Form990
Click to see attachment
Department of the TreasuryInternal Revenue Service
Return of Organization Exempt From Income Tax
Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations)
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MediumBullet Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
A For the 2019 calendar year, or tax year beginning 01-01-2016 , and ending 12-31-2016
BCheck if applicable:
CName of organization
KAISER FOUNDATION HOSPITALS
 
% SVP CC AND CAO
Doing business as
 
 
Number and street (or P.O. box if mail is not delivered to street address)
ONE KAISER PLAZA 15L
 
Room/suite
City or town, state or province, country, and ZIP or foreign postal code
OAKLAND, CA94612
D Employer identification number

94-1105628
E Telephone number

G Gross receipts $ 35,774,505,082
F Name and address of principal officer:
Bernard J Tyson
ONE KAISER PLAZA 15L
OAKLAND,CA94612
I
Tax-exempt status: (   ) LeftBullet (insert no.) or
J
Website:MediumBullet
www.kp.org
H(a)
Is this a group return for
subordinates?
H(b)
Are all subordinates
included?
If "No," attach a list. (see instructions)
H(c)
Group exemption number MediumBullet  
K Form of organization:  
L Year of formation: 1948
M State of legal domicile: CA
Part I
Summary
Activities  & Governance 1 Briefly describe the organization’s mission or most significant activities: to provide high-quality, affordable health care services to improve the health of our members and the communities we serve.
2 Check this box MediumBullet
3 Number of voting members of the governing body (Part VI, line 1a) ........ 3 14
4 Number of independent voting members of the governing body (Part VI, line 1b) ..... 4 13
5 Total number of individuals employed in calendar year 2019 (Part V, line 2a) ...... 5 78,540
6 Total number of volunteers (estimate if necessary) ............. 6 9,764
7a Total unrelated business revenue from Part VIII, column (C), line 12 ........ 7a -12,502,953
b Net unrelated business taxable income from Form 990-T, line 39 ......... 7b 0
Revenues Prior Year Current Year
8 Contributions and grants (Part VIII, line 1h) ......... 129,052,546 133,605,188
9 Program service revenue (Part VIII, line 2g) ......... 21,069,505,713 22,933,954,169
10 Investment income (Part VIII, column (A), lines 3, 4, and 7d ) .... 1,289,506,426 1,148,256,480
11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e) 101,096,097 35,962,972
12 Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12) 22,589,160,782 24,251,778,809
Expenses; 13 Grants and similar amounts paid (Part IX, column (A), lines 1–3 )... 51,024,853 65,959,661
14 Benefits paid to or for members (Part IX, column (A), line 4)..... 0 0
15 Salaries, other compensation, employee benefits (Part IX, column (A), lines 5–10) 7,915,102,701 8,087,586,455
16a Professional fundraising fees (Part IX, column (A), line 11e) ..... 0 0
b Total fundraising expenses (Part IX, column (D), line 25) MediumBullet0    
17 Other expenses (Part IX, column (A), lines 11a–11d, 11f–24e).... 12,211,010,026 13,822,272,617
18 Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) 20,177,137,580 21,975,818,733
19 Revenue less expenses. Subtract line 18 from line 12....... 2,412,023,202 2,275,960,076
Net Assets or Fund Balances; Beginning of Current Year End of Year
20 Total assets (Part X, line 16)............. 43,991,189,809 44,703,206,468
21 Total liabilities (Part X, line 26)............. 24,717,068,061 23,345,473,549
22 Net assets or fund balances. Subtract line 21 from line 20..... 19,274,121,748 21,357,732,919
Part II
Signature Block
Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge.
Sign Here
JumboBullet
Signature of officer Date
JumboBullet
Type or print name and title
Paid Preparer Use Only
Print/Type preparer's name
Preparer's signature
Date
PTIN
Firm's name MediumBullet

Firm's EIN MediumBullet
Firm's address MediumBullet



Phone no.
May the IRS discuss this return with the preparer shown above? (see instructions) ..........
For Paperwork Reduction Act Notice, see the separate instructions.
Cat. No. 11282Y Form 990 (2019)
Form 990 (2019)
Page 2
Part III
Statement of Program Service Accomplishments
Check if Schedule O contains a response or note to any line in this Part III..............
1
Briefly describe the organization’s mission: TO PROVIDE HIGH-QUALITY, AFFORDABLE HEALTH CARE SERVICES TO IMPROVE THE HEALTH OF OUR MEMBERS AND THE COMMUNITIES WE SERVE.
2
Did the organization undertake any significant program services during the year which were not listed on
the prior Form 990 or 990-EZ? .....................
If "Yes," describe these new services on Schedule O.
3
Did the organization cease conducting, or make significant changes in how it conducts, any program
services? ...........................
If "Yes," describe these changes on Schedule O.
4
Describe the organization’s program service accomplishments for each of its three largest program services, as measured by expenses. Section 501(c)(3) and 501(c)(4) organizations are required to report the amount of grants and allocations to others, the total expenses, and revenue, if any, for each program service reported.
4a (Code:   ) (Expenses $ 19,034,243,664 including grants of $ 3,793,194 ) (Revenue $ 21,722,926,248 )
Provides Hospital and Medical Care, Training and charity care. Kaiser Foundation Hospitals (KFH) provides hospital, medical and surgical care, including emergency services, extended care and home health care without regards to age, sex, race, religion or national origin or the ability to pay. KFH educates and trains medical students, physicians and other health care professionals and promotes scientific research and medical and nursing education in order to improve care for our members and our community. KFH directly invests in improvements in community health by working to increase access for the underserved, disseminating care improvements, altering the social determinants of health and educating to improve health.
4b (Code:   ) (Expenses $ 178,417,085 including grants of $ 0 ) (Revenue $ 48,576,672 )
Charity Care (Medical Financial Assistance and Charitable Health Coverage) Kaiser Foundation Hospitals (KFH) provides charity care to low-income vulnerable patients through the Medical Financial Assistance (MFA) and Charitable Health Coverage (CHC) Programs. KFH offers financial assistance through the MFA program to help families and individuals with a demonstrated financial need pay for all or part of the cost of emergency or medically necessary care provided in Kaiser Permanente facilities and/or by Kaiser Permanente providers. In 2016, this program assisted approximately 177,000 qualifying applicants, including more than 38,000 patients who were not covered by a product offered by Kaiser Foundation Health Plan, Inc. The CHC programs offer regular Kaiser Foundation Health Plan membership at minimal cost to low income families who are not eligible for other public or privately sponsored coverage. Over 61,000 patients were receiving access to comprehensive health care through these programs at the end of 2016.
4c (Code:   ) (Expenses $ 1,558,661,098 including grants of $ 0 ) (Revenue $ 1,068,446,164 )
Medicaid and Other Government Sponsored Programs Kaiser Foundation Hospitals (KFH) is committed to improving medical care for beneficiaries of Medicaid and other government sponsored programs, not only for Kaiser Foundation Health Plan, Inc. members, but also within the communities we serve. At the end of 2016, nearly 612,000 individuals were receiving access to inpatient and emergency care at KFHs facilities under Medicaid managed care programs in the states of California, Hawaii, Oregon, and Washington. Approximately 161,000 more individuals were receiving treatment under the Childrens Health Insurance Program (CHIP). In addition, KFH provided health care on a fee-for-service basis for Medicaid beneficiaries who were not enrolled as Kaiser Foundation Health Plan, Inc. members.
(Code:   ) (Expenses $ 325,962,802 including grants of $ 62,166,467 ) (Revenue $ 94,005,085 )
SEE part iii, line 4a-d description
4d Other program services (Describe in Schedule O.)
(Expenses $ 325,962,802 including grants of $ 62,166,467 ) (Revenue $ 94,005,085 )
4e Total program service expensesMediumBullet21,097,284,649
Form 990 (2019)
Form 990 (2019)
Page 3
Part IV
Checklist of Required Schedules
Yes
No
1
Is the organization described in section 501(c)(3) or 4947(a)(1) (other than a private foundation)? If "Yes," complete Schedule AClick to see attachment.....................
1
Yes
 
2
Is the organization required to complete Schedule B, Schedule of Contributors (see instructions)? Click to see attachment...
2
Yes
 
3
Did the organization engage in direct or indirect political campaign activities on behalf of or in opposition to candidates for public office? If "Yes," complete Schedule C, Part I.............
3
 
No
4
Section 501(c)(3) organizations. Did the organization engage in lobbying activities, or have a section 501(h) election in effect during the tax year? If "Yes," complete Schedule C, Part II.........
4
 
No
5
Is the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization that receives membership dues, assessments, or similar amounts as defined in Revenue Procedure 98-19? If "Yes," complete Schedule C, Part III..
5
 
No
6
Did the organization maintain any donor advised funds or any similar funds or accounts for which donors have the right to provide advice on the distribution or investment of amounts in such funds or accounts? If "Yes," complete Schedule D, Part IClick to see attachment.........................
6
 
No
7
Did the organization receive or hold a conservation easement, including easements to preserve open space,
the environment, historic land areas, or historic structures? If "Yes," complete Schedule D, Part IIClick to see attachment....
7
 
No
8
Did the organization maintain collections of works of art, historical treasures, or other similar assets? If "Yes,"
complete Schedule D,
Part IIIClick to see attachment..............
8
 
No
9
Did the organization report an amount in Part X, line 21 for escrow or custodial account liability; serve as a custodian for amounts not listed in Part X; or provide credit counseling, debt management, credit repair, or debt negotiation services? If "Yes," complete Schedule D, Part IVClick to see attachment..............
9
 
No
10
Did the organization, directly or through a related organization, hold assets in temporarily restricted endowments, permanent endowments, or quasi endowments? If "Yes," complete Schedule D, Part V......
10
 
 
11
If the organization’s answer to any of the following questions is "Yes," then complete Schedule D, Parts VI, VII, VIII, IX, or X as applicable.
a
Did the organization report an amount for land, buildings, and equipment in Part X, line 10? If "Yes," complete
Schedule D,
Part VI. Click to see attachment...................
11a
Yes
 
b
Did the organization report an amount for investments—other securities in Part X, line 12 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part VIIClick to see attachment.......
11b
Yes
 
c
Did the organization report an amount for investments—program related in Part X, line 13 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part VIIIClick to see attachment.......
11c
 
No
d
Did the organization report an amount for other assets in Part X, line 15 that is 5% or more of its total assets reported in Part X, line 16? If "Yes," complete Schedule D, Part IXClick to see attachment............
11d
 
No
e
Did the organization report an amount for other liabilities in Part X, line 25? If "Yes," complete Schedule D, Part XClick to see attachment
11e
Yes
 
f
Did the organization’s separate or consolidated financial statements for the tax year include a footnote that addresses the organization’s liability for uncertain tax positions under FIN 48 (ASC 740)? If "Yes," complete Schedule D, Part XClick to see attachment
11f
 
No
12a
Did the organization obtain separate, independent audited financial statements for the tax year? If "Yes," complete
Schedule D, Parts XI and XII
Click to see attachment......................
12a
 
No
b
Was the organization included in consolidated, independent audited financial statements for the tax year? If "Yes," and if the organization answered "No" to line 12a, then completing Schedule D, Parts XI and XII is optional Click to see attachment
12b
Yes
 
13
Is the organization a school described in section 170(b)(1)(A)(ii)? If "Yes," complete Schedule E
13
 
No
14a
Did the organization maintain an office, employees, or agents outside of the United States? .....
14a
 
No
b
Did the organization have aggregate revenues or expenses of more than $10,000 from grantmaking, fundraising, business, investment, and program service activities outside the United States, or aggregate foreign investments valued at $100,000 or more? If "Yes," complete Schedule F, Parts I and IV.........Click to see attachment
14b
Yes
 
15
Did the organization report on Part IX, column (A), line 3, more than $5,000 of grants or other assistance to or for any foreign organization? If “Yes,” complete Schedule F, Parts II and IV.....Click to see attachment
15
Yes
 
16
Did the organization report on Part IX, column (A), line 3, more than $5,000 of aggregate grants or other assistance to or for foreign individuals? If “Yes,” complete Schedule F, Parts III and IV...Click to see attachment
16
 
No
17
Did the organization report a total of more than $15,000 of expenses for professional fundraising services on Part IX, column (A), lines 6 and 11e? If "Yes," complete Schedule G, Part I(see instructions) ....
17
 
No
18
Did the organization report more than $15,000 total of fundraising event gross income and contributions on Part VIII, lines 1c and 8a? If "Yes," complete Schedule G, Part II............
18
 
No
19
Did the organization report more than $15,000 of gross income from gaming activities on Part VIII, line 9a? If "Yes," complete Schedule G, Part III...................
19
 
No
20a
Did the organization operate one or more hospital facilities? If "Yes," complete Schedule H....Click to see attachment
20a
Yes
 
b
If "Yes" to line 20a, did the organization attach a copy of its audited financial statements to this return? Click to see list of attachments
20b
Yes
 
21
Did the organization report more than $5,000 of grants or other assistance to any domestic organization or domestic government on Part IX, column (A), line 1? If “Yes,” complete Schedule I, Parts I and II.....Click to see attachment
21
Yes
 
Form 990 (2019)
Form 990 (2019)
Page 4
Part IV
Checklist of Required Schedules (continued)
Yes
No
22
Did the organization report more than $5,000 of grants or other assistance to or for domestic individuals on Part IX, column (A), line 2? If “Yes,” complete Schedule I, Parts I and III........Click to see attachment
22
Yes
 
23
Did the organization answer "Yes" to Part VII, Section A, line 3, 4, or 5 about compensation of the organization’s current and former officers, directors, trustees, key employees, and highest compensated employees? If "Yes," complete Schedule J....................... Click to see attachment
23
Yes
 
24a
Did the organization have a tax-exempt bond issue with an outstanding principal amount of more than $100,000 as of the last day of the year, that was issued after December 31, 2002? If “Yes,” answer lines 24b through 24d and complete Schedule K. If “No,” go to line 25a...............Click to see list of attachments
24a
Yes
 
b
Did the organization invest any proceeds of tax-exempt bonds beyond a temporary period exception?...
24b
Yes
 
c
Did the organization maintain an escrow account other than a refunding escrow at any time during the year
to defease any tax-exempt bonds? ...............
24c
 
No
d
Did the organization act as an "on behalf of" issuer for bonds outstanding at any time during the year?...
24d
 
No
25a
Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in an excess benefit transaction with a disqualified person during the year? If "Yes," complete Schedule L, Part I .... Click to see attachment
25a
 
No
b
Is the organization aware that it engaged in an excess benefit transaction with a disqualified person in a prior year, and that the transaction has not been reported on any of the organization’s prior Forms 990 or 990-EZ? If "Yes," complete Schedule L, Part I.......................Click to see attachment
25b
 
No
26
Did the organization report any amount on Part X, line 5 or 22 for receivables from or payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons? If "Yes," complete Schedule L, Part IIClick to see attachment...........
26
 
No
27
Did the organization provide a grant or other assistance to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or employee thereof, a grant selection committee member, or to a 35% controlled entity (including an employee thereof) or family member of any of these persons?
If "Yes," complete
Schedule L, Part IIIClick to see attachment.........................
27
 
No
28
Was the organization a party to a business transaction with one of the following parties (see Schedule L, Part IV instructions for applicable filing thresholds, conditions, and exceptions):
a
A current or former officer, director, trustee, key employee, creator or founder, or substantial contributor? If "Yes," complete Schedule L, Part IV......................Click to see attachment
28a
 
No
b
A family member of any individual described in line 28a? If "Yes," complete Schedule L, Part IV.....Click to see attachment
28b
Yes
 
c
A 35% controlled entity of one or more individuals and/or organizations described in lines 28a or 28b? If "Yes," complete Schedule L, Part IV.....................
28c
 
 
29
Did the organization receive more than $25,000 in non-cash contributions? If "Yes," complete Schedule M..
29
 
No
30
Did the organization receive contributions of art, historical treasures, or other similar assets, or qualified conservation contributions? If "Yes," complete Schedule M .................
30
 
No
31
Did the organization liquidate, terminate, or dissolve and cease operations? If "Yes," complete Schedule N, Part I
31
 
No
32
Did the organization sell, exchange, dispose of, or transfer more than 25% of its net assets? If "Yes," complete Schedule N, Part II........................
32
 
No
33
Did the organization own 100% of an entity disregarded as separate from the organization under Regulations sections 301.7701-2 and 301.7701-3? If "Yes," complete Schedule R, Part I............Click to see attachment
33
Yes
 
34
Was the organization related to any tax-exempt or taxable entity? If "Yes," complete Schedule R, Part II, III, or IV, and Part V, line 1.........................Click to see attachment
34
Yes
 
35a
Did the organization have a controlled entity within the meaning of section 512(b)(13)?
35a
Yes
 
b
If ‘Yes’ to line 35a, did the organization receive any payment from or engage in any transaction with a controlled entity within the meaning of section 512(b)(13)? If "Yes," complete Schedule R, Part V, line 2 ...Click to see attachment
35b
Yes
 
36
Section 501(c)(3) organizations. Did the organization make any transfers to an exempt non-charitable related organization? If "Yes," complete Schedule R, Part V, line 2............. Click to see attachment
36
 
No
37
Did the organization conduct more than 5% of its activities through an entity that is not a related organization and that is treated as a partnership for federal income tax purposes? If "Yes," complete Schedule R, Part VIClick to see attachment
37
 
No
38
Did the organization complete Schedule O and provide explanations in Schedule O for Part VI, lines 11b and 19? Note. All Form 990 filers are required to complete Schedule O. ............
38
Yes
 
Part V
Statements Regarding Other IRS Filings and Tax Compliance
Check if Schedule O contains a response or note to any line in this Part V...........
Yes
No
1a
Enter the number reported in Box 3 of Form 1096. Enter -0- if not applicable ..
1a
3,010
b
Enter the number of Forms W-2G included in line 1a. Enter -0- if not applicable .
1b
0
c
Did the organization comply with backup withholding rules for reportable payments to vendors and reportable gaming (gambling) winnings to prize winners? ..................
1c
Yes
 
Form 990 (2019)
Form 990 (2019)
Page 5
Part V
Statements Regarding Other IRS Filings and Tax Compliance (continued)
2a
Enter the number of employees reported on Form W-3, Transmittal of Wage and
Tax Statements, filed for the calendar year ending with or within the year covered by this return ..................
2a
78,540
b
If at least one is reported on line 2a, did the organization file all required federal employment tax returns?
Note. If the sum of lines 1a and 2a is greater than 250, you may be required to e-file (see instructions)
2b
Yes
 
3a
Did the organization have unrelated business gross income of $1,000 or more during the year?...
3a
Yes
 
b
If “Yes,” has it filed a Form 990-T for this year? If “No” to line 3b, provide an explanation in Schedule O...
3b
Yes
 
4a
At any time during the calendar year, did the organization have an interest in, or a signature or other authority over, a financial account in a foreign country (such as a bank account, securities account, or other financial account)? ..
4a
Yes
 
b
If "Yes," enter the name of the foreign country: MediumBulletBR , CI , CH , CO , EZ , DA , GH , GR , IN , ID
See instructions for filing requirements for FinCEN Form 114, Report of Foreign Bank and Financial Accounts (FBAR).
5a
Was the organization a party to a prohibited tax shelter transaction at any time during the tax year? ..
5a
 
No
b
Did any taxable party notify the organization that it was or is a party to a prohibited tax shelter transaction?
5b
 
No
c
If "Yes," to line 5a or 5b, did the organization file Form 8886-T? ............
5c
 
 
6a
Does the organization have annual gross receipts that are normally greater than $100,000, and did the organization solicit any contributions that were not tax deductible as charitable contributions? ...
6a
 
No
b
If "Yes," did the organization include with every solicitation an express statement that such contributions or gifts were not tax deductible? ......................
6b
 
 
7
Organizations that may receive deductible contributions under section 170(c).
a
Did the organization receive a payment in excess of $75 made partly as a contribution and partly for goods and services provided to the payor? ....................
7a
 
No
b
If "Yes," did the organization notify the donor of the value of the goods or services provided? .....
7b
 
 
c
Did the organization sell, exchange, or otherwise dispose of tangible personal property for which it was required to file Form 8282? .........................
7c
 
No
d
If "Yes," indicate the number of Forms 8282 filed during the year ....
7d
 
e
Did the organization receive any funds, directly or indirectly, to pay premiums on a personal benefit contract?
7e
 
No
f
Did the organization, during the year, pay premiums, directly or indirectly, on a personal benefit contract? ..
7f
 
No
g
If the organization received a contribution of qualified intellectual property, did the organization file Form 8899 as required? ......................
7g
 
 
h
If the organization received a contribution of cars, boats, airplanes, or other vehicles, did the organization file a Form 1098-C? ..........................
7h
 
 
8
Sponsoring organizations maintaining donor advised funds. Did a donor advised fund maintained by the sponsoring organization have excess business holdings at any time during the year? ........
8
 
 
9
Sponsoring organizations maintaining donor advised funds.
a
Did the sponsoring organization make any taxable distributions under section 4966?........
9a
 
 
b
Did the sponsoring organization make a distribution to a donor, donor advisor, or related person?...
9b
 
 
10
Section 501(c)(7) organizations. Enter:
a
Initiation fees and capital contributions included on Part VIII, line 12 ...
10a
 
b
Gross receipts, included on Form 990, Part VIII, line 12, for public use of club facilities
10b
 
11
Section 501(c)(12) organizations. Enter:
a
Gross income from members or shareholders .........
11a
 
b
Gross income from other sources (Do not net amounts due or paid to other sources against amounts due or received from them.) ..........
11b
 
12a
Section 4947(a)(1) non-exempt charitable trusts. Is the organization filing Form 990 in lieu of Form 1041?
12a
 
 
b
If "Yes," enter the amount of tax-exempt interest received or accrued during the year.
12b
 
13
Section 501(c)(29) qualified nonprofit health insurance issuers.
a
Is the organization licensed to issue qualified health plans in more than one state? .........
Note. See the instructions for additional information the organization must report on Schedule O.
13a
 
 
b
Enter the amount of reserves the organization is required to maintain by the states in which the organization is licensed to issue qualified health plans ....
13b
 
c
Enter the amount of reserves on hand ............
13c
 
14a
Did the organization receive any payments for indoor tanning services during the tax year?.....
14a
 
No
b
If "Yes," has it filed a Form 720 to report these payments? If "No," provide an explanation in Schedule O..
14b
 
 
15
Is the organization subject to the section 4960 tax on payment(s) of more than $1,000,000 in remuneration or excess parachute payment(s) during the year? ....................
If "Yes," see instructions and file Form 4720, Schedule N.
15
 
 
16
Is the organization an educational institution subject to the section 4968 excise tax on net investment income? ..
If "Yes," complete Form 4720, Schedule O.
16
 
