2017-11-15T01:39:02-06:00 2016-12-31 ERNST & YOUNG US LLP 18101 VON KARMAN AVENUE SUITE 1700 IRVINE CA 92612 990 2016-01-01 951115230 POMONA VALLEY HOSPITAL MEDICAL CENTER % Juli Hester POMO 9098659500 1798 NORTH GAREY AVENUE POMONA CA 91767 JULI HESTER TREASURER 9098659500 2017-11-14 true KARA ADAMS P00023315 9497942300 70.95.12.108 33577420173195000018 2017-11-15 P 5BF8B1FAA6EEDEED44D541882D0DE71D1382AD83 516862493615238B94C0B4CD9EF3094BB82C1449 2016 2017-02-10 21:41:12Z Richard E Yochum 1798 N Garey Ave Pomona CA 91767 595343483 false X WWW.PVHMC.ORG X 1903 CA SEE SCHEDULE O 23 18 3526 1061 168693 0 6246046 9152375 542370062 580459762 1182850 1257718 4703098 4272730 554502056 595142585 886502 1369022 0 0 283236765 298193477 0 0 0 229464637 254269556 513587904 553832055 40914152 41310530 448627719 509587600 100694743 121461796 347932976 388125804 X POMONA VALLEY HOSPITAL MEDICAL CENTER IS A NOT-FOR-PROFIT, REGIONAL MEDICAL CENTER DEDICATED TO PROVIDING HIGH QUALITY, COST EFFECTIVE HEALTH CARE SERVICES TO RESIDENTS OF THE GREATER POMONA VALLEY. SEE SCHEDULE O FOR MORE INFORMATION. false false 512676274 1369022 584604300 SEE SCHEDULE O 512676274 true true false true false false false false false true true false false true true false false true false false false false false false false false true true true false true false false false false false false true true false false false false false true true true false false true 361 0 true 3526 true true true false false false false false false false false false X 23 18 false false false false false false false true true false false true true true true true true true true true false CA X Juli Hester 9098659881 1798 N Garey Avenue Pomona CA 91767 RICHARD YOCHUM PRESIDENT/CEO 36.0 4.0 X X 937914 0 663160 KEVIN MCCARTHY CHAIR 2.0 2.0 X X 0 0 0 RONALD T VERA VICE CHAIR 2.0 0.0 X X 0 0 0 ROSANNE BADER VICE CHAIR 2.0 0.0 X X 0 0 0 RICHARD FASS VICE CHAIR 2.0 0.0 X X 0 0 0 DWARAKNATH P REDDY DIRECTOR 2.0 0.0 X 86354 0 0 YS RAM RAO MD DIRECTOR 2.0 0.0 X 36953 0 0 LESTER HOLSTEIN MD DIRECTOR 2.0 0.0 X 15396 0 0 M HELLEN RODRIGUEZ MD DIRECTOR 2.0 2.0 X 0 0 0 SHARON STATLER DIRECTOR 2.0 0.0 X 0 0 0 JANE GOODFELLOW DIRECTOR (PART YEAR) 2.0 0.0 X 0 0 0 RICHARD P CREAN DIRECTOR 2.0 2.0 X 0 0 0 JOHN TODD DIRECTOR 2.0 0.0 X 0 0 0 BILL MCCOLLUM DIRECTOR 2.0 0.0 X 0 0 0 STEPHEN MORGAN DIRECTOR 2.0 0.0 X 0 0 0 CURTIS MORRIS DIRECTOR 2.0 2.0 X 0 0 0 JOHN LANDHERR DIRECTOR 2.0 0.0 X 0 0 0 JAN PAULSON DIRECTOR 2.0 0.0 X 0 0 0 TONY SPANO DIRECTOR 2.0 0.0 X 0 0 0 BILL STEAD DIRECTOR 2.0 0.0 X 0 0 0 CID PINEDO DIRECTOR 2.0 0.0 X 0 0 0 REGINALD WEBB DIRECTOR 2.0 0.0 X 0 0 0 ROGER GINSBURG DIRECTOR 2.0 0.0 X 0 0 0 GEORGE SAPP DIRECTOR 2.0 0.0 X 0 0 0 MICHAEL NELSON ASST. TREASURER/SECRETARY 39.0 1.0 X 628508 0 400662 CHRIS ALDWORTH ASST SEC./VP Planning & Trauma 40.0 0.0 X 292674 0 24921 JULI HESTER TREASURER/CFO 39.0 1.0 X 324202 0 34957 DARLENE SCAFFIDDI VP OF NURSING 40.0 0.0 X 390450 0 36798 KENNETH K NAKAMOTO VP MED STAFF AFF 40.0 0.0 X 399781 0 31382 KENT HOYOS CIO 40.0 0.0 X 405306 0 37351 RAY INGE VP HUMAN RESOURCES & PAYROLL 40.0 0.0 X 339664 0 30667 MICHAEL VESTINO VP, SUPPORT SERVICES 40.0 0.0 X 307995 0 29268 JAMES MC DALE VP, DEVELOPMENT 4.0 36.0 X 299953 0 21641 4465150 0 1310807 780 false true false PREMIER FAMILY MEDICINE ASSOC 1770 North Orange Grove Pomona CA 91767 MEDICAL SERVICES 9148516 HOSPITALIST CORP OF THE INLAND EMPI 840 TOWNE CENTER DRIVE POMONA CA 91767 MEDICAL SERVICES 2220440 EMERALD TEXTILES LLC 1725 DORMOTH CT STE 101 SAN DIEGO CA 921547206 LAUNDRY SERVICES 1986803 CHAPARRAL MEDICAL GROUP 840 TOWNE CENTER DRIVE POMONA CA 91767 MEDICAL SERVICES 1486895 HEALTHNOW ADMINISTRATIVE SERVICES 801 LAKEVIEW DR STE 301 PO BOX 74 BLUE BELL PA 19422 HEALTHCARE ADMIN 1478052 60 0 5322572 3588196 241607 0 9152375 Patient Care Revenue 622110 580063159 580063159 0 0 Physician Office Rental 621111 227910 227910 0 0 Non-Patient Lab Revenue 621511 168693 0 168693 0 580459762 1256397 1256397 252 252 0 329090 200898 128192 0 128192 128192 1069 1069 1069 1069 0 0 0 0 0 0 0 0 0 Food Sales 722212 1344287 1344287 0 0 Rebates & REfunds 622110 1266656 1266656 0 0 Health Education 923110 76050 76050 0 0 1457545 1457545 0 0 4144538 595142585 584435607 168693 1385910 1369022 1369022 0 0 0 0 0 0 3872948 138703 3734245 0 0 0 232172746 225205295 6967451 0 11593417 11013746 579671 0 33577601 32419094 1158507 0 16976765 16362386 614379 0 0 0 0 0 2125428 318630 1806798 0 409705 0 409705 0 34337 34337 0 0 0 0 0 0 0 0 53110570 45728201 7382369 0 1426723 1115179 311544 0 15584958 13418649 2166309 0 8824528 7597919 1226609 0 0 0 0 0 9225567 7943213 1282354 0 482808 369936 112872 0 0 0 0 0 641623 466711 174912 0 698 601 97 0 0 0 0 0 28343796 24404008 3939788 0 5700473 4908107 792366 0 Medical Supplies 57887860 49841447 8046413 0 CALIFORNIA HOSPITAL FEE 44064166 44064166 0 0 Capitation Expense 22356513 22356513 0 0 Dues & Subscriptions 839860 839860 0 0 3209943 2760551 449392 553832055 512676274 41155781 0 0 1377813 26711546 59531976 28780602 0 0 95947350 98724510 0 0 0 0 265556 1412306 3167344 2918638 7420787 8785692 723146227 450675320 240671863 272470907 6022435 5827951 0 0 -3326777 -4528821 0 0 37549372 68484269 448627719 509587600 54824262 81417095 0 0 0 0 21500000 15585000 0 0 0 0 57124 0 0 0 24313357 24459701 100694743 121461796 X 346940117 387004366 286816 415392 706043 706046 347932976 388125804 448627719 509587600 X 41310530 7477 0 0 0 -1125179 X false true X true false X RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED RESTRICTED false false false 0 false 0 false 0 false 0 false 0 false 0 true 34337 34337 false SCHEDULE C, PART II-B, LINE 1I LOBBY EXPENSE LOBBYING EXPENSE IS INCLUDED IN THE ANNUAL DUES FOR THE HOSPITAL ASSOCIATION OF CALIFORNIA AND CHA/CAHHS. 6991692 923136 375083 630813 7659098 7711079 340670 -34511 1025546 6991692 9702737 245470 361425 2598553 7711079 8449302 181102 1072333 9702737 8486234 635575 -672507 8449302 0.02270 0.92570 0.05160 false true true 6873837 14118390 20992227 192027967 100071671 91956296 14423108 9229216 5193892 440712684 341374433 99338251 54990241 54990241 272470907 MALPRACTICE RECEIVABLE 5027810 WORKERS COMP RECEIVABLE 4019462 RETIREMENT PLAN ASSETS 746682 INTEREST RECEIVABLE 8746144 DEFERRED COMPENSATION 795759 HOSPITAL FEE RECEIVABLE 49148412 68484269 0 SELF INSURANCE RESERVES 20748000 DEFERRED COMPENSATION 3711701 24459701 SCHEDULE D, PART V, LINE 4 POMONA VALLEY HOSPITAL MEDICAL CENTER HAS A PERMANENTLY RESTRICTED ENDOWMENT FROM A RESTRICTED DONATION RECEIVED THROUGH A UNITRUST. THE INCOME FROM THIS IS USED TO SUPPORT THE HOSPITAL'S OPERATIONS. IN ADDITION, POMONA VALLEY HOSPITAL MEDICAL CENTER FOUNDATION HAS ENDOWMENTS THAT CONSISTS OF FUNDS RAISED FOR VARIOUS PROJECTS AS DESIGNATED BY THE HOSPITAL BOARD INCLUDING THE ROBERT AND BEVERLY LEWIS FAMILY CANCER CENTER ENDOWMENT FUND AND THE STEAD HEART AND VASCULAR CENTER ENDOWMENT FUND. ANNUALLY, 85% OF THE INTEREST INCOME FROM THE CANCER CENTER ENDOWMENT FUND IS DISTRIBUTED TO THE HOSPITAL FOR PROJECTS INVOLVING EDUCATION, SCREENINGS AND SUPPORT GROUPS. 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X X X X X true true X X X X true X SEE PART V, SECTION C X SEE PART V, SECTION C X SEE PART V, SECTION C X X X X X X X true X false X true X false false SCHEDULE H, PART V, SECTION B, LINE 5 The 2015 Community Needs Assessment included input from Los Angeles County SPA 3 and SPA 4 public health officer, Christin Mondy. In a telephone interview conducted on December 5, 2014, PVHMC research objectives included identifying community health concerns, barriers to care, recommendations for community benefit programs, and recommendations for collaboration in the community. Public health needs identified included physical fitness and nutrition needs, high incidence of diabetes, substance abuse, concerns for safety in the community as it relates to physical activity among children, homelessness, and lack of routine preventative care. Public health recommendations for collaboration and implementation of community benefit programs included increasing communication of available education and classes offered at PVHMC, providing programs for healthy food and nutrition education, and providing diabetes education and management resources. The Institute of Applied Research (IAR) is pleased to present the results of its 2015 Community Needs Assessment for Pomona Valley Hospital Medical Center (PVHMC). Whereas in 2009 and 2012 IAR contributed to the needs assessment by collecting primary data for the study, the 2015 report summarizes IARs results of both primary data and secondary data collection, as well as focus groups composed primarily of individuals representing minority and low-income individuals (a medically underserved population). Primary data was collected via telephone survey and consisted of input from 333 residents- including low income, medically-underserved and minority members- within eleven communities that we serve. Telephone interviews were conducted by the Institute of Applied Research at California State University, San Bernardino using computer assisted telephone interviewing (CATI) equipment and software. The surveys were conducted between January 7 and January 10, 2015. Surveys were conducted on a variety of days and times Wednesday, Thursday, and Friday from 3:00 p.m. to 9:00 p.m.; and Saturday 10:00 a.m. to 5:00 p.m. in order to maximize the chances of completing a survey with the selected respondents. A total of 333 residents were surveyed from the eleven cities within PVHMCs service area, resulting in a 95 percent level of confidence and an accuracy of +/- 5.4%. A total of 12% of the surveys were conducted in Spanish. Primary data was collected via a telephone survey from residents within PVHMCs service area to determine their perceptions and needs regarding various health issues, and to see if there have been any changes since the 2009 and 2012 data in previous needs assessments. Specific issues and questions included: Demographic profile (including self-reported health evaluation); Health insurance coverage: insurance coverage, type of insurance, reason(s) for no coverage; Barriers to receiving needed health services; Utilization of health care services for routine primary/preventative care: how long since last physical, childrens preventative care and immunizations; adults routine health screening tests; Utilization of urgent care services; Need for specialty health care: chronic or ongoing health problems, adequate help dealing with disease, unmet needs; History of getting screened for cancer (and reasons for not being screened); Experience with and evaluation of PVHMC: reasons for selecting PVHMC, health care services, classes, support groups, emergency room, improving the health of the community; and Suggestions for ways PVHMC can improve the health of the community. In addition, secondary data were collected from a variety of sources regarding health status indicators and major health influencers for PVHMCs service area: Health status indicators: cardiovascular disease, diabetes, cancer, high blood pressure, obesity, leading cause of death. These indicators were compared to Healthy People 2020 goals at the SPA (Service Planning Area) 3 level, Los Angeles County level, and San Bernardino County level; Major health influencers: smoking/tobacco use, physical activity levels, health insurance coverage. These indicators were compared to Healthy People 2020 goals at the SPA 3 level, Los Angeles County level, and San Bernardino County level. Finally, IAR conducted a focus group consisting of representatives of low-income, minority, and medically underserved populations. On January 20, 2015, IAR had the opportunity to meet with six community leaders representing minorities and medically underserved individuals. More specifically, these leaders represented the homeless, low income, youth and adults, and domestic violence victims. They are on the front lines, providing services such as: delivering comprehensive health care for individuals of all ages; organizing fitness programs for families and individuals who are trying to regain or maintain a healthy lifestyle; working with victims of domestic violence who have suffered emotional and physical trauma and need counseling, intervention, shelter, transitional housing, and anger management services; providing primary care; overseeing services such as emergency food and shelter, and a community Farmers Market; and engaging in community outreach and health care coverage enrollment. PVHMC representatives conducted two additional focus groups studies on October 2, 2014 and again on January 6, 2015 with stakeholders in the community: Community Senior Services, a not-for-profit organization primary serving the needs of our senior population, and The Health Consortium of the Greater San Gabriel Valley, comprised of representatives from various health organizations and federally qualified health clinics whose primary focus is on improving the health and well-being of Los Angeles Countys SPA 3 through collaborative partnerships that strengthen the healthcare safety net. Every attempt was made to solicit primary, secondary, and health-related information relative to the communities we serve. In some instances, PVHMCs ability to assess the health needs was limited by lack of existing data at the city and county level. Additionally, in some instances, comparable health-related data was limited across both counties in which our primary service area encompasses. SCHEDULE H, PART V, SECTION B, LINE 6B POMONA VALLEY HOSPITAL MEDICAL CENTER CONDUCTED IT'S CHNA WITH CALIFORNIA STATE UNIVERSITY SAN BERNARDINO'S INSTITUTE OF APPLIED RESEARCH. SCHEDULE H, PART V, SECTION B, LINE 7A CHNA URL https://www.pvhmc.org/#Community_Outreach SCHEDULE H, PART V, SECTION B, LINE 10A IMPLEMENTATION STRATEGY URL https://www.pvhmc.org/#Community_Outreach SCHEDULE H, PART V, SECTION B, LINE 11 Significant health needs identified in our 2015 community needs assessment are health education classes and support groups, diabetes, obesity, high blood pressure, Alzheimers and dementia, access to primary and specialty care, care coordination, transportation, promotoras, mental health services, and better promotion of what PVHMC already offers to the community. PVHMC prioritized these needs into three overarching themes as a framework for PVHMC to organize, maintain, and implement community benefit programs and services. These prioritized health needs are chronic disease management, health education and support groups, and access to care. The community needs assessment and health needs priorities were adopted by our governing Board of Directors on May 7, 2015. Community health needs were determined to be significant through evaluation of primary and secondary data, whereby those identified health needs were prioritized based upon: (1) community respondents and key informants identified the need to be significant, or largely requested specific services that they would like to see Pomona Valley Hospital Medical Center provide in the community (2) feasibility of providing interventions for the unmet need identified in the community, in such that Pomona Valley Hospital Medical Center currently has, or has the current means of developing the resources to meet the need, and (3) alignment between the identified health need and Pomona Valley Hospital Medical Centers mission, vision, and strategic plan. In support of PVHMC's Community Health Needs Assessment (CHNA), and ongoing Community Benefit Plan initiatives, Pomona Valley Hospital Medical Centers supporting Implementation Strategy documents the priority health needs for which PVHMC will address in the community and translates our CHNA data and research into actual strategies and objectives that can be carried out to improve health outcomes. PVHMC determined a broad, flexible approach was best as strategies and programs for community benefit are budgeted annually and may be adjusted during this 12-month period of time. Accordingly, the Implementation Strategy will be continuously monitored for progress in addressing our community's health needs and will serve as a tool around which our community benefit programs will be tailored. PVHMC is addressing the needs of Chronic Disease Management through the following strategies: Providing glucose screenings at health fairs and events (local and on-campus); Providing free education classes to promote cardiovascular health and risk reduction; Offering free blood pressure screenings at health fairs and events (local and on-campus); Publishing and distributing free information on cardiovascular health, diabetes, cancer treatment, and available resources to address these conditions; Providing care coordination services that seek to assure patients are positioned for a safe discharge home; Providing Cancer Care Patient Coordinators and Social Services to guide patients with making appointments, receiving financial assistance, and enrolling in support groups; providing free cancer care support groups and wellness classes with emphasis on the social, emotional, nutritional, and physical aspects of chronic disease. The following programs and services are provided by PVHMC, specifically designated to address Priority Need 1, Chronic Disease Management: Stead Heart and Vascular Center lectures and classes for cardiovascular health; Saving Strokes Event; Community blood pressure screenings; Diabetic Education Fair (on-campus); Nutrition education; The Robert and Beverly Lewis Family Cancer Care Center education, wellness classes, workshops, forums, and events; Cancer Program Annual publication; Stead Heart and Vascular Center publications PVHMC is addressing the community needs for Health Education and Support Services through the following strategies: Providing free or low-cost health education classes, wellness support groups, and other health improvement services both at PVHMC and out in a community setting; Collaborating with community partners and participate in community-wide initiatives to improve the health of the community; Increasing awareness of available classes offered at PVHMC through reaching out directly to the community and other organizations through written and verbal communication and