | BAD DEBT EXPENSE OF $177,028,637 WAS INCLUDED ON FORM 990, PART IX, LINE 25, COLUMN (A), BUT WAS SUBTRACTED FROM TOTAL EXPENSE FOR THE CALCULATION OF "PERCENT OF TOTAL EXPENSE" IN THIS COLUMN. |
| SCHEDULE H, PART III, SECTION A, LINE 2 | THE AMOUNT REPORTED ON LINE 2 IS BASED ON BAD DEBTS PER THE AUDITED FINANCIAL STATEMENTS. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - HUNTINGTON BEACH & LA PALMA | THE COSTING METHODOLOGY WAS BASED ON THE Centers for Medicare and Medicaid Services (CMS) COST REPORT COMPONENTS. |
| SCHEDULE H, PART VI, LINE 4 - HUNTINGTON BEACH | COMMUNITY INFORMATION The hospital covers a population of approximately 475,000 in 2015 (USA Census Estimate). After reviewing 2014 discharge data for HBH, the following zip codes are included in HBH's geographic service area: 92647, 92648, 92646, 92649, 92655, 92683, 92708, 92804, and 92832. The area contains multiple ethnic and racial communities, each with differing health and social welfare needs. It also includes many organizations providing various health and social services, which the hospital supports with financial and staff time assistance. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - PAMPA | THE COSTING METHODOLOGY WAS BASED ON A CONTRACTUAL MODEL WHERE ALLOWABLE COSTS ARE CALCULATED USING COSTS ACCOUNTING METHODS. |
| SCHEDULE H, PART VI, LINE 2 - PAMPA | NEEDS ASSESSMENT THE HEALTH CARE NEEDS TO THE COMMUNITIES SERVED BY PRIME HEALTHCARE SERVICES - PAMPA LLC ARE ASSESSED IN A VARIETY OF WAYS INCLUDING Questionnaires THAT are mailed out to the entire community and handed out at the facility. SCHEDULE H, PART VI, LINE 4 - PAMPA COMMUNITY INFORMATION Pampa is considered a rural service area servicing all surrounding counties for 60+ miles. Pampa is the second largest city in the Texas Panhandle with Pampa alone having a population of over 18,000 people and a median age of 36. Pampa and its surrounding areas have a wide array of cultural diversity with many homes having 4+ household members. A majority of community members are middle to low income and even below poverty level. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - PAMPA | Pampa Regional Medical Center may use the services of an external collection agency for the collection of patient debt. No debt shall be advanced for collection until the Director of the Hospital patient financial services or his/her designee has reviewed the account and approved the advancement of the debt to collection. Pampa Regional Medical Center shall obtain an agreement from each collection agency that it utilizes to collect patient debt that the agency will comply with the requirements of Texas Health & Safety Code section 311.031 to 311.048. Neither Pampa Regional Medical Center nor any collection agency utilized by Pampa Regional Medical Center shall report adverse information to a consumer credit reporting agency or commence civil action against the patient for nonpayment at any time prior to 150 days after the initial billing if the patient lacks third party coverage or for a patient that provides information that he or she may qualify for the Charity Care Program. In addition, if a patient is attempting to qualify for eligibility under Pampa Regional Medical Center Charity Care Program or the Discount Payment Policy and is attempting in good faith to settle an outstanding bill with the hospital by negotiating a reasonable payment plan or making regular partial payments of a reasonable amount, Pampa Regional Medical Center shall not send the unpaid bill to any collection agency unless that entity has agreed to comply with Texas Health & Safety Code section 311.031 to 311.048. |
| SCHEDULE H, PART VI, LINE 6 | AFFILIATED HEALTH CARE SYSTEM PRIME HEALTHCARE FOUNDATION, INC. AND ITS SUBSIDIARIES ARE THEIR OWN HEALTH SYSTEM MANAGED BY PRIME HEALTHCARE MANAGEMENT II, INC. |
| SCHEDULE H, PART VI, LINE 7 | STATE FILING OF COMMUNITY BENEFIT REPORT THIS IS NOT APPLICABLE TO PRIME HEALTHCARE FOUNDATION, INC. AND ITS SUBSIDIARIES. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - PAMPA | THE ESTIMATED AMOUNT OF THE ORGANIZATION'S BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT, CHARITY, AND POLICY DISCOUNT DEDUCTIONS FROM REVENUE AS EACH HAVE A SEPARATE ACCOUNT. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - HUNTINGTON BEACH & LA PALMA | THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FA IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - ENCINO & SHERMAN OAKS | THE COSTING METHODOLOGY WAS BASED ON THE 2017 AS FILED MEDICARE COST REPORT. |
| SCHEDULE H, PART III, SECTION C, LINE 9B | HUNTINGTON BEACH, LA PALMA, MONTCLAIR & GLENDORA THE HospitalS may use the services of an external collection agency for the collection of patient debt. No debt shall be advanced for collection until the Director of the Hospital patient financial services or his/her designee has reviewed the account and approved the advancement of the debt to collection. THE HospitalS shall obtain an agreement from each collection agency that THEY utilize to collect patient debt that the agency will comply with the requirements of california AB 774 and SB1276. Neither THE HOSPITAlS nor any collection agency utilized by THE HOSPITALS shall report adverse information to a consumer credit reporting agency or commence civil action against the patient for nonpayment at any time prior to 150 days after the initial billing if the patient lacks third party coverage or for a patient that provides information that he or she may qualify for the Charity Care Program. In addition, if a patient is attempting to qualify for eligibility under THE HospitalS' Charity Care Program or the Discount Payment Policy and is attempting in good faith to settle an outstanding bill with the hospital by negotiating a reasonable payment plan or making regular partial payments of a reasonable amount, THE HOSPITALS shall not send the unpaid bill to any collection agency unless that entity has agreed to comply with california AB 774 and SB1276. Any collection agency utilized by the hospitals shall comply with any payment plan entered into by a patient. THE HospitalS shall not, in dealing with patients eligible under the Charity Care Program or the Discount Payment Policy, use wage garnishments or liens on primary residences as a means of collecting unpaid hospital bills. |
| SCHEDULE H, PART III, SECTION B, LINE 8 | THE FOLLOWING HOSPITALS USED THE COST TO CHARGE RATIO TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6: PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLC PRIME HEALTHCARE SERVICES - MONTCLAIR, LLC PRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLC PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC EAST VALLEY GLENDORA HOSPITAL, LLC PRIME HEALTHCARE SERVICES - LANDMARK MEDICAL CENTER PRIME HEALTHCARE SERVICES - REHABILITATION HOSPITAL OF RHODE ISLAND THE FOLLOWING HOSPITALS USED OTHER COSTING METHODOLOGIES TO REPORT THE MEDICARE ALLOWABLE COSTS ON LINE 6: PRIME HEALTHCARE HUNTINGTON BEACH LLC PRIME HEALTHCARE SERVICES - PAMPA, LLC PRIME HEALTHCARE LA PALMA, LLC PRIME HEALTHCARE FOUNDATION - COSHOCTON, LLC PRIME HEALTHCARE SERVICES - SUBURBAN HOSPITAL, LLC |
| SCHEDULE H, PART VI, LINE 5 | PROMOTION OF COMMUNITY HEALTH ALL OF THE HOSPITALS CONDUCT OUTREACH PROGRAMS AS FURTHER DISCUSSED IN CHNA REPORTS. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - ENCINO & SHERMAN OAKS | THE COST TO CHARGE RATIO WAS USED TO DETERMINE THE ESTIMATED AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS UNDER THE FINANCIAL ASSISTANCE POLICY. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - MONTCLAIR | Patients who qualify, and are given financial assistance, are grouped and classified within THE patient accounting systems. These actual amounts, from the actual patients, were used to determine the amount of bad debt expense attributable to THE financial assistance policy. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - MONTCLAIR | The costing methodology, and resulting allowable costs, was developed by using the cost-to-charge ratio as calculated in the latest Medicare cost report filing. |