 
Form 990 (2019)
Form 990 (2019)
Page 6
Part VI
Governance, Management, and Disclosure For each "Yes" response to lines 2 through 7b below, and for a "No" response to lines 8a, 8b, or 10b below, describe the circumstances, processes, or changes in Schedule O. See instructions.
Check if Schedule O contains a response or note to any line in this Part VI..............
Section A. Governing Body and Management
Yes
No
1a
Enter the number of voting members of the governing body at the end of the tax year
1a
14
If there are material differences in voting rights among members of the governing body, or if the governing body delegated broad authority to an executive committee or similar committee, explain in Schedule O.
b
Enter the number of voting members included in line 1a, above, who are independent
1b
13
2
Did any officer, director, trustee, or key employee have a family relationship or a business relationship with any other officer, director, trustee, or key employee? .................
2
 
No
3
Did the organization delegate control over management duties customarily performed by or under the direct supervision of officers, directors or trustees, or key employees to a management company or other person? .
3
 
No
4
Did the organization make any significant changes to its governing documents since the prior Form 990 was filed? .
4
Yes
 
5
Did the organization become aware during the year of a significant diversion of the organization’s assets? .
5
Yes
 
6
Did the organization have members or stockholders? ................
6
 
No
7a
Did the organization have members, stockholders, or other persons who had the power to elect or appoint one or more members of the governing body? ....................
7a
 
No
b
Are any governance decisions of the organization reserved to (or subject to approval by) members, stockholders, or persons other than the governing body? ...................
7b
 
No
8
Did the organization contemporaneously document the meetings held or written actions undertaken during the year by the following:
a
The governing body? .......................
8a
Yes
 
b
Each committee with authority to act on behalf of the governing body? ............
8b
Yes
 
9
Is there any officer, director, trustee, or key employee listed in Part VII, Section A, who cannot be reached at the organization’s mailing address? If "Yes," provide the names and addresses in Schedule O.......
9
 
No
Section B. Policies (This Section B requests information about policies not required by the Internal Revenue Code.)
Yes
No
10a
Did the organization have local chapters, branches, or affiliates? ............
10a
 
No
b
If "Yes," did the organization have written policies and procedures governing the activities of such chapters, affiliates, and branches to ensure their operations are consistent with the organization's exempt purposes?
10b
 
 
11a
Has the organization provided a complete copy of this Form 990 to all members of its governing body before filing the form? ............................
11a
Yes
 
b
Describe in Schedule O the process, if any, used by the organization to review this Form 990. .....
12a
Did the organization have a written conflict of interest policy? If "No," go to line 13.......
12a
Yes
 
b
Were officers, directors, or trustees, and key employees required to disclose annually interests that could give rise to conflicts? ..........................
12b
Yes
 
c
Did the organization regularly and consistently monitor and enforce compliance with the policy? If "Yes," describe in Schedule O how this was done...................
12c
Yes
 
13
Did the organization have a written whistleblower policy? ...............
13
Yes
 
14
Did the organization have a written document retention and destruction policy? .........
14
Yes
 
15
Did the process for determining compensation of the following persons include a review and approval by independent persons, comparability data, and contemporaneous substantiation of the deliberation and decision?
a
The organization’s CEO, Executive Director, or top management official ...........
15a
Yes
 
b
Other officers or key employees of the organization ................
15b
Yes
 
If "Yes" to line 15a or 15b, describe the process in Schedule O (see instructions).
16a
Did the organization invest in, contribute assets to, or participate in a joint venture or similar arrangement with a taxable entity during the year? ......................
16a
 
No
b
If "Yes," did the organization follow a written policy or procedure requiring the organization to evaluate its participation in joint venture arrangements under applicable federal tax law, and take steps to safeguard the organization’s exempt status with respect to such arrangements? ............
16b
 
 
Section C. Disclosure
17
List the states with which a copy of this Form 990 is required to be filedMediumBullet
CA , GA , OR
18
Section 6104 requires an organization to make its Form 1023 (or 1024-A if applicable), 990, and 990-T (501(c)(3)s only) available for public inspection. Indicate how you made these available. Check all that apply.
19
Describe in Schedule O whether (and if so, how) the organization made its governing documents, conflict of interest policy, and financial statements available to the public during the tax year.
20
State the name, address, and telephone number of the person who possesses the organization's books and records:
MediumBulletSVP CC AND CAOONE KAISER PLAZA 15L   OAKLAND,CA94612 (510) 271-6611
Form 990 (2019)
Form 990 (2019)
Page 7
Part VII
Compensation of Officers, Directors,Trustees, Key Employees, Highest Compensated Employees, and Independent Contractors
Check if Schedule O contains a response or note to any line in this Part VII..............
Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees
1a Complete this table for all persons required to be listed. Report compensation for the calendar year ending with or within the organization’s tax year.
RoundBullet List all of the organization’s current officers, directors, trustees (whether individuals or organizations), regardless of amount
of compensation. Enter -0- in columns (D), (E), and (F) if no compensation was paid.

RoundBullet List all of the organization’s current key employees, if any. See instructions for definition of "key employee."
RoundBullet List the organization’s five current highest compensated employees (other than an officer, director, trustee or key employee)
who received reportable compensation (Box 5 of Form W-2 and/or Box 7 of Form 1099-MISC) of more than $100,000 from the
organization and any related organizations.

RoundBullet List all of the organization’s former officers, key employees, or highest compensated employees who received more than $100,000
of reportable compensation from the organization and any related organizations.

RoundBullet List all of the organization’s former directors or trustees that received, in the capacity as a former director or trustee of the
organization, more than $10,000 of reportable compensation from the organization and any related organizations.

See instructions for the order in which to list the persons above.
Check this box if neither the organization nor any related organization compensated any current officer, director, or trustee.
(A)
Name and title
(B)
Average hours per week (list any hours for related organizations below dotted line)
(C)
Position (do not check more than one box, unless person is both an officer and a director/trustee)
(D)
Reportable compensation from the organization (W-2/1099-MISC)
(E)
Reportable compensation from related organizations (W-2/1099-MISC)
(F)
Estimated amount of other compensation from the organization and related organizations
Individual Trustee or Director; Institutional Trustee; OfficerInd; Key Employee; Highest compensated employee; FormerOfcrDirectorTrusteeInd;
(1) Ramon F Baez......................................................................
Director
2.0
.................
3.0
X           0 152,591 0
(2) Regina M Benjamin MD MBA......................................................................
Director
3.0
.................
5.5
X           0 197,178 0
(3) Jeffrey E Epstein......................................................................
Director
3.0
.................
5.0
X           0 206,871 0
(4) Leslie S Heisz......................................................................
Director
2.0
.................
3.0
X           0 215,118 0
(5) David Hoffmeister......................................................................
Director
3.0
.................
5.0
X           0 225,809 0
(6) Judith A Johansen JD......................................................................
Director
3.0
.................
5.5
X           0 240,707 0
(7) Kim J Kaiser......................................................................
Director
2.5
.................
5.0
X           0 216,547 0
(8) Philip A Marineau......................................................................
Director
2.3
.................
4.14
X           0 229,371 0
(9) Edward Pei......................................................................
Director
3.0
.................
4.5
X           0 226,739 18,000
(10) Margaret E Porfido JD......................................................................
Director
2.0
.................
4.5
X           0 247,358 0
(11) Richard Shannon MD......................................................................
Director
2.0
.................
3.5
X           0 212,000 0
(12) Cynthia A Telles PHD......................................................................
Director
3.0
.................
4.5
X           0 223,809 0
(13) Bernard Tyson......................................................................
Chairman & CEO
12.0
.................
38.0
X   X       0 8,529,498 720,185
(14) Eugene Washington MD......................................................................
Director
3.0
.................
4.0
X           0 186,626 0
(15) Gregory Adams......................................................................
EVP, Group President
10.0
.................
40.0
    X       0 2,457,650 688,025
(16) Mary Ann Barnes......................................................................
Region President - Hawaii
50.0
.................
0.0
    X       0 1,120,503 159,041
(17) Anthony Barrueta......................................................................
SVP, Government Relations
25.0
.................
25.0
    X       0 1,076,323 269,446
Form 990 (2019)
Form 990 (2019)
Page 8
Part VII
Section A. Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees (continued)
(A)
Name and title
(B)
Average hours per week (list any hours for related organizations below dotted line)
(C)
Position (do not check more than one box, unless person is both an officer and a director/trustee)
(D)
Reportable compensation from the organization (W-2/1099-MISC)
(E)
Reportable compensation from related organizations (W-2/1099-MISC)
(F)
Estimated amount of other compensation from the organization and related organizations
Individual Trustee or Director; Institutional Trustee; OfficerInd; Key Employee; Highest compensated employee; FormerOfcrDirectorTrusteeInd;
(18) Raymond Baxter........................................................................
SVP, CB Research & Hlth Policy
25.0
.......................25.0
    X       0 1,292,333 69,748
(19) Vanessa Benavides........................................................................
SVP, Chief Comp & Priv Officer
20.0
.......................30.0
    X       0 620,543 189,748
(20) Charles Bevilacqua........................................................................
SVP, HP Products, SVC & Admin
0.0
.......................50.0
    X       0 1,155,388 207,102
(21) Maryann Bodayle........................................................................
Assistant Secretary
22.0
.......................28.0
    X       0 166,251 33,529
(22) Bechara Choucair........................................................................
SVP,Community Health & Benefit
25.0
.......................25.0
    X       0 480,507 14,329
(23) Benjamin Chu........................................................................
EVP,GP & Region President SCAL
25.0
.......................25.0
    X       0 2,371,766 164,429
(24) Charles Columbus........................................................................
SVP, Chief HR Officer
25.0
.......................25.0
    X       0 1,527,720 436,769
(25) Patrick Courneya........................................................................
EVP, Chief Medical Officer
25.0
.......................25.0
    X       0 906,260 511,023
(26) Richard Daniels........................................................................
EVP, CIO
2.0
.......................48.0
    X       0 1,786,816 387,359
(27) Sandra Golze........................................................................
Assistant Secretary - NCAL
25.0
.......................25.0
    X       0 567,331 171,428
(28) Kimberly Horn........................................................................
Regional President - MAS
0.0
.......................50.0
    X       0 1,288,042 617,297
(29) Kathryn Lancaster........................................................................
EVP & CFO
14.0
.......................36.0
    X       0 2,681,226 588,601
(30) Janet Liang........................................................................
Regional President - NCAL
25.0
.......................25.0
    X       0 1,386,290 389,244
(31) Donna Lynne........................................................................
EVP, GP & Region Pres - CO
18.0
.......................32.0
    X       0 5,214,011 131,383
(32) Roland Lyon........................................................................
Regional President - Colorado
0.0
.......................50.0
    X       0 592,763 206,175
(33) Gerald Mccall........................................................................
SVP Operations
50.0
.......................0.0
    X       0 962,147 180,579
(34) Andrew Mcculloch........................................................................
Regional President - Northwest
25.0
.......................25.0
    X       0 1,045,365 545,870
(35) Thomas Meier........................................................................
SVP, Corporate Treasurer
17.0
.......................33.0
    X       0 1,050,818 138,764
(36) Julie Miller-Phipps........................................................................
Regional President - SCAL
9.0
.......................41.0
    X       0 1,097,514 210,358
(37) Susan Mullaney........................................................................
VP, COO - NW
0.0
.......................50.0
    X       0 697,523 147,394
(38) Donald Orndoff........................................................................
SVP, NFS
15.0
.......................35.0
    X       0 935,840 216,315
(39) Wade Overgaard........................................................................
SVP, Health Plan Ops - CA
1.0
.......................49.0
    X       0 1,821,601 191,697
(40) Frank Richardson........................................................................
Assistant Secretary - HI
25.0
.......................25.0
    X       0 309,105 126,007
(41) Rochelle Roth........................................................................
Assistant Secretary
10.0
.......................40.0
    X       0 274,594 117,866
(42) Jacqueline Sellers........................................................................
Assistant Secretary
25.0
.......................25.0
    X       0 265,122 88,088
(43) James Simpson........................................................................
SVP, Finance - BU & ROC
0.0
.......................50.0
    X       0 835,636 197,862
(44) Arthur Southam........................................................................
EVP, Health Plan Operations
5.0
.......................45.0
    X       0 2,775,635 464,416
(45) Deborah Stokes........................................................................
SVP,Corporate Controller & CAO
16.5
.......................33.5
    X       0 503,944 3,920
(46) Paul M Swenson........................................................................
SVP & Chief Strategy Officer
0.0
.......................50.0
    X       0 1,099,290 178,847
(47) Alfonse Upshaw........................................................................
SVP,Corporate Controller & CAO
16.5
.......................33.5
    X       0 616,612 108,314
(48) Cesar Villalpando........................................................................
SVP, Enterprise Shared SVCS
25.0
.......................25.0
    X       0 1,045,511 303,641
(49) Nancy Wollen........................................................................
SVP, Chief Operating Officer
0.0
.......................50.0
    X       0 997,247 159,880
(50) John Yamamoto........................................................................
Assistant Secretary
25.0
.......................25.0
    X       0 643,745 195,832
(51) Hong-Sze Yu........................................................................
Assistant Secretary
14.0
.......................36.0
    X       0 304,345 126,932
(52) Carlos Zaragoza........................................................................
Assistant Secretary
25.0
.......................25.0
    X       0 408,667 20,355
(53) Mark Zemelman........................................................................
SVP, General Counsel & Secy
20.0
.......................30.0
    X       0 1,630,173 369,974
(54) Derrick Billings........................................................................
SVP, Hospital & Area Ops -NCAL
50.0
.......................0.0
      X     0 733,527 11,073
(55) Christopher Boyd........................................................................
SVP & Area Mgr - Santa Clara
50.0
.......................0.0
      X     0 633,692 160,392
(56) William Caswell........................................................................
SVP, Operations
50.0
.......................0.0
      X     0 820,583 129,520
(57) Greg Christian........................................................................
SVP, Area Manager - Fontana
50.0
.......................0.0
      X     0 585,880 185,702
(58) Judith Coffey........................................................................
SVP & Area Mgr - Marin/Sonoma
50.0
.......................0.0
      X     0 577,957 111,296
(59) Jeffrey Collins........................................................................
SVP & Area Manager - Roseville
50.0
.......................0.0
      X     0 608,193 143,369
(60) Mark Costa........................................................................
SVP,Area Manager-Orange County
50.0
.......................0.0
      X     0 580,675 174,249
(61) George Disalvo........................................................................
SVP, CFO - SCAL
20.0
.......................30.0
      X     0 1,063,099 240,977
(62) Elizabeth Finley........................................................................
SVP, Area Manager - San Diego
50.0
.......................0.0
      X     0 621,283 185,430
(63) Deborah Friberg........................................................................
SVP & Area Mgr -Central Valley
50.0
.......................0.0
      X     0 543,642 143,411
(64) Corwin Harper........................................................................
SVP & Area Mgr - Napa/Solano
50.0
.......................0.0
      X     0 535,142 157,370
(65) Colleen Mckeown........................................................................
SVP & Area Mgr - Diablo
50.0
.......................0.0
      X     0 590,471 105,045
(66) Christine Robisch........................................................................
SVP, CAO - NCAL
50.0
.......................0.0
      X     0 651,549 206,287
(67) Michael Rowe........................................................................
SVP, CFO - NCAL
20.0
.......................30.0
      X     0 1,309,692 207,222
(68) Nirav Shah........................................................................
SVP, COO Clinical Operations
50.0
.......................0.0
      X     0 753,572 147,038
(69) Claudio F Abreu........................................................................
SVP, Regional IT Operations
50.0
.......................0.0
        X   0 1,100,477 -30,455
(70) Lisa L Caplan........................................................................
SVP Care Delivery Tech Svcs
50.0
.......................0.0
        X   0 916,976 175,634
(71) Diane Comer........................................................................
SVP, Buss Info Officer - KFHP
50.0
.......................0.0
        X   0 1,061,175 176,255
(72) Kathleen M Scheirman........................................................................
SVP Application Services Group
50.0
.......................0.0
        X   0 981,982 164,801
(73) Michael Sutten........................................................................
SVP Info Technology & CTO
50.0
.......................0.0
        X   0 946,087 147,007
(74) Thomas W Chapman EDD........................................................................
Director
0.0
.......................0.0
          X 0 513,713 0
(75) J Eugene Grisby III PHD........................................................................
Director
0.0
.......................0.0
          X 0 27,039 0
(76) George Halvorson........................................................................
Chairman
0.0
.......................0.0
          X 0 37,258 4,120
(77) J Neal Purcell........................................................................
Director
0.0
.......................0.0
          X 0 46,000 0
(78) Jerry C Fleming........................................................................
SVP, Health Reform Implement
0.0
.......................0.0
          X 0 592,295 -9,018
(79) Diane Gage-Lofgren........................................................................
SVP, Brand Mgmt & Comm
0.0
.......................0.0
          X 0 127,244 35,063
(80) Daniel Garcia........................................................................
SVP, Chief Compliance Officer
21.0
.......................29.0
          X 0 1,137,595 2,170
(81) Mitchell Goodstein........................................................................
SVP, Actuarial, U/W & Pricing
0.0
.......................0.0
          X 0 156,270 0
(82) Marilyn Kawamura........................................................................
Region President - MAS
0.0
.......................0.0
          X 0 190,164 0
(83) Kerry Kohnen........................................................................
Region President - Georgia
0.0
.......................0.0
          X 0 186,410 102,300
(84) Jed Weissberg........................................................................
SVP, Quality & Care Del Excel
0.0
.......................0.0
          X 0 156,354 -2,107
(85) Victoria Zatkin........................................................................
VP, Off of Brd & Corp Gov Svcs
14.0
.......................36.0
          X 0 216,783 1,728
(86) Frank Beirne........................................................................
SVP & Area Mgr - San Mateo
0.0
.......................0.0
          X 0 103,316 5,662
(87) Odette Bolano........................................................................
SVP & Area Manager - East Bay
0.0
.......................0.0
          X 0 210,187 0
(88) Michael Brady........................................................................
SVP, Infrastructure Mgmt Group
0.0
.......................0.0
          X 0 104,433 17,738
(89) Edward Glavis........................................................................
SVP & Area Mgr - Roseville
0.0
.......................0.0
          X 0 154,864 0
(90) Thomas Hanenburg........................................................................
SVP & Area Mgr - GSAA
50.0
.......................0.0
          X 0 598,723 140,414
(91) Nathaniel Oubre........................................................................
VP, CA MediCal, CHIP & CHC
50.0
.......................0.0
          X 0 555,450 165,850
(92) Sandra Small........................................................................
SVP, Hospital & Area Ops
0.0
.......................0.0
          X 0 215,371 0
(93) Max Villalobos........................................................................
COO - North County
50.0
.......................0.0
          X 0 476,176 148,946
(94) Vita Willett........................................................................
SVP, Area Manager - Riverside
50.0
.......................0.0
          X 0 581,617 267,479
1b Sub-Total................MediumBullet
c Total from continuation sheets to Part VII, Section A....MediumBullet
d Total (add lines 1b and 1c)...........MediumBullet 0 79,325,295 13,887,740
2
Total number of individuals (including but not limited to those listed above) who received more than $100,000 of reportable compensation from the organization MediumBullet28,501
Yes
No
3
Did the organization list any former officer, director or trustee, key employee, or highest compensated employee on line 1a? If "Yes," complete Schedule J for such individual ..............
3
Yes
 
4
For any individual listed on line 1a, is the sum of reportable compensation and other compensation from the organization and related organizations greater than $150,000? If "Yes," complete Schedule J for such
individual
...........................
4
Yes
 
5
Did any person listed on line 1a receive or accrue compensation from any unrelated organization or individual for services rendered to the organization? If "Yes," complete Schedule J for such person ........
5
 