publications; Developing education, resources, and/or classes that promotes healthy eating, disease prevention, and weight management; Participating and hosting speaking engagements to communicate to the community about health and services in the community; Providing comprehensive, culturally sensitive health forums, support groups, and workshops that provide hands-on healthy lifestyle support to the community The following programs and services provided by PVHMC are specifically designated to address Priority Need 2 Health Education and Support Services: The Robert and Beverly Lewis Family Cancer Care Center wellness classes, support groups, early detection and prevention lectures, and community forums; Womens and Childrens Services health and education classes; Stead Heart and Vascular Center Risk Reduction Class; cardiac education; Cancer Program Annual Report; Health Fairs/Community Events; Hands-Only CPR; Sleep Disorders Meetings; Nutrition education; Hospital tours in English, Spanish, and Chinese; Inpatient smoking cessation education; Inpatient asthma education and "Every 15 minutes" drunk driving education. PVHMC is addressing the community needs for Priority Area 3, Access to Care, through the following strategies: Providing on-site enrollment assistance and for appropriate health insurance plans; participation in the hospital presumptive eligibility program; Increasing community awareness about health services offered, wellness classes, and support groups; Providing discharge transportation for vulnerable patients who are otherwise unable to get home; Providing free, low-cost or reduced-cost health services, medications, and medical devices; Providing free or reduced cost screenings and immunizations at local health fairs; Collaborating with primary care providers and clinics to improve access to preventative and specialty care; Working closely with PVHMC's Family Medicine Residency Program through UCLA to increase the number of primary care physicians in the region; expanding the emergency department to increase PVHMC's capacity to care for patients needing emergency treatment, trauma services, surgery, and primary care. Programs and services provided by PVHMC, specifically designated to address Priority Need 3 Access to Care are: PVHMC Family Medicine Residency Program; Sports Injury Evening Clinic providing free and low cost sports injury examinations and x-rays; Enrollment assistance in appropriate health plans for our patients who are admitted without insurance; Discharge transportation services for our vulnerable patients; ambulance transports; Free and low cost medication assistance; Free and low cost immunizations provided in the community. Of the health needs identified through our needs assessment, PVHMC will not address the mental health, Alzheimer's and Dementia, "Promotorastransportation needs in our implementation strategy. PVHMC evaluated its capacity to serve the mental health, Alzheimers and Dementia services, "Promotorastransportation needs of our community. PVHMC does not have a licensed psychiatric facility, or the current capacity, to provide inpatient and outpatient mental health treatment services. While PVHMC has some services in place to assist with mental health and substance abuse, such as emergent psychiatric consultations, mental health referrals, and smoking cessation education, it was determined that this critical need is best served by others. PVHMC does not currently have trained "Promotoras" staff to perform peer-to-peer education out in the community. PVHMC does not currently have in place, or the current capacity to develop an Alzheimers and Dementia services program; however, PVHMC does seek to continue to address this need indirectly through our social services and care coordination efforts with local community-based organizations. Additionally, while PVHMC does have in place some transportation services to assist patients, it was determined that this need at a community-wide level is best served by others. Accordingly, PVHMC will continue to support Tri-City Mental Health, Prototypes, the Department of Mental Health, the YWCA of the San Gabriel and Inland Communities, Community Senior Services, and other community based organizations that directly provide these services to address these needs. We are strongly committed to our relationships with these organizations and continuously seek partnerships and opportunities to directly address these needs in the future. SCHEDULE H, PART V, SECTION B, LINE 13H CALIFORNIA STATE REGULATIONS SCHEDULE H, PART V, SECTION B, LINE 15E The hospital will provide guidance and/or direct assistance to patients or their family representative as necessary to facilitate completion of FAP applications. Financial counselors, eligibility services liaisons and/or patient account representatives are available to provide guidance over the phone or meet in person. SCHEDULE H, PART V, SECTION B, LINE 16A FINANCIAL ASSISTANCE POLICY URL https://www.pvhmc.org/uploads/files/Patient%20Financial%20Assistance%20Pro gram%20Policy.pdf SCHEDULE H, PART V, SECTION B, LINE 16B FINANCIAL ASSISTANCE POLICY APPLICATION URL https://www.pvhmc.org/uploads/files/Financial%20assistance%20application.p df SCHEDULE H, PART V, SECTION B, LINE 16C FINANCIAL ASSISTANCE POLICY PLAIN LANGUAGE SUMMARY URL https://www.pvhmc.org/uploads/files/Financial%20Assistance%20Policy%20Plan .pdf SCHEDULE H, PART V, SECTION B, LINE 16J THE HOSPITAL FACILITY PUBLICIZED THE FINANCIAL ASSISTANCE POLICY BY MAKING A SUMMARY AVAILABLE IN THE FOLLOWING WAYS: - ATTACHING TO BILLING INVOICES - POSTING IN THE EMERGENCY/WAITING ROOMS - POSTING IN THE ADMISSIONS OFFICES - PROVIDING, IN WRITING, TO PATIENTS ON ADMISSION TO THE HOSPITAL - PROVIDING THE POLICY UPON REQUEST 19 PVHMC Radiation Therapy 1910 Royalty Drive Pomona CA 91767 RADIATION THERAPY PVHMC Imaging Claremont 1601 Monte Vista Avenue Claremont CA 91711 DIAGNOSTIC CENTER PVHMC Imaging Chino Hills 2140 Grand Avenue Suite 125 Chino Hills CA 91709 DIAGNOSTIC CENTER PVHMC Women's Imaging 1910 Royalty Drive Pomona CA 91767 DIAGNOSTIC CENTER PVHMC Physical Therapy Claremont 1601 Monte Vista Avenue Claremont CA 91711 DIAGNOSTIC CENTER PVHMC Sleep Center 2140 Grand Avenue Suite 125 Chino Hills CA 91709 DIAGNOSTIC CENTER PVHMC Covina OP Physical Therapy Clinic 420 W Rowland Street Covina CA 91723 REHABILITATION CENTER PVHMC Physical Therapy Chino Hills 2140 Grand Avenue Suite 125 Chino Hills CA 91709 REHABILITATION CENTER PVHMC Physical Therapy Center 1601 Monte Vista Avenue Claremont CA 91711 REHABILITATION CENTER Pomona Valley Health Center 1770 N Orange Grove Pomona CA 91767 OUTPATIENT PHYSICIAN CLINIC PVHMC Claremont Urgent Care 1601 Monte Vista Avenue Claremont CA 91711 OUTPATIENT PHYSICIAN CLINIC PVHMC Crossroads Urgent Care 3110 Chino Avenue Suite 150 Chino Hills CA 91709 OUTPATIENT PHYSICIAN CLINIC Pomona Valley Health Center Chino Hills 2140 Grand Avenue Suite 125 Chino Hills CA 91709 OUTPATIENT PHYSICIAN CLINIC PVHMC Imaging Crossroads 3110 Chino Avenue Suite 150 Chino Hills CA 91709 DIAGNOSTIC CENTER PVHMC Claremont Primary Care 1601 Monte Vista Avenue Claremont CA 91711 OUTPATIENT PHYSICIAN CLINIC PVHMC Crossroads Primary Care 3110 Chino Avenue Suite 150 Chino Hills CA 91709 OUTPATIENT PHYSICIAN CLINIC Pomona Valley Imaging Center Grandview 13768 Roswell Avenue Suite 103 Chino Hills CA 91709 REHABILITATION CENTER PVHMC Claremont Aquatic Therapy Pool 481 S Indian Hill Blvd Claremont CA 91711 REHABILITATION CENTER PVHMC Imaging Western University 309 Pomona Mall Pomona CA 91767 DIAGNOSTIC CENTER SCHEDULE H, PART I, LINES 7B & 7I THE CALIFORNIA HOSPITAL FEE PROGRAM (THE PROGRAM) WAS SIGNED INTO LAW BY THE GOVERNOR OF CALIFORNIA AND BECAME EFFECTIVE ON JANUARY 1, 2010. AMENDING LEGISLATION, TO CONFORM TO CHANGES REQUESTED BY THE CENTERS FOR MEDICARE & MEDICAID SERVICES DURING THE APPROVAL PROCESS, WAS SIGNED INTO LAW BY THE GOVERNOR OF CALIFORNIA AND BECAME EFFECTIVE SEPTEMBER 8, 2010. THE PRIMARY LEGISLATION AND AMENDING LEGISLATION CONTAIN TWO COMPONENTS. THE QUALITY ASSURANCE FEE ACT (QAF ACT) GOVERNS THE "HOSPITAL FEE"QUALITY ASSURANCE FEE" (QA FEE) PAID BY PARTICIPATING HOSPITALS. THE MEDI-CAL HOSPITAL PROVIDER STABILIZATION ACT GOVERNS SUPPLEMENTAL MEDI-CAL PAYMENTS (SUPPLEMENTAL PAYMENTS) MADE TO PROVIDERS FROM THE FUND. HOSPITAL PARTICIPATION IS MANDATORY, WITH LIMITED EXCEPTIONS. THE QAF ACT WAS FURTHER EXPANDED FOR 30 MONTHS FROM JULY 1, 2011 THROUGH DECEMBER 31, 2013 (30-MONTH PROGRAM). THE 30-MONTH PROGRAM IS THE THIRD HOSPITAL FEE (QAF-3) IMPLEMENTED IN CALIFORNIA, AND IT DECOUPLES THE FEE-FOR-SERVICE COMPONENT FROM THE MANAGED CARE COMPONENT OF THE PROGRAM. THE FOURTH HOSPITAL FEE (QAF-4) FOR THE 36 MONTHS FROM JANUARY 1, 2014 TO DECEMBER 31, 2016, LIKE THE 30-MONTH PROGRAM, DECOUPLES THE FEE-FOR-SERVICE COMPONENT FROM THE MANAGED CARE COMPONENT OF THE PROGRAM. FOR QAF-4, THE PORTION OF THE LEGISLATION ADDRESSING THE FEE-FOR-SERVICE COMPONENT WAS APPROVED IN DECEMBER 2014, AND THE MANAGED CARE NON-MEDICAID EXPANSION PORTION FROM JANUARY 1, 2014 TO JUNE 30, 2014, WAS APPROVED IN JUNE 2015. THE MEDICAL CENTER EXPENSED PAYMENTS TO DEPARTMENT OF HEALTH CARE SERVICES IN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS FOR THE QA FEE IN THE AMOUNT OF $44,064,166 IN 2016 AND $35,483,209 IN 2015 INCLUDED ON SCHEDULE H, PART I, LINE 7B, COLUMN C. THE MEDICAL CENTER ALSO RECORDED PLEDGE PAYMENTS OF $1,171,828 IN 2016 AND $698,054 IN 2015 IN CONJUNCTION WITH THE PROGRAM, WHICH IS REPORTED ON SCHEDULE H, PART I, LINE 7I, COLUMN C. THE QA FEE AND PLEDGE PAYMENTS ARE RECORDED IN CALIFORNIA HOSPITAL FEE QUALITY ASSURANCE FEE AND PLEDGE PAYMENTS WITHIN THE ACCOMPANYING CONSOLIDATED STATEMENTS OF OPERATIONS. THE MEDICAL CENTER RECOGNIZED SUPPLEMENTAL PAYMENTS OF $116,071,000 IN 2016 INCLUDED ON SCHEDULE H, PART I, LINE 7B, COLUMN D, WHICH PERTAINS TO THE PERIOD JANUARY 1, 2016 TO DECEMBER 31, 2016, FOR THE FEE-FOR-SERVICE PORTION, AND JANUARY 1, 2014 TO JUNE 30, 2016, FOR THE MANAGED CARE NON-MEDICAID EXPANSION PORTION. THE INCLUSION OF THESE AMOUNTS ON LINE 7B OF PART I IN THE CURRENT YEAR DECREASES THE PERCENTAGE OF THE TOTAL EXPENSE, AS COMPARED TO 2009 (THE LAST YEAR BEFORE THE PROGRAM WAS IN EFFECT.) SCHEDULE H, PART I, LINES 7A-7I LINE 7A USED COST-TO CHARGE METHODOLOGY USING WORKSHEET 2, RATIO OF PATIENT CARE COST-TO CHARGES. LINE 7B USED COST-TO CHARGE METHODOLOGY USING WORKSHEET 2, RATIO OF PATIENT CARE COST-TO CHARGES. LINE 7E USED ACTUAL AMOUNTS PER THE GENERAL LEDGER. LINE 7F USED ACTUAL AMOUNTS PER THE GENERAL LEDGER. LINE 7G USED ACTUAL AMOUNTS PER THE GENERAL LEDGER. LINE 7H USED ACTUAL AMOUNTS PER THE GENERAL LEDGER. LINE 7I USED ACTUAL AMOUNTS PER THE GENERAL LEDGER. SCHEDULE H, PART I, LINE 7F HEALTH PROFESSION EDUCATION Pomona Valley Hospital Medical Center is committed to creating a healthy community in the Pomona Valley region, and in realizing this commitment, assists local schools (e.g. Chaffey College, Western University of Health Sciences, Mount San Antonio College, Citrus College) in meeting requirements for their Nursing programs and to provide health profession externships, Preceptorship, and clinical experience for respiratory, radiology, social services and dietetic students alike. Pomona Valley Hospital Medical Center works with local area middle and high schools to introduce careers in health care by inviting them to tour our hospital and by visiting them on their campus. SCHEDULE H, PART I, LINE 7G Subsidized Health Services None of the money identified under the subsidized health services category pertains to a physician clinic in our Community Benefit Report. SCHEDULE H, PART II Community Building Activities Pomona Valley Hospital Medical Center participates on the steering committee for the Los Angeles County service planning area (SPA 3's) health planning group (San Gabriel Valley Health Consortium). We participate to look at access to care, promotion of health and access and availability of specialty care, and how this need particularly affects our most vulnerable and medically underserved populations. Pomona Valley Hospital Medical Center assists local schools (e.g. Chaffey College, Western University of Health Sciences, Mount San Antonio College, Citrus College) in meeting requirements for their Nursing programs, our education department serves on the advisory boards to these schools. The costs and persons served associated are reflected on Line 3 & 8 of Part II as Community Support and Workforce Development. Pomona Valley Hospital Medical Center supports the economic development of the community by allowing local not-for-profit organizations to participate in creating a sponsorship ad for their organizations in our hospitals program books for community events. The costs and persons served associated with conducting our needs assessment are reflected on Line 2 of Part II as Economic Development. Pomona Valley Hospital Medical Center is one of 13 designated Disaster Resource Centers (DRC) in Los Angeles County as part of the National BioTerrorism Hospital Preparedness Program. As the DRC for the region, Pomona Valley Hospital Medical Center is responsible for 12 "umbrella" facilities in the area and coordinates drills, training, and sharing of plans to bring together the community and our resources for disaster preparedness. SCHEDULE H, PART III, LINE 2 THE BAD DEBT EXPENSE IS BASED ON MANAGEMENT'S ASSESSMENT OF HISTORICAL AND EXPECTED NET COLLECTIONS FOR EACH MAJOR PAYOR SOURCE, CONSIDERING BUSINESS AND ECONOMIC CONDITIONS, TRENDS IN HEALTH CARE COVERAGE, AND OTHER COLLECTION INDICATORS. MANAGEMENT REGULARLY REVIEWS DATA ABOUT THESE MAJOR PAYOR SOURCES OF REVENUE IN EVALUATING THE SUFFICIENCY OF THE ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS. ON THE BASIS OF HISTORICAL EXPERIENCE, A SIGNIFICANT PORTION OF THE MEDICAL CENTER'S UNINSURED PATIENTS WILL BE UNABLE OR UNWILLING TO PAY FOR THE SERVICES PROVIDED. THUS, THE MEDICAL CENTER RECORDS A SIGNIFICANT PROVISION FOR BAD DEBTS IN THE PERIOD SERVICES ARE PROVIDED RELATED TO SELF-PAY PATIENTS, INCLUDING BOTH UNINSURED PATIENTS AND PATIENTS WITH DEDUCTIBLE AND COPAYMENT BALANCES DUE FOR WHICH THIRD-PARTY COVERAGE EXISTS FOR A PORTION OF THEIR BALANCE. FOR RECEIVABLES ASSOCIATED WITH PATIENTS WHO HAVE THIRD-PARTY COVERAGE, THE MEDICAL CENTER ANALYZES CONTRACTUALLY DUE AMOUNTS AND PROVIDES AN ALLOWANCE FOR UNCOLLECTIBLE ACCOUNTS AND A PROVISION FOR BAD DEBTS, IF NECESSARY. ACCOUNTS RECEIVABLE ARE WRITTEN OFF AFTER COLLECTION EFFORTS HAVE BEEN FOLLOWED IN ACCORDANCE WITH THE MEDICAL CENTER'S POLICIES. SCHEDULE H, PART III, LINE 3 BAD DEBT EXPENSE IS AN ESTIMATE OF THE AMOUNT OF REVENUE DUE FROM PATIENTS COMPRISED OF 1) BALANCES DUE FROM PATIENTS AFTER INSURANCE HAS PAID WHICH MAINLY INCLUDES DEDUCTIBLES, COINSURANCE AND COPAYMENTS, AND 2) BALANCES DUE FROM UNINSURED PATIENTS WHICH INCLUDE BALANCES DISCOUNTED IN ACCORDANCE WITH THE HOSPITALS PARTIAL CHARITY POLICY FOR THOSE PATIENTS WHO QUALIFY AND OTHER BALANCES DUE FROM UNINSURED PATIENTS WHO DO NOT QUALIFY FOR CHARITY. THE METHODOLOGY COMBINES HISTORICAL BAD DEBT WRITE-OFF TRENDS AS A PERCENTAGE OF GROSS REVENUES. THE METHODOLOGY ALSO RECOGNIZES MANY ACCOUNTS ARE WRITTEN OFF AS A BAD DEBT DUE TO LACK OF INFORMATION NEEDED TO QUALIFY THE PATIENT FOR CHARITY DISCOUNTS BUT SUBSEQUENTLY DETERMINED TO QUALIFY FOR CHARITY AFTER ADDITIONAL INFORMATION IS OBTAINED. THE LAG IN RECLASSIFYING A BAD DEBT TO CHARITY IS BUILT INTO THE METHODOLOGY USING THE HISTORICAL RATIO OF BAD DEBT EXPENSE VS. CHARITY ADJUSTMENTS. AS SUCH, THE ESTIMATED BAD DEBT EXPENSE SHOULD ONLY INCLUDE TRUE BAD DEBTS NOT PATIENTS WHO MAY BE ELIGIBLE UNDER THE HOSPITALS CHARITY POLICY. SCHHEDULE H, PART III, LINE 4 THE BAD DEBT FOOTNOTE CAN BE FOUND ON PAGE 11 OF THE AUDITED FINANCIAL STATEMENTS. SCHEDULE H, PART III, LINE 8 THE COSTING METHODOLOGY USED IS COST TO CHARGE RATIO. THE SOURCE OF INFORMATION IS THE MEDICARE COST REPORT. SCHEDULE H, PART III, LINE 9B THE HOSPITAL'S CREDIT AND COLLECTION POLICY APPLIES TO ALL PATIENTS WHO RECEIVE SERVICES AT POMONA VALLEY HOSPITAL MEDICAL CENTER WHO HAVE A FINANCIAL OBLIGATION TO THE HOSPITAL. THIS POLICY DEFINES THE REQUIREMENTS AND PROCESSES USED BY THE HOSPITAL BUSINESS OFFICE WHEN MAKING PAYMENT ARRANGEMENTS WITH INDIVIDUAL PATIENTS OR THEIR ACCOUNT GUARANTORS. THE CREDIT AND COLLECTION POLICY SPECIFIES THE STANDARDS AND PRACTICES USED BY THE HOSPITAL FOR THE COLLECTION OF DEBTS ARISING FROM THE PROVISION OF SERVICES TO PATIENTS AT PVHMC. THESE PRACTICES ARE APPLIED CONSISTENTLY TO PATIENTS WHOSE BALANCE RESULTS FROM AN UNPAID DEDUCTIBLE, COINSURANCE AND/OR COPAY, PATIENTS WHO HAVE BEEN APPROVED FOR FINANCIAL ASSISTANCE IN WHICH THEIR BALANCE IS DISCOUNTED ACCORDING TO THE FINANCIAL ASSISTANCE POLICY, PATIENTS WHO HAVE AGREED TO THE TERMS OF A PROMPT PAYMENT DISCOUNT AS WELL AS PATIENTS WHO HAVE NOT AGREED TO THE TERMS OF A DISCOUNT PROGRAM. IN THE EVENT THAT A PATIENT OR PATIENT'S GUARANTOR HAS MADE A DEPOSIT PAYMENT, OR OTHER PARTIAL PAYMENT FOR SERVICES AND SUBSEQUENTLY IS DETERMINED TO QUALIFY FOR FULL CHARITY CARE OR DISCOUNT PARTIAL CHARITY CARE, ALL AMOUNTS PAID WHICH EXCEED THE PAYMENT OBLIGATION, IF ANY, AS DETERMINED THROUGH THE FINANCIAL ASSISTANCE PROGRAM PROCESS, SHALL BE REFUNDED TO THE PATIENT WITH INTEREST. HOWEVER, SINCE THE APPLICATION PROCESS FOR PARTIAL CHARITY CARE MAY BE APPLIED TO ALL PRE-EXISTING ACCOUNT BALANCES OUTSTANDING AT THE TIME OF CHARITY QUALIFICATION, A PATIENT OVERPAYMENT ON ONE ACCOUNT MAY REDUCE THE PATIENT'S OUTSTANDING OBLIGATION ON ANOTHER ACCOUNT AFTER A PARTIAL CHARITY DISCOUNT HAS BEEN APPLIED. THE HOSPITAL WILL REVIEW ALL OF THE PATIENT'S ACCOUNTS AND COMPLETE A RECONCILIATION OF DISCOUNTED AMOUNTS DUE LESS TOTAL AMOUNTS PAID TO DETERMINE IF THE PATIENT OVERPAID. INTEREST SHALL BEGIN TO ACCRUE ON THE FIRST DAY THAT PAYMENT BY THE PATIENT IS RECEIVED BY THE HOSPITAL. INTEREST AMOUNTS SHALL BE ACCRUED AT THE INTEREST RATE SET FORTH IN SECTION 685.010 OF THE CODE OF CIVIL PROCEDURE. IN THE EVENT THAT THE AMOUNT OF INTEREST AND/OR THE AMOUNT OWED TO THE PATIENT IS IN THE "SMALL BALANCE RANGE" AS DEFINED BY THE HOSPITAL'S SMALL BALANCE POLICY, THE BALANCE WILL BE PROCESSED IN ACCORDANCE WITH THE SMALL BALANCE POLICY. OTHER OVERPAYMENTS FROM PATIENTS WILL BE