| SCHEDULE H, PART VI, LINE 2 - MONTCLAIR | NEEDS ASSESSMENT The healthcare needs of the communities served by MONTCLAIR HOSPITAL MEDICAL CENTER are assessed in a variety of ways including direct input from the community during community events, community physicians during outreach opportunities, local police and fire department and city council representation on our board of directors and telephone surveys of patients and families. |
| SCHEDULE H, PART VI, LINE 4 - MONTCLAIR | COMMUNITY INFORMATION Montclair Hospital Medical Centers (MHMC) Primary Service Area (PSA) covered a population of approximately 365,000 in 2016. The overall population growth of the PSA is projected to increase by 4.7% by 2020.The CHNA process involves analysis of several areas that are germane to the provision of services to the MHMC community. The most directly applicable is the area immediately surrounding the hospital: six local zip codes account for over 50% of all discharges from the hospital. MHMC commissioned its own market-area analysis by KeyGroup, which undertook a more detailed analysis of needs of this area, designated the MHMC Primary Service Area (PSA). This analysis incorporated data from sources not available at the time the HASC Study was underway, and provides a more focused review of community needs in the area most directly served by MHMC. |
| SCHEDULE H, PART VI, LINE 2 - HUNTINGTON BEACH & LA PALMA | NEEDS ASSESSMENT THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY HUNTINGTON BEACH HOSPITAL AND LA PALMA INTERCOMMUNITY HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING DIRECT INPUT FROM THE COMMUNITY DURING COMMUNITY EVENTS AND OUTREACH OPPORTUNITIES. |
| SCHEDULE H, PART VI, LINE 4 - LA PALMA | COMMUNITY INFORMATION the hospital covered a population of approximately 891,000 in 2015, according to US Census estimates. OF THAT TOTAL, ROUGHLY 40% COME FROM THE PRIMARY SERVICE AREA CONSISTING OF THE FOLLOWING ZIP CODES: 90620, 90621, 90623, 90630, 90650, 90701, 90703, AND 90715. THE REMAINDER ARE FROM THE SECONDARY SERVICE AREA CONSISTING OF THE FOLLOWING ZIP CODES: 92801, 92804, 90706, 92833, 90716, 90638, 90805, 90723, AND 90680.The area contains multiple ethnic and racial communities, each with differing health and social welfare needs. It also includes many organizations providing various health and social services, which the hospital supports with financial and staff time assistance. |
| SCHEDULE H, PART I, LINE 3C | Following are the criteria used for determining eligibility for free care: A patient qualifies for the Charity Care Program if all of the following conditions are met: (1) the patient does not have third party coverage from a health insurer, health care service plan, union trust plan, Medicare, Medi-Cal or Medicaid as determined and documented by the hospital; (2) the patients injury is not a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital; (3) the patients family income does not exceed 350% of the Federal Poverty Level; and (4) the patient has monetary assets of less than $10,000.00. Following are the criteria used for determining eligibility for discounted care: A patient who does not have third party coverage from a health insurer, health care service plan, union trust plan, Medicare, or Medicaid or whose injury is not a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital and whose family income does not exceed 450% of the Federal Poverty Level shall be eligible for the Discount Payment Program. A patient who has third party coverage or whose injury is a compensable injury for purposes of workers compensation, automobile insurance, or other insurance as determined and documented by the hospital may qualify for the Discount Payment Program if all of the following conditions are met: (1) the patient has a family income of less than 450% of the Federal Poverty Level; (2) the patient does not receive a discount rate from the hospital as a result of his or her third party coverage; and (3) the patient has annual out-of-pocket costs incurred by that individual at the hospital that exceed 10% of the patients family income in the prior 12 months or the patient has annual out of pocket expenses that exceed 10% of the patients family income if the patient provides documentation of the patient's medical expenses paid by the patient or the patient's family in the prior 12 months. The Director of the Hospital's Patient Financial Services, (PFS) shall also have the discretion to extend charity care or a discount to patients under the following circumstances: a. The patient qualifies for limited benefits under the State's Medicaid or Medi-Cal Program, i.e., limited pregnancy or emergency benefits, but does not have benefits for other services provided at the Hospital. b. The patient qualifies for a Medically Indigent Adult Program offered by a county other than the one in which the Hospital is located. c. Reasonable efforts have been made to locate and contact the patient, such efforts have been unsuccessful, and the Hospital's PFS Director has reason to believe that the patient would qualify for charity or a discount, i.e., homeless; d. A Third Party Collection Agency has made efforts to collect the outstanding balance and has recommended to the Hospital's PFS Director that charity care or a discount be offered. |
| SCHEDULE H, PART VI, LINE 3 - COSHOCTON | PATIENT EDUCATION OF ELIGIBILITY FOR ASSISTANCE Coshocton County Memorial Hospital (CCMH) is committed to providing charity care to persons who have healthcare needs and are uninsured, underinsured, ineligible for a government program, or otherwise unable to pay, for medically necessary care based on their individual financial situation. Communication of the Charity Program to Patients and Within the Community. Notification about charity available from CCMH shall be disseminated by CCMH by various means, which may include, but are not limited to, the publication of notices in patient bills and by posting notices in emergency rooms, in the Conditions of Admission form, admitting and registration departments, and patient financial services offices that are located on facility campuses, and at other public places as CCMH may elect. CCMH also shall publish and widely publicize a summary of this charity care policy on facility websites, in brochures available in patient access sites and at other places within the community served by the hospital as CCMH may elect. Such notices and summary information shall be provided in the primary languages spoken by the population serviced by CCMH. Referral of patients for charity may be made by any member of the CCMH staff or medical staff, including physicians, nurses, financial counselors, social workers, case managers, chaplains, and religious sponsors. A request for charity may be made by the patient or a family member, close friend, or associate of the patient, subject to applicable privacy laws. |