No
Section B. Independent Contractors
1
Complete this table for your five highest compensated independent contractors that received more than $100,000 of compensation from the organization. Report compensation for the calendar year ending with or within the organization’s tax year.
(A)
Name and business address
(B)
Description of services
(C)
Compensation
OWENS MINOR INC,
455 S BREA CANYON ROAD
CITY OF INDUSTRY,CA91789
BUS. PROCESS MGMT 273,193,779
BARPELLAM INC,
27777 FRANKLIN RD
SOUTHFIELD,MI48034
WORKFORCE MANAGEMENT 246,903,001
CARDINAL HEALTH,
5426 LANDERS RD
SHERWOOD,AR72117
CONSULTING SERVICES 133,550,907
UCSF MEDICAL CENTER,
PO BOX 39000 DEPT 3-9157
SAN FRANCISCO,CA941399157
MEDICAL SERVICES 124,712,189
WORLD WIDE TECHNOLOGY INC,
60 WELDON PKWY
MARYLAND HEIGHTS,MO63043
IT DATA MGMT SVCS 113,356,809
2
Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization MediumBullet289
Form 990 (2019)
Form 990 (2019)
Page 9
Part VIII
Statement of Revenue
Check if Schedule O contains a response or note to any line in this Part VIII.............
(A)
Total revenue
(B)
Related or
exempt
function
revenue
(C)
Unrelated
business
revenue
(D)
Revenue
excluded from
tax under sections
512 - 514
Contributions, Gifts, GrantAmt and OtherAmt Similar Amounts 1a Federated campaigns..1a  
b Membership dues..1b  
c Fundraising events..1c  
d Related organizations1d 325,057
e Government grants (contributions)1e 97,688,467
f All other contributions, gifts, grants, and similar amounts not included above1f 35,591,664
g Noncash contributions included in lines 1a - 1f:$ 1g  
h Total. Add lines 1a-1f.......MediumBullet 133,605,188
 Program Service RevenueAmt Business Code
2a HOSPITAL SERV REV 622110 19,437,819,574 19,437,819,574    
b NON-PLAN & IND REV 622110 601,202,704 601,202,704    
c OTHR PRGM SERV REV 622110 2,655,047,306 2,651,372,981 3,674,325  
d MEDICARE PAYMENTS 622110 239,884,585 239,884,585    
e
f All other program service revenue.        
g Total. Add lines 2a–2f .....MediumBullet 22,933,954,169
 OtherAmtRevenueAmt 3 Investment income (including dividends, interest, and othersimilar amounts) ......MediumBullet 1,061,718,843   -18,905,260 1,080,624,103
4 Income from investment of tax-exempt bond proceedsMediumBullet 0      
5 Royalties...........MediumBullet 0      
(ii) Personal (i) Real
6a Gross rents   2,141,256 6a
b Less: rental expenses     6b
c Rental income or (loss) 0 2,141,256 6c
d Net rental income or (loss).......MediumBullet 2,141,256     2,141,256
(ii) Other (i) Securities
7a Gross amount from sales of assets other than inventory 1,622,838 11,607,641,072 7a
b Less: cost or other basis and sales expenses 4,038,266 11,518,688,007 7b
c Gain or (loss) -2,415,428 88,953,065 7c
d Net gain or (loss).........MediumBullet 86,537,637     86,537,637
8a Gross income from fundraising events (not including $   of contributions reported on line 1c). See Part IV, line 18 ....
8a 0
b Less: direct expenses ... 8b 0
c Net income or (loss) from fundraising events..MediumBullet 0    
9a Gross income from gaming activities.
See Part IV, line 19 ...
9a 0
b Less: direct expenses ... 9b 0
c Net income or (loss) from gaming activities..MediumBullet 0      
10a Gross sales of inventory, less
returns and allowances ..
10a 0
b Less: cost of goods sold .. 10b 0
c Net income or (loss) from sales of inventory..MediumBullet 0      
Business Code Miscellaneous Revenue
11a CAFETERIA 722310 21,445,650     21,445,650
b PARKING GARAGES 812930 10,101,417   453,333 9,648,084
c KP VENTURES 900099 2,274,649   2,274,649  
d All other revenue ....        
e Total. Add lines 11a–11d ...... MediumBullet 33,821,716
12 Total revenue. See instructions.....MediumBullet 24,251,778,809 22,930,279,844 -12,502,953 1,200,396,730
Form 990 (2019)
Form 990 (2019)
Page 10
Part IX
Statement of Functional Expenses
Section 501(c)(3) and 501(c)(4) organizations must complete all columns. All other organizations must complete column (A).Check if Schedule O contains a response or note to any line in this Part IX..............
Do not include amounts reported on lines 6b,
7b, 8b, 9b, and 10b of Part VIII.
(A)
Total expenses
(B)
Program service expenses
(C)
Management and general expenses
(D)
Fundraising
expenses
1 Grants and other assistance to domestic organizations and domestic governments. See Part IV, line 21 .... 64,718,879 64,718,879
2 Grants and other assistance to domestic individuals. See Part IV, line 22 ........... 1,063,500 1,063,500
3 Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, lines 15 and 16. ............. 177,282 177,282
4 Benefits paid to or for members ....... 0  
5 Compensation of current officers, directors, trustees, and key employees ........... 0      
6 Compensation not included above, to disqualified persons (as defined under section 4958(f)(1)) and persons described in section 4958(c)(3)(B) ......... 557,961 528,574 29,387  
7 Other salaries and wages........ 5,780,053,642 5,475,626,522 304,427,120  
8 Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) .... 815,786,512 772,820,209 42,966,303  
9 Other employee benefits ....... 1,093,349,497 1,035,764,350 57,585,147  
10 Payroll taxes ........... 397,838,843 376,885,243 20,953,600  
11 Fees for services (non-employees):        
a Management ...... 0      
b Legal ......... 2,561,638   2,561,638  
c Accounting ........... 4,210,997   4,210,997  
d Lobbying ........... 0      
e Professional fundraising services. See Part IV, line 17 0  
f Investment management fees ...... 68,664,613   68,664,613  
g Other (If line 11g amount exceeds 10% of line 25, column (A) amount, list line 11g expenses on Schedule O) 0      
12 Advertising and promotion .... 5,065,279   5,065,279  
13 Office expenses ....... 268,074,014 253,954,941 14,119,073  
14 Information technology ...... 906,639,697 858,888,287 47,751,410  
15 Royalties .. 0      
16 Occupancy ........... 264,216,648 250,300,737 13,915,911  
17 Travel ............ 20,010,660 18,956,727 1,053,933  
18 Payments of travel or entertainment expenses for any federal, state, or local public officials . 0      
19 Conferences, conventions, and meetings .... 13,267,728   13,267,728  
20 Interest ........... 482,934,983 457,499,491 25,435,492  
21 Payments to affiliates ....... 0      
22 Depreciation, depletion, and amortization .. 970,817,369 919,685,813 51,131,556  
23 Insurance ... 78,072,287 73,960,332 4,111,955  
24 Other expenses. Itemize expenses not covered above (List miscellaneous expenses in line 24e. If line 24e amount exceeds 10% of line 25, column (A) amount, list line 24e expenses on Schedule O.)
a CONTRACTUAL PAYMENTS 3,052,497,260 3,052,497,260    
b PURCHASED MEDICAL SERVICES 3,863,549,087 3,863,549,087    
c MEDICAL & OTHER SUPPLIES 2,159,893,707 2,046,135,209 113,758,498  
d PURCHASED NON-MEDICAL SVC 410,095,979 388,496,813 21,599,166  
e All other expenses 1,251,700,671 1,185,775,393 65,925,278  
25 Total functional expenses. Add lines 1 through 24e 21,975,818,733 21,097,284,649 878,534,084 0
26 Joint costs. Complete this line only if the organization reported in column (B) joint costs from a combined educational campaign and fundraising solicitation. Check here MediumBullet if following SOP 98-2 (ASC 958-720).        
Form 990 (2019)
Form 990 (2019)
Page 11
Part X
Balance Sheet
Check if Schedule O contains a response or note to any line in this Part IX..............
(A)
Beginning of year
(B)
End of year
Assets 1 Cash–non-interest-bearing ........ 46,368,584 1 287,517,486
2 Savings and temporary cash investments ......... 0 2 0
3 Pledges and grants receivable, net ...... 0 3 0
4 Accounts receivable, net ............. 552,569,179 4 878,294,178
5 Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .......
0 5 0
6 Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), and persons described in section 4958(c)(3)(B) ...
0 6 0
7 Notes and loans receivable, net ........... 2,377,644,432 7 2,433,475,334
8 Inventories for sale or use ............ 482,564,328 8 438,648,688
9 Prepaid expenses and deferred charges ...... 383,779,393 9 375,252,902
10a Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D 10a 33,787,737,465
b Less: accumulated depreciation 10b 16,559,307,769 17,176,791,065 10c 17,228,429,696
11 Investments—publicly traded securities . 15,636,401,919 11 15,552,369,237
12 Investments—other securities. See Part IV, line 11 ..... 6,240,562,228 12 6,804,679,191
13 Investments—program-related. See Part IV, line 11 .. 0 13 0
14 Intangible assets ............... 0 14 0
15 Other assets. See Part IV, line 11 ........... 1,094,508,681 15 704,539,756
16 Total assets. Add lines 1 through 15 (must equal line 33)... 43,991,189,809 16 44,703,206,468
Liabilities 17 Accounts payable and accrued expenses ..... 3,028,076,389 17 2,707,408,152
18 Grants payable ... 0 18 0
19 Deferred revenue ......... 2,678,507 19 0
20 Tax-exempt bond liabilities ......... 6,820,311,357 20 5,533,423,519
21 Escrow or custodial account liability. Complete Part IV of Schedule D 0 21 0
22 Loans and other payables to any current or former officer, director, trustee, key employee, creator or founder, substantial contributor, or 35% controlled entity or family member of any of these persons .........
0 22 0
23 Secured mortgages and notes payable to unrelated third parties .. 0 23 0
24 Unsecured notes and loans payable to unrelated third parties .. 0 24 0
25 Other liabilities (including federal income tax, payables to related third parties, and other liabilities not included on lines 17 - 24). Complete Part X of Schedule D 14,866,001,808 25 15,104,641,878
26 Total liabilities. Add lines 17 through 25.. 24,717,068,061 26 23,345,473,549
Net Assets or Fund Balance Organizations that follow FASB ASC 958, check here MediumBullet and complete lines 27, 28, 32, and 33.
27 Net assets without donor restrictions ..........   27  
28 Net assets with donor restrictions ...........   28  
Organizations that do not follow FASB ASC 958, check here MediumBullet and complete lines 29 through 33.
29 Capital stock or trust principal, or current funds ..... 0 29 0
30 Paid-in or capital surplus, or land, building or equipment fund ... 51,598,437 30 41,319,391
31 Retained earnings, endowment, accumulated income, or other funds 19,222,523,311 31 21,316,413,528
32 Total net assets or fund balances ........... 19,274,121,748 32 21,357,732,919
33 Total liabilities and net assets/fund balances ........ 43,991,189,809 33 44,703,206,468
Form 990 (2019)
Form 990 (2019)
Page 12
Part XI
Reconcilliation of Net Assets
Check if Schedule O contains a response or note to any line in this Part XI..............
1
Total revenue (must equal Part VIII, column (A), line 12) ............
1
24,251,778,809
2
Total expenses (must equal Part IX, column (A), line 25) ............
2
21,975,818,733
3
Revenue less expenses. Subtract line 2 from line 1 ..............
3
2,275,960,076
4
Net assets or fund balances at beginning of year (must equal Part X, line 32, column (A)) ..
4
19,274,121,748
5
Net unrealized gains (losses) on investments ...............
5
162,202,437
6
Donated services and use of facilities .................
6
 
7
Investment expenses .....................
7
 
8
Prior period adjustments .....................
8
 
9
Other changes in net assets or fund balances (explain in Schedule O) ........
9
-354,551,342
10
Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 32, column (B))
10
21,357,732,919
Part XII
Financial Statements and Reporting
Check if Schedule O contains a response or note to any line in this Part XII.............
Yes
No
1
Accounting method used to prepare the Form 990:  
If the organization changed its method of accounting from a prior year or checked "Other," explain in
Schedule O.
2a
Were the organization’s financial statements compiled or reviewed by an independent accountant?
2a
 
No
If ‘Yes,’ check a box below to indicate whether the financial statements for the year were compiled or reviewed on a separate basis, consolidated basis, or both:
b
Were the organization’s financial statements audited by an independent accountant?
2b
Yes
 
If ‘Yes,’ check a box below to indicate whether the financial statements for the year were audited on a separate basis, consolidated basis, or both:
c
If "Yes," to line 2a or 2b, does the organization have a committee that assumes responsibility for oversight of the audit, review, or compilation of its financial statements and selection of an independent accountant?
2c
Yes
 
If the organization changed either its oversight process or selection process during the tax year, explain in Schedule O.
3a
As a result of a federal award, was the organization required to undergo an audit or audits as set forth in the Single Audit Act and OMB Circular A-133?
3a
Yes
 
b
If "Yes," did the organization undergo the required audit or audits? If the organization did not undergo the required audit or audits, explain why in Schedule O and describe any steps taken to undergo such audits.
3b
Yes
 
Form 990 (2019)
Form 990 (2019)
Additional Data


Software ID:  
Software Version:  
Form 990, Special Condition Description:
Special Condition Description
SCHEDULE A
(Form 990 or 990EZ)

Department of the Treasury
Internal Revenue Service
Public Charity Status and Public Support
Complete if the organization is a section 501(c)(3) organization or a section 4947(a)(1) nonexempt charitable trust.
right arrow Attach to Form 990 or Form 990-EZ.
right arrow Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Reason for Public Charity Status (All organizations must complete this part.) See instructions.
The organization is not a private foundation because it is: (For lines 1 through 12, check only one box.)
1
2
3
4
5
6
7
8
9
10
11
12
a
b
c
d
e
f
Enter the number of supported organizations ...............................  
g
Provide the following information about the supported organization(s).
(i) Name of supported organization (ii) EIN (iii) Type of organization (described on lines 1- 10 above (see instructions)) (iv) Is the organization listed in your governing document? (v) Amount of monetary support (see instructions) (vi) Amount of other support (see instructions)
Yes No
Total
 
   
For Paperwork Reduction Act Notice, see the Instructions for
Form 990 or 990-EZ.
Cat. No. 11285F
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 2
Part II
Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv) and 170(b)(1)(A)(vi)
(Complete only if you checked the box on line 5, 7, or 8 of Part I or if the organization failed to qualify under Part III. If the organization failed to qualify under the tests listed below, please complete Part III.)
Section A. Public Support
Calendar year (or fiscal year beginning in) right arrow (a) 2015 (b) 2016 (c) 2017 (d) 2018 (e) 2019 (f) Total
1 Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") ..            
2 Tax revenues levied for the organization's benefit and either paid to or expended on its behalf....            
3 The value of services or facilities furnished by a governmental unit to the organization without charge..            
4 Total. Add lines 1 through 3            
5 The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f)..  
6 Public support. Subtract line 5 from line 4.  
Section B. Total Support
Calendar year (or fiscal year beginning in) right arrow (a) 2015 (b) 2016 (c) 2017 (d) 2018 (e) 2019 (f) Total
7 Amounts from line 4..            
8 Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources...            
9 Net income from unrelated business activities, whether or not the business is regularly carried on..            
10 Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.)..            
11 Total support. Add lines 7 through 10  
12
12
 
13
First five years. If the Form 990 is for the organization's first, second, third, fourth, or fifth tax year as a section 501(c)(3) organization, check this box and stop here........................................right arrow
Section C. Computation of Public Support Percentage
14
14
 
15
15
 
16a
b
17a
b
18
Private foundation. If the organization did not check a box on line 13, 16a, 16b, 17a, or 17b, check this box and see
instructions ..................................................... right arrow
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 3
Part III
Support Schedule for Organizations Described in Section 509(a)(2)
(Complete only if you checked the box on line 10 of Part I or if the organization failed to qualify under Part II. If the organization fails to qualify under the tests listed below, please complete Part II.)
Section A. Public Support
Calendar year (or fiscal year beginning in) right arrow (a) 2015 (b) 2016 (c) 2017 (d) 2018 (e) 2019 (f) Total
1 Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") .            
2 Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose            
3 Gross receipts from activities that are not an unrelated trade or business under section 513 .....            
4 Tax revenues levied for the organization's benefit and either paid to or expended on its behalf...            
5 The value of services or facilities furnished by a governmental unit to the organization without charge            
6 Total. Add lines 1 through 5            
7a Amounts included on lines 1, 2, and 3 received from disqualified persons            
b Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year.            
c Add lines 7a and 7b..            
8 Public support. (Subtract line 7c from line 6.)  
Section B. Total Support
Calendar year (or fiscal year beginning in) right arrow (a) 2015 (b) 2016 (c) 2017 (d) 2018 (e) 2019 (f) Total
9 Amounts from line 6...            
10a Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources..            
b Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975.            
c Add lines 10a and 10b.            
11 Net income from unrelated business activities not included in line 10b, whether or not the business is regularly carried on.            
12 Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) ..            
13 Total support. (Add lines 9, 10c, 11, and 12.)..            
14
Section C. Computation of Public Support Percentage
15
15
 
16
16
 
Section D. Computation of Investment Income Percentage
17
17
 
18
18
 
19a
b
20
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 4
Part IV
Supporting Organizations
(Complete only if you checked a box on line 12 of Part I. If you checked 12a of Part I, complete Sections A and B. If you checked 12b of Part I, complete Sections A and C. If you checked 12c of Part I, complete Sections A, D, and E. If you checked 12d of Part I, complete Sections A and D, and complete Part V.)
Section A. All Supporting Organizations
Yes
No
1
Are all of the organization’s supported organizations listed by name in the organization’s governing documents?
If "No," describe in Part VI how the supported organizations are designated. If designated by class or purpose,
describe the designation. If historic and continuing relationship, explain.
1
 
 
2
Did the organization have any supported organization that does not have an IRS determination of status under section 509(a)(1) or (2)? If "Yes," explain in Part VI how the organization determined that the supported organization was described in section 509(a)(1) or (2).
2
 
 
3a
Did the organization have a supported organization described in section 501(c)(4), (5), or (6)? If "Yes," answer (b) and (c) below.
3a
 
 
b
Did the organization confirm that each supported organization qualified under section 501(c)(4), (5), or (6) and satisfied the public support tests under section 509(a)(2)? If "Yes," describe in Part VI when and how the organization made the determination.
3b
 
 
c
Did the organization ensure that all support to such organizations was used exclusively for section 170(c)(2)(B) purposes? If "Yes," explain in Part VI what controls the organization put in place to ensure such use.
3c
 
 
4a
Was any supported organization not organized in the United States ("foreign supported organization")? If “Yes” and if you checked 12a or 12b in Part I, answer (b) and (c) below.
4a
 
 
b
Did the organization have ultimate control and discretion in deciding whether to make grants to the foreign supported organization? If “Yes,” describe in Part VI how the organization had such control and discretion despite being controlled or supervised by or in connection with its supported organizations.
4b
 
 
c
Did the organization support any foreign supported organization that does not have an IRS determination under sections 501(c)(3) and 509(a)(1) or (2)? If “Yes,” explain in Part VI what controls the organization used to ensure that all support to the foreign supported organization was used exclusively for section 170(c)(2)(B) purposes.
4c
 
 
5a
Did the organization add, substitute, or remove any supported organizations during the tax year? If “Yes,” answer (b) and (c) below (if applicable). Also, provide detail in Part VI, including (i) the names and EIN numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action; (iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action was accomplished (such as by amendment to the organizing document).
5a
 
 
b
Type I or Type II only. Was any added or substituted supported organization part of a class already designated in the organization's organizing document?
5b
 
 
c
Substitutions only. Was the substitution the result of an event beyond the organization's control?
5c
 
 
6
Did the organization provide support (whether in the form of grants or the provision of services or facilities) to anyone other than (i) its supported organizations, (ii) individuals that are part of the charitable class benefited by one or more of its supported organizations, or (iii) other supporting organizations that also support or benefit one or more of the filing organization’s supported organizations? If “Yes,” provide detail in Part VI.
6
 
 
7
Did the organization provide a grant, loan, compensation, or other similar payment to a substantial contributor (defined in section 4958(c)(3)(C)), a family member of a substantial contributor, or a 35% controlled entity with regard to a substantial contributor? If “Yes,” complete Part I of Schedule L (Form 990 or 990-EZ) .
7
 
 
8
Did the organization make a loan to a disqualified person (as defined in section 4958) not described in line 7? If “Yes,” complete Part I of Schedule L (Form 990 or 990-EZ).
8
 
 
9a
Was the organization controlled directly or indirectly at any time during the tax year by one or more disqualified persons as defined in section 4946 (other than foundation managers and organizations described in section 509(a)(1) or (2))? If “Yes,” provide detail in Part VI.
9a
 
 
b
Did one or more disqualified persons (as defined in line 9a) hold a controlling interest in any entity in which the supporting organization had an interest? If “Yes,” provide detail in Part VI.
9b
 
 
c
Did a disqualified person (as defined in line 9a) have an ownership interest in, or derive any personal benefit from, assets in which the supporting organization also had an interest? If “Yes,” provide detail in Part VI.
9c
 
 
10a
Was the organization subject to the excess business holdings rules of section 4943 because of section 4943(f) (regarding certain Type II supporting organizations, and all Type III non-functionally integrated supporting organizations)? If “Yes,” answer line 10b below.
10a
 
 
b
Did the organization have any excess business holdings in the tax year? (Use Schedule C, Form 4720, to determine whether the organization had excess business holdings).
10b
 
 
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 5
Part IV
Supporting Organizations (continued)
Yes
No
11
Has the organization accepted a gift or contribution from any of the following persons?
a
A person who directly or indirectly controls, either alone or together with persons described in (b) and (c) below, the governing body of a supported organization?
11a
 
 
b
A family member of a person described in (a) above?
11b
 
 
c
A 35% controlled entity of a person described in (a) or (b) above? If “Yes” to a, b, or c, provide detail in Part VI.
11c
 
 
Section B. Type I Supporting Organizations
Yes
No
1
Did the directors, trustees, or membership of one or more supported organizations have the power to regularly appoint or elect at least a majority of the organization’s directors or trustees at all times during the tax year? If “No,” describe in Part VI how the supported organization(s) effectively operated, supervised, or controlled the organization’s activities. If the organization had more than one supported organization, describe how the powers to appoint and/or remove directors or trustees were allocated among the supported organizations and what conditions or restrictions, if any, applied to such powers during the tax year.
1
 
 
2
Did the organization operate for the benefit of any supported organization other than the supported organization(s) that operated, supervised, or controlled the supporting organization? If “Yes,” explain in Part VI how providing such benefit carried out the purposes of the supported organization(s) that operated, supervised or controlled the supporting organization.
2
 
 
Section C. Type II Supporting Organizations
Yes
No
1
Were a majority of the organization’s directors or trustees during the tax year also a majority of the directors or trustees of each of the organization’s supported organization(s)? If “No,” describe in Part VI how control or management of the supporting organization was vested in the same persons that controlled or managed the supported organization(s).
1
 
 
Section D. All Type III Supporting Organizations
Yes
No
1
Did the organization provide to each of its supported organizations, by the last day of the fifth month of the organization’s tax year, (i) a written notice describing the type and amount of support provided during the prior tax year, (ii) a copy of the Form 990 that was most recently filed as of the date of notification, and (iii) copies of the organization’s governing documents in effect on the date of notification, to the extent not previously provided?
1
 
 
2
Were any of the organization’s officers, directors, or trustees either (i) appointed or elected by the supported organization(s) or (ii) serving on the governing body of a supported organization? If "No," explain in Part VI how the organization maintained a close and continuous working relationship with the supported organization(s).
2
 
 
3
By reason of the relationship described in (2), did the organization’s supported organizations have a significant voice in the organization’s investment policies and in directing the use of the organization’s income or assets at all times during the tax year? If "Yes," describe in Part VI the role the organization’s supported organizations played in this regard.
3
 
 
Section E. Type III Functionally-Integrated Supporting Organizations
1
Check the box next to the method that the organization used to satisfy the Integral Part Test during the year (see instructions):
a
b
c
2
Activities Test. Answer (a) and (b) below.
Yes
No
a
Did substantially all of the organization’s activities during the tax year directly further the exempt purposes of the supported organization(s) to which the organization was responsive? If "Yes," then in Part VI identify those supported organizations and explain how these activities directly furthered their exempt purposes, how the organization was responsive to those supported organizations, and how the organization determined that these activities constituted substantially all of its activities.
2a
 
 
b
Did the activities described in (a) constitute activities that, but for the organization’s involvement, one or more of the organization’s supported organization(s) would have been engaged in? If "Yes," explain in Part VI the reasons for the organization’s position that its supported organization(s) would have engaged in these activities but for the organization’s involvement.
2b
 
 
3
Parent of Supported Organizations. Answer (a) and (b) below.
a
Did the organization have the power to regularly appoint or elect a majority of the officers, directors, or trustees of each of the supported organizations? Provide details in Part VI.
3a
 
 
b
Did the organization exercise a substantial degree of direction over the policies, programs and activities of each of its supported organizations? If "Yes," describe in Part VI. the role played by the organization in this regard.
3b
 
 
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 6
Part V
Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations
1
Section A - Adjusted Net Income (A) Prior Year (B) Current Year
(optional)
1 Net short-term capital gain 1    
2 Recoveries of prior-year distributions 2    
3 Other gross income (see instructions) 3    
4 Add lines 1 through 3 4    
5 Depreciation and depletion 5    
6 Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) 6    
7 Other expenses (see instructions) 7    
8 Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) 8    
Section B - Minimum Asset Amount (A) Prior Year (B) Current Year
(optional)
1 Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): 1
a Average monthly value of securities 1a    
b Average monthly cash balances 1b    
c Fair market value of other non-exempt-use assets 1c    
d Total (add lines 1a, 1b, and 1c) 1d    
e Discount claimed for blockage or other factors
(explain in detail in Part VI):  
2 Acquisition indebtedness applicable to non-exempt use assets 2    
3 Subtract line 2 from line 1d 3    
4 Cash deemed held for exempt use. Enter 1-1/2% of line 3 (for greater amount, see instructions). 4    
5 Net value of non-exempt-use assets (subtract line 4 from line 3) 5    
6 Multiply line 5 by .035 6    
7 Recoveries of prior-year distributions 7    
8 Minimum Asset Amount (add line 7 to line 6) 8    
Section C - Distributable Amount Current Year
1 Adjusted net income for prior year (from Section A, line 8, Column A) 1  
2 Enter 85% of line 1 2  
3 Minimum asset amount for prior year (from Section B, line 8, Column A) 3  
4 Enter greater of line 2 or line 3 4  
5 Income tax imposed in prior year 5  
6 Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) 6  
7
Schedule A (Form 990 or 990-EZ) 2019

Schedule A (Form 990 or 990-EZ) 2019
Page 7
Part V
Type III Non-Functionally Integrated 509(a)(3) Supporting Organizations(continued)
Section D - Distributions Current Year
1 Amounts paid to supported organizations to accomplish exempt purposes  
2 Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in
excess of income from activity
 
3 Administrative expenses paid to accomplish exempt purposes of supported organizations  
4 Amounts paid to acquire exempt-use assets  
5 Qualified set-aside amounts (prior IRS approval required)  
6 Other distributions (describe in Part VI). See instructions  
7Total annual distributions. Add lines 1 through 6.  
8 Distributions to attentive supported organizations to which the organization is responsive (provide
details in Part VI). See instructions
 
9 Distributable amount for 2019 from Section C, line 6  
10 Line 8 amount divided by Line 9 amount  
Section E - Distribution Allocations (see instructions) (i)
Excess Distributions
(ii)
Underdistributions
Pre-2019
(iii)
Distributable
Amount for 2019
1 Distributable amount for 2019 from Section C, line 6  
2 Underdistributions, if any, for years prior to 2019 (reasonable cause required-- explain in Part VI).
See instructions.
 