PROCESSED IN ACCORDANCE WITH THE REFUND REQUEST POLICY. SCHEDULE H, PART VI, LINE 2 Needs Assesment In 2015, a Community Needs Assessment was completed. The assessment is intended to be a resource for PVHMC to become involved with developing and maintaining activities and programs that can help improve the health and well-being of the residents of Pomona Valley. The Community Needs Assessment process included primary and secondary data collection, including valuable community, stakeholder, and public health input that was examined to prioritize the most critical needs of our community and serve as the basis for our community benefit plan initiatives and implementation strategy. PVHMC partnered with California State university San Bernardinos Institute of Applied Research to acquire input from 333 residents via telephone survey - including low income, medically-underserved and minority members - within eleven communities that we serve. Telephone surveys were conducted between January 7 and January 10, 2015. The Principal Investigator was Barbara Sirotnik, PhD and the Project Coordinator was Lori Aldana, MBA. Additional primary data was obtained through a PVHMCs independent community health needs interview with Christin Mondy, Los Angeles County SPA 3 and SPA 4 Health Officer, and also through three focus group meetings with organizations who represent the broad interests of the communities we serve. The research objectives were to look at the demographic profile of the community, health insurance coverage, health access barriers, utilization of health care services for routine primary/preventative care, utilization of urgent care services, need for specialty health care and experience with PVHMC including classes, support groups, and the emergency department, as well as identify groups within our community that are experiencing health disparities and identify areas for potential collaboration with other community-based organizations. The Community Needs Assessment has been made widely available to the public at http://www.pvhmc.org/Community-Outreach.asp The following is a summary of findings from surveying 333 members of our community. When respondents were asked "would you say that in general your health is excellent, very good, fair or poor", most of the respondents (68.8%) said "excellent"very good". Only 3.3% said their health is "poor." These figures are not a significant shift from 2009 and 2012 needs assessment values. The majority of respondents (80.5%) said that all of the adults in the household are covered by insurance, with another 14.0% saying that some of the adults are covered. Only 5.5% of them said that none of the adults are covered by health insurance. This is a significant improvement from previous years needs assessments when only 76.6% of respondents said that all of the adults in the household were covered by insurance. The health insurance trend found in the 2015 assessment is as follows: Younger people are less likely to have all adults covered than older people, Hispanics are less likely to have all adults covered than non-Hispanics, People with higher incomes are more likely to have all adults covered than those with lower incomes, and Those people with more education are most likely to report that all adults are covered. When examining barriers to health care, 11.6% of respondents reported they or anyone in their family had needed any health services within the past year that they could not get, As might be expected, income was strongly related to the this question: 24% of those making $35,000 a year or less reported that they had needed services that they couldnt get, as opposed to 11% of those making $35,000 up to $80,000, and 5% of those making $80,000 or more. When asked what kept them from getting needed services (Question 8a), cost was the number one factor, with 27.0% (10 people) saying they are worried about the cost of services and/or co-payments, and 13.5% (5 people) indicating a concern about the cost of needed prescriptions. Another 9 said they do not have health insurance and 3 said their provider wouldnt accept their insurance coverage. What services were those people unable to get in the last year? The answers from the 37 people who responded were quite varied: 7 mentioned dental care, 4 mentioned some type of surgery, three mentioned vision, and another 3 indicated that they couldnt get prescriptions filled. The 2015 Community Needs Assessment also examined community utilization of primary and preventative care services as well as barriers to receiving needed care. In the survey findings, most respondents reported that they keep up with regular doctor visits. That is, 80.3% of them said they had visited their doctor for a general physical exam (as opposed to an exam for a specific injury, illness or condition) within the past year and 83.2% said that all of their children had a preventative health care check-up within the past year; another 0.8% said that some of the children had a check-up. On the other hand, that still means that 16.0% said their children did NOT have a health-care check-up within the past year. It is unknown why the 16% (20 families) did not seek that service since almost all of them (19 of the 20) had earlier indicated that all of the children are covered by insurance. This question was noted for consideration in future needs assessment surveys. Furthermore, considering that these screening tests have proven over time to be invaluable in detecting medical problems early, we examined why these members of our community chose not to get them. The predominant reasons cited in an open ended multiple response question included being too old or too young to need the test (47.5%), not thinking the test is important or necessary (21.0%), the perception that "healthy people dont need it" (11.5%), and not having insurance (9.0%). Very few people (2.5%) indicated that a fear or dislike of the test kept them from getting the screening. PVHMC works to meet these needs of our community members who are unable to get needed resources to socioeconomic and environmental barriers, providing free, low-cost, or reduced-cost health services such as immunizations, mammograms, medications, and medical devices, among others. We can continue to do more to make use of our primary care and urgent care services to meet the needs of our community and offload a large proportion of the pressure on our Emergency Department. As a private community safety net hospital, also with the designation as a disproportionate share hospital ("DSH"), we care for a greater population of low-income, medically vulnerable patients. They often require an increased need of accessible, high quality, and cost-effective health care services. We deliver care to all patients in our ED, with or without insurance. The necessity to improve and build upon the efficiency of our ED is critical for PVHMC in order for us to keep up with the growing demands being placed upon our system every day. The 2015 community needs assessment further revealed the need for specialty healthcare. Respondents were given a list of various chronic or ongoing health conditions and asked if they or any member of their family have any of the conditions. in total, 59.0% of respondents answered "yes" to having chronic or ongoing high blood pressure conditions, 31.5% with diabetes, 19.0% with asthma, 14.5% with cancer, 14.0% with obesity, 14.0% with osteoporosis, 5.5 % with chronic heart failure, and 16.0% stated they have other ongoing health conditions. Understanding the need for community health status improvement, a focus of our 2016 community benefit plan is in making the community more aware of the programs, classes and support groups offered by the hospital to help prevent, manage, or improve health outcomes for those at risk or living with chronic disease or illness. Nutrition (8.7%), Diabetes (7.3%), Obesity and Weight Loss (6.4%), High Blood Pressure (5.5%) and Cancer Care (5.5%) were the most requested health classes during our needs assessment. The hospital currently provides many of the classes the respondents were interested in; therefore we are dedicated to providing greater communication about the availability of these existing resources. SCHEDULE H, PART VI, LINE 3 THE HOSPITAL MAKES EVERY EFFORT TO INFORM ITS PATIENTS OF THE HOSPITAL'S FINANCIAL ASSISTANCE PROGRAM. SPECIFICALLY: - EVERY REGISTERED PATIENT RECEIVES A WRITTEN NOTICE OF THE HOSPITAL'S FINANCIAL ASSISTANCE POLICY WRITTEN IN PLAIN LANGUAGE PER IRC 501(R); - UPON REQUEST, PAPER COPIES OF THE FINANCIAL ASSISTANCE POLICY, THE FINANCIAL ASSISTANCE APPLICATION FORM AND THE PLAIN LANGUAGE SUMMARY OF THE FINANCIAL ASSISTANCE POLICY ARE MADE AVAILABLE FREE OF CHARGE. THESE DOCUMENTS ARE ALSO AVAILABLE ON THE HOSPITAL'S WEBSITE; - WHENEVER POSSIBLE, DURING THE REGISTRATION PROCESS, UNINSURED PATIENTS ARE SCREENED FOR ELIGIBILITY WITH GOVERNMENT; -SPONSORED PROGRAMS INCLUDING MEDI-CAL HOSPITAL PRESUMPTIVE ELIGIBILITY AND/OR THE HOSPITAL'S FINANCIAL ASSISTANCE PROGRAM; - PUBLIC NOTICES ARE POSTED THROUGHOUT THE HOSPITAL NOTIFYING THE PUBLIC OF FINANCIAL ASSISTANCE FOR THOSE WHO QUALIFY SUCH NOTICES ARE POSTED IN HIGH VOLUME INPATIENT, AREAS AND IN OUTPATIENT SERVICE AREAS OF THE HOSPITAL, INCLUDING BUT NOT LIMITED TO THE EMERGENCY DEPARTMENT, INPATIENT ADMISSION AND OUTPATIENT REGISTRATION AREAS, OR OTHER COMMON PATIENT WAITING AREAS OF THE HOSPITAL. NOTICES ARE ALSO POSTED AT ALL LOCATIONS WHERE A PATIENT MAY PAY THEIR BILL. NOTICES INCLUDE CONTACT INFORMATION ON HOW A PATIENT MAY OBTAIN MORE INFORMATION ON FINANCIAL ASSISTANCE AS WELL AS WHERE TO APPLY FOR SUCH ASSISTANCE. THESE NOTICES ARE WRITTEN IN ENGLISH AND SPANISH AND ANY OTHER LANGUAGES THAT ARE REPRESENTATIVE OF 5% OR GREATER OF PATIENTS IN THE HOSPITAL'S SERVICE AREA. - GUARANTOR BILLING STATEMENTS CONTAIN INFORMATION TO ASSIST PATIENTS IN OBTAINING GOVERNMENT SPONSORED COVERAGE AND/OR FINANCIAL ASSISTANCE PROVIDED BY THE HOSPITAL. CONSISTENT WITH HEALTH AND SAFETY CODE SECTION 127420, THE HOSPITAL WILL INCLUDE THE FOLLOWING CLEAR AND CONSPICUOUS INFORMATION ON A PATIENT'S BILL: (1) A STATEMENT OF CHARGES FOR SERVICES RENDERED BY THE HOSPITAL (2) A REQUEST THAT THE PATIENT INFORM THE HOSPITAL IF THE PATIENT HAS HEALTH INSURANCE COVERAGE, MEDICARE, MEDI-CAL, OR OTHER COVERAGE (3) A STATEMENT THAT IF THE CONSUMER DOES NOT HAVE HEALTH INSURANCE COVERAGE, THE CONSUMER MAY BE ELIGIBLE FOR COVERAGE OFFERED THROUGH THE CALIFORNIA HEALTH BENEFIT EXCHANGE (COVERED CA), MEDICARE, MEDI-CAL, CALIFORNIA CHILDREN'S SERVICES PROGRAM, OR CHARITY CARE (4) A STATEMENT INDICATING HOW PATIENTS MAY OBTAIN AN APPLICATION FOR THE MEDI-CAL PROGRAM, COVERAGE OFFERED THROUGH THE CALIFORNIA HEALTH BENEFIT EXCHANGE, OR OTHER STATE- OR COUNTY-FUNDED HEALTH COVERAGE PROGRAMS AND THAT THE HOSPITAL WILL PROVIDE THESE APPLICATIONS. IF THE PATIENT DOES NOT INDICATE COVERAGE BY A THIRD-PARTY PAYER OR REQUESTS A DISCOUNTED PRICE OR CHARITY CARE, THEN THE HOSPITAL SHALL PROVIDE AN APPLICATION FOR THE MEDI-CAL PROGRAM, OR OTHER STATE- OR COUNTY-FUNDED PROGRAMS TO THE PATIENT. THIS APPLICATION SHALL BE PROVIDED PRIOR TO DISCHARGE IF THE PATIENT HAS BEEN ADMITTED OR TO PATIENTS RECEIVING EMERGENCY OR OUTPATIENT CARE. THE HOSPITAL SHALL ALSO PROVIDE PATIENTS WITH A REFERRAL TO A LOCAL CONSUMER ASSISTANCE CENTER HOUSED AT LEGAL SERVICES OFFICES (5) INFORMATION REGARDING THE FINANCIALLY QUALIFIED PATIENT AND CHARITY CARE APPLICATION, INCLUDING THE FOLLOWING: (A) A STATEMENT THAT INDICATES THAT IF THE PATIENT LACKS, OR HAS INADEQUATE INSURANCE, AND MEETS CERTAIN LOW- AND MODERATE-INCOME REQUIREMENTS, THE PATIENT MAY QUALIFY FOR DISCOUNTED PAYMENT OR CHARITY CARE. (B) THE NAME AND TELEPHONE NUMBER OF A HOSPITAL EMPLOYEE OR OFFICE FROM WHOM THE PATIENT MAY OBTAIN INFORMATION ABOUT THE HOSPITAL'S DISCOUNT PAYMENT AND CHARITY CARE POLICIES, AND HOW TO APPLY FOR THAT ASSISTANCE. (C) IF A PATIENT APPLIES, OR HAS A PENDING APPLICATION, FOR ANOTHER HEALTH COVERAGE PROGRAM AT THE SAME TIME THAT HE OR SHE APPLIES FOR A HOSPITAL CHARITY CARE OR DISCOUNT PAYMENT PROGRAM, NEITHER APPLICATION SHALL PRECLUDE ELIGIBILITY FOR THE OTHER PROGRAM. THE HOSPITAL WILL PROVIDE PATIENTS WITH A REFERRAL TO A LOCAL CONSUMER ASSISTANCE CENTER HOUSED IN A LEGAL SERVICES OFFICE. SCHEDULE H, PART VI, LINE 4 Community Information PVHMC is dedicated to meeting the health care demands of the growing populations of Los Angeles and San Bernardino counties. Our Primary Service Area is defined as the cities of Pomona, Claremont, Chino, Chino Hills, La Verne, Montclair, Ontario, Rancho Cucamonga, Alta Loma, Upland and San Dimas and make up a population of 840,789 according to the 2010 United States Census. According to the Office of Statewide Health and Planning 2012 data, Pomona East and South are designated as a Medically Underserved Area, specifically as an area with a Primary Care shortage. As a private community safety net hospital, also with the designation as a disproportionate share hospital ("DSH"), we care for a greater population of low-income, medically vulnerable patients. They often require an increased need of accessible, high quality, and cost-effective health care services. We deliver care to all patients in our ED, with or without insurance. Based on the 2010 Census, the ethnic diversity of Pomona is such that 48.0% are White, 70.5% are Hispanic or Latino, 7.3% are Black or African American, 1.2% are American Indian, 8.5% are Asian, 0.2% are Hawaiian or Pacific Islander, 30.3% identify as Other, and 4.5% identify as two or more races. Among this population, According to the 2006-2010 American Community Survey 5 year estimates, retrieved from the California Department of Finance, Pomonas Median household income is $50,497, with 17.2% of families living below the Federal Poverty Level. Educational attainment data was also retrieved from the 2006-2010 ACS Survey, showing 21.1% of Pomona residents over the age of 25 have less than a 9th grade education level, 15.7% have completed less than 12th grade, 26.0% have a high school diploma, 6.1% have an Associates degree, 10.2% have a Bachelors degree, and 4.0% have earned a Graduate or Professional degree. Several other hospitals serve our community. These hospitals are Kaiser Foundation Hospital of Fontana, San Antonio Community Hospital, Chino Valley Medical Center, Arrowhead Regional Medical Center, Montclair Hospital Medical Center, Loma Linda University Medical Center, Canyon Ridge Hospital, Kaiser Foundation Hospital of Baldwin Park, Community Hospital of San Bernardino, San Dimas Community Hospital, and Citrus Valley Health Partners-Queen of the Valley Campus. SCHEDULE H, PART VI, LINE 5 Promotion of Community Health Pomona Valley Hospital Medical Center is governed by a Board of Directors whose members are representative of the community, hospital and medical staff leadership. Consistent with the IRS "community benefit standard" a majority of the Board of Directors are neither employees, contractors nor family members of the organization. Pomona Valley Hospital Medical Center is a community based disproportionate share hospital. In addition, we participate in Medicare, MediCal, CHAMPUS, Tricare. Pomona Valley Hospital Medical Center is an open medical staff, extending staff privileges to all qualified physicians for all areas and departments of our facility. Pomona Valley Hospital Medical Center is home to the only 24-hours-a-day, full service Emergency Department (ED) in Pomona. Our ED treats all patients regardless of their ability to pay; Pomona Valley Hospital Medical Center provides Emergency Services to all patients with our without insurance. The Emergency Department's dedicated staff is experienced in providing prompt, accurate diagnosis and skillful medical treatment. This expert team includes board-certified emergency physicians, physician assistants; board certified nurses, emergency medical technicians, respiratory therapists and other highly trained emergency care professionals. All are dedicated to providing technologically advanced, lifesaving medical services with compassionate, culturally appropriate care. A part of PVHMCs mission is our dedication to "continuously strive to improve the status of health by reaching out and serving the needs of our diverse ethnic, religious and cultural community." SCHEDULE H, PART VI, LINE 6 POMONA VALLEY HOSPITAL MEDICAL CENTER IS A STAND ALONE HOSPITAL, NOT PART OF A HEALTH CARE SYSTEM. SCHEDULE H, PART VI, LINE 7 CALIFORNIA false BOYS & GIRLS CLUB(POMONA) PO BOX 1149 POMONA CA 91769 237314818 501(c)(3) 7500 PROGRAM SUPPORT BOYS REPUBLIC 1907 BOYS REPUBLIC DRIVE CHINO HILLS CA 91709 951647813 501(c)(3) 6344 PROGRAM SUPPORT INTERNATIONAL ASSOC FOR HUMAN VALUES 2401 15TH STREEAT NW WASHINGTON DC DC 20009 522178069 501(c)(3) 17000 PROGRAM SUPPORT UNIVERSITY OF LA VERNE 1950 3RD STREET LA VERNE CA 91750 951644026 501(c)(3) 7000 PROGRAM SUPPORT CALIFORNIA HEALTH FOUNDATION & TRUST 1215 K STREET STE 8000 SACRAMENTO CA 95814 941498697 501(c)(3) 1171828 HOSPITAL FEE PROGRAM NATIONAL HEALTH FOUNDATION 515 S FIGUEROA ST LOS ANGELES CA 90071 952557452 501(c)(3) 30000 PROGRAM SUPPORT 6 FORM 990, SCHEDULE I, PART I, LINE 2 THE CALIFORNIA HOSPITAL FEE PROGRAM (THE PROGRAM) WAS SIGNED INTO LAW BY THE GOVERNOR OF CALIFORNIA AND BECAME EFFECTIVE ON JANUARY 1, 2010. THE HOSPITAL MADE PLEDGE PAYMENTS (GRANT) TO THE CALIFORNIA HEALTH FOUNDATION & TRUST TOTALING $1,171,828 IN CONJUNCTION WITH THIS PROGRAM, NO MONITORING IS COMPLETED AFTER THE GRANT IS MADE. POMONA VALLEY HOSPITAL MEDICAL CENTER CONFIRMED THAT THE ORGANIZATIONS RECEIVING GRANTS ARE 501(C)(3) ORGANIZATIONS AND IS CONFIDENT THAT THE GRANTS ARE BEING USED FOR PROPER PURPOSES AND TO FURTHER THE CHARITABLE PURPOSE OF THOSE ORGANIZATIONS ALTHOUGH NO FORMAL MONITORING IS DONE. X X X X X false true false false false false false false false RICHARD YOCHUM PRESIDENT/CEO 710381 0 213210 0 14323 0 651679 0 11481 0 1601074 0 0 0 MICHAEL NELSON ASST. TREASURER/SECRETARY 499954 0 118452 0 10102 0 389250 0 11412 0 1029170 0 0 0 CHRIS ALDWORTH ASST SEC./VP Planning & Trauma 238752 0 47206 0 6716 0 18883 0 6038 0 317595 0 0 0 JULI HESTER TREASURER/CFO 268530 0 48400 0 7272 0 19361 0 15596 0 359159 0 0 0 DARLENE SCAFFIDDI VP OF NURSING 301231 0 75000 