| SCHEDULE H, PART VI, LINE 4 - SHERMAN OAKS | COMMUNITY INFORMATION Sherman Oaks Hospital (SOH) service area covers 6 zip codes in the San Fernando Valley area of Northern Los Angeles County, and is home to more than 278,000 residents. Data gathered from the 2010-2014 U.S. Census American Community Survey estimates show that male and female populations are split almost equally. The hospitals service area spans cities, communities, and unincorporated areas in the San Fernando Valley and Los Angeles County. The San Fernando Valley is in the Service Planning Area 2 (SPA 2) of Los Angeles County. While definitions can vary regarding service areas, over half of all discharges from SOH originated from only 10 zip codes. Concentrated along the southern edge of the San Fernando Valley, they include: North Hollywood (91606), Sherman Oaks (91403, 91423), Studio City (91604), Valley Village (91607), and Van Nuys (91401, 91405, 91411). The SOH primary service area shows the greatest concentration of residents in the working ages (25-64) and lower proportions of residents in other groups. Low income levels create obstacles to gaining access to medical services, purchasing healthy foods, and other necessities. Just over 6% of Sherman Oaks Hospital service area service area earns less than $10,000. The ethnic composition of the Sherman Oaks Hospital primary service area is largely White (49%) followed by Hispanic/Latino (37%), African-American (4%) and Two or More Races (3%). All other groups represent less than one percent of all residents. Education plays a very significant role in all aspects of life, including maintaining a healthy lifestyle. In the Sherman Oaks Hospital primary service area, the highest percentage of adults 25 years or older are those with a Bachelors degree. |
| SCHEDULE H, PART VI, LINE 4 - SUBURBAN MEDICAL | COMMUNITY INFORMATION Suburban Community Hospital has been part of the central Montgomery County community since 1944. The hospitals service area is defined as the Zip codes where 80% of the hospitals patients originate in the area surrounding East Norriton, PA that include: (19401) Norristown, (19403) Norristown, Audubon, East and West Norriton, Jeffersonville, TROOPER, (19422) Blue Bell, (19428) Conshohocken, (19462) Plymouth Meeting, (19405) Bridgeport, (19406) King of PrussiA and (19426) Collegeville. The 2015 population of the Suburban Community Hospital service area is 205,910. It was 203,946 in 2013 and is predicted to increase to 210,909 in 2020. The largest proportion of the population in the Suburban Community Hospital service area is the 18-44 year olds, who make up more than one-third (36%) of the population (74,711). The proportion of this age group, as well as children aged 0-17 (22%; representing 44,431 children) is predicted to remain steady into 2020. The majority of Suburban Community Hospital service area residents are White (70%), 11% are Black, 9% are Latino, and 8% are Asian. This pattern is slightly more racially and ethnically diverse than the population of Montgomery County as a whole, where 77% of residents are White, 9% are Black, 5% are Latino, and 7% are Asian. |
| SCHEDULE H, PART VI, LINE 4 - COSHOCTON | COMMUNITY INFORMATION The primary service area of Coshocton Regional Health Center is defined as the county of Coshocton, encompassing a population of 36,569 people in the eastern central section of Ohio; 91.86% of THE HOSPITAL'S discharged patients are residents of Coshocton County. Coshocton County is a rural community whose population of 36,569 (U.S. Census Bureau, 2015 Estimate) is distributed within a land mass of 564.1 square miles. Median income is the accepted measurement of household wealth used to make comparisons between geographic regions. The median is determined by placing all earnings in value order and finding the exact middle number. This divides the households into two distinct sections, with exactly half falling below the median and exactly half falling above. This is considered a more accurate measurement than an average, since the median is not statistically affected by dramatically high or low income levels. Coshocton County continues to lag behind both Ohio and the United States in terms of its median income level. According to the most recent available data, Coshocton County fell short of Ohios median income of $49,349 and the national median income of $53,657 with a median income of $41,547 in 2014. |
| SCHEDULE H, PART VI, LINE 4 - SOUTHERN REGIONAL | COMMUNITY INFORMATION The community served by Southern Regional Medical Center (SRMC), or the SRMC primary service area (PSA), is defined as the area from which 75% of SRMCs inpatient admissions originate. This definition is consistent with STARK physician recruitment regulations. At the ZIP code level, SRMCs PSA encompasses twelve (12) ZIP codes in Clayton, south Fulton, south DeKalb, and Henry counties. At the county level, SRMCs primary service area includes Clayton, Fulton, Henry, and DeKalb counties. Demographic information for the SRMC PSA is provided at the ZIP code level. While the greatest percentage of the SRMC service area population come from Clayton County, the SRMC service area also encompasses 5 zip codes from Fulton County (30349), Henry County (30228, 30281, 30253), and DeKalb County (30294). In the past decade, the SRMC PSA counties and PSA ZIP codes also experienced significant population growth. Between 2013 and 2016, the population of the SRMC PSA counties population grew by 13,572 people total with an average annual growth rate of 2.7%. The population in Clayton County and surrounding zip codes for the SRMC service area is less educated, more diverse, with lower income earnings than the average U.S. population. The service area population ranks most diverse in the State of Georgia with greater non-English speaking populations. |
| SCHEDULE H, PART VI, LINE 2 - ENCINO & SHERMAN OAKS | NEEDS ASSESSMENT THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY ENCINO HOSPITAL AND SHERMAN OAKS HOSPITAL ARE ASSESSED IN A VARIETY OF WAYS INCLUDING focus groups, surveys and data analysis. TO BETTER UNDERSTAND THE HEALTH NEEDS IN THE HOSPITAL SERVICE AREA, NUMEROUS STATE AND COUNTY SOURCES WERE REVIEWED. |
| SCHEDULE H, PART VI, LINE 2 - SOUTHERN REGIONAL | NEEDS ASSESSMENT HEALTH NEEDS ARE GENERALLY ASSESSED THROUGH A STRATEGIC PLANNING PROCESS THAT LOOKS AT THE PRIMARY AND SECONDARY SERVICE AREAS FOR TRENDS IN AGE, INCOME, AND USE RATES FOR VARIOUS SERVICES AND ILLNESSES. COMMUNITY NEEDS ARE ALSO BASED ON A NEEDS ASSESSMENT RELATED TO VARIOUS PHYSICIAN SPECIALTIES, FOR EXAMPLE, THE SERVICE AREA HAS NEEDS FOR PRIMARY CARE PHYSICIANS. THE ORGANIZATION WORKS WITH LOCAL PHYSICIAN PRACTICES TO SHAPE THIS INFORMATION AND ENCOURAGE VARIOUS PHYSICIAN RECRUITMENT ACTIVITIES. HEALTH NEEDS ARE ALSO INDIRECTLY ASSESSED BY ANALYZING TRENDS FROM SERVICES OFFERED AT THE HOSPITAL AND THE HEALTH STATUS OF THOSE PATIENTS. |
| SCHEDULE H, PART VI, LINE 2 - COSHOCTON | NEEDS ASSESSMENT THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY COSHOCTON REGIONAL MEDICAL CENTER (CRMC) WERE ASSESSED BY CONDUCTING surveys with members of THE community who have a unique and specialized understanding of the needs of the population. CRMC targeted those with experience in public health, the uninsured population, low-income populations, minority populations and those who are struggling with chronic diseases. CRMC ALSO collaborateS with local health and social services groups whose representatives provide critical insight into the factors that affect the health of the various population segments. |
| SCHEDULE H, PART VI, LINE 2 - SUBURBAN | NEEDS ASSESSMENT THE HEALTHCARE NEEDS OF THE COMMUNITIES SERVED BY SUBURBAN COMMUNITY HOSPITAL WERE ASSESSED BY CONDUCTING surveys, FOCUS GROUP AND INTERVIEWS WITH community leaders with special knowledge of medically underserved populations in the hospital service area. |