3 Excess distributions carryover, if any, to 2019:
a From 2014.......  
b From 2015.......  
c From 2016.......  
d From 2017.......  
e From 2018.......  
fTotal of lines 3a through e  
g Applied to underdistributions of prior years  
h Applied to 2019 distributable amount  
i Carryover from 2014 not applied (see
instructions)
 
j Remainder. Subtract lines 3g, 3h, and 3i from 3f.  
4Distributions for 2019 from Section D, line 7:
$  
a Applied to underdistributions of prior years  
b Applied to 2019 distributable amount  
c Remainder. Subtract lines 4a and 4b from 4.  
5 Remaining underdistributions for years prior to
2019, if any. Subtract lines 3g and 4a from line 2.
If the amount is greater than zero, explain in Part VI.
See instructions.
 
6 Remaining underdistributions for 2019. Subtract
lines 3h and 4b from line 1. If the amount is greater
than zero, explain in Part VI. See instructions.
 
7 Excess distributions carryover to 2020. Add lines
3j and 4c.
 
8 Breakdown of line 7:
a Excess from 2015.....  
b Excess from 2016.....  
c Excess from 2017.....  
d Excess from 2018.....  
e Excess from 2019.....  
Schedule A (Form 990 or 990-EZ) (2019)

Schedule A (Form 990 or 990-EZ) 2019
Page 8
Part VI
Supplemental Information. Provide the explanations required by Part II, line 10; Part II, line 17a or 17b; Part III, line 12; Part IV, Section A, lines 1, 2, 3b, 3c, 4b, 4c, 5a, 6, 9a, 9b, 9c, 11a, 11b, and 11c; Part IV, Section B, lines 1 and 2; Part IV, Section C, line 1; Part IV, Section D, lines 2 and 3; Part IV, Section E, lines 1c, 2a, 2b, 3a and 3b; Part V, line 1; Part V, Section B, line 1e; Part V Section D, lines 5, 6, and 8; and Part V, Section E, lines 2, 5, and 6. Also complete this part for any additional information. (See instructions).
Facts And Circumstances Test
 
Return Reference Explanation
Schedule A (Form 990 or 990-EZ) 2019


Additional Data


Software ID:  
Software Version:  
Schedule B
(Form 990, 990-EZ,
or 990-PF)
Department of the Treasury
Internal Revenue Service
Schedule of Contributors

Arrow Bullet Attach to Form 990, 990-EZ, or 990-PF.
Arrow Bullet Go to www.irs.gov/Form990 for the latest information.
OMB No. 1545-0047
2019
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Organization type (check one):
Filers of:
Section:
Form 990 or 990-EZ






Form 990-PF




Check if your organization is covered by the General Rule or a Special Rule.  
Note: Only a section 501(c)(7), (8), or (10) organization can check boxes for both the General Rule and a Special Rule. See instructions.
General Rule
Special Rules
......... Arrow Bullet $  
Caution: An organization that isn't covered by the General Rule and/or the Special Rules doesn't file Schedule B (Form 990,
990-EZ, or 990-PF), but it must answer “No” on Part IV, line 2, of its Form 990; or check the box on line H of its Form 990-EZ
or on its Form 990PF, Part I, line 2, to certify that it doesn't meet the filing requirements of Schedule B (Form 990,
990-EZ, or 990-PF).
For Paperwork Reduction Act Notice, see the Instructions
for Form 990, 990-EZ, or 990-PF.
Cat. No. 30613XSchedule B (Form 990, 990-EZ, or 990-PF) (2019)
Schedule B (Form 990, 990-EZ, or 990-PF) (2019) Page 2
Name of organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part I
Contributors
Contributors (see instructions). Use duplicate copies of Part I if additional space is needed.
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
RESTRICTED
 
 
 
 
  ,    

$ RESTRICTED


(Complete Part II for noncash contributions.)
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
 
 
 
 

$  


(Complete Part II for noncash contributions.)
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
 
 
 
 

$  


(Complete Part II for noncash contributions.)
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
 
 
 
 

$  


(Complete Part II for noncash contributions.)
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
 
 
 
 

$  


(Complete Part II for noncash contributions.)
(a)
No.
(b)
Name, address, and ZIP + 4
(c)
Total contributions
(d)
Type of contribution
 
 
 
 

$  


(Complete Part II for noncash contributions.)
Schedule B (Form 990, 990-EZ, or 990-PF) (2019)
Schedule B (Form 990, 990-EZ, or 990-PF) (2019)
Page 3
Name of organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part II
Noncash Property (see instructions). Use duplicate copies of Part II if additional space is needed.
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
(a)
No. from Part I
(b)
Description of noncash property given
(c)
FMV (or estimate)
(See instructions)
(d)
Date received
 
$    
Schedule B (Form 990, 990-EZ, or 990-PF) (2019)
Schedule B (Form 990, 990-EZ, or 990-PF) (2019)
Page 4
Name of organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part III
Exclusively religious, charitable, etc., contributions to organizations described in section 501(c)(7), (8), or (10) that total more than $1,000 for the year from any one contributor. Complete columns (a) through (e) and the following line entry. For organizations completing Part III, enter the total of exclusively religious, charitable, etc., contributions of $1,000 or less for the year. (Enter this information once. See instructions.) Arrow Bullet$  
Use duplicate copies of Part III if additional space is needed.
(a)
No. from Part I
(b) Purpose of gift (c) Use of gift (d) Description of how gift is held
 
(e) Transfer of gift
Transferee's name, address, and ZIP 4 Relationship of transferor to transferee
 
 
     
 
(a)
No. from Part I
(b) Purpose of gift (c) Use of gift (d) Description of how gift is held
 
(e) Transfer of gift
Transferee's name, address, and ZIP 4 Relationship of transferor to transferee
 
 
     
 
(a)
No. from Part I
(b) Purpose of gift (c) Use of gift (d) Description of how gift is held
 
(e) Transfer of gift
Transferee's name, address, and ZIP 4 Relationship of transferor to transferee
 
 
     
 
(a)
No. from Part I
(b) Purpose of gift (c) Use of gift (d) Description of how gift is held
 
(e) Transfer of gift
Transferee's name, address, and ZIP 4 Relationship of transferor to transferee
 
 
     
 
Schedule B (Form 990, 990-EZ, or 990-PF) (2019)

Additional Data


Software ID:  
Software Version:  
SCHEDULE D
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Financial Statements
SchDMd Bullet Complete if the organization answered "Yes," on Form 990,
Part IV, line 6, 7, 8, 9, 10, 11a, 11b, 11c, 11d, 11e, 11f, 12a, or 12b.
SchDMd Bullet Attach to Form 990.
SchDMd Bullet Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Organizations Maintaining Donor Advised Funds or Other Similar Funds or Accounts. Complete if the organization answered "Yes" on Form 990, Part IV, line 6.
(a) Donor advised funds (b) Funds and other accounts
1 Total number at end of year .........    
2 Aggregate value of contributions to (during year)    
3 Aggregate value of grants from (during year)    
4 Aggregate value at end of year ........    
5
Did the organization inform all donors and donor advisors in writing that the assets held in donor advised funds are the organization’s property, subject to the organization’s exclusive legal control? ............
6
Did the organization inform all grantees, donors, and donor advisors in writing that grant funds can be used only for charitable purposes and not for the benefit of the donor or donor advisor, or for any other purpose conferring impermissible private benefit? ...................................
Part II
Conservation Easements.
Complete if the organization answered "Yes" on Form 990, Part IV, line 7.
1
Purpose(s) of conservation easements held by the organization (check all that apply).
2
Complete lines 2a through 2d if the organization held a qualified conservation contribution in the form of a conservation easement on the last day of the tax year.
Held at the End of the Year
a Total number of conservation easements ...................... 2a  
b Total acreage restricted by conservation easements .................... 2b  
c Number of conservation easements on a certified historic structure included in (a) ..... 2c  
d Number of conservation easements included in (c) acquired after 7/25/06, and not on a historic structure listed in the National Register ... 2d  
3
Number of conservation easements modified, transferred, released, extinguished, or terminated by the organization during the
tax year SchDMd Bullet  
4
Number of states where property subject to conservation easement is located SchDMd Bullet  
5
Does the organization have a written policy regarding the periodic monitoring, inspection, handling of violations, and enforcement of the conservation easements it holds? ............
6
Staff and volunteer hours devoted to monitoring, inspecting, handling of violations, and enforcing conservation easements during the year
SchDMd Bullet  
7
Amount of expenses incurred in monitoring, inspecting, handling of violations, and enforcing conservation easements during the year
SchDMd Bullet $  
8
Does each conservation easement reported on line 2(d) above satisfy the requirements of section 170(h)(4)(B)(i) and section 170(h)(4)(B)(ii)? .............................
9
In Part XIII, describe how the organization reports conservation easements in its revenue and expense statement, and
balance sheet, and include, if applicable, the text of the footnote to the organization’s financial statements that describes
the organization’s accounting for conservation easements.
Part III
Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets.
Complete if the organization answered "Yes" on Form 990, Part IV, line 8.
1a
If the organization elected, as permitted under FASB ASC 958, not to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide, in Part XIII, the text of the footnote to its financial statements that describes these items.
b
If the organization elected, as permitted under FASB ASC 958, to report in its revenue statement and balance sheet works of art, historical treasures, or other similar assets held for public exhibition, education, or research in furtherance of public service, provide the following amounts relating to these items:
(i)
Revenue included on Form 990, Part VIII, line 1 .........................SchDMd Bullet $  
(ii)
Assets included in Form 990, Part X ...............................SchDMd Bullet $  
2
If the organization received or held works of art, historical treasures, or other similar assets for financial gain, provide the
following amounts required to be reported under FASB ASC 958 relating to these items:
a
Revenue included on Form 990, Part VIII, line 1 ..........................SchDMd Bullet $  
b
Assets included in Form 990, Part X ...............................SchDMd Bullet $  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 52283D
Schedule D (Form 990) 2019

Schedule D (Form 990) 2019
Page 2
Part III
Organizations Maintaining Collections of Art, Historical Treasures, or Other Similar Assets (continued)
3
Using the organization’s acquisition, accession, and other records, check any of the following that are a significant use of its collection items (check all that apply):
a
d
b
e
 
c
4
Provide a description of the organization’s collections and explain how they further the organization’s exempt purpose in
Part XIII.
5
During the year, did the organization solicit or receive donations of art, historical treasures or other similar
assets to be sold to raise funds rather than to be maintained as part of the organization’s collection?...
Part IV
Escrow and Custodial Arrangements. Complete if the organization answered "Yes" on Form 990, Part IV, line 9, or reported an amount on Form 990, Part X, line 21.
1a
Is the organization an agent, trustee, custodian or other intermediary for contributions or other assets not
included on Form 990, Part X? ....................................
b If "Yes," explain the arrangement in Part XIII and complete the following table: Amount
c Beginning balance ............................. 1c  
d Additions during the year ............................ 1d  
e Distributions during the year .......................... 1e  
f Ending balance ................................ 1f  
2a
Did the organization include an amount on Form 990, Part X, line 21, for escrow or custodial account liability? ...
b
If "Yes," explain the arrangement in Part XIII. Check here if the explanation has been provided in Part XIII ....
Part V
Endowment Funds.
Complete if the organization answered "Yes" on Form 990, Part IV, line 10.
(a) Current year (b) Prior year (c) Two years back (d) Three years back (e) Four years back
1a Beginning of year balance ....          
b Contributions ...          
c Net investment earnings, gains, and losses          
d Grants or scholarships ...          
e Other expenditures for facilities
and programs ...
         
f Administrative expenses ....          
g End of year balance ......          
2
Provide the estimated percentage of the current year end balance (line 1g, column (a)) held as:
a
Board designated or quasi-endowment SchDMd Bullet  
b
Permanent endowment SchDMd Bullet  
c
Term endowment SchDMd Bullet  
The percentages on lines 2a, 2b, and 2c should equal 100%.
3a
Are there endowment funds not in the possession of the organization that are held and administered for the
organization by:

Yes
No
(i) Unrelated organizations .................
3a(i)
 
 
(ii) Related organizations .................
3a(ii)
 
 
b
If "Yes" on 3a(ii), are the related organizations listed as required on Schedule R? .........
3b
 
 
4
Describe in Part XIII the intended uses of the organization's endowment funds.
Part VI
Land, Buildings, and Equipment.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11a. See Form 990, Part X, line 10.
Description of property (a) Cost or other basis
(investment)
(b) Cost or other basis (other) (c) Accumulated depreciation (d) Book value
1a Land .....   992,434,481 992,434,481
b Buildings ....   23,062,161,478 10,106,635,087 12,955,526,392
c Leasehold improvements   258,647,761 187,842,849 70,804,912
d Equipment ....   3,597,597,422 2,667,701,083 929,896,339
e Other .....   5,876,896,324 3,597,128,752 2,279,767,572
Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10(c).)..SchDMdBullet 17,228,429,696
Schedule D (Form 990) 2019

Schedule D (Form 990) 2019
Page 3
Part VII
Investments—Other Securities.
Complete if the organization answered "Yes" on Form 990, Part IV, line 11b. See Form 990, Part X, line 12.
(a) Description of security or category
(including name of security)
(b) Book value (c) Method of valuation:
Cost or end-of-year market value
(1) Financial derivatives.........    
(2) Closely-held equity interests........    
(3) Other
(A) ABSOLUTE RETURN FUNDS
2,075,917,989 F

(B) PRIVATE EQUITY FUNDS
4,052,388,606 F

(C) RISK PARITY FUNDS
676,372,596 F
(D)
(E)
(F)
(G)
(H)
(I)
Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.)Small Bullet 6,804,679,191
Part VIII
Investments—Program Related. Complete if the organization answered 'Yes' on Form 990, Part IV, line 11c. See Form 990, Part X, line 13.
(a) Description of investment (b) Book value (c) Method of valuation:
Cost or end-of-year market value
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 13.)Small Bullet  
Part IX
Other Assets.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11d. See Form 990, Part X, line 15.
(a) Description (b) Book value
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 15.)...........Small Bullet  
Part X
Other Liabilities.
Complete if the organization answered 'Yes' on Form 990, Part IV, line 11e or 11f. See Form 990, Part X, line 25.
1.(a) Description of liability (b) Book value
(1) Federal income taxes 0
(9)
Total. (Column (b) must equal Form 990, Part X, col.(B) line 25.)Small Bullet 15,104,641,878
2. Liability for uncertain tax positions. In Part XIII, provide the text of the footnote to the organization's financial statements that reports the organization's liability for uncertain tax positions under FIN 48 (ASC 740). Check here if the text of the footnote has been provided in Part XIII
Schedule D (Form 990) 2019

Schedule D (Form 990) 2019
Page 4
Part XI Reconciliation of Revenue per Audited Financial Statements With Revenue per Return. Complete if the organization answered 'Yes' on Form 990, Part IV, line 12a.
1 Total revenue, gains, and other support per audited financial statements ....... 1  
2 Amounts included on line 1 but not on Form 990, Part VIII, line 12:
a Net unrealized gains (losses) on investments .... 2a  
b Donated services and use of facilities ......... 2b  
c Recoveries of prior year grants ........... 2c  
d Other (Describe in Part XIII.) ............ 2d  
e Add lines 2a through 2d ..................... 2e  
3 Subtract line 2e from line 1.................. 3  
4 Amounts included on Form 990, Part VIII, line 12, but not on line 1:
a Investment expenses not included on Form 990, Part VIII, line 7b . 4a  
b Other (Describe in Part XIII.) ........... 4b  
c Add lines 4a and 4b.................... 4c  
5 Total revenue. Add lines 3 and 4c. (This must equal Form 990, Part I, line 12.) ...... 5  
Part XII Reconciliation of Expenses per Audited Financial Statements With Expenses per Return. Complete if the organization answered 'Yes' on Form 990, Part IV, line 12a.
1 Total expenses and losses per audited financial statements ........... 1  
2 Amounts included on line 1 but not on Form 990, Part IX, line 25:
a Donated services and use of facilities ......... 2a  
b Prior year adjustments ............ 2b  
c Other losses ................ 2c  
d Other (Describe in Part XIII.) ............ 2d  
e Add lines 2a through 2d.................... 2e  
3 Subtract line 2e from line 1................... 3  
4 Amounts included on Form 990, Part IX, line 25, but not on line 1:
a Investment expenses not included on Form 990, Part VIII, line 7b .. 4a  
b Other (Describe in Part XIII.) ............ 4b  
c Add lines 4a and 4b..................... 4c  
5 Total expenses. Add lines 3 and 4c. (This must equal Form 990, Part I, line 18.) ...... 5  
Part XIII
Supplemental Information
Provide the descriptions required for Part II, lines 3, 5, and 9; Part III, lines 1a and 4; Part lV, lines 1b and 2b; Part V, line 4; Part X, line 2; Part XI, lines 2d and 4b; and Part XII, lines 2d and 4b. Also complete this part to provide any additional information.
Return Reference Explanation
Schedule D, Part X ASC 740 Footnote: The organization's financial statements do not include a footnote under ASC 740.
Schedule D (Form 990) 2019


Additional Data


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SCHEDULE F(Form 990)
Department of the Treasury
Internal Revenue Service
Statement of Activities Outside the United States
Right pointing arrow large image Complete if the organization answered "Yes" to Form 990, Part IV, line 14b, 15, or 16.Right pointing arrow large image Attach to Form 990.Right pointing arrow large image Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
General Information on Activities Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 14b.
1
For grantmakers. Does the organization maintain records to substantiate the amount of its grants and
other assistance, the grantees’ eligibility for the grants or assistance, and the selection criteria used
to award the grants or assistance? . . . . . . . . . . . . . . . . . . . . . . . . .
2
For grantmakers. Describe in Part V the organization’s procedures for monitoring the use of its grants and other assistance outside the United States.
3
Activites per Region. (The following Part I, line 3 table can be duplicated if additional space is needed.)
(a) Region (b) Number of offices in the region (c) Number of employees, agents, and independent contractors in the region (d) Activities conducted in region (by type) (such as, fundraising, program services, investments, grants to recipients located in the region) (e) If activity listed in (d) is a program service, describe specific type of
service(s) in the region
(f) Total expenditures
for and investments
in the region
South America     Investments   45,572,000
East Asia and the Pacific     Investments   206,993,000
Europe (Including Iceland and Greenland)     Investments   341,232,000
Middle East and North Africa     Investments   4,088,000
South Asia     Investments   2,977,000
Sub-Saharan Africa     Investments   336,000
Central America and the Caribbean     Investments   4,882,630,000
           
           
           
           
           
           
           
           
           
           
3a Sub-total ....     5,483,828,000
b Total from continuation sheets to Part I ...      
c Totals (add lines 3a and 3b)     5,483,828,000
For Paperwork Reduction Act Notice, see the Instructions for Form 990.Cat. No. 50082W Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 2
Part II
Grants and Other Assistance to Organizations or Entities Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 15, for any recipient who received more than $5,000. Part II can be duplicated if additional space is needed.
1 (a) Name of organization (b) IRS code section
and EIN (if applicable)
(c) Region (d) Purpose of
grant
(e) Amount of
cash grant
(f) Manner of
cash
disbursement
(g) Amount
of noncash
assistance
(h) Description
of noncash
assistance
(i) Method of
valuation
(book, FMV,
appraisal, other)
Europe (Including Iceland and Greenland) Rsrch Grant 46,171        
North America Rsrch Grant 121,087        
East Asia and the Pacific Rsrch Grant 10,024        
             
             
             
             
             
             
             
             
             
             
             
             
             
2 Enter total number of recipient organizations listed above that are recognized as charities by the foreign country, recognized as tax-exempt by the IRS, or for which the grantee or counsel has provided a section 501(c)(3) equivalency letter .......MediumBullet
3
3 Enter total number of other organizations or entities .......................MediumBullet
 
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019Page 3
Part III
Grants and Other Assistance to Individuals Outside the United States. Complete if the organization answered "Yes" on Form 990, Part IV, line 16.
Part III can be duplicated if additional space is needed.
(a) Type of grant or assistance (b) Region (c) Number of recipients (d) Amount of
cash grant
(e) Manner of cash
disbursement
(f) Amount of
noncash
assistance
(g) Description
of noncash
assistance
(h) Method of
valuation
(book, FMV,
appraisal, other)
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 4
Part IV
Foreign Forms
1 Was the organization a U.S. transferor of property to a foreign corporation during the tax year? If "Yes," the organization may be required to file Form 926, Return by a U.S. Transferor of Property to a Foreign Corporation (see Instructions for Form 926). . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2 Did the organization have an interest in a foreign trust during the tax year? If "Yes," the organization may be required to separately file Form 3520, Annual Return to Report Transactions with Foreign Trusts and Receipt of Certain Foreign Gifts, and/or Form 3520-A, Annual Information Return of Foreign Trust With a U.S. Owner (see Instructions for Forms 3520 and 3520-A; don't file with Form 990). . . . . . . . . . . . . . . . . . . . . . . .
3 Did the organization have an ownership interest in a foreign corporation during the tax year? If "Yes," the organization may be required to file Form 5471, Information Return of U.S. Persons with Respect to Certain Foreign Corporations. (see Instructions for Form 5471). . . . . . . . . . . . . . . . . . . . . . . . . . . .
4 Was the organization a direct or indirect shareholder of a passive foreign investment company or a qualified electing fund during the tax year? If “Yes,” the organization may be required to file Form 8621, Information Return by a Shareholder of a Passive Foreign Investment Company or Qualified Electing Fund. (see Instructions for Form 8621) .
5 Did the organization have an ownership interest in a foreign partnership during the tax year? If "Yes," the organization may be required to file Form 8865, Return of U.S. Persons with Respect to Certain Foreign Partnerships (see Instructions for Form 8865). . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6 Did the organization have any operations in or related to any boycotting countries during the tax year? If "Yes," the organization may be required to separately file Form 5713, International Boycott Report (see Instructions for Form 5713; don't file with Form 990).. . . . . . . . . . . . . . . . . . . . . . . . . . . .
Schedule F (Form 990) 2019
Schedule F (Form 990) 2019
Page 5
Part V
Supplemental Information
Provide the information required by Part I, line 2 (monitoring of funds); Part I, line 3, column (f) (accounting method; amounts of investments vs. expenditures per region); Part II, line 1 (accounting method); Part III (accounting method); and Part III, column (c) (estimated number of recipients), as applicable. Also complete this part to provide any additional information. See instructions.
ReturnReference Explanation
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
   
Schedule F (Form 990) 2019
Additional Data


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SCHEDULE H
(Form 990)
Department of the Treasury
Internal Revenue Service
Hospitals
MediumBullet Complete if the organization answered "Yes" on Form 990, Part IV, question 20.
MediumBullet Attach to Form 990.
MediumBullet Go to www.irs.gov/Form990EZ for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Financial Assistance and Certain Other Community Benefits at Cost
Yes
No
1a
Did the organization have a financial assistance policy during the tax year? If "No," skip to question 6a . . . .
1a
Yes
 
b
If "Yes," was it a written policy? ......................
1b
Yes
 
2
If the organization had multiple hospital facilities, indicate which of the following best describes application of the financial assistance policy to its various hospital facilities during the tax year.
3
Answer the following based on the financial assistance eligibility criteria that applied to the largest number of the organization's patients during the tax year.
a
Did the organization use Federal Poverty Guidelines (FPG) as a factor in determining eligibility for providing free care?
If "Yes," indicate which of the following was the FPG family income limit for eligibility for free care:
3a
Yes
 
b
Did the organization use FPG as a factor in determining eligibility for providing discounted care? If "Yes," indicate
which of the following was the family income limit for eligibility for discounted care: . . . . . . . .
3b
 
No
%
c
If the organization used factors other than FPG in determining eligibility, describe in Part VI the criteria used for determining eligibility for free or discounted care. Include in the description whether the organization used an asset test or other threshold, regardless of income, as a factor in determining eligibility for free or discounted care.
4
Did the organization's financial assistance policy that applied to the largest number of its patients during the tax year provide for free or discounted care to the "medically indigent"? . . . . . . . . . . . . .