0 14219 0 21200 0 15598 0 427248 0 0 0 KENNETH K NAKAMOTO VP MED STAFF AFF 326162 0 64000 0 9619 0 15900 0 15482 0 431163 0 0 0 KENT HOYOS CIO 336836 0 63600 0 4870 0 21200 0 16151 0 442657 0 0 0 RAY INGE VP HUMAN RESOURCES & PAYROLL 278185 0 52119 0 9360 0 15636 0 15031 0 370331 0 0 0 MICHAEL VESTINO VP, SUPPORT SERVICES 246278 0 46400 0 15317 0 13920 0 15348 0 337263 0 0 0 JAMES MC DALE VP, DEVELOPMENT 240685 0 46505 0 12763 0 11287 0 10354 0 321594 0 0 0 SCHEDULE J, PART I, LINE 4B THE HOSPITAL HAS EMPLOYMENT CONTRACTS WITH MR. YOCHUM AND MR. NELSON. THE CONTRACTS PROVIDE FOR A PAYMENT OF 6.00 FOR MR. NELSON AND 6.00 FOR MR. YOCHUM TIMES ANNUAL CASH COMPENSATION IF THE EXECUTIVE REMAINS EMPLOYED UNTIL THE END OF THE CONTRACT. EMPLOYMENT REQUIREMENTS ARE 39 YEARS FOR MR. YOCHUM AND 39 YEARS FOR MR. NELSON. IN THE EVENT OF VOLUNTARY TERMINATION OR TERMINATION FOR CAUSE, ALL BENEFITS UNDER THE CONTRACT ARE FORFEITED. IN THE EVENT OF EARLY TERMINATION BECAUSE OF DEATH OR DISABILITY, A PRORATED BENEFIT WOULD BE PAID. THE CONTRACT AFFIRMS THE THE BOARD OF DIRECTORS HAS THE RIGHT TO TERMINATE THE CONTRACT, WITH OR WITHOUT CAUSE, AT ITS DISCRETION, AND PROVIDES A FORMULA FOR CALCULATING THE SEVERANCE PAYMENT IN THE EVENT OF INVOLUNTARY TERMINATION. ONCE THE EMPLOYEE HAS MET ALL VESTING REQUIREMENTS, AND THE AMOUNT IS NOT SUBJECT TO SUBSTANTIAL RISK OF FORFEITURE, THE AMOUNT IS INCLUDED IN OTHER REPORTABLE COMPENSATION (SCHEDULE J, PART II, B(III)). SCHEDULE J, PART II, COLUMN C INCLUDES DEFERRED COMPENSATION OF $630,479 FOR MR. YOCHUM AND $368,050 FOR MR. NELSON. NO DEFERRED COMPENSATION PAYOUTS WERE RECEIVED DURING 2016. GREGORY DALY SEE PART V 137325 COMPENSATION FOR SERVICES false SAN GABRIEL VALLEY PERINATAL MED SEE PART V 1036004 COMPENSATION FOR SERVICES false BUSINESS TRANSATIONS INVOLVING INTERESTED PERSONS GREGORY DALY IS THE BROTHER OF DARLENE SCAFFIDDI, KEY EMPLOYEE OF THE ORGANIZATION. SAN GABRIEL VALLEY PERINATAL MEDICAL GROUP IS A MORE THAN 35% CONTROLLED ENTITY OF M. HELEN RODRIGUEZ MD, A DIRECTOR OF THE ORGANIZATION. FORM 990, PART I, LINE 1 POMONA VALLEY HOSPITAL MEDICAL CENTER IS A NOT-FOR-PROFIT, REGIONAL MEDICAL CENTER DEDICATED TO PROVIDING HIGH QUALITY, COST EFFECTIVE HEALTH CARE SERVICES TO RESIDENTS OF THE GREATER POMONA VALLEY. FORM 990, PART III, LINE 1 OUR MISSION - PVHMC IS A NOT-FOR-PROFIT REGIONAL MEDICAL CENTER DEDICATED TO PROVIDING HIGH QUALITY, COST EFFECTIVE HEALTH CARE SERVICES TO RESIDENTS OF THE GREATER POMONA VALLEY. THE MEDICAL CENTER OFFERS A FULL RANGE OF SERVICES FROM LOCAL PRIMARY ACUTE CARE TO HIGHLY SPECIALIZED REGIONAL SERVICE. SELECTION OF ALL SERVICES IS BASED ON COMMUNITY NEED, AVAILABILITY OF FINANCING AND THE ORGANIZATIONS TECHNICAL ABILITY TO PROVIDE HIGH QUALITY RESULTS. BASIC TO OUR MISSION IS OUR COMMITMENT TO STRIVE CONTINUOUSLY TO IMPROVE THE STATUS OF HEALTH BY REACHING OUT AND SERVING THE NEEDS OF OUR DIVERSE ETHNIC, RELIGIOUS AND CULTURAL COMMUNITY. OUR VISION - PVHMCS VISION IS TO BE THE REGIONS MOST RESPECTED AND RECOGNIZED MEDICAL CENTER AND MARKET LEADER IN THE DELIVERY OF QUALITY HEALTH CARE SERVICES; BE THE MEDICAL CENTER OF CHOICE FOR PATIENTS AND FAMILIES BECAUSE THEY KNOW THEY WILL RECEIVE THE HIGHEST QUALITY CARE AND SERVICES AVAILABLE ANYWHERE; BE THE MEDICAL CENTER WHERE PHYSICIANS PREFER TO PRACTICE BECAUSE THEY ARE VALUED CUSTOMERS AND TEAM MEMBERS SUPPORTED BY EXPERT HEALTH CARE PROFESSIONALS, THE MOST ADVANCED SYSTEMS AND STATE-OF-THE-ART TECHNOLOGY; BE THE MEDICAL CENTER WHERE HEALTH CARE WORKERS CHOOSE TO WORK BECAUSE PVHMC IS RECOGNIZED FOR EXCELLENCE, INITIATIVE IS REWARDED, SELF-DEVELOPMENT IS ENCOURAGED, AND PRIDE AND ENTHUSIASM IN SERVING CUSTOMERS ABOUNDS; BE THE MEDICAL CENTER BUYERS DEMAND (EMPLOYERS, PAYORS, ETC.) FOR THEIR HEALTH CARE SERVICES BECAUSE THEY KNOW WE ARE THE PROVIDER OF CHOICE FOR THEIR BENEFICIARIES AND THEY WILL RECEIVE THE HIGHEST VALUE FOR THE BENEFIT DOLLAR; AND, BE THE MEDICAL CENTER THAT COMMUNITY LEADERS, VOLUNTEERS AND BENEFACTORS CHOOSE TO SUPPORT BECAUSE THEY GAIN SATISFACTION FROM PROMOTING AN INSTITUTION THAT CONTINUOUSLY STRIVES TO MEET THE HEALTH NEEDS OF OUR COMMUNITIES, NOW AND IN THE FUTURE. OUR COMMUNITY PVHMC IS LOCATED IN LOS ANGELES COUNTY SERVICE PLANNING AREA 3 (SPA3) AND IS DEDICATED TO MEETING THE HEALTH CARE DEMANDS OF THE GROWING POPULATIONS OF BOTH LOS ANGELES AND SAN BERNARDINO COUNTIES. OUR PRIMARY SERVICE AREA IS DEFINED AS THE CITIES OF POMONA, CLAREMONT, CHINO, CHINO HILLS, LA VERNE, MONTCLAIR, ONTARIO, RANCHO CUCAMONGA, ALTA LOMA, UPLAND AND SAN DIMAS AND MAKE UP A POPULATION OF 840,789. OUR SECONDARY SERVICE AREA INCLUDES ADDITIONAL SURROUNDING CITIES IN SAN GABRIEL VALLEY AND WESTERN SAN BERNARDINO COUNTY. IN 2010 AS DERIVED FROM THE STATISTICS REPORTED BY THE U.S. CENSUS BUREAU, THE ETHNIC DIVERSITY REPRESENTED BY THE DEMOGRAPHICS OF THE CITY OF POMONA WAS SUCH THAT 33.6% IS HISPANIC OR LATINO, 14.4% IS WHITE, 7.3% IS BLACK/AFRICAN-AMERICAN, 8.5% IS ASIAN, 1.2% IS AMERICAN INDIAN, 0.2% HAWAIIAN/PACIFIC ISLANDER, 30.3% IS OTHER, AND 4.5% IS TWO OR MORE RACES. FORM 990, PART III, LINE 4A EXECUTIVE SUMMARY - POMONA VALLEY HOSPITAL MEDICAL CENTER (PVHMC) IS A 437-BED, FULLY ACCREDITED, ACUTE CARE HOSPITAL SERVING EASTERN LOS ANGELES AND WESTERN SAN BERNARDINO COUNTIES. FOR OVER A CENTURY, PVHMC HAS BEEN COMMITTED TO SERVING OUR COMMUNITY AND PLAYS AN ESSENTIAL ROLE AS A SAFETY-NET PROVIDER AND TERTIARY REFERRAL FACILITY FOR THE REGION. A NATIONALLY RECOGNIZED, NOT-FOR-PROFIT FACILITY, THE HOSPITALS SERVICES INCLUDE CENTERS OF EXCELLENCE IN CANCER CARE, CARDIAC AND VASCULAR CARE, WOMENS AND CHILDRENS SERVICES, AND KIDNEY STONES. SPECIALIZED SERVICES INCLUDE CENTERS FOR BREAST HEALTH, SLEEP DISORDERS, A NEONATAL ICU, A PERINATAL CENTER, PHYSICAL THERAPY/SPORTS MEDICINE, A FULL-SERVICE EMERGENCY DEPARTMENT WHICH INCLUDES OUR LOS ANGELES COUNTY AND SAN BERNARDINO COUNTY STEMI RECEIVING CENTER DESIGNATION AND LEVEL II TRAUMA CENTER DESIGNATION, ROBOTIC SURGERY, AND THE FAMILY MEDICINE RESIDENCY PROGRAM AFFILIATED WITH UCLA. SATELLITE CENTERS IN CHINO HILLS, CLAREMONT, COVINA, AND POMONA PROVIDE A WIDE RANGE OF OUTPATIENT SERVICES INCLUDING PHYSICAL THERAPY, URGENT CARE, RADIOLOGY AND OCCUPATIONAL HEALTH. ALONG WITH BEING NAMED ONE OF HEALTHGRADES 100 BEST HOSPITALS FOR CARDIAC CARE, 2014-2015 (ONLY ONE OF THREE IN CALIFORNIA TO RECEIVE ALL 3 TOP 100 RECOGNITIONS IN 2014-2015) AND RECEIVING HEALTHGRADES 2016 PATIENT SAFETY AWARD, THE JOINT COMMISSION HAS GIVEN PVHMC THE GOLD SEAL OF APPROVAL FOR CERTIFICATION AS A PRIMARY STROKE CENTER FOR LOS ANGELES COUNTY, DEMONSTRATING WHAT WE HAVE BEEN DOING ALL ALONG - PROVIDING QUALITY CARE AND SERVICES IN THE HEART OF OUR COMMUNITY. AS A COMMUNITY HOSPITAL, WE CONTINUOUSLY REFLECT UPON OUR RESPONSIBILITY TO PROVIDE HIGH-QUALITY HEALTHCARE SERVICES, ESPECIALLY TO OUR MOST VULNERABLE POPULATIONS IN NEED, AND TO RENEW OUR COMMITMENT WHILE FINDING NEW WAYS TO FULFILL OUR CHARITABLE PURPOSE. PART OF THAT COMMITMENT IS SUPPORTING ADVANCED LEVELS OF TECHNOLOGY AND PROVIDING APPROPRIATE STAFFING, TRAINING, EQUIPMENT, AND FACILITIES. PVHMC WORKS VIGOROUSLY TO MEET OUR ROLE IN MAINTAINING A HEALTHY COMMUNITY BY IDENTIFYING HEALTH-RELATED PROBLEMS AND DEVELOPING WAYS TO ADDRESS THEM. IN 2015, IN COMPLIANCE WITH SECTION 501(R)(3) OF THE INTERNAL REVENUE CODE, CREATED BY THE PATIENT PROTECTION AND AFFORDABLE CARE ACT (2010), A COMMUNITY HEALTH NEEDS ASSESSMENT WAS COMPLETED. THIS ASSESSMENT IS INTENDED TO BE A RESOURCE FOR PVHMC IN THE DEVELOPMENT OF ACTIVITIES AND PROGRAMS THAT CAN HELP IMPROVE AND ENHANCE THE HEALTH AND WELL-BEING OF THE RESIDENTS OF POMONA VALLEY. IN RESPONSE TO THE ASSESSMENTS FINDINGS, A 2015 COMMUNITY BENEFIT IMPLEMENTATION STRATEGY WAS DEVELOPED TO OPERATIONALIZE THE INTENT OF PVHMCS COMMUNITY BENEFIT PLAN INITIATIVES THROUGH DOCUMENTED GOALS, PERFORMANCE MEASURES, AND STRATEGIES. PVHMC DEMONSTRATES ITS PROFOUND COMMITMENT TO ITS LOCAL COMMUNITY AND HAS WELCOMED THIS OCCASION TO FORMALIZE OUR COMMUNITY BENEFIT PLAN AND IMPLEMENTATION STRATEGY. OUR COMMUNITY IS CENTRAL TO US AND IT IS REPRESENTED IN ALL OF THE WORK WE DO. PVHMC HAS SERVED THE POMONA VALLEY FOR OVER 110 YEARS, AND WE VALUE MAINTAINING THE HEALTH OF OUR COMMUNITY. COMMUNITY NEEDS ASSESSMENT- IN 2015, A COMMUNITY NEEDS ASSESSMENT WAS COMPLETED. THE ASSESSMENT IS INTENDED TO BE A RESOURCE FOR PVHMC TO BECOME INVOLVED WITH DEVELOPING AND MAINTAINING ACTIVITIES AND PROGRAMS THAT CAN HELP IMPROVE THE HEALTH AND WELL-BEING OF THE RESIDENTS OF POMONA VALLEY. THE COMMUNITY NEEDS ASSESSMENT PROCESS INCLUDED PRIMARY AND SECONDARY DATA COLLECTION, INCUDING VALUABLE COMMUNITY, STAKEHOLDER, AND PUBLIC HEALTH INPUT THAT WAS EXAMINED TO PRIORITIZE THE MOST CRITICAL NEEDS OF OUR COMMUNITY AND SERVE AS THE BASIS FOR OUR COMMUNITY BENEFIT PLAN INITIATIVES AND IMPLEMENTATION STRATEGY. PVHMC PARTNERED WITH CALIFORNIA STATE UNIVERSITY SAN BERNARDINOS INSTITUTE OF APPLIED REASEARCH TO CONDUCT 333 COMMUNITY MEMBER SURVEYS, CONDUCTED A TOTAL OF 3 COMMUNITY FOCUS GROUPS, AND SOUGHT INPUT FROM CHRISTIN MONDY, PUBLIC HEALTH DEPARTMENT OFFICER FOR LOS ANGELES SERVICE PLANNING AREAS 3 AND 4. THE RESEARCH OBJECTIVES WERE TO LOOK AT THE DEMOGRAPHIC PROFILE OF THE COMMUNITY, HEALTH INSURANCE COVERAGE, HEALTH ACCESS BARRIERS, UTILIZATION OF HEALTH CARE SERVICES FOR ROUTINE PRIMARY/PREVENTATIVE CARE, UTILIZATION OF URGENT CARE SERVICES, NEED FOR SPECIALTY HEALTH CARE AND EXPERIENCE WITH PVHMC INCLUDING CLASSES, SUPPORT GROUPS, AND THE EMERGENCY DEPARTMENT. FORM 990, PART III, LINE 4A (CONT'D) THE FOLLOWING SUMMARIZES THE 2015 NEEDS ASSESSMENT FINDINGS FROM SURVEYING 333 MEMBERS OF OUR COMMUNITY. WHEN RESPONDENTS WERE ASKED "WOULD YOU SAY THAT IN GENERAL YOUR HEALTH IS EXCELLENT, VERY GOOD, FAIR OR POOR", MOST OF THE RESPONDENTS (68.8%) SAID "EXCELLENT"VERY GOOD". ONLY 3.3% SAID THEIR HEALTH IS "POOR." THESE FIGURES ARE NOT A SIGNIFICANT SHIFT FROM 2009 AND 2012 NEEDS ASSESSMENT VALUES. THE MAJORITY OF RESPONDENTS (80.5%) SAID THAT ALL OF THE ADULTS IN THE HOUSEHOLD ARE COVERED BY INSURANCE, WITH ANOTHER 14.0% SAYING THAT SOME OF THE ADULTS ARE COVERED. ONLY 5.5% OF THEM SAID THAT NONE OF THE ADULTS ARE COVERED BY HEALTH INSURANCE. THIS IS A SIGNIFICANT IMPROVEMENT FROM PREVIOUS YEARS NEEDS ASSESSMENTS WHEN ONLY 76.6% OF RESPONDENTS SAID THAT ALL OF THE ADULTS IN THE HOUSEHOLD WERE COVERED BY INSURANCE. THE HEALTH INSURANCE TREND FOUND IN THE 2015 ASSESSMENT IS AS FOLLOWS: YOUNGER PEOPLE ARE LESS LIKELY TO HAVE ALL ADULTS COVERED THAN OLDER PEOPLE, HISPANICS ARE LESS LIKELY TO HAVE ALL ADULTS COVERED THAN NON-HISPANICS, PEOPLE WITH HIGHER INCOMES ARE MORE LIKELY TO HAVE ALL ADULTS COVERED THAN THOSE WITH LOWER INCOMES, AND THOSE PEOPLE WITH MORE EDUCATION ARE MOST LIKELY TO REPORT THAT ALL ADULTS ARE COVERED. WHEN EXAMINING BARRIERS TO HEALTH CARE, 11.6% OF RESPONDENTS REPORTED THEY OR ANYONE IN THEIR FAMILY HAD NEEDED ANY HEALTH SERVICES WITHIN THE PAST YEAR THAT THEY COULD NOT GET, AS MIGHT BE EXPECTED, INCOME WAS STRONGLY RELATED TO THE THIS QUESTION: 24% OF THOSE MAKING $35,000 A YEAR OR LESS REPORTED THAT THEY HAD NEEDED SERVICES THAT THEY COULDNT GET, AS OPPOSED TO 11% OF THOSE MAKING $35,000 UP TO $80,000, AND 5% OF THOSE MAKING $80,000 OR MORE. WHEN ASKED WHAT KEPT THEM FROM GETTING NEEDED SERVICES (QUESTION 8A), COST WAS THE NUMBER ONE FACTOR, WITH 27.0% (10 PEOPLE) SAYING THEY ARE WORRIED ABOUT THE COST OF SERVICES AND/OR CO-PAYMENTS, AND 13.5% (5 PEOPLE) INDICATING A CONCERN ABOUT THE COST OF NEEDED PRESCRIPTIONS. ANOTHER 9 SAID THEY DO NOT HAVE HEALTH INSURANCE AND 3 SAID THEIR PROVIDER WOULDNT ACCEPT THEIR INSURANCE COVERAGE. WHAT SERVICES WERE THOSE PEOPLE UNABLE TO GET IN THE LAST YEAR? THE ANSWERS FROM THE 37 PEOPLE WHO RESPONDED WERE QUITE VARIED: 7 MENTIONED DENTAL CARE, 4 MENTIONED SOME TYPE OF SURGERY, THREE MENTIONED VISION, AND ANOTHER 3 INDICATED THAT THEY COULDNT GET PRESCRIPTIONS FILLED. THE 2015 COMMUNITY NEEDS ASSESSMENT ALSO EXAMINED COMMUNITY UTILIZATION OF PRIMARY AND PREVENTATIVE CARE SERVICES AS WELL AS BARRIERS TO RECEIVING NEEDED CARE. IN THE SURVEY FINDINGS, MOST RESPONDENTS REPORTED THAT THEY KEEP UP WITH REGULAR DOCTOR VISITS. THAT IS, 80.3% OF THEM SAID THEY HAD VISITED THEIR DOCTOR FOR A GENERAL PHYSICAL EXAM (AS OPPOSED TO AN EXAM FOR A SPECIFIC INJURY, ILLNESS OR CONDITION) WITHIN THE PAST YEAR AND 83.2% SAID THAT ALL OF THEIR CHILDREN HAD A PREVENTATIVE HEALTH CARE CHECK-UP WITHIN THE PAST YEAR; ANOTHER 0.8% SAID THAT SOME OF THE CHILDREN HAD A CHECK-UP. ON THE OTHER HAND, THAT STILL MEANS THAT 16.0% SAID THEIR CHILDREN DID NOT HAVE A HEALTH-CARE CHECK-UP WITHIN THE PAST YEAR. IT IS UNKNOWN WHY THE 16% (20 FAMILIES) DID NOT SEEK THAT SERVICE SINCE ALMOST ALL OF THEM (19 OF THE 20) HAD EARLIER INDICATED THAT ALL OF THE CHILDREN ARE COVERED BY INSURANCE. THIS QUESTION WAS NOTED FOR CONSIDERATION IN FUTURE NEEDS ASSESSMENT SURVEYS. FURTHERMORE, CONSIDERING THAT THESE SCREENING TESTS HAVE PROVEN OVER TIME TO BE INVALUABLE IN DETECTING MEDICAL PROBLEMS EARLY, WE EXAMINED WHY THESE MEMBERS OF OUR COMMUNITY CHOSE NOT TO GET THEM. THE PREDOMINANT REASONS CITED IN AN OPEN ENDED MULTIPLE RESPONSE QUESTION INCLUDED BEING TOO OLD OR TOO YOUNG TO NEED THE TEST (47.5%), NOT THINKING THE TEST IS IMPORTANT OR NECESSARY (21.0%), THE PERCEPTION THAT "HEALTHY PEOPLE DONT NEED IT" (11.5%), AND NOT HAVING INSURANCE (9.0%). VERY FEW PEOPLE (2.5%) INDICATED THAT A FEAR OR DISLIKE OF THE TEST KEPT THEM FROM GETTING THE SCREENING. PVHMC WORKS TO MEET THESE NEEDS OF OUR COMMUNITY MEMBERS WHO ARE UNABLE TO GET NEEDED RESOURCES TO SOCIOECONOMIC AND ENVIRONMENTAL BARRIERS, PROVIDING FREE, LOW-COST, OR REDUCED-COST HEALTH SERVICES SUCH AS IMMUNIZATIONS, MAMMOGRAMS, MEDICATIONS, AND MEDICAL DEVICES, AMONG OTHERS. WE CAN CONTINUE TO DO MORE TO MAKE USE OF OUR PRIMARY CARE AND URGENT CARE SERVICES TO MEET THE NEEDS OF OUR COMMUNITY AND OFFLOAD A LARGE PROPORTION OF THE PRESSURE ON OUR EMERGENCY DEPARTMENT. AS A PRIVATE COMMUNITY SAFETY NET HOSPITAL, ALSO WITH THE DESIGNATION AS A DISPROPORTIONATE SHARE HOSPITAL ("DSH"), WE CARE FOR A GREATER POPULATION OF LOW-INCOME, MEDICALLY VULNERABLE PATIENTS. THEY OFTEN REQUIRE AN INCREASED NEED OF ACCESSIBLE, HIGH QUALITY, AND COST-EFFECTIVE HEALTH CARE SERVICES. WE DELIVER CARE TO ALL PATIENTS IN OUR ED, WITH OR WITHOUT INSURANCE. THE NECESSITY TO IMPROVE AND BUILD UPON THE EFFICIENCY OF OUR ED IS CRITICAL FOR PVHMC IN ORDER FOR US TO KEEP UP WITH THE GROWING DEMANDS BEING PLACED UPON OUR SYSTEM EVERY DAY. THE 2015 COMMUNITY NEEDS ASSESSMENT FURTHER REVEALED THE NEED FOR SPECIALTY HEALTHCARE. RESPONDENTS WERE GIVEN A LIST OF VARIOUS CHRONIC OR ONGOING HEALTH CONDITIONS AND ASKED IF THEY OR ANY MEMBER OF THEIR FAMILY HAVE ANY OF THE CONDITIONS. IN TOTAL, 59.0% OF RESPONDENTS ANSWERED "YES" TO HAVING CHRONIC OR ONGOING HIGH BLOOD PRESSURE CONDITIONS, 31.5% WITH DIABETES, 19.0% WITH ASTHMA, 14.5% WITH CANCER, 14.0% WITH OBESITY, 14.0% WITH OSTEOPOROSIS, 5.5 % WITH CHRONIC HEART FAILURE, AND 16.0% STATED THEY HAVE OTHER ONGOING HEALTH CONDITIONS. UNDERSTANDING THE NEED FOR COMMUNITY HEALTH STATUS IMPROVEMENT, A FOCUS OF OUR 2015 COMMUNITY BENEFIT PLAN IS IN MAKING THE COMMUNITY MORE AWARE OF THE PROGRAMS, CLASSES AND SUPPORT GROUPS OFFERED BY THE HOSPITAL TO HELP PREVENT, MANAGE, OR IMPROVE HEALTH OUTCOMES FOR THOSE AT RISK OR LIVING WITH CHRONIC DISEASE OR ILLNESS. NUTRITION (8.7%), DIABETES (7.3%), OBESITY AND WEIGHT LOSS (6.4%), HIGH BLOOD PRESSURE (5.5%) AND CANCER CARE (5.5%) WERE THE MOST REQUESTED HEALTH CLASSES DURING OUR NEEDS ASSESSMENT. THE HOSPITAL CURRENTLY PROVIDES MANY OF THE CLASSES THE RESPONDENTS WERE INTERESTED IN; THEREFORE WE ARE DEDICATED TO PROVIDING GREATER COMMUNICATION ABOUT THE AVAILABILITY OF THESE EXISTING RESOURCES. THE 2015 COMMUNITY NEEDS ASSESSMENT ALSO INCLUDED INPUT FROM LOS ANGELES COUNTY SPA 3 AND SPA 4 PUBLIC HEALTH OFFICER CHRISTIN MONDY. IN A TELEPHONE INTERVIEW CONDUCTED ON DECEMBER 5, 2014, PVHMC RESEARCH OBJECTIVES INCLUDED IDENTIFYING PUBLIC HEALTH CONCERNS, BARRIERS TO CARE, RECOMMENDATIONS FOR COMMUNITY BENEFIT PROGRAMS, AND RECOMMENDATIONS FOR COLLABORATION IN THE COMMUNITY. PUBLIC HEALTH NEEDS IDENTIFIED INCLUDED PHYSICAL FITNESS AND NUTRITION NEEDS, HIGH INCIDENCE OF DIABETES, SUBSTANCE ABUSE, CONCERNS FOR SAFETY IN THE COMMUNITY AS IT RELATES TO PHYSICAL ACTIVITY AMONG CHILDREN, HOMELESSNESS, AND LACK OF ROUTINE PRVENTATIVE CARE. PUBLIC HEALTH RECOMMENDATIONS FOR COLLABORATION AND IMPLEMENTATION OF COMMUNITY BENEFIT PROGRAMS INCLUDED INCREASING COMMUNICATION OF AVAILABLE EDUCATION AND CLASSES OFFERED AT PVHMC, PROVIDING PROGRAMS FOR HEALTHY FOOD AND NUTRITION EDUCATION, AND PROVIDING DIABETES EDUCATION AND MANAGEMENT RESOURCES. SIGNIFICANT HEALTH NEEDS IDENTIFIED IN OUR 2015 COMMUNITY NEEDS ASSESSMENT WERE HEALTH EDUCATION CLASSES AND SUPPORT GROUPS, DIABETES, OBESITY, HIGH BLOOD PRESSURE, ALZHEIMERS AND DEMENTIA, ACCESS TO PRIMARY AND SPECIALTY CARE, CARE COORDINATION, TRANSPORTATION, PROMOTORAS, MENTAL HEALTH SERVICES, AND BETTER PROMOTION OF WHAT PVHMC ALREADY OFFERS TO THE COMMUNITY. PVHMC PRIORITIZED THESE NEEDS INTO THREE OVERARCHING THEMES AS A FRAMEWORK FOR PVHMC TO ORGANIZE, MAINTAIN, AND IMPLEMENT COMMUNITY BENEFIT PROGRAMS AND SERVICES. THESE PRIORITIZED HEALTH NEEDS ARE CHRONIC DISEASE MANAGEMENT, HEALTH EDUCATION AND SUPPORT GROUPS, AND ACCESS TO CARE. THE COMMUNITY NEEDS ASSESSMENT AND HEALTH NEEDS PRIORITIES WERE ADOPTED BY OUR GOVERNING BOARD OF DIRECTORS ON MAY 7, 2015. FORM 990, PART III, LINE 4A (CONT'D) COMMUNITY HEALTH NEEDS WERE DETERMINED TO BE SIGNIFICANT THROUGH EVALUATION OF PRIMARY AND SECONDARY DATA, WHEREBY THOSE IDENTIFIED HEALTH NEEDS WERE PRIORITIZED BASED UPON: (1) COMMUNITY RESPONDENTS AND KEY INFORMANTS IDENTIFIED THE NEED TO BE SIGNIFICANT, OR LARGELY REQUESTED SPECIFIC SERVICES THAT THEY WOULD LIKE TO SEE POMONA VALLEY HOSPITAL MEDICAL CENTER PROVIDE IN THE COMMUNITY (2) FEASIBILITY OF PROVIDING INTERVENTIONS FOR THE UNMET NEED IDENTIFIED IN THE COMMUNITY, IN SUCH THAT POMONA VALLEY HOSPITAL MEDICAL CENTER CURRENTLY HAS, OR HAS THE CURRENT MEANS OF DEVELOPING THE RESOURCES TO MEET THE NEED, AND (3) ALIGNMENT BETWEEN THE IDENTIFIED HEALTH NEED AND POMONA VALLEY HOSPITAL MEDICAL CENTERS MISSION, VISION, AND STRATEGIC PLAN. OF THE HEALTH NEEDS IDENTIFIED THROUGH OUR NEEDS ASSESSMENT, PVHMC