| SCHEDULE H, PART VI, LINE 2 - GLENDORA | Needs Assessment Glendora Community Hospital assesses the healthcare needs of the community by addressing the needs of the residents in the nearby area. The plan is to focus on the services and policies that directly affect the population. Glendora will conduct focus group surveys and individual phone interviews with representatives of area health agencies, social service providers, and local government organizations (collectively, Key Informants). The process will incorporate three major areas of study and analysis. These include:- Quantitative Data Review and Analysis, in which data provided by numerous sources will be reviewed, analyzed, and summarized. These processes concentrate on use rates, disease incidence, population ratios, and other numerically organized data.- Qualitative data in the form of written surveys. These will be distributed and the responses will be consolidated. The outcome results will serve as information about the health status of the respondents, as well as their views on health needs. The results will be interpreted to cross-check the responses from key informants involved via focus groups and phone interviews.- Representatives of area health agencies, social service providers, and local government organizations (collectively, Key Informants) will be invited to several focus group sessions to offer their opinions as to community health needs. Those Key Informants who could not make to any of the sessions will be interviewed by phone and their responses incorporated into the responses generated by the focus groups. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - COSHOCTON | COSHOCTON COUNTY MEMORIAL HOSPITAL (CCMH) management develops policies and procedures for internal and external collection practices (including actions the hospital may take in the event of non-payment, including collections action and reporting to credit agencies) that take into account the extent to which the patient qualifies for charity, a patient's good faith effort to apply for a governmental program or for charity from CCMH and a patient's good faith effort to comply with his or her payment agreements with CCMH. For patients who qualify for charity and who are cooperating in good faith to resolve their discounted hospital bills, CCMH may offer extended payment plans, will not send unpaid bills to outside collection agencies, and will cease all collection efforts. CCMH will not impose extraordinary collections actions such as wage garnishments; liens on primary residences, or other legal actions for any patient without first making reasonable efforts to determine whether that patient is eligible for charity care under this financial assistance policy. Reasonable efforts include: 1. Validating that the patient owes the unpaid bills and that all sources of third-party payments have been identified and billed by the hospital; 2. Documentation that CCMH has or has attempted to offer the patient the opportunity to apply for charity care pursuant to this policy and that the patient has not complied with the hospital's application requirements; 3. Documentation that the patient has been offered a payment plan but has not honored the terms of that plan. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - SOUTHERN REGIONAL | PATIENTS ARE SCREENED BASED ON COUNTY OF RESIDENCE, INCOME LEVELS, AND WHETHER THE MEDICAL CARE IS CONSIDERED CATASTROPHIC IN NATURE. DePENDING ON THE CRITERIA, PATIENT'S BILLS ARE REDUCED BY ADJUSTMENTS TO CHARITY OR INDIGENT CARE USING THE SPECIFIC GUIDELINES IN THE POLICY. INCOME CRITERIA ARE BASED ON VARIOUS PERCENTS OF THE FPG. THE ORGANIZATION WRITES OFF PATIENT ACCOUNTS RECEIVABLE BALANCES WHEN THEY QUALIFY FOR INDIGENT CHARITY CARE AND DOES NOT MAKE FURTHER COLLECTION EFFORTS. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - SOUTHERN REGIONAL | THE COSTING METHODOLOGY WAS BASED ON THE FY17 COST REPORT. |
| SCHEDULE H, PART III, SECTION A, LINE 3-SUBURBAN, SOUTHERN REG & COSHOCTON | THE AMOUNT OF BAD DEBT EXPENSE ATTRIBUTABLE TO PATIENTS ELIGIBLE FOR FINANCIAL ASSISTANCE IS DEEMED TO BE $0 SINCE THE ACTIVITY ASSOCIATED WITH THE PATIENTS THAT ARE ELIGIBLE FOR FINANCIAL ASSISTANCE IS CAPTURED AS EITHER CHARITY OR POLICY ADJUSTMENT, WHICH ARE DISTINCT FROM BAD DEBT EXPENSE. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - GLENDORA | ALL GROSS CHARGES ARE DEEMED CHARITABLE ON ACCOUNTS WHERE A CHARITY APPLICATION HAS BEEN SUBMITTED AND APPROVED. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - SUBURBAN | Suburban Community Hospital may use the services of an external collection agency for the collection of patient debt. No debt shall be advanced for collection until the Director of the Hospital PFS or his/her designee has reviewed the account and approved the advancement of the debt to collection. Suburban Community Hospital shall obtain an agreement from each collection agency that it utilizes to collect patient debt that the agency will comply with the requirements of the Tobacco Settlement Act (35 P.S. 5701.101 et. seq.). Neither Suburban Community Hospital nor any collection agency utilized by Suburban Community Hospital shall report adverse information to a consumer credit reporting agency or commence civil action against the patient for nonpayment at any time prior to 150 days after the initial billing if the patient lacks third party coverage or for a patient that provides information that he or she may qualify for the Charity Care Program. In addition, if a patient is attempting to qualify for eligibility under Suburban Community Hospitals Charity Care Program or the Discount Payment Policy and is attempting in good faith to settle an outstanding bill with the hospital by negotiating a reasonable payment plan or making regular partial payments of a reasonable amount, the hospital Facility shall not send the unpaid bill to any collection agency unless that entity has agreed to comply with the Tobacco Settlement Act. Suburban Community Hospital shall not, in dealing with patients eligible under the Charity Care Program or the Discount Payment Policy, use wage garnishments or liens on primary residences as a means of collecting unpaid hospital bills. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - COSHOCTON | THE COSTING METHODOLOGY WAS BASED ON THE COST REPORT. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - GLENDORA | THE COSTING METHODOLOGY WAS BASED ON THE COST REPORT. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - SUBURBAN | THE COSTING METHODOLOGY WAS BASED ON THE PERCENTAGE OF TOTAL MEDICARE GROSS REVENUES OF TOTAL GROSS REVENUES. |
| SCHEDULE H, PART VI, LINE 4 - GLENDORA | Community Information The most directly applicable is the area immediately surrounding the hospital: The cities of Azusa and Glendora account for 45% of all discharges, while surrounding cities (Baldwin Park, Covina, Duarte, Pomona, San Dimas and West Covina) six local zip codes account for another 34%. No zip codes outside of these cities contributed more than 1% of total discharges. |