4

Yes

 
5a
Did the organization budget amounts for free or discounted care provided under its financial assistance policy during
the tax year? . . . . . . . . . . . . . . . . . . . . . . .

5a

Yes

 
b
If "Yes," did the organization's financial assistance expenses exceed the budgeted amount? . . . . . .
5b
Yes
 
c
If "Yes" to line 5b, as a result of budget considerations, was the organization unable to provide free or discountedcare to a patient who was eligibile for free or discounted care? . . . . . . . . . . . . .
5c
 
No
6a
Did the organization prepare a community benefit report during the tax year? . . . . . . . . .
6a
Yes
 
b
If "Yes," did the organization make it available to the public? . . . . . . . . . . . . .
6b
Yes
 
Complete the following table using the worksheets provided in the Schedule H instructions. Do not submit these worksheets with the Schedule H.
7
Financial Assistance and Certain Other Community Benefits at Cost
Financial Assistance and
Means-Tested
Government Programs
(a) Number of activities or programs (optional) (b) Persons served (optional) (c) Total community benefit expense (d) Direct offsetting revenue (e) Net community benefit expense (f) Percent of total expense
a Financial Assistance at cost
(from Worksheet 1) . . .
    178,417,085 48,576,672 129,840,413 0.590 %
b Medicaid (from Worksheet 3, column a) . . . . .     1,514,396,395 1,025,223,614 489,172,781 2.230 %
c Costs of other means-tested government programs (from Worksheet 3, column b) . .     44,264,701 43,222,548 1,042,153 0 %
d Total Financial Assistance and Means-Tested Government Programs . . . . .     1,737,078,181 1,117,022,834 620,055,347 2.820 %
Other Benefits
e Community health improvement services and community benefit operations (from Worksheet 4).     39,392,195   39,392,195 0.180 %
f Health professions education (from Worksheet 5) . . .     118,663,862 20,001,956 98,661,906 0.450 %
g Subsidized health services (from Worksheet 6) . . . .            
h Research (from Worksheet 7) .     102,968,626 71,551,553 31,471,073 0.140 %
i Cash and in-kind contributions for community benefit (from Worksheet 8) . . . .     62,166,467   62,166,467 0.280 %
j Total. Other Benefits . .     323,191,150 91,553,509 231,691,641 1.050 %
k Total. Add lines 7d and 7j .     2,060,269,331 1,208,576,343 851,746,988 3.870 %
For Paperwork Reduction Act Notice, see the Instructions for Form 990. Cat. No. 50192T Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page
Part II
Community Building Activities Complete this table if the organization conducted any community building activities during the tax year, and describe in Part VI how its community building activities promoted the health of the communities it serves.
(a) Number of activities or programs (optional) (b) Persons served (optional) (c) Total community building expense (d) Direct offsetting
revenue
(e) Net community building expense (f) Percent of total expense
1 Physical improvements and housing            
2 Economic development            
3 Community support            
4 Environmental improvements            
5 Leadership development and
training for community members
           
6 Coalition building            
7 Community health improvement advocacy            
8 Workforce development            
9 Other            
10 Total            
Part III
Bad Debt, Medicare, & Collection Practices
Section A. Bad Debt Expense
Yes
No
1
Did the organization report bad debt expense in accordance with Healthcare Financial Management Association Statement No. 15? ..........................
1
Yes
 
2
Enter the amount of the organization's bad debt expense. Explain in Part VI the methodology used by the organization to estimate this amount. ......
2
215,531,325
3
Enter the estimated amount of the organization's bad debt expense attributable to patients eligible under the organization's financial assistance policy. Explain in Part VI the methodology used by the organization to estimate this amount and the rationale, if any, for including this portion of bad debt as community benefit. ......
3
 
4
Provide in Part VI the text of the footnote to the organization’s financial statements that describes bad debt expense or the page number on which this footnote is contained in the attached financial statements.
Section B. Medicare
5
Enter total revenue received from Medicare (including DSH and IME).....
5
240,541,880
6
Enter Medicare allowable costs of care relating to payments on line 5.....
6
345,234,072
7
Subtract line 6 from line 5. This is the surplus (or shortfall)........
7
-104,692,192
8
Describe in Part VI the extent to which any shortfall reported in line 7 should be treated as community benefit.Also describe in Part VI the costing methodology or source used to determine the amount reported on line 6.Check the box that describes the method used:
Section C. Collection Practices
9a
Did the organization have a written debt collection policy during the tax year? ..........
9a
Yes
 
b
If "Yes," did the organization’s collection policy that applied to the largest number of its patients during the tax year
contain provisions on the collection practices to be followed for patients who are known to qualify for financial assistance? Describe in Part VI .........................

9b

Yes

 
Part IV
Management Companies and Joint Ventures(owned 10% or more by officers, directors, trustees, key employees, and physicians—see instructions)
(a) Name of entity (b) Description of primary
activity of entity
(c) Organization's
profit % or stock
ownership %
(d) Officers, directors,
trustees, or key
employees' profit %
or stock ownership %
(e) Physicians'
profit % or stock
ownership %
1
2
3
4
5
6
7
8
9
10
11
12
13
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page
Part VFacility Information
Section A. Hospital Facilities
(list in order of size from largest to smallest—see instructions)How many hospital facilities did the organization operate during the tax year?38Name, address, primary website address, and state license number (and if a group return, the name and EIN of the subordinate hospital organization that operates the hospital facility)
Licensed Hospital General-Medical-Surgical Children's Hospital Teaching Hospital Critical Hospital ResearchGrp Facility ER-24Hours ER-Other Other (describe) Facility reporting group
1 KAISER FDN HOSPITAL - LOS ANGELES
4867 SUNSET BLVD
LOS ANGELES,CA90027
http://www.kp.org
9300077
X X   X   X X     C
2 KAISER FOUNDATION HOSPITAL- SAN DIEGO
4647 ZION AVE
SAN DIEGO,CA92120
http://www.kp.org
800062
X X   X   X X     B
3 KAISER FDN HOSP - SUNNYSIDE MED CTR
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97105
http://www.kp.org
1073
X X   X     X     F
4 KAISER FOUNDATION HOSPITAL - FONTANA
9961 SIERRA AVE
FONTANA,CA92335
http://www.kp.org
2400159
X X   X   X X     B
5 KAISER FOUNDATION HOSPITAL - OAKLAND
275 W MACARTHUR BLVD
OAKLAND,CA94611
http://www.kp.org
140000052
X X   X   X X     A
6 KAISER FDN HOSPITAL - SANTA CLARA
700 LAWRENCE EXPRESSWAY
SANTA CLARA,CA95051
http://www.kp.org
70000661
X X   X   X X     A
7 KAISER FOUNDATION HOSPITAL- ROSEVILLE
1600 Eureka Rd
Roseville,CA95661
http://www.kp.org
30000052
X X   X   X X     A
8 KAISER FOUNDATION HOSPITAL - DOWNEY
9333 IMPERIAL HIGHWAY
DOWNEY,CA90242
http://www.kp.org
930000078
X X   X   X X     E
9 KAISER FOUNDATION HOSPITAL - HONOLULU
3288 MOANALUA RD
HONOLULU,HI96819
http://www.kp.org
OHCA#31-H
X X   X     X     G
10 KAISER FOUNDATION HOSPITAL - ANAHEIM
441 N LAKEVIEW AVE
ANAHEIM,CA92807
http://www.kp.org
600091
X X   X   X X     B
11 KAISER FOUNDATION HOSPITAL - VALLEJO
975 SERENO DR
VALLEJO,CA94589
http://www.kp.org
110000026
X X   X   X X     A
12 KAISER FDN HOSPITAL - SAN FRANCISCO
2425 GEARY BLVD
SAN FRANCISCO,CA94115
http://www.kp.org
220000188
X X   X   X X     A
13 KAISER FDN HOSPITAL- SOUTH SACRAMENTO
6600 BRUCEVILLE RD
SOUTH SACRAMENTO,CA95823
http://www.kp.org
30000228
X X   X   X X     A
14 KAISER FDN HOSPITAL - SACRAMENTO
2025 MORSE AVE
SACRAMENTO,CA95825
http://www.kp.org
30000052
X X   X   X X     A
15 KAISER FDN HOSPITAL - WALNUT CREEK
1425 S MAIN ST
WALNUT CREEK,CA94596
http://www.kp.org
140000290
X X   X   X X     A
16 KAISER FOUNDATION HOSPITAL- RIVERSIDE
10800 MAGNOLIA AVE
RIVERSIDE,CA92505
http://www.kp.org
2500327
X X   X   X X     B
17 KAISER FDN HOSPITAL - SOUTH BAY
25825 S VERMONT AVE
HARBOR CITY,CA90710
http://www.kp.org
9300079
X X   X   X X     B
18 KAISER FDN HOSPITAL - BALDWIN PARK
1011 BALDWIN PARK BLVD
BALDWIN PARK,CA91706
http://www.kp.org
9300920
X X   X   X X     C
19 KAISER FDN HOSPITAL - SAN LEANDRO
2500 MERCED ST
SAN LEANDRO,CA94577
http://www.kp.org
550002678
X X   X   X X     A
20 KAISER FOUNDATION HOSPITAL - ONTARIO
2295 S VINEYARD AVE
ONTARIO,CA91761
http://www.kp.org
240000159
X X   X     X     B
21 KAISER FOUNDATION HOSPITAL - IRVINE
6640 ALTON PARKWAY
IRVINE,CA92618
http://www.kp.org
600091
X X   X   X X     B
22 KAISER FOUNDATION HOSPITAL - SAN JOSE
250 HOSPITAL PARKWAY
SAN JOSE,CA95119
http://www.kp.org
70000117
X X   X   X X     A
23 KAISER FDN HOSPITAL - WOODLAND HILLS
5601 DE SOTO AVE
WOODLAND HILLS,CA91367
http://www.kp.org
9300358
X X   X   X X     E
24 KAISER FDN HOSPITAL - SANTA ROSA
401 BICENTENNIAL WAY
SANTA ROSA,CA95403
http://www.kp.org
110000213
X X   X   X X     A
25 KAISER FOUNDATION HOSPITAL - MODESTO
4601 DALE RD
MODESTO,CA95356
http://www.kp.org
030000393
X X   X     X     A
26 KAISER FDN HOSPITAL - W LOS ANGELES
6041 CADILLAC AVE
LOS ANGELES,CA90034
http://www.kp.org
9300081
X X   X   X X     C
27 KAISER FDN HOSPITAL - REDWOOD CITY
1100 VETERANS BLVD
REDWOOD CITY,CA94063
http://www.kp.org
220000021
X X   X   X X     A
28 KAISER FOUNDATION HOSPITAL - FRESNO
7300 N FRESNO ST
FRESNO,CA93720
http://www.kp.org
040000384
X X   X   X X     A
29 KAISER WESTSIDE MEDICAL CENTER
2875 NW STUCKI ROAD
HILLSBORO,OR97124
http://www.kp.org
14-1472
X X   X     X     F
30 KAISER FDN HOSPITAL - PANORAMA CITY
13652 CANTARA ST
PANORAMA CITY,CA91402
http://www.kp.org
9300080
X X   X   X X     B
31 KAISER FOUNDATION HOSPITAL- VACAVILLE
1 QUALITY DR
VACAVILLE,CA95688
http://www.kp.org
550001207
X X   X   X X     A
32 KAISER FOUNDATION HOSPITAL - ANTIOCH
4501 SAND CREEK RD
ANTIOCH,CA94531
http://www.kp.org
550000614
X X   X   X X     A
33 KAISER FDN HOSP - SOUTH SAN FRANCISCO
1200 EL CAMINO REAL
SOUTH SAN FRANCISCO,CA94080
http://www.kp.org
220000022
X X   X   X X     A
34 KAISER FDN HOSPITAL - SAN RAFAEL
99 MONTECILLO RD
SAN RAFAEL,CA94903
http://www.kp.org
110000357
X X   X   X X     A
35 KAISER FOUNDATION HOSPITAL - FREMONT
39400 PASEO PADRE PARKWAY
FREMONT,CA94538
http://www.kp.org
140000053
X X   X   X X     A
36 KAISER FDN HOSPITAL - MORENO VALLEY
27300 IRIS AVE
MORENO VALLEY,CA92555
http://www.kp.org
550000810
X X   X   X X     B
37 KAISER FOUNDATION HOSPITAL - RICHMOND
901 NEVIN ST
RICHMOND,CA94801
http://www.kp.org
140000052
X X   X   X X     A
38 KAISER FOUNDATION HOSPITAL - MANTECA
1777 W YOSEMITE AVE
MANTECA,CA95336
http://www.kp.org
030000393
X X   X     X     A
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
A-21 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a Yes  
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
A-21 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/mfa/ncal
b
http://www.kp.org/mfa/ncal
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
A-21 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
A-21 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
B-9 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a Yes  
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
B-9 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/mfa/scal
b
http://www.kp.org/mfa/scal
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
B-9 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
B-9 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
C-3 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a   No
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
C-3 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/scal
b
http://www.kp.org/scal
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
C-3 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
C-3 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
E-2 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a Yes  
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b   No
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
E-2 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/mfa/scal
b
http://www.kp.org/mfa/scal
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
E-2 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
E-2 Facilities - See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
F-2 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a Yes  
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
F-2 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/mfa/nw
b
http://www.kp.org/mfa/nw
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
F-2 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
F-2 Facilities See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 4
Part VFacility Information (continued)

Section B. Facility Policies and Practices

(Complete a separate Section B for each of the hospital facilities or facility reporting groups listed in Part V, Section A)
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Line number of hospital facility, or line numbers of hospital facilities in a facility
reporting group (from Part V, Section A):
 
Yes No
Community Health Needs Assessment
1 Was the hospital facility first licensed, registered, or similarly recognized by a state as a hospital facility in the current tax year or the immediately preceding tax year?........................ 1   No
2 Was the hospital facility acquired or placed into service as a tax-exempt hospital in the current tax year or the immediately preceding tax year? If “Yes,” provide details of the acquisition in Section C............... 2   No
3 During the tax year or either of the two immediately preceding tax years, did the hospital facility conduct a community health needs assessment (CHNA)? If "No," skip to line 12...................... 3 Yes  
If "Yes," indicate what the CHNA report describes (check all that apply):
a
b
c
d
e
f
g
h
i
j
4 Indicate the tax year the hospital facility last conducted a CHNA: 20 16
5 In conducting its most recent CHNA, did the hospital facility take into account input from persons who represent the broad interests of the community served by the hospital facility, including those with special knowledge of or expertise in public health? If "Yes," describe in Section C how the hospital facility took into account input from persons who represent the community, and identify the persons the hospital facility consulted ................. 5 Yes  
6 a Was the hospital facility’s CHNA conducted with one or more other hospital facilities? If "Yes," list the other hospital facilities in Section C.................................. 6a Yes  
b Was the hospital facility’s CHNA conducted with one or more organizations other than hospital facilities?” If “Yes,” list the other organizations in Section C. ............................ 6b Yes  
7 Did the hospital facility make its CHNA report widely available to the public?.............. 7 Yes  
If "Yes," indicate how the CHNA report was made widely available (check all that apply):
a
b
c
d
8 Did the hospital facility adopt an implementation strategy to meet the significant community health needs
identified through its most recently conducted CHNA? If "No," skip to line 11. ..............
8 Yes  
9 Indicate the tax year the hospital facility last adopted an implementation strategy: 20 16
10 Is the hospital facility's most recently adopted implementation strategy posted on a website?......... 10 Yes  
a If "Yes" (list url): http://www.kp.org/chna
b If "No," is the hospital facility’s most recently adopted implementation strategy attached to this return? ...... 10b    
11 Describe in Section C how the hospital facility is addressing the significant needs identified in its most recently conducted CHNA and any such needs that are not being addressed together with the reasons why such needs are not being addressed.
12a Did the organization incur an excise tax under section 4959 for the hospital facility's failure to conduct a CHNA as required by section 501(r)(3)?............................... 12a   No
b If "Yes" on line 12a, did the organization file Form 4720 to report the section 4959 excise tax?........ 12b    
c If "Yes" on line 12b, what is the total amount of section 4959 excise tax the organization reported on Form 4720 for all of its hospital facilities? $  

Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
Did the hospital facility have in place during the tax year a written financial assistance policy that:
13 Explained eligibility criteria for financial assistance, and whether such assistance included free or discounted care? 13 Yes  
If “Yes,” indicate the eligibility criteria explained in the FAP:
a
b
c
d
e
f
g
h
14 Explained the basis for calculating amounts charged to patients?................. 14 Yes  
15 Explained the method for applying for financial assistance?................... 15 Yes  
If “Yes,” indicate how the hospital facility’s FAP or FAP application form (including accompanying instructions) explained the method for applying for financial assistance (check all that apply):
a
b
c
d
e
16 Was widely publicized within the community served by the hospital facility?........ 16 Yes  
If "Yes," indicate how the hospital facility publicized the policy (check all that apply):
a
http://www.kp.org/mfa/hawaii
b
http://www.kp.org/mfa/hawaii
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 6
Part VFacility Information (continued)