WILL NOT ADDRESS THE MENTAL HEALTH, ALZHEIMERS, "PROMOTORASTRANSPORTATION NEEDS IN OUR IMPLEMENTATION STRATEGY. PVHMC EVALUATED ITS CAPACITY TO SERVE THE MENTAL HEALTH, ALZHEIMERS SERVICES, "PROMOTORASTRANSPORTATION NEEDS OF OUR COMMUNITY. PVHMC DOES NOT HAVE A LICENSED PSYCHIATRIC FACILITY, OR THE CURRENT CAPACITY, TO PROVIDE INPATIENT AND OUTPATIENT MENTAL HEALTH TREATMENT SERVICES. WHILE PVHMC HAS SOME SERVICES IN PLACE TO ASSIST WITH MENTAL HEALTH AND SUBSTANCE ABUSE, SUCH AS EMERGENT PSYCHIATRIC CONSULTATIONS, MENTAL HEALTH REFERRALS, AND SMOKING CESSATION EDUCATION, IT WAS DETERMINED THAT THIS CRITICAL NEED IS BEST SERVED BY OTHERS. PVHMC DOES NOT CURRENTLY HAVE TRAINED "PROMOTORAS" STAFF TO PERFORM PEER-TO-PEER EDUCATION OUT IN THE COMMUNITY. PVHMC DOES NOT CURRENTLY HAVE IN PLACE, OR THE CURRENT CAPACITY TO DEVELOP AN ALZHEIMER'S SERVICES PROGRAM; HOWEVER, PVHMC DOES SEEK TO CONTINUE TO ADDRESS THIS NEED INDIRECTLY THROUGH OUR SOCIAL SERVICES AND CARE COORDINATION EFFORTS WITH LOCAL COMMUNITY-BASED ORGANIZATIONS. ADDITIONALLY, WHILE PVHMC DOES HAVE IN PLACE SOME TRANSPORTATION SERVICES TO ASSIST PATIENTS, IT WAS DETERMINED THAT THIS NEED AT A COMMUNITY-WIDE LEVEL IS BEST SERVED BY OTHERS. ACCORDINGLY, PVHMC WILL CONTINUE TO SUPPORT TRI-CITY MENTAL HEALTH, PROTOTYPES, THE DEPARTMENT OF MENTAL HEALTH, THE YWCA OF THE SAN GABRIEL AND INLAND COMMUNITIES, COMMUNITY SENIOR SERVICES, AND OTHER COMMUNITY BASED ORGANIZATIONS THAT DIRECTLY PROVIDE THESE SERVICES TO ADDRESS THESE NEEDS. WE ARE STRONGLY COMMITTED TO OUR RELATIONSHIPS WITH THESE ORGANIZATIONS AND CONTINUOUSLY SEEK PARTNERSHIPS AND OPPORTUNITIES TO DIRECTLY ADDRESS THESE NEEDS IN THE FUTURE. IMPLEMENTATION STRATEGY 2015-2017 - THE 2015 COMMUNITY BENEFIT PLAN AND IMPLEMENTATION STRATEGY, ADOPTED BY OUR GOVERNING BOARD OF DIRECTORS REFLECTS OUR COMMITMENT TO MEET THE NEEDS OF OUR COMMUNITY, AS THE MAJORITY OF OUR SERVICES ARE TIED INTO PROVIDING INFORMATION AND EDUCATION TO THE COMMUNITY REGARDING AVAILABILITY AND ACCESSIBILITY TO HEALTH AND SOCIAL SERVICES. BY FOSTERING GREATER COORDINATION AND COLLABORATION AMONG LOCAL SERVICE PROVIDERS, WE ARE ABLE TO CONTINUE TO OFFER COMPREHENSIVE MEDICAL SERVICES AND PROGRAMS TO A LARGE COMMUNITY. OUR SERVICES SHOW HOW THE COMMUNITYS NEEDS DRIVE THE CONCEPTION AND ESTABLISHMENT OF THE SERVICES WE PROVIDE AND CONTRIBUTE TO ITS GROWTH AND IMPROVEMENT. EVERY ACTIVITY AND PROGRAM IS BUDGETED TO MANAGE THE USE OF AVAILABLE RESOURCES. OUR COMMITMENT TO THESE VITAL SERVICES IS DEMONSTRATED THROUGH THE CONCERTED EFFORTS OF EACH DEPARTMENT TO ENSURE THAT ESSENTIAL SERVICES CONTINUE TO BE PROVIDED TO THE COMMUNITY. PVHMC DEMONSTRATES ITS PROFOUND COMMITMENT TO ITS LOCAL COMMUNITY, BOTH HISTORICALLY AND ON A CONTINUING BASIS. PVHMC HAS WELCOMED THIS OCCASION TO FORMALIZE, ENHANCE AND DOCUMENT THE MULTITUDE OF COMMUNITY BENEFIT INITIATIVES AND PROGRAMS IN WHICH THE HOSPITAL IS IMMERSED. OUR COMMUNITY IS CENTRAL TO US, AND IT IS REPRESENTED IN ALL OF THE WORK WE DO. PVHMC HAS SERVED THE POMONA VALLEY FOR OVER 110 YEARS, AND WE VALUE MAINTAINING THE HEALTH OF OUR COMMUNITY BY PROVIDING ACCESSIBLE, HIGH QUALITY MEDICAL CARE. COMMUNITY BENEFIT PLAN AND IMPLEMENTATION STRATEGY FOCUS STUDY UPDATE, 2017 PVHMCS 2017 REPORT AND FOCUS STUDY UPDATE HIGHLIGHTS SOME OF OUR MANY EFFORTS TO PROMOTE AN IMPROVED QUALITY OF LIFE AND EVALUATES OUR CURRENT STRATEGIES AND THE ANTICIPATED IMPACT THOSE STRATEGIES AND PROGRAMS HAVE IN ADDRESSING PRIORITY HEALTH NEEDS IDENTIFIED IN OUR NEEDS ASSESSMENT. PROGRAMS FROM FISCAL YEAR 2016 THAT PVHMC HAS CHOSEN TO HIGHLIGHT ARE: - DIABETES CARE FY 2016 UPDATE ADDRESSING IDENTIFIED PRIORITY NEEDS 1 & 2 (CHRONIC DISEASE MANAGEMENT AND HEALTH EDUCATION AND SUPPORT) - POMONA COMMUNITY HEALTH CENTER 2016 UPDATE ADDRESSING PRIORITY NEED 3 (ACCESS TO CARE) - MATERNAL-FETAL TRANSPORT PROGRAM PRIORITY NEED 3 (ACCESS TO CARE) - FAMILY-MEDICINE RESIDENCY PROGRAM PRIORITY NEED 3 (ACCESS TO CARE) DIABETES CARE TYPE 2 DIABETES (T2D) IS A GROWING PROBLEM. IT HAS TRIPLED OVER THE LAST DECADE AND IT IS ANTICIPATED TO TRIPLE OVER THE NEXT SEVERAL DECADES (CDC, 2015). APPROXIMATELY 9.3% OF AMERICANS HAVE DIABETES; 90-95% OF WHICH IS T2D. THIS EQUATES TO 21 MILLION INDIVIDUALS DIAGNOSED WITH DIABETES (CDC 2014 REPORT CARD ON DM). MORE SO, IT IS ESTIMATED THAT 8.1 MILLION INDIVIDUALS ARE UNDIAGNOSED (CDC 2014 REPORT CARD ON DM). THIS IS A STAGGERING NUMBER, AND PREDIABETES DIAGNOSES ARE ALSO ON THE RAPID RISE. FURTHERMORE, IN PVHMCS 2015 COMMUNITY HEALTH NEEDS ASSESSMENT, APPROXIMATELY 25.9% SAID THAT THEY OR A FAMILY MEMBER WERE LIVING WITH A DIAGNOSIS OF EITHER TYPE 1 OR TYPE II DIABETES. THIS PERCENTAGE IS IN ALIGNMENT WITH ESTIMATES OF THE PREVALENCE OF DIABETES WITHIN THE PATIENTS DISCHARGED FROM PVHMC WITH AN EXISTING OR NEW DIAGNOSIS OF DIABETES (AVERAGE OF 25% OF PATIENTS DISCHARGED FROM PVHMC). WE KNOW, HOWEVER, THIS IS LIKELY TO BE AN UNDERESTIMATE GIVEN THAT UNTIL NOW THERE HAS BEEN NO ROUTINE SCREENING FOR DIABETES ACROSS HOSPITAL SERVICES. MOST OF KNOWN T2D CASES ALSO SUFFER FROM COMORBIDITIES, INCLUDING ESPECIALLY CARDIOVASCULAR DISEASE. THE INCIDENCE OF HIGH BLOOD PRESSURE (42%), OBESITY (21%, LIKELY A LOW ESTIMATE), AND ARTERIOSCLEROSIS (32%), WERE ALSO SIGNIFICANT IN OUR COMMUNITY RESPONSES. SUCH DATA PAINTS A POOR PROGNOSIS FOR THE RESIDENTS OF POMONA AND THE SURROUNDING COMMUNITIES. IT IS FOR THE REASONS ABOVE THAT PVHMC IDENTIFIED DIABETES AS A PRIORITY AREA TO ADDRESS IN THE COMMUNITY. TO FURTHER EXPLORE THE NEED TO MANAGE AND PREVENT DIABETES AND TAKE ACTIONABLE STEPS TO IMPROVE THE HEALTH OF OUR COMMUNITY, PVHMC IN PARTNERSHIP WITH THE POMONA COMMUNITY HEALTH CENTER (PCHC), IMPLEMENTED DIABETES SCREENINGS FOR PATIENTS. ALTHOUGH DATA ON PREDIABETES AND DIABETES IN HOSPITAL, CLINIC, AND COMMUNITY POPULATIONS IN POMONA VALLEY ARE SPARSE AND FRAGMENTED GIVEN THE LACK OF ROUTINE SCREENINGS IN ANY OF THOSE SETTINGS UNTIL NOW, WE PRESENT HERE THE BEST DATA AVAILABLE. OUT OF 1673 ADULT PATIENTS SEEN IN THE POMONA COMMUNITY HEALTH CENTER IN THE 6-MONTH PERIOD JANUARY 6 JULY 6, 2015, 28.3% WERE DIABETIC. ON JUNE 17TH OF 2015, WE BEGAN TESTING/COLLECTING A1C VALUES ON ALL ADULT ADMISSIONS TO MEDICAL-SURGICAL AND TELEMETRY UNITS OF PVHMC. SINCE THAT DATE, 395 TESTS WERE PERFORMED ON THIS POPULATION. OF THE 395 TESTS PERFORMED, 207 PATIENTS HAD A VALUE RANGE BETWEEN 5.7-6.4, APPROXIMATELY 53% OF THOSE TESTED. HOWEVER, ALTHOUGH IN PARTNERSHIP WE WERE ABLE TO EFFECTIVELY SCREEN AND EDUCATE MORE THAN 2000 RESIDENTS, NO COMMUNITY-BASED GENERAL DIABETES SCREENINGS HAVE BEEN CARRIED OUT IN POMONA REGION COMMUNITIES TO DATE. COMMUNITY BASED PREDIABETES SCREENINGS IN A SIMILAR POPULATION IN NEARBY COMMUNITIES OF RIVERSIDE COUNTY REVEALED A PREDIABETES RATE OF 34.1% IN ADULTS, INCREASING WITH AGE, AND A COMBINED OVERWEIGHT/OBESITY RATE OF 85% REGARDLESS OF AGE, FURTHER SUPPORTED PVHMCS DECISION TO MAKE DIABETES MANAGEMENT A PRIORITY FOR OUR COMMUNITY. DIABETES CARE STEMMING FROM OUR 2015 CHNA, PVHMCS IMPLEMENTATION STRATEGY HIGHLIGHTED ACTIONABLE STRATEGIES TO ADDRESS DIABETES AND OTHER CHRONIC DISEASES SUCH AS HIGH BLOOD PRESSURE AND HEART DISEASE IN THE COMMUNITY. THESE STRATEGIES INCLUDED, BUT NOT LIMITED TO, PROVIDING FREE GLUCOSE SCREENINGS ON CAMPUS AND OUT IN THE COMMUNITY, PROVIDING FREE OR LOW COST DIABETES EDUCATION, WEIGHT MANAGEMENT AND NUTRITION EDUCATION, PROVIDING CARDIOVASCULAR EDUCATION AND RISK REDUCTION RESOURCES. WORKING WITH OUR COMMUNITY PARTNERS, WE WILL BE ABLE TO MAKE THIS STRATEGY A REALITY. FORM 990, PART III, LINE 4A (CONT'D) THROUGH THE COLLABORATIVE EFFORTS OF PVHMC, THE POMONA COMMUNITY HEALTH CENTER (PCHC), CLAREMONT GRADUATE UNIVERSITY (CGU) AND THE COMMUNITY TRANSLATIONAL RESEARCH INSTITUTE (CTRI), WE WILL EXAMINE THE FEASIBILITY OF POPULATION-BASED SCREENINGS FOR THREE DIFFERENT PATIENT POPULATIONS OF INTEREST TO THE INTERVENTION(S) WE ARE PLANNING (1) INDIVIDUALS WHO MEET THE CRITERIA FOR PREDIABETES (A1C = 5.7-6.4 FOR ADULTS, AND TWO OR MORE OF OBESITY, FAMILIAL RISK, AND A1C (5.3-5.8) FOR CHILDREN), 2) INDIVIDUALS WHO HAVE UNDIAGNOSED T2D (A1C ABOVE 6.5 FOR ADULTS AND 5.8 FOR CHILDREN), AND 3) INDIVIDUALS ALREADY DIAGNOSED WITH DIABETES WHO EXHIBIT POOR ADHERENCE IN THE MANAGEMENT OF THEIR DISEASE (A1C >9.0). THESE SCREENINGS WILL HELP US UNDERSTAND THE TRUE PREVALENCE OF THE DISEASE AT THREE CRITICAL STAGES (PRE-, EARLY-, AND ADVANCED/UNCONTROLLED T2D) IN EACH OF THE THREE POPULATIONS (HOSPITAL, CLINIC, AND COMMUNITY), AND GUIDE THE DESIGN OF THE INTERVENTIONS WE WILL PROPOSE FOR EACH POPULATION AND DISEASE STAGE. ONCE IMPLEMENTED, THE INTERVENTION DESIGNED DURING THIS PLANNING PHASE WILL: A) PREVENT AND DELAY PROGRESSION FROM PREDIABETES TO T2D, B) PREVENT/DELAY PROGRESSION FROM EARLY STAGE DIABETES TO ADVANCED STAGES WITH CO-MORBIDITIES, AND C) IMPROVE THE CONTROL OF ADVANCED CASES OF DIABETES IN THE PATIENT POPULATIONS OF POMONA VALLEY HOSPITAL MEDICAL CENTER (PVHMC), ITS RELATED POMONA COMMUNITY HEALTH CENTER (PCHC), AND THE COMMUNITIES THEY SERVE. THERE WILL BE A LIFESPAN APPROACH CONCENTRATING FIRST ON ADULTS AT RISK OF DISEASE PROGRESSION, AND SECOND ON CHILDREN AND ADOLESCENTS AT HIGH RISK OF DEVELOPING T2D IN THE SHORT AND LONG TERM. THE UNIQUE INCLUSION OF CHILDREN AND ADOLESCENTS IN OUR PILOT TESTING AND SCREENING (AND AS-NEEDED INTERVENTIONS) ADDRESSES ONE OF OUR GREATEST HOPES, EXTRAPOLATING A GOAL FROM OUR PROJECT TITLE, "STOPPING DIABETES IN ITS TRACKS." WITH ADDITIONAL SUPPORT FROM THE UNIHEALTH FOUNDATION, PVHMC AND ITS PARTNERS HAVE BEGUN THE PLANNING PROCESS TO DEVELOP AND TEST THIS DATA-DRIVEN, INTEGRATED AND SUSTAINABLE 3-LEVEL PREDIABETES AND DIABETES-SCREENING PROGRAM WHICH WILL LEAD TO DEVELOPING AN INTERVENTION THAT TRANSLATES EVIDENCE-BASED APPROACHES TO OBESITY AND DIABETES PREVENTION AND CONTROL INTO EFFECTIVE AND SUSTAINABLE PROGRAMS. DURING THE 9-MONTH PERIOD WE WILL UNDERGO EXTENSIVE PLANNING EFFORTS THAT HELP TO SET THE STAGE FOR EFFECTIVE AND EFFICIENT IMPLEMENTATION OF AN INTERVENTION THAT ADDRESSES IMPORTANT HEALTH NEEDS WITHIN THE COMMUNITY OF POMONA. TO ACHIEVE THESE ENDS, WE WILL DEVELOP THE LEADERSHIP STRUCTURE, TEAM ORGANIZATION, AND OPERATIONAL PROCEDURES NECESSARY TO ACHIEVE THE SCREENING, INTERVENTION, AND EVALUATION OBJECTIVES DURING THE IMPLEMENTATION PHASE. IN AN EFFORT TO DEVELOP THE MOST CUTTING-EDGE AND EFFECTIVE INTERVENTION FOR THIS COMMUNITY CONTEXT, OUR TEAM WILL ALSO TRANSLATE EXISTING EVIDENCE-BASED APPROACHES TO OBESITY AND DIABETES PREVENTION AND CONTROL INTO THE FINAL INTERVENTION WE PROPOSE FOR IMPLEMENTATION. THIS NOVEL, APPROACH WILL FACILITATE THE IDENTIFICATION OF AN INTERVENTION THAT IS CAREFULLY TAILORED TO THE COMMUNITY OF INTEREST AND CAPABLE OF IDENTIFYING AND EMPOWERING INDIVIDUALS WHO FACE THE GREATEST RISK AND HAVE THE GREATEST NEED FOR AN EFFECTIVE APPROACH AT MANAGING DIABETES. KEY ACTIVITIES OF OUR DIABETES CARE PLANNING PROCESS ARE TO: A. DEVELOP A STRUCTURE AND PROCESS OF PROGRAM LEADERSHIP AND ORGANIZATION B. IDENTIFY TEAM FUNCTIONS AND FORM COLLABORATIVE TEAMS INTEGRATING KEY PERSONNEL FROM THE PARTICIPATING ORGANIZATIONS: PVHMC, PCHC, CGU, AND CTRI. THESE TEAMS ARE: - LEADERSHIP TEAM - SCREENING TEAM - INTERVENTION TEAM - EVALUATION TEAM C. EXPLORE ADDITIONAL COMMUNITY RESOURCES THAT MAY BE NEEDED FOR EFFECTIVE SCREENINGS AND PROGRAM IMPLEMENTATION (E.G., COMMUNITY CENTERS, CHURCHES, SCHOOLS THAT HAVE FACILITIES IN WHICH THE TEAM CAN PERFORM SCREENINGS AS WELL AS FACILITIES SUCH AS KITCHENS AND RECREATIONAL FACILITIES THAT WILL HELP TO SUPPORT OTHER KEY INTERVENTION COMPONENTS) D. CARRY OUT A PILOT TEST OF POPULATION SCREENINGS TO ASSESS FEASIBILITY IN HOSPITAL, CLINIC, AND COMMUNITY SETTINGS, AND DO A PRELIMINARY ASSESSMENT OF THE PREVALENCE OF PREDIABETES AND T2D IN THE POPULATIONS OF THOSE SETTINGS. E. CONDUCT SCREENINGS OF AT LEAST 100 ADULTS IN EACH THE HOSPITAL, THE HEALTH CENTER, AND IN COMMUNITY SETTINGS, AND AT LEAST 50 CHILDREN AT PCHC. ACTUAL NUMBERS OF PERSONS SCREENED COULD BE MUCH HIGHER IN THE HOSPITAL AND CLINIC, AT LEAST FOR ADULTS. F. PERFORM A PROCESS EVALUATION SPECIFICALLY EXAMINING THE PARTICIPATION RATE IN THE SCREENING PILOT AND REASONS FOR HIGH/LOW PARTICIPATION. G. SCAN CLINIC AND HOSPITAL DATA TO QUANTIFY THE NUMBER OF INDIVIDUALS WHO HAVE BEEN PREVIOUSLY DIAGNOSED WITH DIABETES AND PERSONS WITH OTHER RISK FACTORS AND CO-MORBIDITIES, INCLUDING OBESITY AND HYPERTENSION. H. USE GEOGRAPHIC INFORMATION SYSTEMS TO IDENTIFY "HOTSPOTS"COLD SPOTS", AND CONSIDER USING SMART PHONES TO COMMUNICATE WITH PATIENTS IN ORDER TO ENCOURAGE BEHAVIORS THAT SHOULD LEAD TO BETTER OUTCOMES. HOTSPOTS WOULD BE OF TWO TYPES: LARGE CLUSTERS OF FAST FOOD AND CONVENIENCES STORES THAT MIGHT LEAD TO UNHEALTHY EATING AND CLUSTERS OF AREAS IN WHICH PEOPLE LIVE THAT HAVE A HIGH CONCENTRATION OF INDIVIDUALS WITH DIABETES AND PREDIABETES. COLD SPOTS INCLUDE CLUSTERS OF LOCATIONS SUCH AS: (1) FARMERS MARKETS AND OTHER HEALTHY EATING VENUES AND (2) PLACES WHERE INDIVIDUALS CAN EXERCISE. I. DEVELOP A PLAN TO MEET THE OBJECTIVES OF THE ULTIMATE PROGRAM WE WILL PROPOSE TO THE UNIHEALTH FOUNDATION AND PREPARE A GRANT PROPOSAL ACCORDINGLY. J. DEVELOP AN EVALUATION PLAN - UTILIZE THE GENERAL APPROACH OUTLINED IN THE CDC FRAMEWORK FOR PROGRAM EVALUATION IN PUBLIC HEALTH (1999) TO DEVELOP AN EVALUATION PLAN. ENGAGE TEAM AND OTHER STAKEHOLDERS (AS APPROPRIATE) IN DESCRIBING THE INTERVENTION, ITS INTENDED OUTCOMES, AND CAUSAL PATHWAYS. SPECIFICALLY: - DELINEATE THE INTENDED OUTCOMES OF THE INTERVENTION. THIS INCLUDES PERFORMING A LITERATURE REVIEW AND HOSTING DISCUSSIONS WITH PRINCIPAL INVESTIGATORS OF SIMILAR INTERVENTION APPROACHES TO UNDERSTAND WHAT TYPES OF OUTCOMES WE WOULD ANTICIPATE ARISING AS A RESULT OF OUR EFFORTS AND THE TIMING OF SUCH OUTCOMES (E.G., DO THEY OCCUR 1 MONTH, 6 MONTHS, 1 YEAR AFTER INTERVENTION EXPOSURE). - IN COLLABORATION WITH THE PLANNING TEAM AND OTHER STAKEHOLDERS (AS APPROPRIATE), DELINEATE THE HYPOTHESIZED CAUSAL PATHWAYS BETWEEN INTERVENTION IMPLEMENTATION AND OUTCOMES. SIMILAR TO THE IDENTIFICATION OF OUTCOMES, THIS STEP WILL ALSO LEVERAGE INFORMATION ALREADY AVAILABLE FOR SIMILAR EVIDENCE-BASED INTERVENTIONS REGARDING PRESUMED CAUSAL PATHWAYS. ULTIMATELY, THE AIM OF THE PLANNING GRANT PERIOD IS TO DESIGN A PROGRAM THAT WILL SIGNIFICANTLY REDUCE THE PREVALENCE AND SEVERITY OF UNTREATED TD2 THOUGH AN INTEGRATED SCREENING, INTERVENTION AND ADHERENCE PROGRAM, SPECIFICALLY DEVELOP AN INTERVENTION THAT WILL LEAD TO THE FOLLOWING: - ACTIVE AND SUSTAINED PATIENT PARTICIPATION IN AN INTEGRATED PROGRAM OF CLASSES, COACHING AND TECHNOLOGY TO REDUCE RISK THROUGH LIFESTYLE MODIFICATION, LEADING TO - REDUCTION IN BMI - REDUCTION IN A1C - REDUCTION IN BLOOD PRESSURE - REDUCTION IN MEDICATION(S) TO MANAGE DM - IMPROVED KIDNEY FUNCTION - LIPID REDUCTION - REDUCTION IN PREVALENCE OF T2D IN THE HOSPITAL, CLINIC, AND COMMUNITY POPULATIONS (MEASUREABLE IN THE LONG RUN IF NOT WITHIN THE PERIOD OF THIS GRANT FUNDING) FORM 990, PART III, LINE 4A (CONT'D) SPECIFIC HEALTH-RELATED NEEDS BEING MET BY THIS PROJECT INCLUDE: A. IDENTIFICATION OF ADULTS (OVER AGE 21) WHO ARE PRE-DIABETIC BY A1C (5.7-6.4%) CRITERIA AND INTRODUCTION OF PREVENTION INTERVENTIONS TO FORESTALL THE DEVELOPMENT OF T2D. B. IDENTIFICATION OF CHILDREN AND ADOLESCENTS (AGES 5-21) WHO EXHIBIT HIGH LEVELS OF KNOWN RISK FACTORS FOR T2D, INCLUDING TWO OR MORE OF OBESITY, A1C=5.3-5.8, AND AT LEAST ONE PARENT WHO IS KNOWN TO BE DIABETIC OR PREDIABETIC. C. IDENTIFICATION OF PREVIOUSLY UNKNOWN CASES OF T2D (ADULT A1C>6.4, CHILD A1C>5.8). D. IDENTIFICATION OF INDIVIDUALS WITH POORLY CONTROLLED T2D (A1C > 9.0) E. REDUCTION OF CARDIAC AND NEUROLOGICAL RISKS THROUGH IMPROVED GLYCEMIC CONTROL, WEIGHT LOSS AND LIPID REDUCTION. F. RECRUITMENT OF IDENTIFIED PREDIABETICS AND DIABETICS INTO AN EVIDENCE BASED PROGRAM FOR DIABETES PREVENTION AND CONTROL. G. REDUCTION IN THE USE AND COST OF SERVICES INCLUDING FEWER INPATIENT HOSPITALIZATIONS, FEWER EMERGENCY ROOM VISITS. H. REDUCTION AND/OR BETTER CONTROL OF COMORBIDITIES. I. IMPROVED ADHERENCE TO MEDICATION MANAGEMENT AND LIFESTYLE CHANGES. BENEFITS INCLUDE: REDUCED RISK OF HEART ATTACK AND STROKE, THE DEVELOPMENT OF CARDIOVASCULAR AND KIDNEY DISEASE AND THE DEVELOPMENT OF AUTONOMIC NEUROPATHY DISORDERS. TYPE-2 DIABETES IS PREVENTABLE, PRIMARILY BY CONTROL OF BODY WEIGHT AS EVIDENCED BY TRIALS IN THE U.S., FINLAND, AND CHINA. THERE IS EVIDENCE THAT THE RISK OF T2D CAN BE REDUCED AS WELL BY EFFECTIVE BLOOD PRESSURE AND LIPID CONTROL, AND BY REDUCTION OF EXPOSURE TO ENVIRONMENTAL POLLUTANTS, ESPECIALLY TOBACCO SMOKE. IN ADDITION TO OUR EFFORTS TO ADDRESS DIABESTES, AS DESCRIBED ABOVE, WE WILL ADAPT THE BEST EVIDENCE BASED STRATEGIES FOR OBESITY CONTROL FOR ALL, AND FOR BP, LIPID, AND TOBACCO SMOKE EXPOSURE WHERE APPROPRIATE. OUR SCREENINGS WILL ADD THE IMPORTANT COMPONENT OF IDENTIFYING THE IMPACT THAT THE ABOVE HAVE ON ADULTS AS WELL AS CHILDREN AND ADOLESCENTS AND ADDRESS THE OTHER CHRONIC DIESEASE RISK FACTORS AND CAUSES THAT GIVE DIABETES A FOOTHOLD. 