| Disclosure pursuant to Revenue Procedure 2015-21: | Professional advisors to Prime Healthcare Foundation, Inc. (the "Foundation"), the sole member of the FOLLOWING hospitals, identified that the hospital financial assistance policies ("FAP") did not contain every provision required under Treasury Regulations Section 1.501(r)-4 and may not have been consistently available on the hospitals' websites. PRIME HEALTHCARE SERVICES - ENCINO HOSPITAL, LLC PRIME HEALTHCARE SERVICES - SHERMAN OAKS, LLC PRIME HEALTHCARE SERVICES - MONTCLAIR, LLC PRIME HEALTHCARE SERVICES - PAMPA LLC PRIME HEALTHCARE HUNTINGTON BEACH, LLC PRIME HEALTHCARE LA PALMA, LLC EAST VALLEY GLENDORA HOSPITAL, LLC PRIME HEALTHCARE FOUNDATION - COSHOCTON, LLC PRIME HEALTHCARE FOUNDATION - SOUTHERN REGIONAL, LLC PRIME HEALTHCARE SERVICES - SUBURBAN HOSPITAL, LLC PRIME HEALTHCARE SERVICES - LANDMARK, LLC (LANDMARK MEDICAL CENTER AND REHABILITATION HOSPITAL OF RHODE ISLAND) As of October 9, 2018, all identified issues have been corrected, and FAPs, FAP plain language summaries, and financial assistance applications (including translations thereof, as applicable) have been posted on the websites of each of the hospital facilities included in this Schedule H. In other words, effective as of such 2018 date, the Foundation can check all of the boxes in Part V, Line 16(a) through and including Line 16(i). A revised FAP was prepared that meets the requirements of the final regulations. This revised FAP was reviewed and approved by the board of directors of the Foundation in its capacity as the governing body of the Foundation as well as sole member and manager of the hospital facilities. The updated FAP has been translated into languages spoken by significant hospital populations, if applicable. It is widely publicized, including on the hospitals' websites, in paper form by mail and in key hospital areas such as admissions and emergency room, through inclusion of information in billing statements, and conspicuous signage at the facility. It was also brought to the attention of management that the FAP, Plain Language Summary, and/or application form have at times inadvertently not been posted on the hospitals' websites. The dates during which this problem existed are not clear. Safeguards have been put in place to communicate with responsible personnel and highlight the importance of web access, and the newly-revised FAP contains an explicit procedural requirement that the policy be posted on the hospitals' websites. Despite these inadvertent failures, the hospitals have at all times had a financial assistance program in effect that is consistent with the intent of Code Section 501(r) and have publicized the availability of charity care and discounted care through a written summary notice provided to all patients (including in languages spoken by significant hospital populations), conspicuous notices posted in the emergency department and admissions office, and notices (including translations) included in billing statements to patients who have not provided proof of insurance. Therefore the hospitals do not believe there have been qualifying individuals who were unaware of the program. |
| SCHEDULE H, PART VI, LINE 4 - LANDMARK | Landmark Medical Center serves the following zip codes, primarily in Providence County, Rhode Island: 02895 Woonsocket, 02896 North Smithfield, 02917 Smithfield, 02876 Burrillville, 02830 Harrisville, 02859 Pascoag, 02019 Bellingham, MA, 02703 Attleboro, MA, 02760 North Attleboro, MA, 01516 Douglas, MA, 02038 Franklin, MA, 01756 Mendon, MA, 02828 Greenville, 02865 Lincoln, 02838 Manville, 02864 Cumberland, 02829 Glocester, 02814 Chepachet, 01504 Blackstone, MA, 01529 Millville, MA, 02671 North Attleboro, MA, 02762 Plainville, MA, 02035 Foxboro, MA, 02048 Mansfield, MA, 01569 Uxbridge, MA, and 02093 Wrentham, MA. The population across Landmark Medical Centers service area is primarily White with less than 10% of residents identifying with another race or ethnicity. The median age of residents is higher than the state, as is the median household income. In aggregate, Black/African American and Hispanic/Latino residents have a lower median income than Asian or White residents. |
| SCHEDULE H , PART II - COSHOCTON | THE HOSPITAL CONDUCTED THE FOLLOWING COMMUNITY BENEFIT ACTIVITIES DURING 2017: - Health, Safety & Wellness Expo: the expo included PAD Screenings, Glucose checks and Early Heart Attack Signs & Symptoms education and hands-only CPR education. - Coshocton Safety Council: Opioids in the Workplace education from Pain Management Clinic. - Youth Health Day: The Youth Health Day activities included the follwing: - Purchased and coordinated the distribution of bicycle helmets to all 7th grade students attending the Youth Health Day from all three Coshocton County School districts. The event, planned in collaboration with the Family and Children First Council, is intended to help kids develop safe and healthy habits in their lives. - Dr. Josef Lowe led breakout sessions throughout the day discussing helmet safety from an ER doctor's point of view. - Sean Cain, PT, led breakout session throughout the day discussing exercise safety with the 7th graders. - ED Director Presentation to High School Students: Dr. Josef Lowe presented to students at Coshocton High School regarding careers in medicine. - Medicare Presentation: Hosted OSHIIP representatives to talk with seniors regarding Medicare. - WTNS Senior Expo: The WTNS Senior Expo activities included Glucose checks and Early Heart Attack Signs & Symptoms education. - Leadership Coshocton County Program Day: Tarah Jaras, RN, particpated in a leadership discussion of the effects of poverty in a rural community. She spoke from the hospital's perspective as the manager of emergency serices. The event was a collaboration with Leadership Coshocton, Coshocton Behavioral Health, Hospice and MVHC, the federally qualified health center. - National Alliance on Mental Illness (NAMI) Support Group: Hospital hosts group on the 3rd Monday of every month. Coffee, tea, cookies and meeting space provided. - Family & Children First Council: This is a group of local organization representatives including all area school superintendents, Job & Family Services, health departments, United Way, Fatherhood Initiative, Sheriff's department, mental health agencies, Department of Developmentatlly Disabled, and others. The group meets quarterly to discuss regional issues and advocate for the underserved. The Youth Health Day is an example of a program that developed through this council. -Drug Free Coalition: A drug-free coalition was formed in January 2017. The hospital has sent a representative to participate since inception. |
| SCHEDULE H, PART VI, LINE 4 - RHODE ISLAND | COMMUNITY INFORMATION Approximately 325 patients per year rely on inpatient care at REHABILITATION HOSPITAL OF RHODE ISLAND (RHRI). Referral patterns include statewide and other New England States such as Massachusetts and Maine. However, the predominance of admissions come from the Northern Rhode Island community. Outpatient therapy serves approximately 3,338 patients per year and draws mostly from Northern Rhode Island and nearby Massachusetts. |
| SCHEDULE H, PART VI, LINE 2 - LANDMARK & RHODE ISLAND | Landmark Medical Center and REHABILITATION HOSPITAL OF RHODE ISLAND participate in the Health Equity Zone Steering Committee, a DOH funded community health effort comprised of stakeholders and consumers from Northern Rhode Island. This monthly initiative is hosted at Landmark and provides a forum for discussion on community need and opportunities for collaboration. |
| SCHEDULE H, PART III, SECTION A, LINE 3 - LANDMARK & RHODE ISLAND | THE ESTIMATED AMOUNT OF BAD DEBT ATTRIBUTABLE TO PATIENTS ELIGIBLE UNDER THE FINANCIAL ASSISTANCE POLICY IS THE ACTUAL BAD DEBT AS EACH HAVE A SEPARATE ACCOUNT. |
| SCHEDULE H, PART III, SECTION C, LINE 9B - LANDMARK & RHODE ISLAND | IF A PATIENT QUALIFIES FOR FINANCIAL ASSISTANCE THEY DO NOT GO TO COLLECTIONS. |
| SCHEDULE H, PART III, SECTION B, LINE 8 - LANDMARK & RHODE ISLAND | THE COSTING METHODOLOGY WAS BASED ON THE COST TO CHARGE RATIO. |
Schedule I IRS990ScheduleI
| Field | Value | IRS element (for citing) |
|---|---|---|
| Grant Records Maintained | Yes (true) | GrantRecordsMaintainedInd |
Recipient Table RecipientTable (5 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | Recipient EINRecipientEIN | IRC SectionIRCSectionDesc | Cash GrantCashGrantAmt | Purpose Of GrantPurposeOfGrantTxt |
|---|---|---|---|---|---|---|---|
| CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE | |||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 464141445 | 501(c)(3) | $6,810,000 | GENERAL SUPPORT |
| LA PALMA COMMUNITY FOUNDATION | |||||||
| 7822 WALKER ST | LA PALMA | CA | 90623 | 371840024 | 501(c)(3) | $10,000 | GENERAL SUPPORT |
| WORLD CHILDREN'S INITIATIVE INC | |||||||
| 1328 AMERICAN WAY | MENLO PARK | CA | 94025 | 203907476 | 501(C)(3) | $10,000 | GENERAL SUPPORT |
| LADYLIKE FOUNDATION | |||||||
| 4859 W SLAUSON AVENUE | LOS ANGELES | CA | 90056 | 611552251 | 501(C)(3) | $10,000 | GENERAL SUPPORT |
| ARROWHEAD REGIONAL MEDICAL CENTER FOUNDATION | |||||||
| PO BOX 2206 | COLTON | CA | 92324 | 953213342 | 501(C)(3) | $7,500 | GENERAL SUPPORT |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Total501c3 Org | 5 | Total501c3OrgCnt |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE I, PART I, LINE 2 | FormAndLineReferenceDesc |
| Explanation | ALL GRANTS MADE BY THE ORGANIZATION ARE TO 501(C)(3) ORGANIZATIONS AS DETERMINED BY THE INTERNAL REVENUE SERVICE AND PUBLISHED IN PUBLICATION 78 . RECIPIENTS ARE ALL PUBLIC CHARITIES THAT THE ORGANIZATION HAS DONE A CONSIDERABLE AMOUNT OF DUE DILIGENCE REVIEW OF IN ADVANCE OF MAKING THE GRANT. THE ORGANIZATION'S BOARD HAS DETERMINED THAT NO ADDITIONAL POST-GRANT FOLLOW-UP IS NECESSARY AS THEY ARE RELYING ON THE INTERNAL REVENUE SERVICE AND ATTORNEY GENERAL TO OVERSEE THESE GRANTEE ORGANIZATIONS. | ExplanationTxt |
Schedule J IRS990ScheduleJ
| Field | Value | IRS element (for citing) |
|---|---|---|
| Severance Payment | false | SeverancePaymentInd |
| Supplemental Nonqual Rtr Plan | false | 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 | false | AnyNonFixedPaymentsInd |
| Initial Contract Exception | false | InitialContractExceptionInd |
Rltd Org Officer Trst Key Empl RltdOrgOfficerTrstKeyEmplGrp (8 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Bockhi Park | ||||||||||||||
| VICE CHAIR/CEO-EHMC & SOH | $459,995 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $23,080 | $0 | $483,075 | $0 | $0 | $0 |
| LESLIE TUPCHONG | ||||||||||||||
| PHYSICIAN - SMG | $451,114 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $21,538 | $0 | $472,652 | $0 | $0 | $0 |
| Marcy Dickey- Dellinger | ||||||||||||||
| PHYSICIAN - RVP | $390,769 | $0 | $0 | $0 | $0 | $0 | $1,200 | $0 | $21,160 | $0 | $413,129 | $0 | $0 | $0 |
| CHARLOTTE W DUPRE | ||||||||||||||
| CEO - SOUTHERN REGIONAL | $360,878 | $0 | $20,000 | $0 | $0 | $0 | $0 | $0 | $6,821 | $0 | $387,699 | $0 | $0 | $0 |
| MERLYN KNAPP | ||||||||||||||
| CFO - SOUTHERN REGIONAL | $186,962 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $11,019 | $0 | $197,981 | $0 | $0 | $0 |
| Ahmed Nadeem | ||||||||||||||
| HEMATOLOGIST/ONCOLOGIST - LMC | $453,812 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $20,355 | $0 | $474,167 | $0 | $0 | $0 |
| Wajahat Faheem | ||||||||||||||
| PSYCHIATRIST - LMC | $384,983 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $17,601 | $0 | $402,584 | $0 | $0 | $0 |
| Christopher Bruce | ||||||||||||||
| PHYSICIAN - SMG | $372,333 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $31,196 | $0 | $403,529 | $0 | $0 | $0 |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE J, PART I, LINE 3 | FormAndLineReferenceDesc |
| Explanation | The CEO of Prime Healthcare Foundation, Inc. ("PHF") is not compensated by PHF. | ExplanationTxt |
Schedule L IRS990ScheduleL
Bus Tr Involve Interested Prsn BusTrInvolveInterestedPrsnGrp (5 entries)
| Relationship DescriptionRelationshipDescriptionTxt | TransactionTransactionAmt | TransactionTransactionDesc | Sharing Of RevenuesSharingOfRevenuesInd |
|---|---|---|---|
| PRIME HEALTHCARE MANAGEMENT IIINC | |||
| SEE PART V | $41,036,127 | MANAGEMENT FEES | Yes (true) |
| BIO-MED SERVICES INC | |||
| SEE PART V | $10,092,535 | ASSET MANAGEMENT | false |
| PRIME HEALTHCARE OF PROVIDENCE LLC | |||
| SEE PART V | $1,034,319 | RENTAL INCOME | false |
| PRIME A INV LLC | |||
| SEE PART V | $230,846 | RENTAL EXPENSE | false |
| Hospital Business Services Inc | |||
| SEE PART V | $3,169,154 | BUSINESS OFFICE SERVICES | Yes (true) |
Supplemental Information Detail SupplementalInformationDetail (2 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| PART IV, LINE (1), COLUMN (B) | Entity is owned by a former director and officer of the Foundation who resigned from such positions on January 29, 2016, and later resigned from a non-voting position (Chair Emeritus) on October 27, 2016. |
| PART IV, LINES (2), (3), (4) AND (5), COLUMN (B) | Entity is owned by family members of a former director and officer of the Foundation who resigned from such positions on January 29, 2016, and later resigned from a non-voting position (Chair Emeritus) on October 27, 2016. ONE SUCH FAMILY MEMBER IS THE CHAIR OF THE BOARD OF THE FOUNDATION. |
Schedule M IRS990ScheduleM
| Field | Value | IRS element (for citing) |
|---|---|---|
| Works Of Art | WorksOfArtGrp | |
| Art Historical Treasures | ArtHistoricalTreasuresGrp | |
| Art Fractional Interest | ArtFractionalInterestGrp | |
| Books And Publications | BooksAndPublicationsGrp | |
| Clothing And Household Goods | ClothingAndHouseholdGoodsGrp | |
| Cars And Other Vehicles | CarsAndOtherVehiclesGrp | |
| Boats And Planes | BoatsAndPlanesGrp | |
| Intellectual Property | IntellectualPropertyGrp | |
| Securities Publicly Traded | SecuritiesPubliclyTradedGrp | |
| Securities Closely Held Stock | SecuritiesCloselyHeldStockGrp |
Secur Prtnrshp Trust Intrsts SecurPrtnrshpTrustIntrstsGrp
| Field | Value | IRS element (for citing) |
|---|---|---|
| Non Cash Checkbox | Yes (X) | NonCashCheckboxInd |
| Contribution | 1 | ContributionCnt |
| Noncash Contributions Rpt F990 | $43,665,590 | NoncashContributionsRptF990Amt |
| Method Of Determining Revenues | FMV | MethodOfDeterminingRevenuesTxt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Securities Miscellaneous | SecuritiesMiscellaneousGrp | |
| Qualified Contrib Hist Struct | QualifiedContribHistStructGrp | |
| Qualified Contrib Other | QualifiedContribOtherGrp | |
| Real Estate Residential | RealEstateResidentialGrp | |
| Real Estate Commercial | RealEstateCommercialGrp | |
| Real Estate Other | RealEstateOtherGrp | |
| Collectibles | CollectiblesGrp | |
| Food Inventory | FoodInventoryGrp | |
| Drugs And Medical Supplies | DrugsAndMedicalSuppliesGrp | |
| Taxidermy | TaxidermyGrp | |
| Historical Artifacts | HistoricalArtifactsGrp | |
| Scientific Specimens | ScientificSpecimensGrp | |
| Archaeological Artifacts | ArchaeologicalArtifactsGrp | |
| Form8283 Received | 1 | Form8283ReceivedCnt |
| Any Property That Must Be Held | false | AnyPropertyThatMustBeHeldInd |
| Review Process Unusual NC Gifts | false | ReviewProcessUnusualNCGiftsInd |
| Third Parties Used | false | ThirdPartiesUsedInd |
Supplemental Information Detail SupplementalInformationDetail
| Field | Value | IRS element (for citing) |
|---|---|---|
| Form And Line Reference | SCHEDULE M, PART I, COLUMN (B) | FormAndLineReferenceDesc |
| Explanation | THE ORGANIZATION IS REPORTING THE NUMBER OF CONTRIBUTIONS RECEIVED IN COLUMN (B) OF PART I. | ExplanationTxt |
Schedule O IRS990ScheduleO
Supplemental Information Detail SupplementalInformationDetail (11 entries)
| Form And Line ReferenceFormAndLineReferenceDesc | ExplanationExplanationTxt |
|---|---|
| FORM 990, PART VI, SECTION B, LINE 11B | Before filing, Form 990 is reviewed by the Foundations CFO and outside counsel. |
| FORM 990, PART VI, SECTION C, LINE 19 | GOVERNING DOCUMENTS ARE AVAILABLE UPON REQUEST. |