Billing and Collections
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
17 Did the hospital facility have in place during the tax year a separate billing and collections policy, or a written financial assistance policy (FAP) that explained all of the actions the hospital facility or other authorized party may take upon nonpayment?.................................. 17 Yes  
18 Check all of the following actions against an individual that were permitted under the hospital facility's policies during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP:
a
b
c
d
e
f
19 Did the hospital facility or other authorized party perform any of the following actions during the tax year before making reasonable efforts to determine the individual’s eligibility under the facility’s FAP?............ 19   No
If "Yes," check all actions in which the hospital facility or a third party engaged:
a
b
c
d
e
20 Indicate which efforts the hospital facility or other authorized party made before initiating any of the actions listed (whether or not checked) in line 19. (check all that apply):
a
b
c
d
e
f
Policy Relating to Emergency Medical Care
21 Did the hospital facility have in place during the tax year a written policy relating to emergency medical care that required the hospital facility to provide, without discrimination, care for emergency medical conditions to individuals regardless of their eligibility under the hospital facility’s financial assistance policy?.................. 21 Yes  
If "No," indicate why:
a
b
c
d
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
G-1 Facility See Part V Sec C
Name of hospital facility or letter of facility reporting group  
Yes No
22 Indicate how the hospital facility determined, during the tax year, the maximum amounts that can be charged to FAP-eligible individuals for emergency or other medically necessary care.
a
b
c
d
23 During the tax year, did the hospital facility charge any FAP-eligible individual to whom the hospital facility provided emergency or other medically necessary services more than the amounts generally billed to individuals who had insurance covering such care? ............................... 23   No
If "Yes," explain in Section C.
24 During the tax year, did the hospital facility charge any FAP-eligible individual an amount equal to the gross charge for any service provided to that individual? ........................... 24   No
If "Yes," explain in Section C.
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 8
Part V
Facility Information (continued)
Section C. Supplemental Information for Part V, Section B. Provide descriptions required for Part V, Section B, lines 2, 3j, 5, 6a, 6b, 7d, 11, 13b, 13h, 15e, 16j, 18e, 19e, 20a, 20b, 20c, 20d, 20e, 21c, 21d, 23, and 24. If applicable, provide separate descriptions for each hospital facility in a facility reporting group, designated by facility reporting group letter and hospital facility line number from Part V, Section A (“A, 1,” “A, 4,” “B, 2,” “B, 3,” etc.) and name of hospital facility.
Form and Line Reference Explanation
C, 1, KFH - LOS ANGELES EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing affordable housing development, banking, business, community capital development, disaster preparedness, government real estate, land use, property management, public utility and transportation also provided input. LINE 6B: Cedars-Sinai Medical Center, ChapCare Medical and Dental Health Center, the Hollywood Chamber of Commerce, and The Wellness Center Line 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Los Angeles participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved; Build the capacity of the primary care workforce and improve appropriate utilization of health care services. - KFH-Los Angeles will continue to support Eisner Pediatric & Family Medical Center with the engagement of KFH-Los Angeles Pediatric Community Fellow and residents and by providing specialty care consults and services to un/underinsured pediatric patients (15-20 patients per year). - To address access to care for the homeless and underserved population, KFH-Los Angeles radiologists will continue to read over 2,000 x-rays from the JWCH Wesley Health Center Clinic annually. - KFH-Los Angeles will continue to support KHEIR Community Clinics primary and specialty care hub by having physician specialists (Dermatology, Ophthalmology, Sleep Medicine, Neurology) and Internal Medicines Community Medicine Fellows and residents volunteer their time. B. Obesity/HEAL/Diabetes Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. Examples for these strategies include: - KFH-Los Angeles Family Medicine and Pediatrics Community Medicine Fellows continued participation in obesity/overweight and diabetes prevention at Belmont and Hollywood Highs Wellness Centers and help develop STEM-related curriculum to other local LAUSD schools. - KFH-Los Angeles Pediatric and Family Medicine Community Medicine Fellows participation in Belmont and Hollywood Highs Student Wellness Councils to promote healthy eating active, living practices and policies within a school environment and surrounding school community by the provision of health education materials. - Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. For example, KFH-Los Angeles partnership pilot program with The Wellness Center at the Historic General Hospital (LAC+USC) to provide free healthy eating cooking classes and diabetes/overweight prevention health education to members and non-members living in East Los Angeles. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. C. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. As an example, KFH-Los Angeles Community Benefit Manager will continue to participate in the Executive Committee of the East Hollywood/Los Feliz Homeless Coalition (ELFH), the Saban Community Clinic Strategic Planning Committee and in other homeless collaboratives such as: Hollywood4WRD and the Los Angeles County Department of Mental Healths Hollywood Health Neighborhood. Support integration of health care with community-based mental health services. One way KFH Los Angeles will address this strategy is to consider the possibility of providing Kaiser Permanente Health Education classes related to mental and behavioral health to community members at KFH Los Angeles Medical Center Campus, Medical Office Buildings, and in community settings. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Los Angeles will continue to partner with JWCH Wesley Health Center to support the Emergency Department Embedded Homeless Navigator to link homeless individuals to primary, mental health, behavioral health and other homeless supportive services. In addition, KFH-Los Angeles will continue to provide funding to support the integration of health care with community-based community clinics and provide health education materials and/or classes to community partners engaged in the identification and prevention of mental health illness. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. D. Sexually Transmitted Infections Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for STI/HIV management and prevention. KFH-Los Angeles will continue to promote and provide community health education materials, resources and technical training (as appropriate) to community clinics, mental health/counseling centers, and community-based organizations to promote healthy living and the prevention and treatment of sexually-transmitted diseases and/or HIV. Support the provision of high quality health care including preventive services and specialty care for underserved populations. - KFH-Los Angeles will continue to engage its Pediatrics, Family Medicine and Internal Medicine Community Medicine Fellows and residents with community clinics and school-based Wellness Centers to promote healthy lifestyles, including responsible sexual health and prevention of sexually transmitted infections/HIV to at risk youth. - Through its local grant-making and sponsorships, KFH-Los Angeles will continue to support community-based organizations and/or community clinics serving the LGBTQ individuals, homeless youth and adults, and other at-risk populations. Community partners include but not limited to: Latino Equality Alliance, The LGBT Center, TransLatin@ Coalition, Bienestar Human Services, The Wall/Las Memorias, AIDS Project Los Angeles, Planned Parenthood Los Angeles, CHAPCare, Covenant House, St. Johns Well Child & Family Center, Saban Community Clinic, JWCH Wesley Health Center). The health needs that KFH Los Angeles does not intend to directly address are: asthma, cancer, cardiovascular disease, community safety and oral health. A majority of these needs were deemed to be of relatively lower need. Additionally, existing community resources were also considered, and KFH Los Angeles will focus on health needs that can be most effectively addressed given the assets available. The core planning team was involved in this process and these needs were deemed to have lower magnitude and severity ratings. Finally, during the CHNA process, community members ranked health needs, and asthma, cancer, safety, cardiovascular disease, and oral health were in the bottom half of the final list of prioritized hea
B, 2, KFH - SAN DIEGO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, discussions/focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs within the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing African American population with cardiovascular disease, behavioral health, care managers/hunger advocates, community health centers, high risk youth, homeless/veterans, low-income elderly, low-income students, mental health, and outreach workers also provided input. Line 6a: Palomar Health, Rady Children's Hospital San Diego, Scripps Health, Sharp HealthCare, Tri-City Medical Center, University of California San Diego Health Line 6b: Hospital Association of San Diego and Imperial Counties Line 11: A. Access to Care Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care. KFH San Diego will collaborate with 2-1-1 San Diego and other local community health organizations to provide significant assistance in conducting outreach and enrollment in the Kaiser Permanente Child Health Plan to improve the access to health care for low-income children under the age of 18. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to healthcare. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. KFH-San Diego will address access to care by having physicians collaborate with Champions for Health through the ConsultSD program. eConsultSD is a web-based secure communications tool for primary care physicians in community clinics to consult with KFH-San Diego specialist physicians on a case-by-case basis for uninsured and low-income patients in San Diego County. B. Obesity/HEAL/Diabetes Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example of an initiative for this strategy is the Healthy Eating Active Living (HEAL) Zones. HEAL Zones are multi-year, place-based investments that support policy, advocacy and/or system changes in communities. These initiatives aim to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables and healthy beverages and increasing safe places to be play and be physically active. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. For example, KFH- San Diego partners with Jacobs and Cushman San Diego Food Bank to increase healthy eating by providing low-income people with 20 pounds of nutritious foods (monthly) combined with nutrition education that will improve nutritional choices and knowledge leading to healthier eating and reduction of obesity and support the management of diabetes. Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Afresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support the development of community-based organizations, leaders and networks, and build their capacity to advance equity and prevent obesity and to promote healthy eating and active living. Support partnerships and networks that sustain and scale change and lift up priorities, evidence, and experience of communities and to build the field of healthy eating and active living. KFH-San Diego Community Benefit liaison collaborates with San Diego County Childhood Obesity Initiative (COI) by being a member of their leadership council and participating in their all-day strategic planning retreat. They provide guidance on matters related to policy and environmental change strategies to be incorporated into the COIs strategic plan, to prevent and reduce childhood obesity in San Diego County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote healthy eating and active living. KFH-San Diego donates property in El Cajon and partners with International Rescue Committee in the New Roots Fresh Farm Community Garden project to provide opportunities for healthy eating and active living for refugee and other underserved populations. C. Cardiovascular Disease Support health care providers in the use of population health management tools (e.g. clinical decision-support systems, data, team-based care) to screen, provide preventive care, and treat CVD. An example of an initiative for this strategy is an evidence-informed cardiovascular disease (CVD) risk-reduction program called ALL HEART. The Community Clinic Health Network (CCHN) serves as the Project Office translate the ALL (Aspirin, Lisinopril, and Lipid lowering medications) protocol across the San Diego County and key areas in the Southern California Region. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Increase healthy eating and active living among vulnerable populations by supporting programs that focus on wellness and promote healthy food choices and exercise. Support community based initiatives that promote cardiovascular screenings, health and wellness checkup and increase care management related to patient care for vulnerable populations. Support the development of community-based organizations, leaders and networks, and build their capacity to advance equity and address CVD. This includes proving support and partnership with community clinics serving populations in vulnerable communities who are directly addressing cardiovascular disease. Support partnerships and networks that sustain and scale change and lift up priorities, evidence, and experience of communities to build the field of cardiovascular health. Work with the Be There Initiative to promote cross-organizational leadership and communication. An example of a partnership is the collaboration between KFH-San Diego and Be There San Diego. Together we will promote cross-organizational leadership and communication to educate the entire San Diego community to understand and manage factors like hypertension, high cholesterol, and diabetes. Leverage KP assets to drive community health and champion organizational practice changes within KP that improve CVD and promote health. D. Mental and Behavioral Health Support community based initiatives that promote positive mental health by fostering community connection to one's neighbors and participation in local activities and create access to safe local public spaces where people can congregate. Support integration of healthcare with community-based mental health services, such as: increase patient navigators and case managers who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH-San Diego will address mental and behavioral health by having employees conduct health and wellness screening in collaboration with Think Dignity, a non-profit partner who empowers and organizes the community to advance basic dignity for those living on the streets of San Diego County. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. Support partnerships and networks that sustain and scale change and lift up priorities, evidence, and experience of communities and to share information about what works in improving
F, 3, Kaiser Sunnyside Med Ctr Explanations PART V, SECTION B. ********************************************************************** LINE 5: Community input from across the primary and secondary service areas was incorporated into the CHNA process to identify and prioritize health needs. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas. Line 6a: KFH Westside and KFH Sunnyside conducted a joint CHNA. Both KFH hospitals share the same primary service area. line 6b: KFH Hospitals helped found and has participated in the development of Healthy Columbia Willamette, a collaborative effort including 15 area hospitals and health systems as well as four county health departments and two Coordinated Care Organizations (CCOs) Healthy Columbia Willamette was formed to support member organizations in responding to the new ACA federal requirements and to catalyze the collective efforts of health and public health leaders in the Portland metropolitan area to have coordinated and meaningful impact on the health of the region. KPNW Community Benefit staff contributes to the on-going assessment efforts of Healthy Columbia Willamette to expand Kaiser Permanentes community partnerships and improve community health in the Northwest region. Members of Healthy Columbia Willamette collaborative: - Adventist Medical Center - Legacy Health System (5 hospitals) - Oregon Health & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - Clackamas County Public Health Division - Clark County Public Health Department - Multnomah County Health Department - Washington County Public Health Division Line 11: KFH hospitals prioritized and selected five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury line 13a: KP provides a 100% discount to all charity eligible patients regardless of whether they are uninsured or underinsured. The discount amount is not adjusted based on income level. line 13h: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses excluding medical insurance premiums for eligible services over a 12 month period greater than or equal to 10% of their annual household income is eligible for charity care. Line 16J: The FAP program materials are available on the KP website at www.kp.org//mfa/nw
B, 4, KFH - FONTANA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: KFH - Ontario line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Support evidence-based and promising family and youth development programs in school settings focused on conflict resolution, violence/bullying, mentoring, trauma, and/or suicide prevention. Programs can include 1) student assistance programs (Screening, Assessment, Referral, and Treatment-SAR, Positive Behavioral Interventions & Support; Trauma Informed Care), 2) direct delivery of services, and 3) parenting education, social support to parents, and encouragement of positive parentchild interactions. KFH-Fontana will address mental health issues among youth by collaborating with the Fontana Unified School District, where the Kaiser Permanente Child and Adolescent Psychiatry staff and SCPMG residents will provide therapy to high school students to address Adverse Childhood Experiences. Support integration of healthcare with community-based mental health services, such as training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH-Fontana will address mental health issues by providing grant support to El Sol Neighborhood Center to enable promotores de salud to educate the broader community about the issue, link to services, and stress the importance of seeking care in San Bernardino. Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. KFH-Fontana will address mental health issues by partnering with the Fontana Unified School District, where the Kaiser Permanente Chemical Dependency Recovery Program and the SCPMG Adolescent Chemical Dependency Ph.D Coordinator will provide substance abuse education by speaking with adolescents and their parents and linking them to substance abuse community resources. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Fontana will address mental health issues by collaborating with the National Alliance on Mental Illness (NAMI) San Bernardino Chapter through grant funding support. KFH-Fontana will also explore the opportunity to provide hospital conference room space to NAMI to hold Family Support meetings for those living with a mental health disorder at no cost to community. B. Economic Security Support educational attainment programs focused on: 1) High School dropout prevention; 3) Mentoring for students at-risk, homeless, foster care; 4) College enrollment; 5) Health care workforce pipeline 5) Science, Technology, Engineering, and Mathematics (STEM). KFH-Fontana Human Resources liaison is member of the Inland Health Professions Coalition, which brings K-12, community college and university faculty, hospital and health care agency representatives, county office of education staff, and professional organization and community agency representatives together to identify and facilitate solutions to the educational, social and environmental barriers to enable a seamless health pipeline. Support employment programs focused on: 1) Employment skills development, education, and training through career-employment bridge programs, transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment, on-the-job training. KFH-Fontana will address economic security issues by partnering with the San Bernardino City Unified School District, where Kaiser Permanente Human Resources Director will provide Employment Workshops to parents of students from Arroyo High School to facilitate career exploration, writing a cover letter/resume, including job search techniques. Support programs that focus on 1) Shelter/housing for homeless; 2) rapid re-housing or 3) tenant-based rental assistance for low-income families to create a path to more housing options, to include intake of all needs, case management, and follow up. KFH-Fontana will address economic security by providing grant support to homeless service providers from throughout San Bernardino County. Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. KFH-Fontana serves on the San Bernardino County Interagency Council on Homelessness, where a nonprofit hospital is represented for the first time. Support cities, schools, community based organizations to provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices. Enroll community members into available food programs (ie. Cal Fresh, Supplemental Food Program for Women, Infants, and Children (WIC). KFH-Fontana will address economic security by providing grant support to Healthy Cities to set up and accept Cal Fresh and WIC benefits to enable community to obtain fresh fruits and vegetables at Farmers Markets. Support community-based organizations and networks to build their capacity to advance economic security. KFH-Fontana Community Benefit liaison is member of the High Desert Food Collaborative, which will ensure 30 food providers create synergy, communication channels to mutually tap into coordinated equipment/distribution resources, share food surplus, share best practices and explore opportunities for joint funding to better respond to the food security needs in the High Desert Region. Support efforts to assess upstream social and basic needs and coordinate with community based organizations. KFH-Fontana will address economic security issues by partnering with social service, housing, transportation, and food security nonprofits to screen low income residents in response to non-medical social needs and link to basic needs through the Kaiser Permanente Health Leads Program. C. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Fontana participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. Explore opportunities between hospitals and safety net community clinic providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). KFH-Fontana Community Benefit liaison is member of the Community Clinic Association of San Bernardino County, which supports community clinics to efficiently deliver culturally appropriate quality healthcare to the medically indigent, underserved, uninsured and/or underinsured. Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as a) outreach, enrollment, and retention efforts to increase access to health care coverage and b) use of Community Health Workers to connect residents to medical homes, onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. KFH-Fontana will address access to care by providing grant support to SAC Health Systems, Bloomington Community Health Center, Lestonnac Free Clinic, Al Shifa Free Clinic, and Well of Healing Mobile Medical Clinic. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including education on use of rou
A, 5, KFH - Oakland EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) line 6a: - John Muir Health - Kaiser Foundation Hospital Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Oakland has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Oakland is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Oakland welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Oakland will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represented school age youth and college students to health careers.
E. ECONOMIC SECURITY Long-term Goal All community members have access to the basic needs necessary to thrive. Intermediate Goals - Increase access to safe, quality affordable housing and support services for the most vulnerable populations affected by homelessness and housing displacement. - Increase opportunities for education, training and employment for vulnerable and low-income populations. - Increase enrollment in and use of public benefit programs among vulnerable and low-income populations, including social non-medical services. - Improve community revitalization and economic health. Strategies Housing and support strategy: - Support innovative solutions to develop affordable, sustainable housing to increase availability and decrease displacement for low and moderate income families Education, training & employment strategies: - Increase availability of job training programs for high risk populations. - Improve educational attainment and college readiness among youth from educationally disadvantaged backgrounds. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Connection to services strategies: - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. - Increase and systematize access to needed social non-medical services. - Increase access to safe, affordable transportation to promote access to necessary services (Active transportation/HEAL). Community revitalization strategy: - Provide support to improve economic outcomes for communities. For example: - Participate in Oakland Thrive Council which preserves and protects affordable housing. - Partner with community college districts and workforce coalitions on strategies to address academic success of youth from educationally disadvantaged backgrounds at the Regional and State level. - Participate in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. - Support non-profit housing developers who are exploring innovative solutions to the affordable housing shortage. - Support the connection of residents in affordable housing to a range of critical health and human services. - Support programs that provide access to job training programs for high-risk populations. - Support organizations focused on improving academic success of youth from educationally disadvantaged backgrounds. - Support organizations who work with re-entry population to help them successfully access jobs. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support programs that prepare underrepresented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support the development and use of innovative technology to decrease barriers to enrollment in CalFresh. - Support programs that provide financial literacy support. - Implement a paid summer internship program for underserved high school students at KP medical centers and administrative offices. - Implement KP health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Provide KP workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Explore social impact investing opportunities in service of promoting affordable housing. - At the institutional level, support vendors that hire under/unemployed residents in specific communities and provide living wages and benefits. - Explore implementing policies and standards at the institutional level to procure supplies and services from diverse vendors. - Build capacity of small businesses to be able to contract with KP in target neighborhoods/populations. - At the institutional level, target recruitment activities in underrepresented or lower socio-economic communities, focused primarily on working with local organizations to educate the community on hiring practices and jobs available. - At the institutional level, focus efforts on local hiring. Expected Outcomes - Increased availability and utilization of affordable housing. - Increased enrollment and completion of education and job training programs. - Improved educational outcomes. - Increase in number of culturally and linguistically competent and skilled healthcare providers. - Increased enrollment and participation in public benefit programs. - Increase in referrals and coordination between healthcare providers and social non-medical services. - Improved transportation access to necessary services. Additional Community Benefit Priorities In addition to addressing the selected health needs described above, Kaiser Permanente, as an integrated health care delivery system, dedicates resources that target broader health system needs and upstream determinants of health. Kaiser Permanente deploys dedicated research expertise to conduct, publish, and disseminate high-quality epidemiological and health services research to improve the health and medical care throughout our communities. Access to reliable data is a significant need of the overall health care system and can also be implemented in service of the identified health needs. Deploying a wide range of research methods contributes to building general knowledge for improving health and health care services, including clinical research, health care services research, and epidemiological and translational studies on health care that are generalizable and broadly shared. Conducting high-quality health research and disseminating its findings increases awareness of the changing health needs of diverse communities, addresses health disparities, and improves effective health care delivery and health outcomes in diverse populations disproportionally impacted by heath disparities. Research projects encompass epidemiologic and health services studies as well as clinical trials and program evaluations. They cover a wide range of topics including cardiovascular disease, cancer, diabetes, substance abuse, mental health, maternal and child health, women's health, health care delivery, health care disparities, pharmaco-epidemiology, and studies of the impact of changing health care policy and practice. 2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Oakland could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Oakland does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer wa
A, 6, KFH - Santa Clara EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems - Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders. Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. Line 6a: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jose Kaiser Foundation Hospitals) - Lucile Packard Childrens Hospital Stanford - OConnor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6b: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Clara has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Santa Clara is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Clara welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Clara will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Support community health workers who assist community members with obtaining appropriate services. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the number of low-income patients who receive behavioral health care services. - Increased integration of primary and behavioral health care services. - Improved access to quality care for youth, families and communities experiencing violence. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Prevent
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs to address that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Santa Clara, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. KFH Santa Clara is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Santa Clara is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the communitys healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimers Disease Alzheimers disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimers disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH Santa Clara did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Santa Clara have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Santa Clara is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via strategies related to active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER T
A, 7, KFH - ROSEVILLE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. . Primary data collection began with group key informant interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Roseville service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH Roseville, KFH Sacramento, KFH South Sacramento - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center Sacramento, Sutter Roseville Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 35 organizations assisted the KFH-Roseville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Roseville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Roseville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Roseville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Roseville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Participate in Placer Community Health Initiative to strengthen Placer Countys public health system through conducting health assessments, developing improvement plans, and supporting strategic planning. - Provide grants for transportation to medical appointments. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants for a behavioral health navigation program to help clients access services. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies - Increase access to healthy, affordable foods, including fresh produce, and decr
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. There is a lack of internal and external resources to leverage in this area. It scored low on all criteria used during prioritization. D. Basic Needs (Economic Security) Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Roseville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