2016 DIABETES PROGRAM UPDATE THROUGH THE SUPPORT OF THE UNIHEALTH FOUNDATION, THIS CONSORTIUM OF HEALTHCARE ORGANIZATIONS AND ACADEMIC INSTITUTIONS, FURTHER SUPPORTED BY TWO AFFILIATED ORGANIZATIONS, HAS COMPLETED A SUCCESSFUL FEASIBILITY STUDY AND PLANNING PROCESS TO PAVE THE WAY FOR A COMPREHENSIVE AND INTEGRATED (COMMUNITY, CLINIC, HOSPITAL) PROGRAM. THIS AMBITIOUS PLAN IS TO PREVENT AND CONTROL OBESITY AND TYPE-2 DIABETES IN A HIGH RISK, UNDERSERVED POPULATION. ALTHOUGH CREATED FOR POMONA, THE PROGRAM IS DESIGNED TO BE SCALABLE AND REPLICABLE FOR OTHER COMMUNITIES. TOWARD THESE ENDS, THE CONSORTIUM SUCCESSFULLY MET ALL OF THE PROPOSED PLANNING GRANT OBJECTIVES FULLY OR IN LARGE MEASURE. THE CONSORTIUM ESTABLISHED STRONG INTER-INSTITUTIONAL WORKING RELATIONSHIPS AND DEVELOPED AN EVIDENCE BASE TO SUPPORT THE NEED FOR, AND APPROACH TO, THE GOAL OF IMPROVED POPULATION HEALTH OUTCOMES THROUGH REDUCED RISK AND PREVALENCE OF TYPE 2 DIABETES. THE TEAM IS POISED TO PRODUCE THE FULL GRANT PROPOSAL TO UHF IN MARCH THAT WILL DESCRIBE THE OUTREACH AND INTERVENTION IMPLEMENTATION PROJECT DESIGNED FOR 2017-2020. WHAT FOLLOWS IN THIS FY 2016 SUMMARY UPDATE IS A DESCRIPTION OF THE CHALLENGES FACED, AN EXPLANATION OF WHAT WAS ACCOMPLISHED IN THE PLANNING GRANT, AND A FRAMEWORK OF WHAT WE PLAN TO PROPOSE FOR MOVING FORWARD. THIS SUMMARY HIGHLIGHTS THE ACCOMPLISHMENTS REALIZED THROUGH PRODUCTIVE INTER-INSTITUTIONAL COLLABORATION IN THE FACE OF A NUMBER OF EXPECTED AND SOME UNANTICIPATED CHALLENGES. THE CAPACITY OF THE CONSORTIUM FOR CARRYING OUT A FULL IMPLEMENTATION PROGRAM IS GREATLY ENHANCED BY ITS PROVEN ABILITY TO ADAPT TO A VARIETY OF CHALLENGES, SOLVE PROBLEMS IN A COLLABORATIVE WAY, AND FIND CREATIVE SOLUTIONS THAT TAKE MUTUAL ADVANTAGE OF THE RESOURCES FOUND AT THE MEMBER INSTITUTIONS. PLANNING AND COLLABORATION BEGINNING JUNE 2016, GENERAL MEETINGS WERE REPLACED BY THE IMPLEMENTATION AND ASSESSMENT TEAM (IAT) MEETINGS TO DEVELOP IMPLEMENTATION AND MEASUREMENT PROTOCOLS AND MONITOR COORDINATE THE DEMONSTRATION SCREENINGS. SUB-TEAMS, CONSISTING OF COMMUNITY, CLINIC, HOSPITAL AND EVALUATION TEAMS, MET AND CARRIED OUT WORK SPECIFIC TO THEIR INDIVIDUAL OBJECTIVES IN THE INTERIM PERIODS BETWEEN IAT AND GENERAL MEETINGS. GRADUATE STUDENTS AND STAFF FROM CTRI AND CGU FILLED OUT THE COMMUNITY AND EVALUATION TEAMS, AND MEDICAL, NURSING AND ADMINISTRATIVE STAFF FILLED OUT THE HOSPITAL AND CLINIC TEAMS. THE IAT, THEN, BECAME THE ORGANIZATIONAL STRUCTURE FOR THE INTER-INSTITUTIONAL COLLABORATION THAT LED TO THE SUCCESSFUL FEASIBILITY DEMONSTRATIONS AND PLANNING FOR A FULL PROGRAM IMPLEMENTATION. ASSESSMENT AND SCREENING GEOGRAPHIC INFORMATION SYSTEMS (GIS) AND AN ENVIRONMENTAL SCAN (ES) WERE COMPLETED IN 2016 AS PART OF THE GENERAL ASSESSMENT OF THE POMONA COMMUNITY; BOTH MAPS WERE USED IN COMBINATION TO BETTER UNDERSTAND RESOURCES AND POSSIBLE BARRIERS TO HEALTH FOR POMONA RESIDENTS. IN ORDER TO ACCOMPLISH THIS, CTRI USED ARCGIS TO CONSTRUCT A MAP USING PUBLICLY AVAILABLE ADMINISTRATIVE DATA (E.G. BUSINESS CENSUS). THE MAP INCLUDED SEVERAL CATEGORIES OF DATA, SUCH AS GROCERY STORES, FAST FOOD OUTLETS, RESTAURANTS, FEDERALLY QUALIFIED HEALTH CENTERS, PHARMACIES, SCHOOLS, PARKS, SMOKE/VAPE SHOPS, AND BARS. A 5-MINUTE DRIVE-TIME ANALYSIS WAS CONDUCTED FOR THE TWO SCREENING SITES TO ASCERTAIN THE GEOGRAPHIC AREA IN WHICH RESIDENTS IN OUR TARGETED COMMUNITY WOULD BE MOST LIKELY TO PURCHASE FOOD OR RECEIVE RELEVANT SERVICES. AS SEEN IN PRIOR EFFORTS IN GIS MAPPING, ADMINISTRATIVE DATABASES DO NOT ALWAYS ACCURATELY REFLECT THE CURRENT LANDSCAPE. THIS IS WHERE AN ENVIRONMENTAL SCAN BECOMES AN IMPORTANT TOOL TO "GROUND TRUTH" ONTO WHAT IS DISPLAYED IN A GIS MAP DERIVED FROM ARCHIVAL DATA, BY VERIFYING THE ARCHIVAL DATA AGAINST NEW DATA POINTS DERIVED FROM DIRECT OBSERVATIONS IN THE FIELD. FURTHERMORE, MAPPING IN THIS WAY CAN BE USEFUL FOR INTERVENTION DEVELOPMENT AND EVALUATION BY INFORMING POTENTIAL INTERVENTIONS IN REGARDS TO FOOD AND RECREATIONAL ACCESS AND BARRIERS, AND AVAILABILITY OF RELATED COMMUNITY RESOURCES. AFTER RECEIVING APPROVAL OF THE POMONA VALLEY HOSPITAL MEDICAL CENTER (PVHMC) IRB TO CONDUCT SCREENINGS, EACH OF THE SCREENING TEAMS (PVHMC, POMONA COMMUNITY HEALTH CENTER (PCHC), AND COMMUNITY) INITIATED THEIR RESPECTIVE TRAININGS AND SCREENINGS. DEVELOPMENT OF THE SCREENING AND RESEARCH PROTOCOLS WERE BUILT UPON PROTOCOLS DEVELOPED PREVIOUSLY BY CTRI AND WERE COLLABORATIVE AMONG THE COMMUNITY, CLINIC, AND HOSPITAL TEAMS. THE HOSPITAL FOLLOWED THE GENERAL FORMAT OF THE COMMUNITY SCREENING PROTOCOL, BUT WAS UNIQUE IN MANY WAYS. SAME WITH THE CLINIC, THE HOSPITAL DID NOT NEED TO IDENTIFY SCREENING SITES; INSTEAD, PVHMC PATIENTS WERE THE TARGET POPULATION. THE HOSPITAL SETTING ALLOWS FOR FIRST HAND ENCOUNTER OF THOSE SUFFERING FROM THE CATASTROPHIC PHYSIOLOGIC AND FINANCIAL EFFECTS OF DIABETES AND HOW A COLLABORATIVE TEAM CAN AFFECT CHANGE FOR THE FUTURE OF THOSE AT RISK FOR DIABETES. FORM 990, PART III, LINE 4A (CONT'D) 2016 FINDINGS THE HOSPITAL A1C REPORTS FROM JAN. 1 DEC. 10, 2016 HAD TOTAL A1C READINGS FOR 11,292. FROM THESE PATIENTS, 31.8% WERE PREDIABETIC (A1C=5.7-6.4%) AND 24.6% WERE DIABETIC (A1C>6.4%). FROM THE PREDIABETIC PATIENTS, 100 OF THEM CONSENTED TO PARTICIPATE IN THE STUDY. PARTICIPANTS MEASUREMENTS WERE COLLECTED FROM THEIR MEDICAL CHART, AND WERE SURVEYED. MAJORITY OF THIS PARTICIPANTS WERE MALE (56%), WHILE 46% WERE FEMALE. THE MEAN AGE WAS 56.8 (STD. DEV.=14.1), WITH AGES RANGING FROM 24 -88 YEARS OLD. THIS POPULATION OF PARTICIPANTS CONSISTED MOSTLY OF LATINO OR HISPANIC PEOPLE (54%), WHILE 31% WERE WHITE. MAJORITY OF PARTICIPANTS WERE MARRIED (35%), AND HAD A HIGH SCHOOL DEGREE (33%). THE ADA RISK SCORE AND A 10-ITEM SURVEY WERE ADMINISTERED. EIGHTY THREE PERCENT OF PARTICIPANTS SCORED EQUAL OR HIGHER THAN 5; WHICH INDICATES A HIGHER RISK FOR TYPE-2 DIABETES. FROM THE 10-ITEM SURVEY, 35% DID NOT ENGAGE IN MODERATE PHYSICAL ACTIVITIES, AND 20% CURRENTLY SMOKE. FROM THE PHYSICAL MEASUREMENTS, CALCULATED BODY MASS INDEX (BMI) AMONG OUR PARTICIPANTS SHOWED THAT 26% WERE OVERWEIGHT (BMI=25-29.9), AND 49% WERE OBESE (BMI=30) AND 22% WERE HYPERTENSIVE. AT THE POMONA COMMUNITY HEALTH CENTER (PCHC), A TOTAL OF 102 ADULTS AND 26 CHILDREN WERE SCREENED. FOR ADULTS, 63.7% WERE FEMALE AND 36.3% WERE MALE. PARTICIPANTS AGE RANGED FROM 18-71 YEARS OLD WITH A MEAN AGE OF 41.8 (STD. DEV.=11.7). THIS POPULATION OF PARTICIPANTS CONSISTED MOSTLY OF LATINO OR HISPANIC PEOPLE (78.4%), WHILE 13.7% WERE WHITE. MAJORITY OF PARTICIPANTS WERE MARRIED (40.2%), AND HAD A HIGH SCHOOL DEGREE (34.3%). THE ADA RISK SCORE AND A 10-ITEM SURVEY WERE ALSO ADMINISTERED. ALMOST 68% OF PARTICIPANTS SCORED EQUAL OR HIGHER THAN 5; WHICH INDICATES A HIGHER RISK FOR TYPE 2 DIABETES. FROM THE 10-ITEM SURVEY, THE MAJORITY (35.3%) ENGAGED IN MODERATE PHYSICAL ACTIVITIES 4-6 DAYS A WEEK AND 15.7% CURRENTLY SMOKE. FROM THE PHYSICAL MEASUREMENTS, CALCULATED BODY MASS INDEX (BMI) WAS OBTAINED AND WE FOUND THAT 36.6% WERE OVERWEIGHT (BMI=24-29.9) AND 48% WERE OBESE (BMI=30). A1C LEVELS WERE ALSO COLLECTED WHERE 17.6% WERE PREDIABETIC (A1C=5.7-6.4%) AND 3.9% WERE DIABETIC (A1C>6.4%). BLOOD PRESSURE MEASURED 13.7% OF OUR SAMPLES WERE HYPERTENSIVE. A TOTAL OF 26 CHILDREN WERE ALSO SCREENED AT PCHC AND ONLY PHYSICAL MEASUREMENTS (WEIGHT, HEIGHT, BLOOD PRESSURE, AND A1C LEVELS) WERE COLLECTED. THE AGE RANGE OF CHILDREN SCREENED WAS 5-17 YEARS OLD, 53.8% WERE MALE AND 46.2% WERE FEMALE. BMI CRITERIA INDICATED THAT 15.4% WERE OVERWEIGHT AND 23.1% WERE CONSIDERED OBESE. A1C LEVELS SHOWED THAT 7.7% OF CHILDREN SCREENED WERE PREDIABETIC (A1C=5.7-6.4%). FINALLY, IN THE COMMUNITY, TWO SCREENING SITES WERE SELECTED: (1) RENACIAMIENTO COMMUNITY CENTER, A HIGHLY POPULATED AREA SURROUNDED BY MULTIPLE APARTMENT COMPLEXES LOCATED IN THE ANGELA AND CHANSLOR STREETS; AND (2) PHILADELPHIA ELEMENTARY SCHOOL (PRE K-6 GRADE). A TOTAL OF 40 PARTICIPANTS WERE SCREENED IN THE COMMUNITY WHERE 72.5% WERE FEMALE AND 27.5% WERE MALE. AGE OF THESE PARTICIPANTS RANGED FROM 19 TO 74 YEARS OLD, WITH AN AVERAGE AGE OF 47.4 (STD. DEV. = 13.2). OUR SAMPLE WAS PREDOMINANTLY LATINO OR HISPANIC (92.3%), 53.8% WERE MARRIED, 46.2% HAD A HIGH SCHOOL DEGREE AND 53.9% WERE BELOW 100% OF THE FEDERAL POVERTY LEVEL (FPL). INFORMATION ON INSURANCE COVERAGE WAS ALSO COLLECTED AND WE FOUND THAT 33.3% HAD MEDI-CAL AND 35.7% WERE UNINSURED. ANTHROPOMETRIC MEASURES, A1C AND CHOLESTEROL LEVELS WERE ALSO COLLECTED AND WE FOUND THAT 35.9% WERE OVERWEIGHT (BMI= 25-29.9), 48.7% WERE OBESE (BMI=30), 67.5% WERE OBESE USING WAIST CIRCUMFERENCE (WC) CRITERIA (WC>35 FOR FEMALES, AND WC>40 FOR MALES). FROM THE A1C TESTS WE FOUND THAT 17.5% WERE NEWLY DIAGNOSED PREDIABETIC (A1C=5.7-6.4%), AND 7.5% WERE NEWLY DIAGNOSED DIABETIC (A1C>6.4%), AND 32.5% OF THE PARTICIPANTS WERE HYPERTENSIVE. READINGS FOR TOTAL CHOLESTEROL (TC) SHOWED THAT 40% HAD BORDERLINE HIGH LEVELS OF TC (200-239MG/DL), 60% HAD LOW HIGH-DENSITY LIPOPROTEIN (HDL <40MG/DL), 37.5% HAD HIGH LEVELS OF TRIGLYCERIDES (200-499MG/DL). FURTHERMORE, GLUCOSE LEVELS SHOWED THAT 57.1% OF THE PARTICIPANTS WERE WITHIN THE 100-125MG/DL RANGE INDICATING AN INCREASED RISK FOR DIABETES. DEVELOPING AN INTERVENTION PLAN AFTER THOROUGH RESEARCH AND DISCUSSION WITH BIWEEKLY MEETINGS REGARDING THE VARIOUS INTERVENTIONS TO BE INSTITUTED FOR DIABETES PREVENTION AND DIABETES MANAGEMENT, THE PARTNERS FAVORED THE CENTERS FOR DISEASE CONTROL AND PREVENTION PROGRAM, NATIONAL DIABETES PREVENTION PROGRAM (NDPP), IN PARTICULAR, THE NEW PREVENT T2 CURRICULUM LAUNCHED IN MARCH 2016 THAT EXPANDS ON THE ORIGINAL 2002 DIABETES PREVENTION PROGRAM (DPP) TRIAL AND FOLLOW-UP STUDIES FOR THE PREVENTION OF TYPE 2 DIABETES (T2). THIS NEW CURRICULUM PROMOTES MODEST WEIGHT LOSS (5%-7% OF CURRENT WEIGHT IF OVERWEIGHT OR OBESE) AND INCREASED PHYSICAL ACTIVITY THROUGH A 12-MONTH LIFESTYLE CHANGE PROGRAM AND IS IDEAL FOR THE POMONA COMMUNITY. THE CURRICULUM ALSO REFLECTS NEW LITERATURE ON SELF-EFFICACY, PHYSICAL ACTIVITY, AND DIET. BECAUSE CULTURE PLAYS AN INTEGRAL ROLE IN PEOPLES FOOD CHOICES AND LIFESTYLE DECISIONS, LESSONS WILL BE TAILORED TO THE POMONA POPULATION. SPANISH LANGUAGE CURRICULUM WILL BE AVAILABLE AND THE INTERVENTIONS MODIFIED TO MEET THE NEEDS OF THE INTERVENTIONAL GROUP. AS WELL, WITNESSING THE SUCCESS OF THE NEARBY DIABETES FREE RIVERSIDE INTERVENTION (DEFER), WE PLAN TO TAKE THESE LESSONS LEARNED AND BASIC PROGRAM COMPONENTS AND TRANSLATE THE INTERVENTION TO THE POMONA COMMUNITY WITH MODIFICATIONS. OUR PROGRAM WILL UTILIZE A PARTNERSHIP BETWEEN COMMUNITY MEMBERS, HOSPITAL AND CLINIC STAFF, AS WELL AS VOLUNTEERS, AS EDUCATORS AND HEALTH COACHES. OUR GOAL IS TO PERSONALIZE THE PROGRAM BASED ON PARTICIPANT NEEDS, DESIRES, AND CULTURAL PREFERENCES. AS WELL, ADDING A MORE STRUCTURED EXERCISE COMPONENT UTILIZING EXERCISE TRACKING WEARABLE TECHNOLOGY, APPLICATIONS, AND ADDITIONAL EXERCISES COURSES FOR PARTICIPANTS. IN THE PAST WE HAVE USED COMMUNITY VOLUNTEERS TO PROVIDE GROUP EXERCISE CLASSES TO COMMUNITY MEMBERS TO COORDINATE WITH IN-CLASS NDPP SESSIONS. UTILIZING THE PROCESS USED IN OUR SCREENING PROTOCOL, DESCRIBED ABOVE, WE WILL REFER AND ENROLL ELIGIBLE AND WILLING PARTICIPANTS IN A 1-YEAR PROGRAM CONSISTING OF A MINIMUM OF 20 COURSES INCLUDING DIET AND LIFESTYLE INTERVENTION MODULES, TAKEN IN A GROUP SETTING. IN ADDITION TO THE TRADITIONAL IN-PERSON COURSES, THE INTERVENTION ASSESSMENT TEAM IS ALSO EXPLORING ALTERNATIVE MEETING LOCATIONS INCLUDING VIRTUAL CLASSROOMS AND APPLICATION-BASED PROGRAMMING WHICH UTILIZES THE NDPP VIA SMART PHONE APPLICATIONS. FORM 990, PART III, LINE 4A (CONT'D) IN-LINE WITH CDC DIABETES PREVENTION RECOGNITION PROGRAM GUIDELINES AND WITH AGREEMENT OF THE INTERVENTION TEAM, WE WILL SUPPLEMENT EXISTING NDPP T2 CURRICULUM TO FIT OUR AUDIENCE AND COVER TOPICS OF SPECIFIC IMPORTANCE TO DIABETES PREVENTION AND OVERALL HEALTH. THE T2 CURRICULUM ADDRESSES ONE OF OUR CONCERNS BY DECREASING SOMEWHAT THE HEAVY EMPHASIS ON DIETARY FAT INTAKE. ADDITIONAL AGREED UPON ENHANCEMENTS INCLUDE INFORMATION ABOUT THE BASIC PRINCIPLE OF GLYCEMIC LOAD AND INTRODUCTION OF A TOOL FOR CHOOSING LOWER GLYCEMIC FOODS OVER HIGHER GLYCEMIC INDEX FOODS, DISCUSSION ON INTUITIVE EATING, RECOGNIZING THE 'WHY' OF FOOD CHOICE AND MOOD VERSUS HUNGER, THE USE OF ACTIVITY TRACKING DEVICES TO ENHANCE AND ENCOURAGE PHYSICAL ACTIVITY AS WELL AS VIRTUAL AND/OR IN-PERSON ACTIVITY SESSIONS, USE OF LOCAL FOOD MARKET TOURS, AND LIMITED VIRTUAL HOME-VISITS TO PROVIDE FEEDBACK ON THE HOME FOOD ENVIRONMENT. EVALUATION THE EVALUATION AS ENVISIONED WILL CONSIST OF TWO PHASES. THE FIRST PHASE FOCUSES ON PROVIDING VALUABLE INSIGHTS TO THE PROJECT TEAM ON HOW TO IMPROVE UPON INITIAL IMPLEMENTATION EFFORTS. EVERY INTERVENTION, IRRESPECTIVE OF PREVIOUS EVIDENCE SUPPORTING ITS EFFECTIVENESS, REQUIRES PROGRAM IMPLEMENTERS TAKE EXTENSIVE EFFORTS TO TAILOR IT APPROPRIATELY WITHIN THE CURRENT CONTEXT. AS SUCH, THE FIRST YEAR OF THE IMPLEMENTATION PROCESS IS ENVISIONED IN ESSENCE AS A "PILOT" PHASE DURING WHICH TIME THE PROJECT TEAM CAN CONTINUE TO LEARN HOW TO INTEGRATE THE PROPOSED INTERVENTION INTO POMONA SUCCESSFULLY. THE SECOND PHASE OF THE EVALUATION FOCUSES ON ANSWERING QUESTIONS THAT RELATE TO THE EFFECTIVENESS OF THE INTERVENTION AS IMPLEMENTED IN POMONA AND THE COSTS RELATIVE TO BENEFITS IMPARTED THROUGH THIS INTERVENTION. DURING THE FIRST PHASE OF THE EVALUATION, THE TEAM WILL FOCUS ON PUTTING INTO PLACE THE DATA COLLECTION ACTIVITIES REQUIRED TO OBTAIN HIGH-QUALITY DATA FOR USE IN THE EFFECTIVENESS AND COST ANALYSES. MOVING FORWARD THROUGH THE ROBUST COMMUNITY ASSESSMENT COMPLETED DURING THIS PROJECT, WE HAVE LEARNED MORE ABOUT THE LOCAL COMMUNITY WE SERVE. MOREOVER, OUR CLINIC PARTNERS BEYOND ENTHUSIASTIC ABOUT PREVENTING DIABETES IN THE COMMUNITY, HAVE ALSO UNDERTAKEN STEPS TO CARE FOR THEIR OWN HEALTH AND PREVENT DIABETES WITH GREATER VIGOR. IN THE END, OUR ACADEMIC PARTNERS INCREDIBLE EXPERTISE AND FRESH APPROACH HAS ALSO ENABLED US TO DEVELOP AN EVALUATION PLAN FOR MONITORING OUR LONG TERM GOALS AND OUTCOMES IN PREVENTING DIABETES AND TREATING UNCONTROLLED DIABETES. THE 2016 PLANNING GRANT WAS NOT ONLY FUNDED BY THE UNIHEALTH FOUNDATION BUT IT WAS ALSO ENCOURAGED BY UHF BECAUSE UHF OBSERVED THE POTENTIAL WIDE-SPREAD IMPACT OF THE "STOPPING DIABETES IN ITS TRACKS" PROGRAM, AS INITIALLY PROPOSED. UHFS SPONSORSHIP OF OTHER COMMUNITY DIABETES FIGHTING ENDEAVORS AT HENRY MAYO, WHITE MEMORIAL, LITTLE COMPANY OF MARY AND OTHER HOSPITALS PROGRAMS ASSURED PVHMC AND CGU AND CTRI THAT UHF WAS A LEADER IN THE SEARCH FOR COMMUNITY HEALTH INITIATIVES THAT WOULD DEVELOP THE MOST PRACTICAL AND EFFECTIVE WAYS TO REDUCE AND HOPEFULLY CURTAIL THE ENDEMIC GROWTH OF DIABETES. DURING OUR 2014 DISCUSSION WITH MARY ODELL, SHE REQUESTED THAT PVHMC DEVELOP A PLAN FOR OUR PROPOSED PROGRAM THAT WOULD, IF PROPERLY CREATED AND IMPLEMENTED IN POMONA, COULD, AND HOPEFULLY WOULD, BE SCALABLE AND REPLICABLE THROUGHOUT SOUTHERN CALIFORNIA AND BEYOND. THE PVHMC HOSPITAL TEAM HAS BEEN, AND IS PROACTIVE IN KEEPING UP TO DATE WITH BEST PRACTICES IN CARE OF PATIENTS WITH DIABETES WHILE HOSPITALIZED. HOWEVER, THE INTRACTABLE CHALLENGE BECOMES WHAT TO DO OR CAN BE DONE FOR THE PATIENT AT RISK FOR DIABETES OR WHO ALREADY HAS UNCONTROLLED DIABETES ONCE HE OR SHE LEAVES THE HOSPITAL AND TRANSITIONS BACK INTO THE COMMUNITY. THIS PROVOKING TASK OF PLANNING THE IMPLEMENTATION OF A FEASIBLE AND SUSTAINABLE INTEGRATED HOSPITAL, CLINIC AND COMMUNITY HEALTH ASSESSMENT AND INTERVENTION TO CURTAIL DIABETES WAS OUR MISSION. WE THINK, THROUGHOUT THIS NARRATIVE AND ITS SUPPORT DOCUMENTS THAT UHF WILL AGREE THAT OUR COLLABORATIVE HAS ACHIEVED ITS INITIAL GOAL OF DEVELOP A WINNING PLAN. THE PROJECT TEAM IS UNANIMOUS IN ITS BELIEF THAT THE COMPLETION OF THE PLANNING GRANT HAS GIVEN US FURTHER CONFIDENCE, CONFIRMATION AND CONVICTION THAT WE SHOULD DEFINITELY PROCEED WITH THE PROJECT AS PLANNED. THE PROJECT TEAM FEELS CONFIDENT AND PRIMED TO NOW PREPARE A PVHMC INTERVENTION PROGRAM THAT WILL THAT A FUNDED INTERVENTION LED BY PVHMC THAT WILL ACHIEVE ITS INTENDED RESULTS OF CURTAILING THE RAMPANT DIABETES IN POMONA. NEXT STEPS IN FULFILLMENT OF UHF'S EXPECTATIONS OF THE PLANNING GRANT, PVHMC AND OUR COLLABORATIVE PARTNERS WILL FORTHWITH PREPARE A WELL-ARTICULATED FULL-GRANT PROPOSAL REQUESTING UHF SUPPORT OF A MULTI-YEAR PROGRAM OF INTERVENTIONS AND PROCESS EVALUATION AND OUTCOME ASSESSMENTS. WE WILL BUILD UPON FINDINGS, LESSONS LEARNED ABOUT TEAMWORK, LEADERSHIP, ORGANIZATIONAL STRUCTURE, INSTITUTIONAL AND COMMUNITY ENGAGEMENT, MULTI-DIMENSIONAL AND INTEGRATED PROGRAM CONTENT, CAPACITY FOR ENGAGEMENT, AND SUSTAINABILITY TO CRAFT THE PROPOSAL. POMONA VALLEY HOSPITAL MEDICAL CENTER, THE COMMUNITY TRANSLATIONAL RESEARCH INSTITUTE, RAND HEALTH, AND POMONA VALLEY FAMILY HEALTH CENTER ARE ALL CONFIDENT THAT WITH THIS PLAN, IF PROPERLY FUNDED, DIABETES CAN BE STOPPED IN ITS TRACKS IN THE POMONA REGION, AND WITHIN THREE YEARS, BE PROVEN AND REPLICATED. EMERGENCY DEPARTMENT PATIENT NAVIGATORS AS IDENTIFIED IN OUR 2015 COMMUNITY NEEDS ASSESSMENT, CARE OF SERIOUSLY ILL PATIENTS IS OFTEN POORLY COORDINATED. OFTEN TIMES, THERE ARE MANY CONSULTING PHYSICIANS, POOR COMMUNICATION ACROSS PROVIDERS, LACK OF KNOWLEDGE AVAILABLE IN THE COMMUNITY AND A LACK OF CLEAR TRANSITION GOALS. HEALTH BRIDGES IS A NOT-FOR-PROFIT ORGANIZATION THAT SEEKS TO BRIDGE THE LANGUAGE GAPS IN HEALTH CARE SERVICES BY LEVERAGING THE MULTILINGUAL SKILLS OF COLLEGE STUDENTS. IT WAS FOUNDED IN 2015 BY THREE POMONA COLLEGE STUDENTS, WHO HAD WITNESSED THEIR OWN IMMIGRANT PARENTS STRUGGLE TO OBTAIN QUALITY HEALTHCARE SERVICES BECAUSE OF THE LANGUAGE BARRIER. SINCE SEPTEMBER 2015, HEALTH BRIDGES HAS PARTNERED WITH POMONA VALLEY HOSPITAL MEDICAL CENTER (PVHMC) TO CARRY OUT ITS PILOT PROJECT IN THE EMERGENCY ROOM. THE GOAL OF THIS PARTNERSHIP IS TO HELP ADDRESS THE CONTINUING AND EMERGING NEEDS OF THE LOW-INCOME, LIMITED ENGLISH PROFICIENT (LEP), AND/OR MEDICALLY UNDERSERVED POPULATION IN PVHMC'S SERVICE AREAS, SPECIFICALLY BY ADDRESSING THE NEED FOR ACCESS TO CARE. HEALTH BRIDGES' BILINGUAL COLLEGE VOLUNTEERS ARE RECRUITED AND TRAINED TO ENGAGE IN THREE MAIN ACTIVITIES. FIRST, THEY INCREASE THE TARGET POPULATIONS' ACCESS TO HEALTH INSURANCE COVERAGE BY ENROLLING PVHMC'S LOW-INCOME, UNINSURED PATIENTS (REGARDLESS OF THEIR IMMIGRATION STATUS OR ENGLISH PROFICIENCY) IN HOSPITAL PRESUMPTIVE ELIGIBILITY (HPE)-A TEMPORARY FULL-SCOPE MEDI-CAL PROGRAM, EXPLAINING TO THEM IN THEIR NATIVE LANGUAGES HOW TO USE THE TEMPORARY INSURANCE AND MAKING APPOINTMENTS FOR ELIGIBLE PATIENTS WITH INSURANCE ENROLLMENT COUNSELORS IN ORDER TO COMPLETE THE FULL MEDI-CAL APPLICATION. SECOND, HEALTH BRIDGES VOLUNTEERS HELP IMPROVE UNDERSTANDING OF AND TRUST IN THE GENERAL HEALTHCARE SYSTEM BY OFFERING IN-PERSON LANGUAGE ASSISTANCE TO LEP PATIENTS WHO HAVE TROUBLE FINDING THEIR WAY INSIDE THE HOSPITAL, UNDERSTANDING HOSPITAL PROCEDURES, AND EXPRESSING THEIR BASIC QUESTIONS AND CONCERNS TO THE MEDICAL STAFF. BETWEEN OCTOBER 20, 2015 AND DECEMBER 9, 2015 NINE HEALTH BRIDGES VOLUNTEERS SPENT A TOTAL OF APPROXIMATELY 140 HOURS VOLUNTEERING IN THE EMERGENCY ROOM (ER). DURING THIS TIME, THEY HELPED 21 PATIENTS SUCCESSFULLY ENROLL IN TEMPORARY MEDI-CAL, AND GAVE THEM INFORMATION IN THEIR NATIVE LANGUAGES ABOUT HOW TO COMPLETE THE FULL MEDI-CAL APPLICATION. APPROXIMATELY 75% OF THESE PATIENTS HAD LIMITED ENGLISH PROFICIENCY. THEY ALSO ASSISTED 15 PATIENTS WITH BASIC LANGUAGE INTERPRETATION AND HOSPITAL NAVIGATION (10 SPANISH SPEAKERS AND 5 MANDARIN SPEAKERS). IN THE UPCOMING MONTHS AND YEARS, HEALTH BRIDGES HOPES TO EXPAND ITS