| FORM 990, PART IV, LINE 20B | THE AUDITED FINANCIAL STATEMENTS ATTACHED TO THIS RETURN INCLUDE THE FOLLOWING ENTITIES THAT ARE NOT INCLUDED IN THIS RETURN AS THEY ARE SEPARATE ENTITIES FOR TAX PURPOSES AND FILE THEIR OWN TAX RETURNS: - KNAPP MEDICAL CENTER - KNAPP MEDICAL GROUP - MID-VALLEY PHYSICIANS ASSOCIATION, INC - KNAPP MEDICAL CENTER ASC, LLC - SIGNATURE PAMPA MEDICAL GROUP - CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE - CITY HOSPITAL ASSOCIATION - OHIO VALLEY HOME HEALTH SERVICES, INC. - OHIO VALLEY HOME CARE, LLC - LANDMARK PHYSICIAN ASSOCIATES, P.C. - LANDMARK PHYSICIAN SERVICES - MISSION HOSPITAL, INC. - MISSION HOSPITAL FOUNDATION - MISSION DOCTORS GROUP |
| FORM 990, PART VI, SECTION B, LINE 12C | THE CONFLICT OF INTEREST POLICY IS MONITORED BY THE REVIEW OF QUESTIONNAIRES THAT ARE COMPLETED ANNUALLY. |
| FORM 990, PART VI, SECTION B, LINES 15A AND 15B | The CEO of Prime Healthcare Foundation, Inc. ("PHF") is not compensated by PHF. The corporation's Human Resources Department takes into account each person's experience, education, background, and other relevant factors, such as comparable market salaries for the relevant position, in determining that person's compensation. |
| FORM 990, PART VI, SECTION A, LINES 7A AND 7B | The sole member may appoint up to 20% of the total number of directors. The remainder of the directors are elected by the Foundations board of directors. CERTAIN GOVERNANCE DECISIONS OF THE ORGANIZATION ARE RESERVED TO ITS SOLE MEMBER. |
| OTHER CHANGES IN NET ASSETS | FORM 990, PART XI, LINE 9 RESTRICTED NET ASSETS ASSOCIATED WITH ACQUISITION $ 441,033 RESTRICTED NET ASSETS ASSOCIATED WITH LHF $ 403,904 OTHER RESTRICTED NET ASSETS ADJUSTMENT - $ 7,000 ------------- OTHER CHANGES IN NET ASSETS $ 837,937 |
| FORM 990, PART VI, SECTION A, LINE 6 | DR. PREM REDDY IS THE SOLE MEMBER OF PRIME HEALTHCARE FOUNDATION, INC. |
| FORM 990, PART VI, SECTION A, LINE 4 | THE FOUNDATION'S CERTIFICATE OF INCORPORATION HAS BEEN AMENDED AND RESTATED. THE SIGNIFICANT CHANGES TO THE CERTIFICATE OF INCORPORATION ARE AS FOLLOWS: - THE FOUNDATION IS ORGANIZED EXCLUSIVELY FOR CHARITABLE, SCIENTIFIC, AND EDUCATIONAL PURPOSES. A CLAUSE WAS ADDED TO CONFIRM THAT THE FOUNDATION'S ASSETS ARE IRREVOCABLY DEDICATED TO CHARITABLE, SCIENTIFIC, AND EDUCATIONAL PURPOSES MEETING THE REQUIREMENTS OF SECTION 214 OF THE CALIFORNIA REVENUE AND TAXATION CODE, RELATING TO ELIGIBILITY FOR A STATE PROPERTY TAX EXEMPTION. - UPON DISSOLUTION OF THE FOUNDATION, ITS ASSETS MUST BE DISTRIBUTED FOR ONE OR MORE EXEMPT PURPOSES WITHIN THE MEANING OF SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. THE CLAUSE RELATING TO THE DISTRIBUTION OF THE FOUNDATION'S ASSETS UPON ITS DISSOLUTION WAS UPDATED TO REFLECT THE ADDITION OF THE IRREVOCABLE DEDICATION CLAUSE DESCRIBED ABOVE, SUCH THAT ANY RECIPIENT OF THE FOUNDATION'S ASSETS MUST BE ORGANIZED AND OPERATED EXCLUSIVELY FOR CHARITABLE, SCIENTIFIC, AND EDUCATIONAL PURPOSES MEETING THE REQUIREMENTS OF SECTION 214 OF THE CALIFORNIA REVENUE AND TAXATION CODE. THE REQUIREMENT THAT THE RECIPIENT MUST HAVE ESTABLISHED ITS TAX EXEMPT STATUS UNDER SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE REMAINS UNCHANGED. |
| WILDFIRE DISASTER RELIEF EXTENSION DISCLOSURE | On November 13, 2018, the Internal Revenue Service announced in CA-2018-13 that victims of wildfires that took place beginning on November 8, 2018 in California may qualify for tax relief. The relief applies to affected taxpayers in certain counties of California. The announcement indicates that it is applicable to tax-exempt organizations that operate on a calendar-year basis and had previously been granted an automatic extension to file until November 15, 2018. Since the organization engages a tax preparer in the covered disaster area (Ventura county) to prepare its Federal Form 990, Return of Organization Exempt from Income Tax, and the records necessary to file the calendar-year 2017 Federal Form 990 are located in the covered disaster area, the postponed due date for the Federal Form 990 is now April 30, 2019. The organization respectfully requests relief from any late filing penalty or interest. |
| FORM 990, PART VI, SECTION A, LINE 3 | PRIME HEALTHCARE MANAGEMENT II, INC. PROVIDES MANAGEMENT SERVICES TO THE HOSPITALS OWNED BY PRIME HEALTHCARE FOUNDATION, INC. ("PHF"). MANAGEMENT SERVICES INCLUDE THE FOLLOWING: - Management Support by the Managers Executive Team of Facility Clinical Department Management - Managed Care Contracting - Vendor Contracting - Human Resources Contracting - Group Purchasing/Materials and Supplies Cost Sourcing and Management, including Capital Equipment Purchases and Projects - Facilities and Plant Management - Business Office Staff Orientation, Training and Support - Continuing Education for Staff - Physician Relations - Corporate Compliance and Accreditation Compliance - Regulatory Compliance and Auditing - Risk Management - Credentialing - Utilization Review - Corporate Performance Improvement and Quality Control - Cash Management - Revenue Cycle Management, including Coding, Billing, Collections and Denials Management - Preparation of Hospital Operating Reports and Financial Statements - Maintenance of General Ledger Chart of Accounts and Finance P&Ps - Information Technology Services - Coordination of all Legal Matters |
Schedule R IRS990ScheduleR
Id Disregarded Entities IdDisregardedEntitiesGrp (25 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Total IncomeTotalIncomeAmt | End Of Year AssetsEndOfYearAssetsAmt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Address Line1ForeignAddress/AddressLine1Txt | CityForeignAddress/CityNm | CountryForeignAddress/CountryCd | Foreign PostalForeignAddress/ForeignPostalCd | Legal Domicile Foreign CountryLegalDomicileForeignCountryCd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| PRIME HEALTHCARE SERVICES - ENCINO HOSPI | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 931 | ONTARIO | CA | 91761 | 262128507 | HOSPITAL | DE | $1,660,850 | $39,144,682 | PHF | |||||
| PRIME HEALTHCARE SERVICES - MONTCLAIR LL | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 202898771 | HOSPITAL | DE | $12,887,596 | $49,404,983 | PHF | |||||
| PRIME HEALTHCARE SERVICES - SHERMAN OAKS | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 202546649 | HOSPITAL | DE | $3,310,065 | $73,020,235 | PHF | |||||
| PRIME HEALTHCARE HUNTINGTON BEACH LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 205252882 | HOSPITAL | DE | $7,904,863 | $78,871,999 | PHF | |||||
| Prime Healthcare Services Pampa LLC | ||||||||||||||
| 1 MEDICAL PLAZA | PAMPA | TX | 79065 | 455125687 | HOSPITAL | DE | -$1,716,398 | $47,746,589 | PHF | |||||
| Prime Healthcare La Palma LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 205253134 | HOSPITAL | DE | $4,909,975 | $53,016,473 | PHF | |||||
| BUCKS COUNTY INSURANCE COMPANY LTD | ||||||||||||||
| 980490086 | SELF-INSURANC | $4,960,814 | $27,187,340 | PHF | PO BOX 69 | GRAND CAYMAN | CJ | KY1-1102 | CJ | |||||
| PRIME HEALTHCARE FOUNDATION - SOUTHERN R | ||||||||||||||
| 1 UPPER RIVERDALE ROAD SW | RIVERDALE | GA | 30274 | 300885567 | HOSPITAL | DE | -$8,417,655 | $57,723,536 | PHF | |||||
| SOUTHERN REGIONAL PHYSICIANS MANAGEMENT | ||||||||||||||
| 11 UPPER RIVERDALE ROAD | SW RIVERDALE | GA | 30274 | 300891469 | SUPPORT | DE | -$1,610,940 | $3,255,239 | PHF-SOUTHERN | |||||
| LAKE SPIVEY AMBULATORY SURGERY CARE LLC | ||||||||||||||
| 7813 SPIVEY STATION BLVD 100 | JONESBORO | GA | 30236 | 300890749 | AMBULATORY | DE | $4,522,141 | $1,303,503 | PHF-SOUTHERN | |||||
| PRIME HEALTHCARE FOUNDATION - EAST LIVER | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 320480019 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| RIVER VALLEY PHYSICIANS LLC | ||||||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 203986815 | HEALTHCARE | OH | -$4,283,225 | $20,466,815 | PHF-EAST LIV | |||||