E, 8, KFH - DOWNEY EXPLANATIONS PART V, SECTION B. ********************************************************************** Line 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: PIH Health Hospital - Downey and PIH Health Hospital - Whittier Line 11: A. Access to Care Support the provision of high quality health care including preventive services and specialty care for underserved populations (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to health care. Support policies and programs that improve the ability of health care organizations to access upstream factors and coordinate with community-based preventive services. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH Downey will address access to care by partnering with Caring Connections, a nonprofit serving Bellflower Unified School District. KFH Downey Public Affairs Representative is a member of the Caring Connections collaborative which ensures that children and families gain access to medical care regardless of insurance status or ability to pay. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. KFH Downey Director of Human Resources is a member of the Southeast Los Angeles County Workforce Development Board where she provides expertise on local programs and policies that impact the evolving needs of the healthcare workforce. B. Obesity/HEAL/Diabetes Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments (HEAL Zones). KFH Downey Community Benefit Manager is a founding member of the Healthy Downey initiative which aims to align school and city based healthy eating and active living efforts in the community of Downey. Support multi-level, multi-component activities in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. The Thriving Schools Initiative is a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. KFH Downey Community Benefit Manager serves as a member of the Partnership for Healthy Communities (PHC) coalition, which is made up of representatives from the Los Angeles County Department of Public Health, PIH Health, Interfaith Food Center and staff from the cities of Cerritos, Artesia, Bellflower and Whittier. PHC has a team of 21 trained promotores who are implementing evidence based healthy eating curriculums at nonprofits and through Parks and Recreation programs in all four cities involved. C. Mental Health Support school and youth development organizations in learning about and addressing mental and behavioral health including suicide prevention and trauma-informed care. KFH Downey will address mental health by providing educational programming and resources (such as bully prevention), through programs such as the KP Educational Theatre, to local schools. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH Downey will address mental health by partnering with True Lasting Connections (TLC) Family Resource Center (FRC) in Downey. KFH Downey Public Affairs Director has served for eight years on the advisory board for this FRC who focuses on providing uninsured and underinsured youth access to mental health services. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. D. Community Safety/Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution program, and mentoring programs that focus on keeping youth positively engaged in school and the community. Support policies and programs that improve the delivery of services for youth and adults returning to the community from incarceration. KFH Downey collaborates with Black Coffee, a social enterprise based in KFH Downey service area dedicated to providing job training, employment and mentoring to men re-entering the community from incarceration. KFH Downey purchases and serves Black Coffee in our hospital cafeteria. Leverage KP assets, including organizational practices, to promote community safety and prevent violence in communities. KFH Downeys Associate Executive Director of the Kaiser Permanente Watts Counseling and Learning Center serves as a member of the Watts Gang Taskforce whose primary function is to eliminate gang violence, and coordinate resources and services in the Watts Community to help youth stay gang free and in school. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). E. Sexually Transmitted Infections Promote and encourage STI education, condom use, abstinence, testing and treatment for patients and their partners. Support school and youth development organizations in learning about and addressing STD prevention. KFH Downey will address sexual health by providing educational programming and resources (such as STI awareness), through programs such as the KP Educational Theatre, to local schools. The health needs that KFH Downey does not intend to directly address are: asthma, cardiovascular disease, oral health, preventive practices, substance abuse and teen pregnancy. For the most part these needs were deemed to be of relatively lower need based on the defined criteria. Taking existing community resources into consideration, KFH Downey has selected to concentrate on those health needs that we can most effectively address given our assets. Through the planning process outlined in Section VIII of this report, the health needs KFH Downey is not addressing had lower magnitude and severity ratings. Additionally, community input ranked asthma, cardiovascular disease, teen pregnancy and oral health in the bottom one-third of the prioritized health needs. Community feedback indicated that the high priority needs were viewed as influencing a number of lower priority needs. For example, preventive practices, teen pregnancy and oral health can be addressed through a commitment of resources focused on access to care. In other words, an emphasis on access to care wi
G, 9, KFH - HONOLULU EXPLANATIONS PART V, SECTION B. ********************************************************************** Line 5: Key Informants were chosen by the Healthcare Association of Hawaii Advisory Committee through a structured nomination and selection process, which followed a thorough review of the preliminary core indicator data. Key informant interviews were conducted by local consultants, Storyline Consulting. Following is a list of the key informants: Kurt Akamine, Garden Isle Rehabilitation & Healthcare Center Marc Alexander, Hawaii Community Foundation Gino Amar, Kohala Hospital Maile Ballesteros, Stay At Home Healthcare Services Joy Barua, Kaiser Permanente Hawaii Dan Brinkman, Hawaii Health System Corporation, East Hawaii Region Rose Choy, Sutter Health Kahi Mohala Behavioral Health Kathy Clark, Wilcox Memorial Hospital R. Scott Daniels, State Department of Health Thomas Driskill, Spark M. Matsunaga VA Medical Center Tom Duran, CMS Laurie Edmondson, North Hawaii Community Hospital Lynn Fallin, State Department of Health Brenda Fong, Kohala Home Health Care of North Hawaii Community Andrew Garrett, Healthcare Association of Hawaii Beth Giesting, State of Hawai, Office of the Governor Kenneth Graham, North Hawaii Community Hospital George Greene, Healthcare Association of Hawaii Robert Hirokawa, Hawaii Primary Care Association Mari Horike, Hilo Medical Center Janice Kalanihuia, Molokai General Hospital Lori Karan, MD; State Department of Public Safety Darren Kasai, Kula and Lanai Hospitals Nicole Kerr, Castle Medical Center Peter Klune, Hawaii Health Systems Corporation, Kauai Region Tammy Kohrer, Wahiawa General Hospital Jay Kreuzer, Kona Community Hospital Tony Krieg, Hale Makua Eva LaBarge, Wilcox Memorial Hospital Greg LaGoy, Hospice Maui, Inc. Leonard Licina, Sutter Health Kahi Mohala Behavioral Health Wesley Lo, Hawaii Health Systems Corporation, Maui Region Lorraine Lunow-Luke, Hawaii Pacific Health Sherry Menor-McNamara, Chamber of Commerce of Hawaii Lori Miller, Kauai Hospice Pat Miyasawa, Shriners Hospitals for Children Honolulu Ramona Mullahey, U.S. Department of Housing and Urban Development Jeffrey Nye, Castle Medical Center Quin Ogawa, Kuakini Medical Center Don Olden, Wahiawa General Hospital Ginny Pressler, MD, State Department of Health Sue Radcliffe, State Department of Health, State Health Planning and Development Agency Michael Robinson, Hawaii Pacific Health Linda Rosen, MD, Hawaii Health Systems Corporation Nadine Smith, Ohana Pacific Management Company Corinne Suzuka, CareResource Hawaii Brandon Tomita, Rehabilitation Hospital of the Pacific Sharlene Tsuda, The Queens Medical Centers Stephany Vaioleti, Kahuku Medical Center Laura Varney, Hospice of Kona Cristina Vocalan, Hawaii Primary Care Association John White, Shriners Hospitals for Children Honolulu Rachael Wong, State Department of Human Services Betty J. Wood, Department of Health Barbara Yamashita, City and County of Honolulu, Department of Community Services Ken Zeri, Hospice Hawaii Line 6a: Castle Medical Center Kahi Mohala Behavioral Health Kapiolani Medical Center for Women and Children Kuakini Medical Center Pali Momi Medical Center Rehabilitation Hospital of the Pacific Shriners Hospitals for Children Straub Clinic & Hospital The Queen's Medical Center The Queens Medical Center West Oahu Wahiawa General Hospital Line 6b: The Healthcare Association of Hawaii led the statewide effort. Line 11: The list below summarizes the health needs identified for the KFH Honolulu service area through the 2016 Community Health Needs Assessment process: - Exercise, Nutrition and Weight/Diabetes - Mental Health and Mental Disorders - Access to Care - Cardiovascular Disease and Stroke - Substance Abuse, including Tobacco - Oral Health - Prevention and Safety, including Violence/Injury Prevention - Maternal, Infant and Fetal Health - Respiratory Diseases, including Asthma - Cancers - Immunizations and Infectious Diseases, including HIV/AIDS/STDs The implementation Strategy, which describes KFH Honolulus planned response to the needs identified through the 2016 Community Health Needs Assessment process, will be adopted in 2017.`` While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Honolulu will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 15% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/HAWAII.
B, 10, KFH - ANAHEIM EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Local stakeholders participated in focus groups or key informant interviews. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. Line 6a: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine, KFH - Irvine. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups. Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Anaheim intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). KFH-Anaheim intends to address mental health by collaborating with Cal State Fullertons Center for Healthy Neighborhoods and other nonprofit organizations through participation on the advisory board to provide expertise regarding parenting classes, early childhood education and teen mental health concerns. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Anaheim community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/HEAL/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example of an initiative for this strategy is the Healthy Eating Active Living (HEAL) Zones. HEAL Zones are multi-year, place-based investments that support policy, advocacy and/or system changes in communities. This initiative aims to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables, and healthy beverages and increasing safe places to play and be physically active. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Anaheim Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of this work is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange Countys active transportation projects and programs to promote healthy communities. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. KFH-Anaheim community medicine fellow and Orange County Family Medicine Residents provide direct and guidance for the diabetes self-management program run by Latino Health Access. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Anaheim recruitment services liaison will continue to serve as a member of the City of Anaheim workforce investment board to share knowledge regarding healthcare jobs of the future, participate on focus groups and serve on the workforce evaluation subcommittee. In addition, KFH-Anaheim recruitment services liaison will continue to partner with Vital Link to coordinate an expert panel and review of Orange County MA and LVN programs (ROP, private and community college) curriculum as well as provide expert speakers at large events. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. This will be accomplished by contributing toward supplier diversity in the community to address economic security by implementing policies and standards to procure supplies and services from a diverse set of providers; working with vendors to support sub-contracting with diverse suppliers/service providers; working with community-based workforce development programs to support a pipeline for diverse suppliers/service provides; and building the capacity of target neighborhoods/populations. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange Countys Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Anaheim participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and c
A, 11, KFH - VALLEJO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders provided community input through key informant interviews and focus groups. The consultant team interviewed individuals who were identified as having valuable knowledge, information, and expertise relevant to the health needs of the community. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 18 key informant interviews were conducted for the Napa County CHNA. Because the KFH-Vallejo service area also includes Benicia and Vallejo, two cities in Solano County, the 18 Napa County interviews were considered alongside primary data that were collected in Solano County by Valley Vision for the Solano County CHNA. Four interviews (including group interviews) conducted with Benicia and Vallejo residents and stakeholders for the Solano County CHNA, and were included in the analysis because the KFH-Vallejo service area includes these two cities. Additionally, four focus groups were conducted throughout Napa County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as having worse health outcomes or at risk for having worse health outcomes than the general population in Napa County. These subpopulations included youth county-wide, as well as residents in American Canyon and Calistoga. Focus groups were monolingual, conducted in either English or Spanish. Two additional focus groups conducted in Solano County by Valley Vision were also considered in this analysis because they included residents from Benicia and Vallejo, which are part of the KFH-Vallejo service area. line 6a: Kaiser Foundation Hospital-Vallejo collaborated with St. Joseph Health Queen of the Valley Medical Center and St. Helena Hospital on data collection and interpretation for Napa County. Line 6b: The Napa County hospitals, in partnership with the following organizations, made up the Napa County CHNA Advisory Group: - Napa County Health and Human Services Agency - Live Healthy Napa County Line 11: As part of the Kaiser Permanente integrated health system, KFH Vallejo has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vallejo is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vallejo welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vallejo will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). B. Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools, and utilize schools as forums for educational sessions (e.g. convening assemblies). For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Participate in Live Healthy Napa County (LHNC), a public-private partnership that provides Napa County residents with education and resources to drive health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanentes Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Health Care Services Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cannot afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management, addressing soci-economic, ethnic and cultural needs, as well as barriers like housing and transportation. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grants for programs that support childrens enrollment in and use of health insurance coverage. - Provide grants for programs that support promoters and/or community health workers to help patients navigate the health care system. - Partner with local community colleges on programs to improve acces
2016 Needs Not Selected and Rationale KFH Vallejo has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vallejo because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vallejo will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Cancers Cancers will not be directly addressed by KFH Vallejo through implementation strategies because the Contributions Committee assigned this health need a low score with respect with to CHNA prioritization, existing county funding, and ability to leverage community assets. However, KFH Vallejo anticipates indirectly addressing this need through strategies aimed to address Access to Care and Coverage and Healthy Eating/Active Living, as these health needs are interrelated. For example, providing high quality medical care to Medi-Cal participants and supporting outreach, enrollment, retention and appropriate utilization of health care coverage programs will increase access to preventative care and screenings, as well as treatment for individuals with cancer. Because healthy eating and an active lifestyle are directly correlated with a decreased risk of cancer, KFH Vallejo also intends to address cancer prevention by increasing access to healthy, affordable foods, decreasing access to unhealthy food and sugar-sweetened beverages, and increasing opportunities for physical activity in the community and in schools. B. Education While KFH Vallejo did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the region, and state. Progress in educational attainment and education quality requires partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vallejo chose to address other health needs in this implementation plan. C.Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vallejo did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 12, KFH - SAN FRANCISCO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. SFHIP screened 43 published community health assessments completed between 2012 and 2015 to identify gaps in primary data available. Twenty-one of the assessments were included in the data analysis. This review informed the selection of community partners and target populations for community input. The SFHIP identified target populations for which there was limited secondary data or limited data from other assessments as described above. The target populations are listed below. Community conversations with members of these groups included low-income, minority and medically underserved residents: - Formerly incarcerated - Transitional age youth - Seniors - Latinos - Middle Eastern and Arab residents - African American mothers - Filipinos - LGBT - Native Americans - Veterans Using the SFHIP member relationships, community-based organizations representing or serving the target populations were asked to host a community conversation with residents about their health needs. SFDPH staff facilitated 11 community conversations using the Technology of Participation techniques for focused conversations and consensus development. SFDPH staff compiled the themes and identified health needs from the 11 community conversations for inclusion in the CHNA and in the 29 SFDPH Social Determinant of Health and Health Outcome reports. The Health Need In addition to the input from public health experts who serve on SFHIP, two formal key informant interviews with SFDPH staff were conducted, including the County Population Health Branch Director. Key informants were asked about their highest health issue concerns for vulnerable San Franciscans, the top health needs in San Francisco and community assets to protect and enhance. Line 6a: - Chinese Hospital - Dignity Health - Saint Francis Memorial Hospital - Dignity Health - St. Marys Medical Center - Kaiser Permanente KFH San Francisco - Sutter Health - California Pacific Medical Center - University of California San Francisco Medical Center line 6b: SFHIP participants included: - APA Family Support Services - Asian Pacific Islander Health Parity Coalition - San Francisco Community Clinic Consortium - Chicano/Latino/Indigena Health Equity Coalition - Instituto Familiar de la Raza - Bayview Hunters Point Foundation for Community Improvement - San Francisco Human Services Network - San Francisco Unified School District - San Francisco Mayors Office - African American Community Health Equity Coalition - Rafiki Wellness - CAL Insurance and Associates, Inc. - Metta Fund - The San Francisco Foundation - Interfaith Coalition for Immigrants Rights - San Francisco Interfaith Council - San Francisco Department of Public Health - University of California, San Francisco Community Engagement Partners: - Advancing Justice of the Asian Law Caucus - African American Art and Cultural Center - CARECEN - Filipino American Development Foundation - Instituto Familiar de la Raza/Asociacin Mayab - Larkin Street Youth - LGBT Center - Native American Health Center - On Lok 30th Street Senior Center - Swords to Plowshares - Transitions Line 11: As part of the Kaiser Permanente integrated health system, KFH San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Behavioral Health Long-term Goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed. Intermediate Goals 1. Expand prevention and support services for mild to moderate behavioral health conditions. 2. Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. 3. Develop a diverse, well trained behavioral health care workforce that provides culturally sensitive behavioral health care. 4. Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services and environments that evidence suggests reduce stress, anxiety and depression. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. For example: - Provide grants to programs at schools and community-based organizations that identify behavioral health needs and connect individuals to services, including programs to help people avoid and recover from substance abuse; programs that support mindfulness, stress reduction, peer support, and a trauma-informed approach to care; and programs that increase access to and from primary and behavioral health care. - Partner with the San Francisco Unified School District, the San Francisco Department of Public Health, and the San Francisco Human Services Network to identify persons with behavioral health needs and the best services to address those needs. - Support depression screening and follow-up as part of population health management initiatives. - Support the use and adoption of screening tools for risk of exposure to trauma - Conduct outreach to underrepresented populations to support entering behavioral health professions. - Support the capacity of clinics, schools and other community-based organizations to provide trauma-informed care. Expected Outcomes Prevention - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs Destigmatization - Increase in help seeking behavior for accessing behavioral health care. Workforce - Increase in the number of culturally and linguistically c
2016 Needs Not Selected and Rationale A. Housing Stability Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. In San Francisco, the discussion focused on Housing Stability and Homelessness which are driven by housing costs and availability of good paying jobs. While KFH San Francisco did not select this need because of the challenges of addressing a need this large given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to transition the homeless to stable housing, promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Safety and violence prevention Safety and Violence Prevention was not ranked as highly as the selected needs. In addition, the CBAC recognized that there are other strong community partners who are currently addressing or are better suited to address Safety and Violence Prevention While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements of the Affordable Care Act and IRS notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Francisco will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. In addition, as KFH San Francisco develops specific implementation strategies and grant criteria, it will acknowledge the connection of housing stability, safety and violence prevention to the selected priority health needs. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 13, KFH - SOUTH SACRAMENTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Primary data collection began with group key informant interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-South Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH South Sacramento, KFH Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center Sacramento, Sutter Roseville Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 37 organizations assisted the KFH-South Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH South Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support programs to promote integration of care between primary and specialty care. - Provide grants to increase coordination of youth and family services by providing a single point of access and assistance to address the social, emotional, health and academic needs of students. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increa
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs in IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH South Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 14, KFH - SACRAMENTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Primary data collection began with group key informant interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Primary data were collected from May 2015-November 2015. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH Sacramento, KFH South Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center Sacramento, Sutter Sacramento Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 40 organizations assisted the KFH-Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants to improve navigation to obtain services (e.g. promotores). - Support programs to promote integration of care between primary and specialty care. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support KP Pals Program at Thomas Edison Institute, which provides 5th grade students with ongoing communication with a healthcare professional mentor. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity amon
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored low on CHNA prioritization and lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 15, KFH - WALNUT CREEK EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 55 individuals through focus groups and individual interviews. In all, ASR consulted with 21 professional community representatives of various organizations and sectors through 15 key informant interviews and one focus group (which included six participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (2) - Other health centers or systems (7) - Mental/Behavioral health or violence prevention providers (2) - School system representatives (8) - City or county government representatives (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - Stanford Health Care ValleyCare - San Ramon Regional Hospital - St. Rose Hospital - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Walnut Creek has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Walnut Creek is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Walnut Creek welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Walnut Creek will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTH CARE ACCESS AND DELIVERY Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Walnut Creek could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Walnut Creek does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH Walnut Creek did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a persons use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Walnut Creek did not select this need because the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Walnut Creek did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
B, 16, KFH - RIVERSIDE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and a world cafe. Community input was solicited from community stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g. grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6a: KFH - Moreno Valley line 6b: Special Service for Groups (SSG) Line 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Riverside participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. KFH-Riverside leverages surgical and preventive screening access to uninsured patients in Riverside County. The collaboration between Kaiser Permanente and community clinics, including but not limited to Lestonnac Free Clinic, Riverside Free Clinic, and Borrego Health provides for the coordination of referrals for low-risk outpatient surgery and colonoscopy screenings for uninsured residents. Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community-based preventive services. Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies. Provide training for medical providers on the provision of culturally competent care to diverse populations. An example of a partnership and use of KFH-Riverside assets is the University of California, Riverside School of Medicine Internal Medicine Residency Program, a three-year residency program which brings 12 residents to the Inland Empire to train at sites in the region, including KFH-Riverside. Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to health care. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH-Riverside Community Benefit Manger is a member of the Project KIND Coalition which coordinates access to medical, dental, mental, and optical services throughout Riverside County to underinsured uninsured children. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. B. Mental and Behavioral Health Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) Support organizational changes that can reduce employee stress. Support community-based initiatives that promote positive mental health by fostering community connection to one's neighbors and participation in local activities and create access to safe local public spaces where people can congregate. KFH-Riverside will address mental health by collaborating with the National Alliance for Mental Illness (NAMI) Western Riverside County, by providing hospital conference room space for mental health workshops at no cost to the community. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. KFH-Riverside collaborates with The Carolyn E. Wylie Center for Children, Youth and Families, MFI Recovery and other community- based organizations that provide services for children and their families with core operation support and in-kind donations of surplus equipment. KFH-Riverside physicians volunteer regularly to present at the Inland Empire Perinatal Mental Health Collaborative on topics such as medication management, medical issues and depression, and maternal mental health. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes that promote mental and behavioral health. Support collaborations and networks that sustain and scale change and lift up priorities, evidence and experience of communities, to share information about what works in improving behavioral and mental health and to build the field. The Community Benefit Manager serves as an advisory board member and conference planner for the Grow Riverside and Invest Health Initiatives that supports the Riverside Food System Alliance, Farm-to-Fork movement throughout the inland region. This initiative aims to increase access to fresh produce, create jobs, develop a food distribution hub, and align affordable housing goals with farm incubator programs. C. Obesity/Diabetes/HEAL Support new and improved policies and environments that support active transportation and physical activity (e.g., safe pedestrian bicycle routes.) Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community-based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh, etc. Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of heal
B, 17, KFH - SOUTH BAY EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing anchor institutions/significant employers (e.g., DIRECTV, Edison, Sams Club), chamber of commerce, civic leaders, educational. Line 6a: Long Beach Collaborative includes Kaiser Foundation Hospital South Bay, Dignity Health St. Mary Medical Center, Long Beach Memorial, Miller Children's & Women's Hospital Long Beach, and Community Hospital Long Beach. line 6b: The Childrens Clinic and the City of Long Beach Department of Health and Human Services. Line 11: A. Access to Care Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. KFH-South Bay will provide Charitable Care and Coverage and grants to nonprofit organizations offering health coverage outreach and enrollment services. Support policies and programs that improve the ability of health care organizations to assess upstream factors and coordinate with community based preventative services. KFH-South Bay will provide funding support to FQHCs/Community Health Centers to provide employment and housing assistance, and enrollment in CalFresh for underserved populations. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision, and other health services. To address the integration of clinical care, KFH-South Bay will award grants to nonprofit organizations and FQHCs/Community Health Centers that provide mental and dental health services. Provide training for medical providers on the provision of culturally competent care to diverse populations (including homeless). KFH-South Bay will identify Continuing Medical Education (CMEs), symposiums or in-service training and learning opportunities for FQHCs/Community Health Centers to participate. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-South Bay participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. KFH-South Bay coordinates annual Community Surgery and Colonoscopy Screening Days in partnership with FQHCs (Harbor Community Clinic; South Bay Family Health Care; The Childrens Clinic, Serving Children and Their Families; and Wilmington Community Clinic). Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. B. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. KFH-South Bays Community Benefit Manager and Physician Champion will participate on a hospital subcommittee of the South Bay Coalition to End Homelessness to share best practices, resources and training opportunities to serve the homeless population. Support policies that increase economic security for individuals and families by expanding opportunities for employment. KFH-South Bay will identify a local leader (Human Resources Director) to partner with the South Bay Workforce Investment Board to recruit and hire individuals in the communities KFH-South Bay serves. Support local governments, schools, and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC); Promote the use of Cal Fresh and WIC benefits at farmers markets for purchasing fresh fruits and vegetables. In partnership with City of Los Angeles, KFH-South Bay will establish a Farmers Market at Ken Malloy Park in Harbor City and offer enrollment in supplemental food programs such as Women Infants and Children (WIC) and Cal Fresh at the existing KFH-South Bay Farmers Market. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. KFH-South Bay will partner with local vocational schools, community colleges, workforce investment boards, local hiring halls or community-based workforce development programs to create career pipeline programs in target communities with high rates of unemployment and poverty. C. Injury and Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community. KFH-South Bays Hippocrates Circle Program will assign physician mentors to middle school students to encourage them to enter the health care field; connecting Kaiser Permanentes Educational Theatre Program conflict resolution and anti-bullying performances to local schools. Additionally, KFH-South Bays Chief Operating Officer will serve as a member of the advisory board for California State University Dominguez Hills Male Success Alliance Program, which matches professional mentors, provides career guidance and mock interviews for college students and afterschool programs for youth. Support policies and programs that increase diversion from incarceration for low-level offenses among youth and adults, particularly those that result from substance abuse or mental health needs. KFH-South Bay to provide grants to nonprofit organizations offering school-based diversion programs, namely: Centinela Youth Services Reducing Violence in Schools through Mediation; Long Beach Bar Associations Short Stop Juvenile Crime Diversion Program; and the California Conference for Equality and Justice, Restorative Justice Programs in Schools and Community. Support new and improved policies and environments that increase the availability and use of safe public spaces, such as parks. In partnership with the City of Los Angeles Parks and Recreation Department, KFH-South Bay will convene nonprofit and community-based organizations in the Harbor City-Harbor Gateway area to engage youth in positive programs and activities at Los Angeles County Ken Malloy Park to reduce violence in the community. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). KFH-South Bay will identify a leader to participate in stakeholder convenings and activities hosted by the City of Long Beach in support of Safe Long Beach Violence Prevention Plan and its initiatives aimed at reducing violence, increasing awareness, and providing resources and assistance. Leverage KP assets to drive community health, including violence prevention; champion organizational practice changes within KP that create safe schools and communities. D. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. KFH-South Bay will identify and recruit physician volunteers to participate in the Mental Health America's homeless innovations program, a "street medicinecollaborative approach to providing medical and mental health services to homeless individuals in Long Beach. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. KFH-South Bay physicians and LCSWs will be identified to speak at parent and youth workshops offered by Behavioral Health Services on various topics such substance abuse and gender identity. Support the development of commu