WORK BY SIGNIFICANTLY INCREASING THE NUMBER OF VOLUNTEERS AND SERVING PATIENTS FROM OTHER DEPARTMENTS WITHIN THE MEDICAL CENTER. IT ALSO AIMS TO INCREASE LOW-INCOME AND LEP PATIENTS AWARENESS ABOUT HEALTH AND SOCIAL RESOURCES OFFERED BOTH AT PVHMC AND IN THE COMMUNITY BY HAVING ITS BILINGUAL COLLEGE VOLUNTEERS SCREEN THEIR CLIENTS FOR NEEDS SUCH AS CHRONIC DISEASE MANAGEMENT, FOOD INSECURITIES, AND A LACK OF ACCESS TO PRIMARY SERVICES AND MEDICATION BECAUSE OF COST AND/OR IMMIGRATION STATUS. AFTER THE INITIAL SCREENING, HEALTH BRIDGES VOLUNTEERS WILL INFORM THEIR CLIENTS-THROUGH MULTILINGUAL FLYERS AND FOLLOW-UP PHONE CALLS-APPROPRIATE RESOURCES FOR WHICH THE PATIENTS ARE ELIGIBLE. FORM 990, PART III, LINE 4A (CONT'D) POMONA COMMUNITY HEALTH CENTER EXPANSION SUPPORT FOUNDED WITH THE SAME PURPOSE, POMONA COMMUNITY HEALTH CENTER (PCHC) AND KIDS COME FIRST HAVE BEEN SERVING THE GREATER POMONA VALLEY SINCE THE LATE 1990S. AS NOT-FOR-PROFIT, SAFETY-NET CLINICS, PCHC AND KIDS COME FIRST HAVE PAVED THE WAY FOR ACCESS TO HIGH QUALITY, LOW-COST HEALTH CARE AND SUPPORT SERVICES TO THE POMONA AND ONTARIO'S MOST VULNERABLE PATIENTS AND FAMILIES. AS PCHC STATES, "NO ONE IS EVERY TURNED AWAY DUE TO LACK OF FUNDS." UNDERSTANDING THE PIVOTAL ROLE THESE TWO CLINICS WOULD PLAY IN IMPROVING ACCESS TO HEALTH CARE FOR THIS REGION, PVHMC BECAME A FOUNDING PARTNER FOR BOTH CLINICS MORE THAN 17 YEARS AGO. NOW, THESE CLINICS SERVE MORE THAN 5,400 PATIENTS ANNUALLY IN OUR COMMUNITY. PVHMC RECOGNIZES THE SUCCESS OF THIS PARTNERSHIP AND CONTINUES TO PROVIDE VISIONARY SUPPORT TO ENSURE THAT OUR MISSION, VISION, AND DEDICATION TO MEETING THE DIVERSE NEEDS OF OUR COMMUNITY ARE FULFILLED. TODAY, PCHC HAS TWO LOCATIONS SITUATED IN THE CITY OF POMONA TO SERVE THE NEEDS OF THE COMMUNITY, OFFERING PRIMARY CARE, OBSTETRICAL AND PRENATAL CARE, MEDICATIONS, IMMUNIZATIONS, SOCIAL SERVICES, HOMELESS HEALTH CARE AND CASE MANAGEMENT, CHRONIC DISEASE MANAGEMENT, MEDI-CAL AND COVERED CALIFORNIA ENROLLMENT, WIC HEALTH SCREENINGS AND MORE. ACCORDING TO OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT (OSHPD) 2015 DATA, PCHC ASSISTED MORE THAN 3,922 UNIQUE PATIENTS ACROSS 13,553 VISITS. AMONG THESE PATIENTS, 85% WERE BETWEEN THE AGES OF 20 AND 64 YEARS. IN CONTRAST, KIDS COME FIRST SERVES ONLY A PEDIATRIC POPULATION (2,950 UNIQUE PATIENTS IN 7,507 VISITS ACCORDING TO 2015 OSHPD DATA), OF WHICH APPROXIMATELY 85% QUALIFY FOR ONE OF MORE INSURANCE PROGRAMS AND THE OTHER 15% REMAIN UNINSURED. KCF SERVICES INCLUDE TREATMENT AND FOLLOW-UP CARE FOR ILLNESS AND INJURY, WELL-CHILD CARE AND PHYSICAL EXAMS, IMMUNIZATIONS, VISION AND HEARING SCREENINGS, TEEN SERVICES, AND HEALTH GUIDANCE AND SUPPORT FOR PARENTS AND GUARDIANS, ENCOURAGING HEALTHY LIFESTYLE CHOICES. IN ADDITION, KCF PROVIDES LITERACY SUPPORT, FOOD STAMP ASSISTANCE AND RESOURCES SUCH AS SHOES, CLOTHING AND FOOD FOR THOSE IN NEED. IN AUGUST OF 2015, REALIZING THAT EVEN MORE CAN BE ACCOMPLISHED TOGETHER, POMONA COMMUNITY HEALTH CENTER ENTERED INTO DISCUSSIONS TO ACQUIRE KIDS COME FIRST IN A MUTUAL DECISION TO EXPAND SERVICES AND FURTHER INCREASE ACCESS TO QUALITY HEALTH CARE. THIS IDEAL PARTNERSHIP CAME TO FRUITION IN FEBRUARY 2016 AS A MERGER OF MISSIONS, SHARING OF BEST-PRACTICES AND AN ACQUISITION OF OPERATIONS. NOW AS ONE ENTITY, PCHC WILL BE ABLE TO ADDRESS THE HEALTHCARE NEEDS TO ADULT AND PEDIATRIC POPULATIONS WITHOUT THE NEED FOR PATIENTS TO TRAVEL ACROSS CITIES. PCHC AT ITS NOW THREE SITES (TWO IN POMONA AND ONE IN ONTARIO) ARE PROVIDING ACCESS TO CARE FOR THE MOST UNDERSERVED AND VULNERABLE PATIENTS IN OUR COMMUNITY AND PVHMC PRIDE ITSELF IN THESE PARTNERSHIPS. ALTHOUGH ACCESS TO CARE IS IDENTIFIED AS A PRIORITY NEED IN OUR COMMUNITY HEALTH NEEDS ASSESSMENT, PVHMC, PCHC AND KIDS COME FIRST HAVE BEEN WORKING AND COLLABORATING TO MEET THIS NEED FOR NEARLY TWO DECADES. LIVING TRUE TO PVHMCS VALUE OF GROWING CONTINUOUSLY, PVHMC IS LOOKING FORWARD TO FURTHER PARTNERING WITH PCHC ON THE EXPANSION OF SERVICES ACROSS OUR COMMUNITY. 2016 EXPANSION UPDATE IN 2016 POMONA COMMUNITY HEALTH CENTER CHANGED ITS NAME TO PARK TREE COMMUNITY HEALTH CENTER. AS PART OF PVHMC'S COMMUNITY BENEFIT AND SUPPORT OF PARK TREE'S ONTARIO EXPANSION, PVHMC PROVIDED IN-KIND SUPPORT THROUGHOUT FY 2016 IN THE FORM OF GRANT WRITING, MARKETING AND LOGO DESIGN, AND INFORMATION TECHNOLOGY (IT) SUPPORT - SPECIFICALLY, EXTENSIVE IT SUPPORT FOR THE ESTABLISHMENT OF DENTAL SERVICES AT THE SITE. THROUGHOUT 2016, PVHMC'S SYSTEMS TEAM, DESKTOP TEAM, AMBULATORY ANALYST TEAM, AND OTHERS ASSISTED IN THE SETUP OF A NEW HEALTH CENTER FOR PCHC. THEY READIED COMPUTER HARDWARE, SOFTWARE AND UPGRADED THE TELECOMMUNICATIONS SYSTEM. BUT THEIR EXPERTISE WAS TRULY PUT TO THE TEST BETWEEN AUGUST AND OCTOBER 2016 WHEN THEY WERE CALLED TO ACTION TO INSTALL AND SET UP A DENTAL PRACTICE. IN PROVIDING AN UPDATE FOR OUR COMMUNITY BENEFIT AND IMPLEMENTATION PLAN, PVHMC THOUGHT THE BIGGEST TESTIMONY TO OUR COLLABORATIVE EFFORTS AND THE IMPACT IT HAS ON THE COMMUNITY WAS BEST HIGHLIGHTED AND SUMMARIZED BY ELLEN SILVER, CHIEF EXECUTIVE OFFICER OF PARK TREE (FORMERLY POMONA COMMUNITY HEALTH CENTER). IN A NOVEMBER 2016 LETTER TO THE PVHMC INFORMATION TECHNOLOGY TEAM, SHE WRITES: "DEAR I.T. STAFF: I JUST WANTED TO TAKE A FEW MOMENTS TO LET YOU KNOW THE TREMENDOUS IMPACT YOUR WORK AT THE ONTARIO SITE HAS HAD ON THE PATIENTS WE SERVE. MANY OF THE PEOPLE CARED FOR DURING THE FIRST FEW WEEKS AT OUR DENTAL OPERATION HAD NEVER HAD ACCESS TO A DENTIST BEFORE. AND THEY SHOWED UP AT THIS SMALL, SCHOOL-BASED SITE NOT KNOWING WHAT TO EXPECT. THE PEOPLE/FAMILIES ARE POOR, OFTEN MONOLINGUAL AND HAVE ISSUES WITH TRUST WHEN IT COMES TO RECEIVING CARE FROM A DOCTOR/DENTIST. SO WHEN THEY WALKED IN TO SEE STATE OF THE ART EQUIPMENT AND WITHIN SECONDS OF SITTING IN THE DENTAL CHAIR CAN SEE THEIR TEETH IN THE XRAYS THAT ARE BEING TAKEN THEY KNOW THEY ARE IN GOOD HANDS. THE VISUAL OF SEEING YOUR XRAYS INSTANTLY IS MAGIC. THE DENTIST CAN SHOW THEM WHERE THE PROBLEM EXISTS AND USE THE COMPUTER IMAGES AND EQUIPMENT TO SHOW THEM HOW IT WILL BE FIXED/TREATED/CARED FOR. SO WHILE YOU THINK YOU WERE HANGING CABLE, WIRING, OR PUTTING A MONITOR ON A POLE OF A DENTAL CHAIR WHAT YOU WERE REALLY DOING WAS GIVING HOPE TO THE THOUSANDS OF PEOPLE WHO WILL BE CARED FOR BY OUR DENTAL TEAM AT THIS SITE. THE COMPUTER EQUIPMENT NOT ONLY GIVES OUR STAFF REAL-TIME RESPONSES TO THE NEEDS OF OUR PATIENTS BUT ALSO HELPS BUILD TRUST BETWEEN THE PATIENTS AND THE DENTISTS. THE WORK YOU DID FOR US HAS TREMENDOUS IMPACT ON THE LIVES OF THOUSANDS. THEIR ORAL HEALTH WILL NOT BE IN JEOPARDY BECAUSE OF THE WORK YOU DID. ON BEHALF OF OUR PATIENTS, STAFF AND BOARD OF DIRECTORS I AM ETERNALLY GRATEFUL. RESPECTFULLY, ELLEN SILVER, CHIEF EXECUTIVE OFFICER, PARK TREE HEALTH CENTER" (FORMERLY POMONA COMMUNITY HEALTH CENTER) FORM 990, PART III, LINE 4A (CONT'D) MATERNAL-FETAL TRANSPORT SERVICES ACCESS TO SPECIALIZED EMERGENCY CARE PVHMC OFFERS ONE OF THE MOST ADVANCED MATERNAL AND NEONATAL PROGRAMS IN SOUTHERN CALIFORNIA INCLUDING A MATERNAL-FETAL MEDICINE PROGRAM, AN ADVANCED LABOR AND DELIVERY PROGRAM, AND A 53-BED, LEVEL IIIB NEONATAL INTENSIVE CARE UNIT (NICU). POMONA VALLEY HOSPITAL IS ALSO CONSISTENTLY RANKED AS ONE OF THE TOP-THREE LARGEST DELIVERING HOSPITALS IN CALIFORNIA DELIVERING MORE THAN 7,000 BABIES A YEAR. EACH OF THESE PROGRAMS CONFIRMS PVHMCS COMMITMENT TO PROVIDING LIFE-SAVING CARE TO OUR PATIENTS AND BESPEAK OF THE BREADTH AND DEPTH OF OUR COMMUNITY BENEFIT PROGRAMS AND OUR COMMITMENT TO THE HEALTH OF THE COMMUNITY AS A WHOLE, BOTH NEAR AND FAR. OUR MATERNAL-FETAL TRANSPORT PROGRAM - WHICH HAS TRAVELED AS FAR AS BULLHEAD CITY, ARIZONA TO PROVIDE SPECIALIZED CARE TO A PATIENT IN NEED - IS AN EXAMPLE OF PVHMC STRIVING TO IMPROVE THE STATUS OF HEALTH BY REACHING OUT AND SERVE THE NEEDS OF OUR COMMUNITY OUR MISSION SINCE 1903. WOMEN WHO ARE PREGNANT AND EXPERIENCE COMPLICATIONS OFTEN REQUIRE SPECIAL ATTENTION AND NEED RAPID MEDICAL CARE DURING THEIR PREGNANCY. POMONA VALLEY HOSPITAL MEDICAL CENTER'S MATERNAL-FETAL TRANSPORT UNIT PROVIDES A MOBILE INTENSIVE CARE ENVIRONMENT FOR PREGNANT PATIENTS EN ROUTE TO THE HOSPITAL, TRANSFERRING MORE THAN 150 HIGH-RISK PREGNANT WOMEN SAFELY AND QUICKLY EACH YEAR WHILE RECEIVING THE MOST ADVANCED MATERNAL AND NEONATAL MEDICAL CARE AVAILABLE IN THE GREATER SOUTHERN CALIFORNIA AREA REGARDLESS OF THEIR DIAGNOSIS, RACE, ETHNICITY OR FINANCIAL STATUS. ESTABLISHED IN 1994, PVHMCS PROGRAM WAS FIRST AND THE ONLY ONE OF ITS KIND IN CALIFORNIA A TRUE PIONEER. BY 2000 PVHMC WAS ONLY 1 OF 3 HOSPITALS PROVIDING THIS TYPE OF BENEFIT IN THE STATE. NOW IN 2016, WE ARE 1 IN ONLY 10 PROGRAMS BUT REMAIN THE ONLY LICENSED TRANSPORT TEAM BY ICEMA. SINCE ESTABLISHING THIS PROGRAM, MORE THAN 26 HOSPITALS IN IMPERIAL, INYO, KINGS, LOS ANGELES, MONO, RIVERSIDE, SAN BERNARDINO AND TULARE COUNTIES WITHIN SOUTHERN CALIFORNIA HAVE REQUESTED PVHM'S MATERNAL-FETAL TRANSPORT ASSISTANCE. HOSPITALS WHICH LACK THE CAPABILITIES TO PROVIDE APPROPRIATE CARE FOR SICK, AT-RISK MOTHER-TO-BE AND/OR THEIR UNBORN BABIES. PVHMCS 2015 COMMUNITY NEEDS ASSESSMENT REVEALS THAT GRANTING ACCESS TO SPECIALIZED HEALTH CARE SERVICES IN THIS REGION REMAINS A TOP PRIORITY. OUR GOAL IS TO PROVIDE HIGH-QUALITY TRANSPORT SERVICES FOR THE MOTHER AND TAKE THE NECESSARY STEPS TO KEEP THE MOTHER SAFE AND THE BABY IN THE WOMB FOR AS LONG AS POSSIBLE. PVHMC'S MATERNAL-FETAL TRANSPORT UNIT IS AVAILABLE 24 HOURS-A-DAY, 7 DAYS-A-WEEK AND OUR DESIGNATED TEAM COORDINATES EVERY TRANSPORT. ONE CALL IMMEDIATELY PUTS OUR TEAM INTO ACTION. OUR 41-MEMBER TEAM HAS MORE THAN 740 COMBINED YEARS OF LABOR AND DELIVERY EXPERIENCE AND PVHMC HAS PROVIDED FURTHER SPECIALIZED TRAINING AND CONTINUING EDUCATION TO THEM SO THAT THESE ASSOCIATES, ACROSS SEVERAL DISCIPLINES, ARE ABLE TO QUICKLY ACCESS AND STABILIZE THE PATIENT'S CONDITION DURING MOBILE TRANSPORT. THE TEAM INCLUDES MATERNAL-FETAL MEDICINE PHYSICIANS, OBSTETRICIANS, PHYSICIAN SUB-SPECIALISTS, REGISTERED NURSES AND RESPIRATORY THERAPISTS. PVHMC APPROPRIATELY STAFFS THESE INDIVIDUALS EACH AND EVERY DAY, SO THAT WE ARE ALWAYS READY TO NOT ONLY COORDINATE THE METHOD OF TRANSPORT (GROUND OR AIR), BUT SO THAT OUR MULTIDISCIPLINARY TEAM IS READY TO RESPOND AND DEPLOY WITHIN 30 MINUTES OF ACCEPTING THE REQUEST. QUALITY OUTCOMES AND ACCESS-TO-CARE NEEDS HAS DRIVEN PVHMC TO NOT ONLY ESTABLISH THIS PROGRAM IN 1994 BUT ALSO TO CONTINUALLY IMPROVE-UPON AND EXPAND THE PROGRAM, INCLUDING NOW OFFERING BOTH GROUND AND AIR TRANSPORTS. DURING TRANSPORT, OUR MATERNAL-FETAL TRANSPORT TEAM MAINTAINS COMMUNICATION WITH OUR MATERNAL-FETAL MEDICINE PHYSICIANS, AND IS SPECIALLY TRAINED TO CARE FOR THE FULL RANGE OF MATERNAL MEDICAL EMERGENCIES IN THE FIELD, INCLUDING BUT NOT LIMITED TO: - BLEEDING AFTER 20 WEEKS - HYPERTENSIVE DISORDERS - PRETERM RUPTURE OF MEMBRANES - PRETERM LABOR - MULTIPLE GESTATION (TWINS, TRIPLETS, ETC.) - DIABETES - FETAL ANOMALIES - MEDICAL COMPLICATIONS OF PREGNANCY IF NEEDED, OUR 53 BED LEVEL IIIB NEONATAL INTENSIVE CARE UNIT OFFERS SPECIALIZED CARE FOR CRITICALLY ILL INFANTS. WE OFFER PROGRAMS TO OUR HIGH-RISK MOMS AND THEIR BABIES THAT INCLUDE: - SWEET SUCCESS-DIABETES AND PREGNANCY - INPATIENT AND OUTPATIENT BREASTFEEDING SUPPORT PROGRAMS - PERINATAL AND NEONATAL BEREAVEMENT SUPPORT PROGRAMS-"HELPING HANDS" & "CARE CONNECT" - CALIFORNIA CHILDRENS SERVICES (CCS) PROVIDER - COMPLETE PEDIATRIC SUB-SPECIALTY CARE EDUCATION FOR REFERRING FACILITIES IN ADDITION TO THE PROGRAM'S CLINICAL SERVICES AND SPECIALIZED TRAINING, WE PRIDE OURSELVES IN OUR ACTIVE INVOLVEMENT WITH OUR REFERRING FACILITIES. WE OFFER FORMAL AND INFORMAL EDUCATIONAL OPPORTUNITIES FOR STAFF AND PHYSICIANS REGULARLY AT THEIR SITE LOCATION AT NO COST TO THE REQUESTING FACILITY. PVHMC'S SPECIALIZED TEAM OF MATERNAL-FETAL MEDICINE ASSOCIATES OFFER CLASSES IN OB EMERGENCIES, OBESITY IN PREGNANCY, PROLAPSED CORD/BREECH/SHOULDER DYSTOCIA DELIVERIES, THE ART OF PERINATAL CARE, LABOR MANAGEMENT, PAIN MANAGEMENT, INDUCTION, BREASTFEEDING, STROKE AND PREGNANCY, NEWBORN ASSESSMENT, CULTURAL CARE & PERINATAL LOSS, REVIEW OF THE NEW NRP GUIDELINES, DIABETES IN THE PERINATAL PERIOD, BLEEDING/HEMORRHAGE/SHOCK/DIC IN PREGNANCY, AND HIGH-RISK PREGNANCIES. COMMUNITY HEALTH BEGINNING IN THE WOMB THE ASSOCIATED COSTS OF THE PROGRAM'S TRAINING, COORDINATING, TRAVEL-TIME AND HANDS-ON SPECIALIZED CARE IN THE FIELD BY OUR MOBILE TEAM IS PROVIDED TO THE PATIENT AT NO COST - THE PATIENT AND REQUESTING FACILITY CAN BE CONFIDENT THAT PVHMC WILL BE AVAILABLE 24-HOURS A DAY, 7-DAYS A WEEK TO MEET THEIR ACCESS-TO-CARE NEEDS, REGARDLESS OF ABILITY TO PAY, AND INITIATED WITH A SIMPLE, ONE-TIME PHONE CALL. OUR MATERNAL-FETAL TRANSPORT PROGRAM IS TRULY A TESTAMENT TO PVHMCS THOUGHTFUL, PURPOSEFUL AND STRATEGIC APPROACH TO COMMUNITY-WIDE HEALTH BEGINNING WITH HEALTH IN THE WOMB. ADDITIONAL COMMUNITY BENEFIT PROGRAMS FY 2016 POMONA VALLEY HOSPITAL'S VAST EFFORTS TO PROMOTE COMMUNITY HEALTH DEMONSTRATES OUR WORK TO ADDRESS THE SIGNIFICANT NEEDS IDENTIFIED IN OUR COMMUNITY NEEDS ASSESSMENT, SPECIFICALLY PVHMC PRIORITIZED NEEDS OF IMPROVING ACCESS TO CARE, PROVIDING HEALTH EDUCATION AND WELLNESS SUPPORT, AND MANAGING AND PREVENTING CHRONIC DISEASES LIKE HIGH BLOOD PRESSURE, HEART FAILURE, DIABETES, AND CANCER. THESE ARE THE ISSUES OUR COMMUNITY NEEDS ASSESSMENT DEMONSTRATED AS THE BIGGEST HEALTH CONCERNS FOR OUR COMMUNITY. WE ADDRESS AND ALLOCATE OUR RESOURCES TO SERVE THE NEED OF OUR ENTIRE COMMUNITY, FOCUSING ON THOSE THAT ARE AT RISK AND HAVE THE LEAST ACCESS TO THE NECESSARY SERVICES AND CARE NEEDED. WE REACH OUT AND MEET OUR COMMUNITY'S NEED FOR CHRONIC DISEASE MANGEMENT, HEALTH EDUCATION AND WELLNESS SUPPORT, AND ACCESS TO CARE THROUGH: - PROVIDING FREE AND PARTIAL PAYMENT HOSPITAL SERVICES FOR THOSE WITHOUT THE ABILITY TO PAY OR LIMITED FINANCIAL RESOURCES - REACHING OUT TO OUR LOCAL SCHOOLS AND COMMUNITY GROUPS ON THE IMPORTANCE OF HEALTH LIVING - PROVIDING MEDICAL SERVICES IN UNDERSERVED AREAS THROUGH FREE AND COMMUNITY BASED CLINICS. - PROVIDING VACCINATIONS AND SCREENINGS TO CHILDREN AND THE ELDERLY. - TRAINING HEALTH PROFESSIONALS LIKE FAMILY PRACTICE RESIDENTS AND NURSING STUDENTS IN ORDER TO MEET THE NEEDS OF THE FUTURE. WE FURTHER DEMONSTRATE THE WAYS WE SERVE OUR COMMUNITY AS OUR COMMITMENT TO IMPROVING THEIR HEALTH STATUS BY PROVIDING SPECIFIC WAYS WE ARE ADDRESSING HEALTH NEEDS. FORM 990, PART III, LINE 4A (CONT'D) IN ADDITION TO OUR COMMUNITY-BASED DIABETES PROGRAM AND PLANNING, PVHMC IS ADDRESSING THE NEEDS OF CHRONIC DISEASE MANAGEMENT THROUGH THE FOLLOWING STRATEGIES: PROVIDING GLUCOSE SCREENINGS AT HEALTH FAIRS AND EVENTS (LOCAL AND ON-CAMPUS); PROVIDING FREE EDUCATION CLASSES TO PROMOTE CARDIOVASCULAR HEALTH AND RISK REDUCTION; OFFERING FREE BLOOD PRESSURE SCREENINGS AT HEALTH FAIRS AND EVENTS (LOCAL AND ON-CAMPUS); PUBLISHING AND DISTRIBUTING FREE INFORMATION ON CARDIOVASCULAR HEALTH, DIABETES, CANCER TREATMENT, AND AVAILABLE RESOURCES TO ADDRESS THESE CONDITIONS; PROVIDING CARE COORDINATION SERVICES THAT SEEK TO ASSURE PATIENTS ARE POSITIONED FOR A SAFE DISCHARGE HOME; PROVIDING CANCER CARE PATIENT COORDINATORS AND SOCIAL SERVICES TO GUIDE PATIENTS WITH MAKING APPOINTMENTS, RECEIVING FINANCIAL ASSISTANCE, AND ENROLLING IN SUPPORT GROUPS; PROVIDING FREE CANCER CARE SUPPORT GROUPS AND WELLNESS CLASSES WITH EMPHASIS ON THE SOCIAL, EMOTIONAL, NUTRITIONAL, AND PHYSICAL ASPECTS OF CHRONIC DISEASE. THE FOLLOWING PROGRAMS AND SERVICES ARE PROVIDED BY PVHMC, SPECIFICALLY DESIGNATED TO ADDRESS PRIORITY NEED 1, CHRONIC DISEASE MANAGEMENT: STEAD HEART AND VASCULAR CENTER LECTURES AND CLASSES FOR CARDIOVASCULAR HEALTH; SAVING STROKES EVENT; COMMUNITY BLOOD PRESSURE SCREENINGS; DIABETIC EDUCATION FAIR (ON-CAMPUS); NUTRITION EDUCATION; THE ROBERT AND BEVERLY LEWIS FAMILY CANCER CARE CENTER EDUCATION, WELLNESS CLASSES, WORKSHOPS, FORUMS, AND EVENTS; CANCER PROGRAM ANNUAL PUBLICATION; STEAD HEART AND VASCULAR CENTER PUBLICATIONS. PVHMC IS CURRENTLY ADDRESSING THE COMMUNITY NEEDS FOR HEALTH EDUCATION AND SUPPORT SERVICES THROUGH THE FOLLOWING STRATEGIES: PROVIDING FREE OR LOW-COST HEALTH EDUCATION CLASSES, WELLNESS SUPPORT GROUPS, AND OTHER HEALTH IMPROVEMENT SERVICES BOTH AT PVHMC AND OUT IN A COMMUNITY SETTING; COLLABORATING WITH COMMUNITY PARTNERS AND PARTICIPATE IN COMMUNITY-WIDE INITIATIVES TO IMPROVE THE HEALTH OF THE COMMUNITY; INCREASING AWARENESS OF AVAILABLE CLASSES OFFERED AT PVHMC THROUGH REACHING OUT DIRECTLY TO THE COMMUNITY AND OTHER ORGANIZATIONS THROUGH WRITTEN AND VERBAL COMMUNICATION AND PUBLICATIONS; DEVELOPING EDUCATION, RESOURCES, AND/OR CLASSES THAT PROMOTES HEALTHY EATING, DISEASE PREVENTION, AND WEIGHT MANAGEMENT; PARTICIPATING AND HOSTING SPEAKING ENGAGEMENTS TO COMMUNICATE TO THE COMMUNITY ABOUT HEALTH AND SERVICES IN THE COMMUNITY; PROVIDING COMPREHENSIVE, CULTURALLY SENSITIVE HEALTH FORUMS, SUPPORT GROUPS, AND WORKSHOPS THAT PROVIDE HANDS-ON HEALTHY LIFESTYLE SUPPORT TO THE COMMUNITY. THE FOLLOWING PROGRAMS AND SERVICES PROVIDED BY PVHMC ARE SPECIFICALLY DESIGNATED TO ADDRESS PRIORITY NEED 2 HEALTH EDUCATION AND SUPPORT SERVICES: THE ROBERT AND BEVERLY LEWIS FAMILY CANCER CARE CENTER WELLNESS CLASSES, SUPPORT GROUPS, EARLY DETECTION AND PREVENTION LECTURES, AND COMMUNITY FORUMS; WOMEN'S AND CHILDRENS SERVICES HEALTH AND EDUCATION CLASSES; STEAD HEART AND VASCULAR CENTER RISK REDUCTION CLASS; CARDIAC EDUCATION; CANCER PROGRAM ANNUAL REPORT; HEALTH FAIRS/COMMUNITY EVENTS; HANDS-ONLY CPR; SLEEP DISORDERS MEETINGS; NUTRITION EDUCATION; HOSPITAL TOURS IN ENGLISH, SPANISH, AND CHINESE; INPATIENT SMOKING CESSATION EDUCATION; INPATIENT ASTHMA EDUCATION AND "EVERY 15 MINUTES" DRUNK DRIVING EDUCATION. PVHMC IS CURRENTLY ADDRESSING THE COMMUNITY NEEDS FOR PRIORITY AREA 3, ACCESS TO CARE, THROUGH THE FOLLOWING STRATEGIES: PROVIDING ON-SITE ENROLLMENT ASSISTANCE AND FOR APPROPRIATE HEALTH INSURANCE PLANS; PARTICIPATION IN THE HOSPITAL PRESUMPTIVE ELIGIBILITY PROGRAM; INCREASING COMMUNITY AWARENESS ABOUT HEALTH SERVICES OFFERED, WELLNESS CLASSES, AND SUPPORT GROUPS; PROVIDING DISCHARGE TRANSPORTATION FOR VULNERABLE PATIENTS WHO ARE OTHERWISE UNABLE TO GET HOME; PROVIDING FREE, LOW-COST OR REDUCED-COST HEALTH SERVICES, MEDICATIONS, AND MEDICAL DEVICES; PROVIDING FREE OR REDUCED COST SCREENINGS AND IMMUNIZATIONS AT LOCAL HEALTH FAIRS; COLLABORATING WITH PRIMARY