| PRIME HEALTHCARE FOUNDATION - COSHOCTON | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 320506896 | HOSPITAL | DE | $5,413,059 | $34,158,584 | PHF | |||||
| PRIME HEALTHCARE SERVICES - SUBURBAN HOS | ||||||||||||||
| 3300 E GUASTI ROAD 3RD FLOOR | ONTARIO | CA | 91761 | 472819044 | HOSPITAL | DE | -$27,699,538 | $41,552,992 | PHF | |||||
| SUBURBAN MEDICAL GROUP LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 474575700 | HEALTHCARE | DE | -$4,890,754 | $1,167,871 | PHS-SUBURBAN | |||||
| PRIME HEALTHCARE FOUNDATION - REAL ESTAT | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 611811239 | HOLDING CO. | DE | $44,099,721 | $111,313,452 | PHF | |||||
| PRIME HEALTHCARE SERVICES - LANDMARK LL | ||||||||||||||
| 115 CASS AVE | WOONSOCKET | RI | 02895 | 461175423 | HOSPITAL | DE | -$17,085,096 | $60,596,886 | PHF | |||||
| PRIME HEALTHCARE FOUNDATION - LAKE HURON | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 320502841 | HEALTHCARE | DE | $0 | $2,187,179 | PHF | |||||
| SAINT MARY'S RENO FOUNDATION LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 300961045 | HOLDING CO. | DE | -$60,663 | $1,740,383 | PHF | |||||
| EAST VALLEY GLENDORA HOSPITAL LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 954862310 | HOSPITAL | CA | -$7,004,916 | $45,062,758 | PHF | |||||
| PRIME HEALTHCARE FOUNDATION - MISSION L | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 364864843 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PRIME HEALTHCARE CENTINELA - MOB LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 461137049 | HOLDING CO. | CA | $0 | $0 | PHF- REAL ES | |||||
| Prime Healthcare Foundation - OconeeLLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 611843519 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PRIME HEALTHCARE FOUNDATION - SALEM LLC | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 300893591 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
| PRIME HEALTHCARE SERVICES - REHABILITATI | ||||||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 814634109 | HOLDING CO. | DE | $0 | $0 | PHF | |||||
Id Related Tax Exempt Org IdRelatedTaxExemptOrgGrp (9 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Exempt Code SectionExemptCodeSectionTxt | Public Charity StatusPublicCharityStatusTxt | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|
| KNAPP MEDICAL CENTER (KMC) | ||||||||||
| 1401 E 8TH STREET-PO BOX 1110 | WESLACO | TX | 78596 | 741393060 | HOSPITAL | TX | 501(C)(3) | 3 | PHF | Yes (true) |
| KNAPP MEDICAL GROUP | ||||||||||
| 1402 E 8TH STREET | WESLACO | TX | 78596 | 271619835 | HEALTHCARE | TX | 501(C)(3) | 3 | KMC | Yes (true) |
| MID-VALLEY PHYSICIANS ASSOCIATION | ||||||||||
| 1401 E 8TH STREET | WESLACO | TX | 78596 | 742755150 | SUPPORT | TX | 501(C)(3) | 11A | KMC | Yes (true) |
| CALIFORNIA UNIVERSITY OF SCIENCE AND MED | ||||||||||
| 3300 E GUASTI ROAD SUITE 300 | ONTARIO | CA | 91761 | 464141445 | EDUCATION | CA | 501(C)(3) | 2 | PHF | Yes (true) |
| OHIO VALLEY HOME HEALTH SERVICES INC | ||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 341014198 | HEALTHCARE | OH | 501(C)(3) | 9 | PHF-EAST LIV | Yes (true) |
| CITY HOSPITAL ASSOCIATION | ||||||||||
| 425 WEST FIFTH STREET | EAST LIVERPOOL | OH | 43920 | 340714583 | HOSPITAL | OH | 501(C)(3) | 3 | PHF-EAST LIV | Yes (true) |
| MISSION HOSPITAL INC | ||||||||||
| 900 SOUTH BRYAN ROAD | MISSION | TX | 78572 | 742206635 | HOSPITAL | TX | 501(C)(3) | 3 | PHF-MISSION | Yes (true) |
| MISSION HOSPITAL FOUNDATION | ||||||||||
| 900 SOUTH BRYAN ROAD | MISSION | TX | 78572 | 542076455 | SUPPORT | TX | 501(C)(3) | 11A | MISSION HOSP | Yes (true) |
| MISSION DOCTORS GROUP | ||||||||||
| 906 SOUTH BRYAN ROADSUITE 209 | MISSION | TX | 78572 | 742798500 | HEALTHCARE | TX | 501(C)(3) | 3 | MISSION HOSP | Yes (true) |
Id Related Org Txbl Partnership IdRelatedOrgTxblPartnershipGrp
Related Organization Name RelatedOrganizationName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | COSHOCTON COUNTY MEMORIAL HOSPITAL PAIN | BusinessNameLine1Txt |
US Address USAddress
| Field | Value | IRS element (for citing) |
|---|---|---|
| Address Line1 | 1523 WALNUT STREET | AddressLine1Txt |
| City | COSHOCTON | CityNm |
| State Abbreviation | OH | StateAbbreviationCd |
| ZIP | 43812 | ZIPCd |
| Field | Value | IRS element (for citing) |
|---|---|---|
| EIN | 474009496 | EIN |
| Primary Activities | JOINT VENTURE | PrimaryActivitiesTxt |
| Legal Domicile State | OH | LegalDomicileStateCd |
Direct Controlling Entity Name DirectControllingEntityName
| Field | Value | IRS element (for citing) |
|---|---|---|
| Business Name Line1 | PHF | BusinessNameLine1Txt |
| Field | Value | IRS element (for citing) |
|---|---|---|
| Predominant Income Type | RELATED | PredominantIncomeTypeTxt |
| Share Of Total Income | $169,977 | ShareOfTotalIncomeAmt |
| Share Of EOY Assets | $180,650 | ShareOfEOYAssetsAmt |
| Disproportionate Allocations | false | DisproportionateAllocationsInd |
| UBI Code V | $0 | UBICodeVAmt |
| General Or Managing Partner | false | GeneralOrManagingPartnerInd |
| Ownership | 0.51000 | OwnershipPct |
Id Related Org Txbl Corp Tr IdRelatedOrgTxblCorpTrGrp (3 entries)
| Address Line1USAddress/AddressLine1Txt | CityUSAddress/CityNm | State AbbreviationUSAddress/StateAbbreviationCd | ZIPUSAddress/ZIPCd | EINEIN | Primary ActivitiesPrimaryActivitiesTxt | Legal Domicile StateLegalDomicileStateCd | Business Name Line1DirectControllingEntityName/BusinessNameLine1Txt | Entity TypeEntityTypeTxt | Share Of Total IncomeShareOfTotalIncomeAmt | Share Of EOY AssetsShareOfEOYAssetsAmt | OwnershipOwnershipPct | Controlled OrganizationControlledOrganizationInd |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| SIGNATURE PAMPA MEDICAL GROUP | ||||||||||||
| 3300 E GUASTI ROAD 3RD FLOOR | ONTARIO | CA | 91761 | 800458752 | PHYSICIAN SER | TX | PHS - PAMPA LLC | C CORP | -$1,331,820 | $1,061,260 | 1.00000 | Yes (true) |
| LANDMARK PHYSICIANS SERVICES | ||||||||||||
| 115 CASS AVE | WOONSOCKET | RI | 02895 | 205025078 | PHYSICIAN SER | DE | PHS - LANDMARK | C CORP | -$3,368,334 | $1,318,942 | 1.00000 | Yes (true) |
| LANDMARK PHYSICIAN ASSOCIATES PC | ||||||||||||
| 115 Cass Ave | Woonsocket | RI | 02895 | 050473637 | INACTIVE | DE | PHS - LANDMARK | C CORP | 1.00000 | Yes (true) | ||
| Field | Value | IRS element (for citing) |
|---|---|---|
| Receipt Of Int Annts Rnts Rylts | false | ReceiptOfIntAnntsRntsRyltsInd |
| Gift Grnt Or Cap Contri To Oth Org | Yes (true) | GiftGrntOrCapContriToOthOrgInd |
| Gift Grnt Cap Contri From Oth Org | false | GiftGrntCapContriFromOthOrgInd |
| Loans Or Guarantees To Other Org | false | LoansOrGuaranteesToOtherOrgInd |
| Loans Or Guarantees From Oth Org | false | LoansOrGuaranteesFromOthOrgInd |
| Div Related Organization | false | DivRelatedOrganizationInd |
| Asset Sale To Other Org | false | AssetSaleToOtherOrgInd |
| Asset Purchase From Other Org | false | AssetPurchaseFromOtherOrgInd |
| Asset Exchange | false | AssetExchangeInd |
| Rental Of Facilities To Oth Org | false | RentalOfFacilitiesToOthOrgInd |
| Rental Of Fclts From Oth Org | false | 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 (7 entries)
| Transaction TypeTransactionTypeTxt | InvolvedInvolvedAmt | Method Of Amount DeterminationMethodOfAmountDeterminationTxt |
|---|---|---|
| KNAPP MEDICAL CENTER (KMC) | ||
| 1q | $1,568,993 | CASH TRANSFER |
| KNAPP MEDICAL GROUP | ||
| 1P | $83,611 | CASH TRANSFER |
| SIGNATURE PAMPA MEDICAL GROUP | ||
| 1P | $1,460,185 | CASH TRANSFER |
| CALIFORNIA UNIVERSITY OF SCIENCE AND MEDICINE | ||
| 1b | $6,810,000 | CASH TRANSFER |
| LANDMARK PHYSICIAN SERVICES | ||
| 1P | $3,235,666 | CASH TRANSFER |
| CITY HOSPITAL ASSOCIATION | ||
| 1Q | $22,214,919 | CASH TRANSFER |
| MISSION HOSPITAL INC | ||
| 1Q | $4,946,800 | CASH TRANSFER |