CARE PROVIDERS AND CLINICS TO IMPROVE ACCESS TO PREVENTATIVE AND SPECIALTY CARE; WORKING CLOSELY WITH PVHMCS FAMILY MEDICINE RESIDENCY PROGRAM THROUGH UCLA TO INCREASE THE NUMBER OF PRIMARY CARE PHYSICIANS IN THE REGION; EXPANDING THE EMERGENCY DEPARTMENT TO INCREASE PVHMCS CAPACITY TO CARE FOR PATIENTS NEEDING EMERGENCY TREATMENT, TRAUMA SERVICES, SURGERY, AND PRIMARY CARE. PROGRAMS AND SERVICES PROVIDED BY PVHMC, SPECIFICALLY DESIGNATED TO ADDRESS PRIORITY NEED 3 ACCESS TO CARE ARE: PVHMC FAMILY MEDICINE RESIDENCY PROGRAM; SPORTS INJURY EVENING CLINIC PROVIDING FREE AND LOW COST SPORTS INJURY EXAMINATIONS AND X-RAYS; ENROLLMENT ASSISTANCE IN APPROPRIATE HEALTH PLANS FOR OUR PATIENTS WHO ARE ADMITTED WITHOUT INSURANCE; DISCHARGE TRANSPORTATION SERVICES FOR OUR VULNERABLE PATIENTS; AMBULANCE TRANSPORTS; FREE AND LOW COST MEDICATION ASSISTANCE; FREE AND LOW COST IMMUNIZATIONS PROVIDED IN THE COMMUNITY. PVHMC ALSO RECOGNIZES THE IMPORTANCE OF EMERGENCY CARE SERVICES TO THE COMMUNITY AND WE ARE COMMITTED TO MEETING THE NEEDS OF OUR PATIENTS. OUR HOSPITAL HAS LEARNED FROM EVALUATIONS OF THE ED THAT THE NECESSITY TO IMPROVE AND BUILD UPON THE EFFICIENCY OF OUR ED IS CRITICAL IN ORDER TO KEEP UP WITH THE GROWING DEMANDS BEING PLACED UPON OUR SYSTEM EVERYDAY. IN 2009, 2013 AND AGAIN IN 2015-2016, OUR ED RECEIVED MODERATE COSMETIC RECONSTRUCTION THAT INCLUDED ADDITIONS TO OUR PATIENT CARE AREAS. THIS REMODEL LOGISTICALLY AIDED IN IMPROVING TIMELINESS OF TREATMENT AND ED FLOW, IN-TURN, REDUCING WAIT TIMES AND INCREASING ACCESS TO CARE. ADDITIONALLY, THE NEWLY REMODELED SPACE ELIMINATED BARRIERS AT THE NURSES STATION AND INCREASED VISIBILITY OF OUR MEDICAL TEAM, IMPROVING PATIENT SATISFACTION AND ENHANCING PATIENT SAFETY. AS A DESIGNATED STEMI RECEIVING CENTER (SRC) IN BOTH LOS ANGELES AND SAN BERNARDINO COUNTIES, PVHMC BECAME THE FIRST HOSPITAL IN THE REGION WITH DUAL COUNTY DESIGNATION. AN ACUTE HEART ATTACK CAUSED BY BLOOD CLOTS IS CALLED AN ST-ELEVATED MYOCARDIAL INFARCTION, OR STEMI. WITHOUT RAPID ANGIOPLASTY, HEART MUSCLE IS PERMANENTLY DAMAGED. IN ORDER TO QUALIFY FOR THIS DESIGNATION, HOSPITALS ARE REQUIRED TO PROVIDE ANGIOPLASTY TREATMENT IN LESS THAN 90 MINUTES. CURRENTLY, PVHMC AVERAGES 50-MINUTE DOOR-TO-BALLOON TIMES, RANKING IN THE TOP 5 PERCENT NATIONALLY. OUR EMERGENCY DEPARTMENT (ED) HAS BEEN ENHANCED WITH ROUND THE CLOCK PHYSICIAN COVERAGE OF FULL-TIME LABORISTS (HOSPITAL-BASED OBSTETRICS/GYNECOLOGY PHYSICIANS WHO DO DELIVERIES), A HOSPITALIST TEAM, AND A DEDICATED INTENSIVIST PROGRAM IN THE INTENSIVE CARE UNIT (ICU). A FULL SERVICE ED BACK UP CALL PROVIDES ADEQUATE COVERAGE OF SPECIALISTS WHICH IS CRITICAL TO THE ABILITY OF THE HOSPITAL TO PROVIDE SPECIALTY MEDICINE TO PATIENTS. ALONG WITH THE PROGRESS WE HAVE MADE TO IMPROVE EMERGENCY CARE SERVICES ON OUR MAIN CAMPUS, AND RECOGNIZING THAT THE ED IS STILL A SOURCE OF PRIMARY HEALTH CARE FOR THE COMMUNITY, WE HAVE INCREASED ACCESS TO PRIMARY HEALTH CARE SERVICES OUTSIDE OF THE HOSPITALS ED. WE ADDRESSED THE NEED FOR ADDITIONAL ACCESS THROUGH THE DEVELOPMENT OF OUR FAMILY MEDICINE RESIDENCY PROGRAM IN THE MID 1990'S TO HELP ADDRESS THE LOOMING SHORTAGE IN PRIMARY CARE PROVIDERS. OVER TIME, PVHMC AND THE RESIDENCY FACULTY MEDICAL GROUP WORKED TOGETHER TO PROVIDE ADDITIONAL ACCESS POINTS THROUGHOUT OUR COMMUNITY IN ADDITION TO THE POMONA BASED FAMILY HEALTH CENTER. THROUGH THE RECRUITMENT OF GRADUATING RESIDENTS WE OPENED AND STAFFED THE POMONA VALLEY HEALTH CENTER IN CHINO HILLS (OPENED IN 2003, REPLACING A SMALLER OFFICE THAT HAD OPENED IN 1999); THE POMONA VALLEY HEALTH CENTER AT CROSSROADS (ALSO IN CHINO HILLS, OPENED IN 2007) AND THE POMONA VALLEY HEALTH CENTER IN CLAREMONT (OPENED IN 2009). IN TOTAL, THESE NETWORKED CENTERS OFFER FAMILY MEDICINE, URGENT CARE, PHYSICAL THERAPY AND REHABILITATION, SLEEP MEDICINE AND WIDE RANGING IMAGING SERVICES. THESE SITES ARE DIGITALLY CONNECTED THROUGH AN ELECTRONIC MEDICAL RECORD THAT ALLOWS ACCESS TO PATIENT HISTORY THROUGHOUT THE SYSTEM. FORM 990, PART III, LINE 4A (CONT'D) COMMUNITY BENEFIT ACTIVITIES AND PROGRAMS, 2016: THE EXAMPLES PRESENTED IN THIS REPORT ARE INSIGHTS INTO PVHMC'S ACTIVE EFFORTS AND SPECIFIC PROGRAMS WE PROVIDE TO IMPROVE THE HEALTH STATUS OF RESIDENTS LIVING IN THE POMONA VALLEY. COMMUNITY HEALTH IMPROVEMENT SERVICES AND COMMUNITY BENEFIT OPERATIONS - MANY DEPARTMENTS AT PVHMC OFFER CLASSES AND SUPPORT GROUPS BOTH IN THE HOSPITAL AND OUT IN THE COMMUNITY. IN WOMEN'S AND CHILDRENS SERVICES, MANY OF THE CLASSES ("CHILDBIRTH PREPARATION", "YOUR CESAREAN", "BIG BROTHER/BIG SISTER") OFFERED AT THE HOSPITAL ARE NOT AVAILABLE AT NEIGHBORING HOSPITALS. PVHMC ALSO OFFERS FREE SUPPORT GROUPS ("BOOTCAMP FOR DADS", "MOMMY N ME"). A HEALTH NEWSLETTER "REGARDING WOMEN" IS DISTRIBUTED QUARTERLY TO RESIDENTS IN THE COMMUNITY. AT THE ROBERT AND BEVERLY LEWIS FAMILY CANCER CARE CENTER (CCC), THERE ARE PATIENT WORKSHOPS ("YOGA"), AND SUPPORT GROUPS ("LOOK GOOD...FEEL BETTER", "BREAST CANCER SUPPORT") AND EARLY DETECTION (SKIN SCREENINGS). THE STEAD HEART AND VASCULAR CENTER (SHVC) OFFERS HEART FAILURE EDUCATION AND AWARENESS TO RECOGNIZE RISK FACTORS, SIGNS AND SYMPTOMS. THERE IS ALSO A HEART FAILURE PROGRAM THAT HELPS PATIENTS IN MAINTAINING THEIR DISEASE AND PROVIDES SUPPORT LEADING TO DECREASED SUBSEQUENT HOSPITALIZATIONS. THE "CARDIOVASCULAR EDUCATION" SERIES IS OPEN TO PATIENTS AND THE PUBLIC AND PROVIDES RISK REDUCTION EDUCATION SUCH AS NUTRITION, EXERCISE, HYPERTENSION, AND STRESS REDUCTION INFORMATION. THE "STEAD HEART FOR WOMEN" PROGRAM PROVIDES EDUCATION, SUPPORT AND COMMUNITY FORUMS DESIGNED SPECIFICALLY TO RAISE AWARENESS FOR HEART DISEASE AND STROKE PREVENTION. RECOGNIZING THE IMPORTANCE OF PREVENTIVE HEALTH, OUR MARKETING DEPARTMENT COLLABORATES WITH OUR CLINICAL ASSOCIATES TO ORGANIZE AND PARTICIPATE IN HEALTH FAIRS AND SPEAKERS BUREAUS, PROVIDING HEALTH CARE INFORMATION AND HEALTH SCREENINGS. IN 2014, PVHMC HOSTED DIABETES AWARENESS FAIR ON CAMPUS, OPEN TO ASSOCIATES AND THE PUBLIC ALIKE, PROVIDING ATTENDEES WITH DIABETIC EDUCATION AND RESOURCES AND GIVING FREE BLOOD GLUCOSE SCREENINGS. THE VOLUNTEER SERVICES DEPARTMENT ORGANIZES FLU SHOTS IN A DRIVE-THRU SETTING WITH THE HELP OF PVHMCS NURSES, GIVING FREE FLU-SHOT IMMUNIZATIONS TO SENIORS IN THE COMMUNITY IN 2016. PVHMC ALSO WORKS WITH LA COUNTY AND LOCAL NOT-FOR-PROFIT ORGANIZATIONS TO PUT TOGETHER AN ANNUAL KIDS HEALTH FAIR PROVIDING FREE HEALTH SCREENINGS, IMMUNIZATIONS AND MEDICAL INFORMATION FOR UNINSURED AND UNDER-INSURED CHILDREN AGES TWO MONTHS TO 18 YEARS. THE SPORTS MEDICINE CENTER OFFERS FREE SPORTS INJURY ASSESSMENTS AND COLLABORATES WITH LOCAL AREA HIGHSCHOOLS TO PROVIDE REDUCED-COST SPORTS PHYSICALS. AS THE FIRST HOSPITAL-BASED SPORTS MEDICINE PROGRAM IN THE REGION, THE SPORTS MEDICINE CENTER (SMC) AT PVHMC HAS BEEN SETTING THE PACE IN THE EDUCATION, PREVENTION, TREATMENT, AND REHABILITATION OF SPORTS-RELATED INJURIES FOR ATHLETES OF ALL AGES AND SKILL LEVELS SINCE 1983. THIS PROGRAM PROVIDES SUPPORT, EDUCATION, SERVICE, AND ASSESSMENT TO LOCAL STUDENT AND SCHOOLS THROUGH THE UTILIZATION OF THE SPORTS MEDICINE CLINIC (SMC) RESOURCES. THE RESPIRATORY SERVICES DEPARTMENT OFFERS ASTHMA EDUCATION, AVAILABLE IN SPANISH, AND A SMOKING CESSATION PROGRAM. BREATHING BUDDIES IS A SUPPORT GROUP FOR SENIORS WHO HAVE CHRONIC LUNG DISEASE BY PROVIDING THE LATEST HEALTH INFORMATION, REVIEWING THEIR MEDICATIONS, AND PROVIDING INSTRUCTION (E.G., ON HOW TO TRAVEL WITH OXYGEN). THE FOOD AND NUTRITION SERVICES DEPARTMENT OFFERS NUTRITION INFORMATION SUCH AS SENIOR NUTRITION, PROSTATE CANCER FORUM, DIABETES WORKSHOP, HEALTHY EATING, AND OSTOMY SUPPORT. HEALTH PROFESSIONS EDUCATION - OUR HOSPITAL PROVIDES MANY TRAINING OPPORTUNITIES THROUGH THE VARIOUS DEPARTMENTS THAT WORK WITH THE LOCAL COLLEGES AND HEALTH PROFESSIONAL PROGRAMS. PVHMC IS A CLINICAL SITE FOR NURSING STUDENTS IN PROGRAMS AT THE LOCAL COMMUNITY COLLEGES AND UNIVERSITIES. THE PARISH NURSE PROGRAM THROUGH THE SHVC EDUCATES AND TRAINS BOTH CLINICAL AND NON-CLINICAL SUPPORT STAFF. PVHMCS FAMILY MEDICINE RESIDENCY PROGRAM TRAINS NURSE PRACTITIONER AND MEDICAL STUDENTS AT THE FAMILY HEALTH CENTER. FOOD AND NUTRITION PROVIDES OPPORTUNITES FOR DIETETIC STUDENTS TO DO THEIR INTERNSHIP ROTATIONS AT PVHMC WHERE THEY LEARN ABOUT FOOD PRODUCTION AND MANAGEMENT. THE HOSPITAL IS ALSO A TRAINING LOCATION FOR PHLEBOTOMY, PHYSICIAN BILLING, SOCIAL SERVICES, RESPIRATORY AND SURGICAL TECH STUDENTS. IN RADIOLOGY, OUR HOSPITAL IS A TRAINING SITE FOR RADIOLOGIC TECHNOLOGY, ULTRASOUND AND NUCLEAR MEDICINE STUDENTS. WE ALSO WELCOME CHAPLAINS IN THE COMMUNITY TO RECEIVE CLINICAL CHAPLAIN TRAINING AT PVHMC. FOR THE MEDICAL COMMUNITY, THE HOSPITAL ORGANIZES WEEKLY CONTINUING MEDICAL EDUCATION AT NO COST TO PHYSICIANS. WE OFFER A PERINATAL SYMPOSIUM WHICH IS LABOR AND DELIVERY AND NEONATAL EDUCATION. THE CANCER CARE CENTER OFFERS SEMINARS ON LUNG AND GASTROINTESTINAL CANCERS. SUBSIDIZED HEALTH SERVICES PVHMC IS A MAJOR PROVIDER IN OUR REGION, PARTICULARLY FOR MEDI-CAL AND INDIGENT PATIENTS IN BOTH LOS ANGELES AND SAN BERNARDINO COUNTIES. IT IS ESSENTIAL FOR OUR HOSPITAL TO HAVE ADEQUATE COVERAGE OF SPECIALISTS TO PROVIDE NEEDED SPECIALTY MEDICINE TO PATIENTS. WE HAVE ROUND THE CLOCK PHYSICIAN COVERAGE IN THE ED, FULL-TIME LABORISTS (HOSPITAL-BASED OB/GYN PHYSICIANS WHO DO DELIVERIES), A HOSPITALIST TEAM, AND A DEDICATED INTENSIVIST PROGRAM IN THE INTENSIVE CARE UNIT. RESEARCH THE ROBERT AND BEVERLY LEWIS FAMILY CANCER CARE CENTER OF PVHMC PARTICIPATES IN CLINICAL RESEARCH STUDIES IN BREAST CANCER, GASTROINTESTINAL CANCERS, HEAD & NECK CANCERS, LUNG CANCER, PROSTATE CANCER, AND SYMPTOM MANAGEMENT. CASH AND IN-KIND CONTRIBUTIONS - OUR HOSPITAL PROVIDES SUPPORT TO VARIOUS LOCAL COMMUNITY SERVICE ORGANIZATIONS INCLUDING THE HOUSE OF RUTH (SERVICES AND ASSISTANCE TO VICTIMS OF DOMESTIC VIOLENCE), PROJECT SISTER (SEXUAL ASSAULT CRISIS AND PREVENTION SERVICES), THE BOYS AND GIRLS CLUB OF POMONA VALLEY, THE LEARNING CENTERS AT FAIRPLEX, CASA COLINA HEALTH FOUNDATION, AND THE CHINO VALLEY YMCA. IN-KIND CONTRIBUTIONS TO OUR PATIENTS AND TO THE COMMUNITY INCLUDE TOYS GIVEN TO PEDIATRIC SURGERY PATIENTS AND INFANT LAYETTES AND CAR SEATS TO NEW MOTHERS IN NEED. THE FACILITIES DEPARTMENT PARTICIPATES IN THE CITY-WIDE CLEAN-UP BY DONATING STAFF AND SUPPLIES. FOOD AND NUTRITION SERVICES "MEALS ON WHEELS" PROGRAM PROVIDES FOOD TO HOMEBOUND MEMBERS OF OUR COMMUNITY. THE CANCER CARE CENTER GIVES WIGS TO CANCER PATIENTS AT NO COST. COMMUNITY BUILDING ACTIVITIES - PVHMC WORKS WITH LOCAL AREA MIDDLE AND HIGH SCHOOLS AS WELL AS GIRL SCOUTS AND SCHOOL GROUPS TO INTRODUCE CAREERS IN HEALTH CARE BY INVITING THEM TO TOUR OUR HOSPITAL AND BY VISITING THEM ON THEIR CAMPUS (HIGH SCHOOL CAREER DAY). PVHMC PARTICIPATES IN LA COUNTY SERVICE PLANNING AREA 3'S HEALTH PLANNING GROUP ON THE STEERING COMMITTEE. PVHMC FINACIALLY SUPPORTS THE RECRUITMENT OF PRIMARY CARE AND SPECIALTY CARE PHYSICIANS IN RESPONSE TO THE OUR COMMUNITY HEALTH NEEDS ASSESSMENT PRIORITY NEEDS TO EXPAND ACCESS TO CARE AND IMPROVE COMMUNITY HEALTH, PARTICULARLY AMONG OUR MOST VULNERABLE AND LOW-INCOME COMMUNITY MEMBERS. FORM 990, PART III, LINE 4A (CONT'D) PVHMC IS A ONE OF 13 DESIGNATED DISASTER RESOURCE CENTERS (DRC) IN LOS ANGELES COUNTY AS PART OF THE NATIONAL BIOTERRORISM HOSPITAL PREPAREDNESS PROGRAM. AS THE DRC FOR THE REGION, PVHMC IS RESPONSIBLE FOR 12 "UMBRELLA" FACILITIES IN THE AREA AND COORDINATES DRILLS, TRAINING, AND SHARING OF PLANS TO BRING TOGETHER THE COMMUNITY AND OUR RESOURCES FOR DISASTER PREPAREDNESS. VALUATION OF COMMUNITY BENEFIT PROGRAMS - FOR 2016, PVHMCS TOTAL COMMUNITY BENEFITS CAME TO $58,743,376 WHICH CONSISTS OF TOTAL CHARITY CARE AND MEANS-TESTED GOVERNMENT PROGRAMS ($48,271,235) AND TOTAL OTHER BENEFITS ($10,472,142). TOTAL CHARITY CARE AND MEANS-TESTED GOVERNMENT PROGRAMS IS MADE UP OF CHARITY CARE ($2,832,611), MEDI-CAL INPATIENT OR THE NET UNREIMBURSED COST, WHICH IS EQUIVALENT TO UNREIMBURSED COST LESS THE DISPROPORTIONATE SHARE PAYMENT, AND MEDI-CAL OUTPATIENT UNREIMBURSED COSTS ($45,438,624). OTHER BENEFITS ARE MADE UP OF COMMUNITY HEALTH IMPROVEMENT SERVICES AND COMMUNITY BENEFIT OPERATIONS ($1,370,739), HEALTH PROFESSIONS EDUCATION ($4,166,567), SUBSIDIZED HEALTH SERVICES ($3,662,873), RESEARCH ($100,134), AND CASH AND IN-KIND CONTRIBUTIONS TO COMMUNITY GROUPS ($1,171,828). ADDITIONALLY, THE VALUE OF COMMUNITY BUILDING ACTIVITIES IS $434,238. THE ECONOMIC VALUE OF THE DOCUMENTED COMMUNITY BENEFITS WAS DETERMINED AS FOLLOWS: UNCOMPENSATED CARE WAS VALUED IN THE SAME MANNER THAT SUCH SERVICES WERE REPORTED IN THE HOSPITALS ANNUAL REPORT TO THE OFFICE OF STATEWIDE HEALTH PLANNING AND DEVELOPMENT. CHARITY CARE WAS VALUED BY COMPUTING THE ESTIMATED COST OF CHARGES (INCLUDING CHARITY CARE DONATIONS). OTHER SERVICES WERE VALUED BY ESTIMATING THE COSTS OF PROVIDING THE SERVICES AND SUBTRACTING ANY REVENUES RECEIVED FOR SUCH SERVICES. COSTS WERE DETERMINED BY ESTIMATING STAFF AND SUPERVISION HOURS INVOLVED IN PROVIDING THE SERVICES. OTHER DIRECT COSTS SUCH AS SUPPLIES AND PURCHASED SERVICES WERE ALSO ESTIMATED. ANY OFFSETS (CORPORATE SPONSORSHIP, ATTENDANCE FEES, OR OTHER INCOME CONTRIBUTED OR GENERATED) WERE SUBTRACTED FROM THE COSTS REPORTED. PLANS FOR PUBLIC REVIEW - PVHMC PLANS TO CONTINUE SUPPORTING ITS VARIED COMMUNITY BENEFIT ACTIVITIES AND PROGRAMS CURRENTLY IN PLACE, AND WHEN APPROPRIATE, DEVELOP NEW PROGRAMS TO MEET THE NEEDS OF OUR COMMUNITY IDENTIFIED IN OUR COMMUNITY NEEDS ASSESSMENT. THE COMMUNICATION OF OUR COMMUNITY BENEFIT IS A COMBINATION OF PRESENTATIONS GIVEN TO VARIOUS ORGANIZATIONS INCLUDING THE CITY GOVERNMENT, AND DISTRIBUTION OF COPIES OF THE REPORT TO ALL INTERESTED MEMBERS (COMMUNITY COLLABORATORS, LIBRARIES, COMMUNITY CENTERS, AND BUSINESSES) WITHIN OUR COMMUNITY UPON THEIR REQUEST. THE COMMUNITY BENEFIT PLAN, IMPLEMENTATION STRATEGY, AND COMMUNITY HEALTH NEEDS ASSESSMENT (CHNA) ARE ALSO MADE WIDELY AVAILABLE TO ALL INTERESTED MEMBERS OF THE PUBLIC IN BOTH ELECTRONIC AND PAPER FORMAT. THE COST OF PRODUCTION AND DISTRIBUTION OF THESE REPORTS WILL BE ABSORBED BY THE HOSPITAL. TO ACCESS THESE REPORTS ONLINE, PLEASE VISIT HTTP://WWW.PVHMC.ORG/COMMUNITY-OUTREACH.ASP PVHMC'S CHARITY CARE POLICY - PVHMC POSTS NOTICES INFORMING THE PUBLIC OF THE FINANCIAL ASSISTANCE PROGRAM. SUCH NOTICES ARE POSTED IN HIGH VOLUME INPATIENT, AND OUTPATIENT SERVICE AREAS OF THE HOSPITAL, INCLUDING BUT NOT LIMITED TO THE EMERGENCY DEPARTMENT, INPATIENT ADMISSION AND OUTPATIENT REGISTRATION AREAS OR OTHER COMMON PATIENT WAITING AREAS OF THE HOSPITAL. NOTICES ARE POSTED AT ANY LOCATION WHERE A PATIENT MAY PAY THEIR BILL. NOTICES INCLUDE CONTACT INFORMATION ON HOW A PATIENT MAY OBTAIN MORE INFORMATION ON FINANCIAL ASSISTANCE AS WELL AS WHERE TO APPLY FOR SUCH ASSISTANCE. THESE NOTICES ARE POSTED IN ENGLISH AND SPANISH AND ANY OTHER LANGUAGES THAT ARE REPRESENTATIVE OF 5% OR GREATER OF PATIENTS IN THE HOSPITALS SERVICE AREA. A COPY OF THE FINANCIAL ASSISTANCE POLICY IS MADE AVAILABLE TO THE PUBLIC ON A REASONABLE BASIS. FORM 990, PART VI, LINE 11B A COPY OF THE TAX RETURN ALONG WITH A PRESENTATION FROM EY, THE HOSPITAL'S EXTERNAL ACCOUNTING FIRM, IS DISTRIBUTED TO THE BOARD OF DIRECTORS PRIOR TO FILING IN NOVEMBER 2017. REPRESENTATIVES FROM EY REVIEW THE RETURN DIRECTLY WITH THE DIRECTORS AND ANSWERS ANY QUESTIONS THEY MAY HAVE. THE INTERNAL PROCESS INCLUDES (A) PREPARATION OF THE FINANCIAL DATA BY HOSPITAL PERSONNEL, AND (B) SURVEYS OF DIRECTORS, OFFICERS AND KEY EMPLOYEES REGARDING INFORMATION IN RESPONSE TO QUESTIONS IN PART VI. THIS INFORMATION IS DISCLOSED IN SCHEDULE L. THE COMPLETED 990 IS REVIEWED FOR OVERALL COMPLETENESS AND ACCURACY BY THE CEO AND CFO. FORM 990, PART VI, LINE 12C EACH YEAR OFFICERS, DIRECTORS, AND KEY EMPLOYEES SUBMIT CONFLICT OF INTEREST STATEMENTS PURSUANT TO HOSPITAL POLICY. THE STATEMENTS ARE THEN REVIEWED BY THE OFFICERS OF THE BOARD (THE CHAIRMAN AND THE TWO VICE CHAIRMEN) BEFORE PRESENTED TO THE FULL BOARD AT THE ANNUAL ORGANIZATIONAL MEETING OF THE BOARD. ANY CONFLICTS OF CONCERN ARE ADDRESSED BY THE OFFICERS AND DISCUSSED BY THE FULL BOARD AT THE ORGANIZATIONAL MEETING. THEREAFTER, IT IS THE RESPONSIBILITY OF EACH MEMBER TO RAISE AN ISSUE OF POTENTIAL CONFLICT TO THE BOARD AND/OR ITS OFFICERS FOR DISPOSITION. IF A CONFLICT IS DEEMED TO EXIST, THE MEMBER IS EXCUSED FROM THE MEETING AND/OR TOPIC WHERE THE CONFLICT EXISTS. FORM 990, PART VI, LINE 15A & 15B The Board of Directors has a Compensation Committee which annually reviews and determines the compensation for the CEO. Its determination of the CEOs Compensation is based upon a tri-annual review and report of the CEOs and other senior executives compensation compared to industry practice. In 2016 the Compensation Committee relied on this report for their annual review. The Compensation Review Process is documented in the minutes of the Compensation Committee. FORM 990, PART VI, LINE 18 THE HOSPITAL IS NOT REQUIRED TO MAKE ITS FORM 1023 AVAILABLE AS IT FILED FOR TAX EXEMPT STATUS PRIOR TO JULY 15, 1987. THE HOSPITAL MAKES ITS 990 AND 990T AVAILABLE TO THE PUBLIC UPON REQUEST. FORM 990, PART VI, LINE 19 THE HOSPITAL MAKES ITS GOVERNING DOCUMENTS, CONFLICT OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. THE AUDITED FINANCIAL STATEMENTS ARE ALSO ATTACHED TO THIS FORM 990, IN ACCORDANCE WITH THE IRS INSTRUCTIONS. FORM 990, PART XI, LINE 9 EFFECT OF ADOPTION OF FASB STATEMENT 158 $ (23,135) LOSS FROM SUBSIDIARIES $(1,102,044) ------------ TOTAL $(1,125,179) POMONA VALLEY MEDICAL CENTER FDN 1798 N GAREY AVENUE POMONA CA 91767 953403287 SUPPORT PVHMC CA 501(c)(3) 7 NA false THE AUXILIARY OF PVHMC 1798 N GAREY AVE POMONA CA 91767 956053224 SUPPORT PVHMC CA 501(c)(3) 12c PVHMC true Pomona Valley Medical Plaza 160 E Artesia Avenue Pomona CA 91767 954175295 Leasing CA PVHMC RELATED -500440 3828988 false 0 false 0.90000 POMONA VALLEY HEALTH FACILITIES 1798 N GAREY AVE POMONA CA 91767 954104554 R.E. OPERATIONS CA PVHMC C Corp 35580 -203334 1.00000 true true false true false false false false false false true false false false true true true false false false Pomona Valley Medical Plaza A(i) 475507 Accrual SCHEDULE R, PART III IDENTIFICATION OF RELATED ORGANIZATIONS TAXABLE AS A PARTNERSHIP POMONA VALLEY MEDICAL PLAZA 1798 NORTH GAREY AVENUE POMONA, CA 91767 EIN: 95-4175295