C, 18, KFH - BALDWIN PARK EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6b: Citrus Valley Health Partners Line 11: A. Obesity/HEAL/Diabetes KFH-Baldwin Parks long-term goal for addressing Obesity/HEAL/Diabetes is that all community members eat healthy and move more as a part of daily life. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): Improve access to opportunities for physical activity in the community. Improve access to healthy food options in the community. Improve linkages between health care services and community-level services. These priorities have guided the development of the following core strategies to address Obesity/HEAL/Diabetes in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support new and improved policies and programs that support active transportation and physical activity (e.g. safe pedestrian bicycle routes and violence prevention initiatives that create safe schools and communities). Support programs and policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Support local governments, schools and/or community- based organizations to enroll community members into available food programs, most importantly CalFresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of CalFresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. KFH-Baldwin Park partners with Southland Farmers Market Association in holding a farmers market every Friday on the medical center campus. The Farmers Market is available to the broad community (including patients and staff). This partnership enables the use of CalFresh and WIC benefits for the purchase of fresh fruits and vegetables as healthy food choices. KFH-Baldwin Park partners with Baldwin Park and West Covina Unified School Districts in implementing the Garden Gourmets program for low-income fourth grade students at nine (9) participating elementary schools. Students are taught to harvest their own vegetables and fresh herbs and encouraged to make healthy choices when purchasing food from local vendors. In addition, the hands on activities in the gardens (KP Baldwin Park Community Garden and Hurst Ranch in West Covina) and use of healthy recipes directly align with their science and health curriculums implemented in the classroom. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community-based partnership to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease (obesity, diabetes, and/or heart disease) management and prevention. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. Successful implementation of these strategies is expected to contribute to the following set of outcomes in the community: Adoption and implementation of policies and programs that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages. Increased enrollment and use of federal food programs. Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. B. Access to Care KFH-Baldwin Parks long term goal for addressing Access to Care is that all community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. Enhance individuals' utilization of the community based health delivery system. Improve the capacity of healthcare systems to provide high quality healthcare services, including the social and non-medical needs of their patients. These priorities have guided the development of the following core strategies to address access to care in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations. KFH Baldwin Park aims to address access to care by a) partnering with the East Valley Community Health Center (EVCHC) through the KP Care Night program, where once a month, KFH-Baldwin Park physicians and nurse practitioners provide no-cost primary care services to uninsured and underinsured residents of the San Gabriel Valley, b) partnering with nine school districts in the San Gabriel Valley for the Every Childs Healthy Option (ECHO) Program, where various KFH-Baldwin Park departments including Emergency Room, Pediatrics, Vision Essentials, and Pharmacy provide uninsured children in grades K-12 with year-round, no-cost access to urgent care services (i.e. fractures, breaks, infections, etc) and any follow up appointments and services (i.e. glasses, medication) affiliated with their initial visit at the medical center are also covered. In addition, as part of the largest non-profit health system, KFH-Baldwin Park participates in government-sponsored programs for low-income individuals (i.e., Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage KP assets to drive coverage and access to health
A, 19, KFH - SAN LEANDRO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH San Leandro has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Leandro is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Leandro welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Leandro will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Implement Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Partner with local safety net clinics and faith-based organizations on SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs to address that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Leandro, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Leandro is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH San Leandro is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Leandro is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the communitys healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH San Leandro did not select this need because the Contributions Committee believed it was much less feasible to address given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Leandro believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Leandro is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
B, 20, KFH - ONTARIO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: KFH - Fontana line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Support evidence-based and promising family and youth development programs in school settings focused on conflict resolution, violence/bullying, mentoring, trauma, and/or suicide prevention. Programs can include 1) student assistance programs (Screening, Assessment, Referral, and Treatment-SAR, Positive Behavioral Interventions & Support; Trauma Informed Care), 2) direct delivery of services, and 3) parenting education, social support to parents, and encouragement of positive parentchild interactions. KFH-Ontario will address mental health issues among youth by collaborating with the Ontario-Montclair Unified School Districts school-based Mental Health Program and the Counseling Center by providing KFH-Ontario grant funding support. Support integration of healthcare with community-based mental health services, such as training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH-Ontario will address mental health by providing grant funding support to Parktree Community Health Center (Ontario site). Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. KFH-Ontario will address mental health issues by partnering with the Ontario-Montclair Unified School District, where the Kaiser Permanente Chemical Dependency Recovery Program and the SCPMG Adolescent Chemical Dependency Ph.D Coordinator will provide substance abuse education by speaking with adolescents and their parents and link to substance abuse community resources. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Ontario will address mental health by providing grant funding support to the National Alliance on Mental Illness (NAMI) Inland Empire Chapter. B. Economic Security Support educational attainment programs focused on: 1) High School dropout prevention; 3) Mentoring for students at-risk, homeless, foster care; 4) College enrollment; 5) Health care workforce pipeline 5) Science, Technology, Engineering, and Mathematics (STEM). KFH-Ontario Human Resources liaison is member of the Inland Health Professions Coalition, which brings K-12, community college and university faculty, hospital and health care agency representatives, county office of education staff, professional organization and community agency representatives, to increase a health workforce that is diverse and community responsive and work collectively to identify and facilitate solutions to the educational, social and environmental barriers to a seamless health pipeline. Support employment programs focused on: 1) Employment skills development, education, and training through career-employment bridge programs, transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment, on-the-job training. KFH-Ontario will address economic security by partnering with Project SEARCH, where Kaiser Permanente EVS, Materials Management, and Linen employees will provide Job Rotation to disabled adults for employment skills development and training. Support programs that focus on 1) Shelter/housing for homeless; 2) rapid re-housing or 3) tenant-based rental assistance for low-income families to create a path to more housing options, to include intake of all needs, case management, and follow up. KFH-Ontario will address economic security by providing grant funding support to homeless service providers from the West End of San Bernardino County. Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. KFH-Ontario serves on the San Bernardino County Interagency Council on Homelessness, where a nonprofit hospital is represented for the first time. Support cities, schools, community based organizations to provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices. Enroll community members into available food programs (ie. Cal Fresh, Supplemental Food Program for Women, Infants, and Children (WIC). KFH-Ontario will address economic security by providing grant funding support Healthy Cities to set up and accept Cal Fresh and WIC benefits to enable community to obtain fresh fruits and vegetables at Farmers Markets. Support community-based organizations and networks to build their capacity to advance economic security. KFH-Ontario will address economic security by partnering with food security providers to identify food capacity related needs and opportunities. Support efforts to assess upstream social and basic needs and coordinate with community based organizations. KFH-Ontario will address economic security issues by partnering with social service, housing, transportation, and food security nonprofits to screen low income residents in response to non-medical social needs and link to basic needs through the Kaiser Permanente Health Leads Program. C. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Ontario participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. Explore opportunities between hospitals and safety net community clinic providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). KFH-Ontario will address access to care by providing grant funding support Parktree Community Health Center (Ontario & Pomona sites) and the Well of Healing Mobile Medical Clinic. Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as a) outreach, enrollment, and retention efforts to increase access to health care coverage and b) use of Community Health Workers to connect residents to medical homes, onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. Example of resources and partnerships include: KFH-Ontario support of El Sol Neighborhood Center promotores connect residents to community clinic resources based on their needs. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including education on use of routine care, urgent care, and care coordination (promotores/community health workers). KFH-Ontario will address access to care issues by partnering with Well of Healing Mobile Medical Clinic and the Parktree Community Health Center (Ontario & Pomona sites), where SCPMG Physicians (Internal Medicine, Family Medicine, and Specialist) will volunteer at clinic sites to treat low income clinic clients to support increase of patient visits and reduce wait times. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH-Ontario Community Benefit liaison is member of the Oral Health Action Coalition Inland Empire (IE), a grassro
B, 21, KFH - IRVINE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Local stakeholders participated in focus groups or key informant interviews. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. Line 6a: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine, KFH - Anaheim. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Irvine intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Irvine community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/HEAL/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Irvine Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of the active transportation subcommittee is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange Countys active transportation projects and programs to promote healthy communities. Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Irvine recruitment services liaison will continue to serve as a member of the Orange County Business Council workforce development committee to share knowledge regarding healthcare jobs of the future, participate on focus groups and participate as a guest speaker on work force development expert panels. KFH-Irvine liaison will continue to meet with community based organizations, such as Working Wardrobes, to provide expertise in mock interviews, resume writing and presentations such as the values of hiring a Veteran. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange Countys Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Kaiser Permanente liaison serves as a funder on the collaborative as well as providing community expertise in participating in formation of initiatives for community clinics to improve access to care. In addition, KFH-Irvine intends on addressing access to care by involving Kaiser Permanente service line leaders in the community to provide diversity training for community based organizations, specifically around health care equality and measures to address disparities in healthcare for African Americans. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Irvine participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cannot afford medical expenses and/or cost sharing. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). The remaining prioritized health needs for the Irvine-MCA will not be addressed by KFH-Irvine because they demonstrated lower need, and feasibility than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Obesity/HEAL/Diabetes, Economic Security, Mental and Behavioral Health, Access to Care) demonstrate relatively higher levels of magnitude, severity, and disproportionate impact among vulnerable populations. There are strong community partners mobilizing around these issues and KFH-Irvine has unique resources and capacity to dedicate to work focused on these health needs. The needs that will not be addressed for Irvine are: 1. Housing 2. Substance Abuse/Use 3. Oral/Dental Health 4. Cancer 5. Cardiovascular Disease 6. Alzheimers 7. Suicide 8. Maternal & Child Health 9. HIV/AIDS As discussed in section VIII, Cardiovascular Disease was not selected as it earned a low feasibility score. Furthermore, Cancer, Alzheimers, Maternal & Child Health, and HIV/AIDS were
A, 22, KFH - SAN JOSE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems - Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. line 6A: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jos Kaiser Foundation Hospitals) - Lucile Packard Childrens Hospital Stanford - OConnor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6B: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH San Jos has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Jose is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Jos welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Jose will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the number of low-income patients who receive behavioral health care services. - Increased integration of primary and behavioral health care services. - Improved access to quality care for youth, families and communities experiencing violence. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Prevention and early intervention strategies: - Increase availability of education, job training and enrichment programs for
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs to address that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Jose, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. KFH San Jose is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Jose is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the communitys healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimers Disease Alzheimers disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimers disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH San Jose did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH San Jos have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Jose is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via strategies related to active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL H
E, 23, KFH - WOODLAND HILLS EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing mothers, business leaders, foster youth, homeless, incarcerated youth, transgenders, people with disabilities, and the uninsured/undocumented/monolingual also provided input. line 6a: Simi Valley Hospital, Community Memorial Health System, St. Johns Regional Medical Center, and Ventura County Medical Center Line 11: A. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families. For example, KFH-Woodland Hills aims to address economic security of homeless individuals by collaborating with the Habitat for Humanitys Womens Empowerment Build to help veterans by having KP staff help construct houses. Support policies that increase economic security for individuals and families by expanding employment and educational opportunities for individuals and their families. Support the development of culturally relevant and multi-generational community residents leadership and build their capacity to advance equity and improve economic security. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. For example, supporting vendors that hire under/unemployed residents (with living wages and benefits) and building capacity in target neighborhoods/populations. B. Obesity/HEAL/Diabetes Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and prevent obesity/promote healthy eating and active living. KFH Woodland Hills aims to address obesity/HEAL/diabetes by partnering with the Kellogg Park Group to advocate for the approval, design and implementation of a new park in the community. The collaborative will provide a space for families to advocate for the successful acquisition of land for a park as well as design it with plans that will include an amphitheater, community garden, adventure playground and walking path. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies that are community driven. Support new and improved community driven policies and environments that support increased physical activity. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. KFH Woodland Hills aims to address obesity/HEAL/diabetes by coordinating a community clean-up with the North Valley Family YMCA to help create an environment that makes it easier to be physically active. KP staff also provided supplies and materials to help with the clean-up. C. Access to Care Support the provision of high quality healthcare (including preventive services, specialty care and integrative medicine) for underserved populations. KFH Woodland Hills aims to address access to care by partnering with The Rotary Club of Thousand Oaks to provide vaccines that will be administered by KFH-Woodland Hills staff at the Westminster Free Clinic. Additionally, Food Share provides donated fruits and vegetables to those who are vaccinated. Reduce barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. KFH Woodland Hills aims to address access to care by coordinating physicals with the Boys and Girls Clubs of Greater Oxnard and the Ventura Adult Education Center. Physicians and clinical support staff also volunteered their time to provide physicals. Support the development of culturally relevant and multi-generational community residents leadership and build their capacity to advance equity and improve access to healthcare. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Woodland Hills participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. D. Mental and Behavioral health Enhance access to high quality substance abuse prevention and treatment, including integrated assistance therapies, to promote resiliency and recovery from addiction. Support community based initiatives that promote social and emotional wellbeing by fostering community connections. KFH Woodland Hills aims to address mental and behavioral health by developing pathways to relationship-based community policing with the Los Angeles Police Department. KFH Woodland Hills will provide staff training to encourage best practices in caring for transgender patients. Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH Woodland Hills aims to support mental and behavioral health by serving as a Spanish "Train the Trainer" site for the National Alliance on Mental Illnesss Familia a Familia program. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. The remaining prioritized health needs for the Woodland Hills MCA will not be addressed by KFH-Woodland Hills because they demonstrated lower need, and feasibility than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Access to Care, Obesity/HEAL/Diabetes, Economic Security, Mental and Behavioral Health) demonstrate relatively higher levels of magnitude, severity, and disproportionate impact among vulnerable populations. There are strong community partners mobilizing around these issues and KFH-Woodland Hills has unique resources and capacity to dedicate to work focused on these health needs. The needs that will not be addressed for the KFH-Woodland Hills service area are below. 1. Cancers 2. Heart Disease and Stroke 3. Substance Use and Abuse 4. Dental Health 5. Affordable Housing and Homelessness Cancers and Heart Disease and Stroke were not selected as they did not meet the criteria for high need. Additionally, though not selected as individual health needs, Substance Use and Abuse was folded into the selected need of Mental and Behavioral Health, Dental Health was folded into the selected need of Access to Care, and Affordable Housing and Homelessness was folded into the selected need of Economic Security. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Woodland Hills will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs, or where those needs align with current strategy and priorities. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE D
A, 24, KFH - SANTA ROSA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department, as well as members of medically underserved, low-income, chronically diseased, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 21 key informant interviews were conducted during this needs assessment. Additionally, five focus groups were conducted throughout Sonoma County, reaching 64 residents. These groups were intentionally sampled to reach residents in specific geographic regions identified as areas of high concern in the Portrait of Sonoma County report. These subpopulations included residents in Petaluma, the Boyes Hot Springs in Sonoma Valley, Cloverdale, Roseland in Southwest Santa Rosa, and the Russian River area. Focus groups were monolingual, and the language of facilitation was selected to encourage participation from the target population for each conversation. The SC CHNA Collaborative worked closely with community organizations to ensure that the location and language of facilitation selected was appropriate and convenient for residents in each community. Groups in Cloverdale and the Boyes Hot Springs in Sonoma Valley were conducted in Spanish; all others were conducted in English. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. line 6a: Sonoma Countys primary hospitals (KFH-Santa Rosa, St. Joseph Health-Sonoma County, Sutter Health) worked in collaboration with partners from Sonoma County District Hospitals, including Healdsburg Health District, Palm Drive Health Care District, and Sonoma Valley Hospital, to complete a county wide CHNA. Line 6b: Representatives from the primary hospitals, joined by representatives from Sonoma County Department of Health Services, formed the 2016 Sonoma County Community Health Needs Assessment Collaborative. Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Rosa has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Santa Rosa is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Rosa welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Rosa will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for food distribution programs. - Grant funding for physical activity programs in parks and the community. - Support programs that promote school-based physical activity as well as school wellness policy development and implementation. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example: - Provide grant funding for community health centers, clinics, and coalitions. - Support programs that expand use of patient navigators, promotores or community application assisters. - Provide grant funding for pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Partner with existing organizations and collaboratives focused on a
2016 Needs Not Selected and Rationale KFH Santa Rosa has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Santa Rosa because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Santa Rosa will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Access to Education: Access to Education is an important issue in Sonoma County, particularly in early childhood. In selecting to focus on Early Childhood Development, KFH Santa Rosa intends to support innovative solutions to providing increased access to education in early childhood, such as increasing access to high quality early learning opportunities and supporting early childhood workforce development. Therefore, KFH Santa Rosa chose not to address Access to Education separately. B. Economic Security: Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and existing or promising practices. Ultimately, KFH Santa Rosa did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Oral Health: In Sonoma County, oral health is an important issue that is driven in part by lack of access to dental insurance coverage or inadequate utilization of dental care. KFH Santa Rosa does not have extensive expertise in the field of oral health, and instead intends to explore opportunities to increase residents access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. Therefore, KFH Santa Rosa chose not to address Oral Health as a separate priority area. D. Violence and Unintentional Injury: Violence and Unintentional Injury, while a concern in Sonoma County, was the lowest ranked health need in the CHNA prioritization process. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH Santa Rosa chose to address higher-priority health needs. KFH Santa Rosa intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 25, KFH - MODESTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. A community survey was administered to 2,927 residents of San Joaquin County in the participants self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6A: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity Health-St. Joseph's Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6B: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Modesto has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Modesto is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Modesto welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Modesto will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Fund community-based organizations to provide health care coverage outreach, enrollment and retention, especially for undocumented populations. - Support diabetes prevention/management for adults and pregnant women. - Fund community clinics to provide behavioral health services (peer groups, promotoras), especially for Spanish speaking and Hmong populations. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support community-based organization staff to assist individuals/families with health system navigation. - Fund 211 for information & referral on primary, specialty and behavioral health care services. - Collaborate with Modesto City Schools, Stanislaus Union School Dis
2016 Needs Not Selected and Rationale A. CVD/Stroke CVD/Stroke was not perceived as a high priority by the community. Many of the Obesity/HEAL/Diabetes and Access to Care strategies will address cardiovascular disease and stroke prevention. In addition, there are many existing programs that address this need; KFH Modesto and other area hospitals conduct ongoing CVD/Stroke prevention, education and screening as part of their clinical and outreach activities. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. KFH Modesto did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Modesto did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments in community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence/Injury Prevention Violence/injury prevention was categorized as a low priority during the multi voting process conducted to prioritize health needs during the CHNA, and this need was not identified as a priority need during the CHNA community input process. This need will be addressed in part by strategies conducted under Behavioral Health. D. Asthma Asthma was categorized as low priority during the multi voting process conducted to prioritize health needs during the CHNA. KFH Modesto perceives limited ability to leverage organizational assets to address asthma. E. Cancers Cancers were categorized as a medium priority during the multi voting process conducted to prioritize health needs during the CHNA. Cancer prevention is addressed in part through Kaiser Permanentes strategies under Obesity/HEAL/Diabetes and Access to Care. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
C, 26, KFH - WEST LOS ANGELES EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing arts, banking, business, economy, entertainment, housing, immigration/Latino, labor, law enforcement, media, recreation, sports, technology, telecommunication, utilities, and workforce also provided input. Line 6B: Citrus Valley Health Partners Line 11: A. Access to Care Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care. As part of the largest non-profit health system, KFH-West Los Angeles participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. Support policies and programs that improve the ability of the healthcare organizations to assess upstream factors and coordinate with community-based preventive services. For example, KFH-West Los Angeles partners with a community based organization focused on homelessness to financially support the placement of a patient navigator in its emergency room. Individuals experiencing homelessness are referred to the navigators program to address social and behavioral needs as well as to connect them to appropriate primary care. Support educational programs to reduce system barriers to improve the capacity of the primary care workforce. For example, KFH-West Los Angeles utilizes its assets to conduct various local pipeline programs including the Nurse Ambassador Volunteer program which provides students attending their third year of nursing training with opportunities to practice bed-side care as volunteers. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH West LA partners with the Crenshaw High School Wellness Center Coordinating Council, which is a partnership between LAUSD and key community stakeholders to support the successful implementation and utilization of Crenshaw High School Wellness Center. In addition, through participating in the Council we identify opportunities for supporting key initiatives with students, such as providing materials for presentations at student conferences or providing lab coats and giveaways to recognize student health leaders. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. KFH-West Los Angeles deploys volunteer physicians to serve in community clinics. Additionally, KFH-West Los Angeles responds to requests for technical assistance such as improving triage and phone messaging systems, evaluation of infectious disease practices and best use of mid-level professionals in the community clinic setting. Additionally, physicians, health educators, counselors and other experts disseminate knowledge in various community settings by responding to requests for health presentations. Through these presentations KFH-West Los Angeles physicians and staff educate providers and the public on health topics as diverse as substance abuse, healthy lifestyle for seniors, youth development, and female bladder control and medication interactions, among others. B. Economic Security Support plans, programs, and policies that promote access to affordable housing for low-income residents, prevent displacements and increase the availability of moderately priced workforce housing. KFH-West Los Angeles Community Benefit Manager collaborates with LA County Department of Public Health, Health Impact Evaluation Center as a member of the Health Impact Assessment Advisory Group to evaluate the health impact of affordable housing policies in the City of Los Angeles. Support efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability to self-sufficiency. Supports policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income. KFH- West Los Angeles is planning to collaborate with local high school parent centers and domestic shelters to offer workshops about health careers and employment. KFH-West LA HR Recruiters will conduct these workshops. Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. KFH West Los Angeles promotes and provides access to fresh fruits and vegetables by operating a weekly, year round Farmer's Market at the medical center, which is open to the community and accepts Cal Fresh and WIC benefits. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanent that improve economic security. For instance, KFH-West Los Angeles implements policies and standards to procure supplies and services from a diverse set of providers and partners with community-based workforce development programs to support a pipeline for diverse suppliers and services. C. Mental Health and Behavioral Health (Including Substance Abuse) These priorities have guided the development of the following core strategies to address mental health in the community. These strategies focus on building knowledge, capacity and infrastructure as well as violence prevention. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Increase access to high quality mental health services to low income populations by supporting community based organizations and schools and removing barriers to care. KFH-West Los Angeles provides in-kind conference room meeting space to the National Alliance on Mental Illness LA County ( NAMI LA County) for a series of annual events focused on educating relatives of individuals experiencing mental illness on how to best advocate for needed resources and treatments and how to remove stigma associated with their conditions in order to remove barriers to care. Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) and substance abuse. For example, KFH-West Los Angeles aims to increase awareness about the dangers of prescription drugs and substance abuse by partnering with community based organizations and schools to disseminate information on substance abuse and brain health among youth. Addiction Medicine Counselors volunteer their time to conduct dialogue sessions on Brain Health and Substance Abuse in community settings. Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community, including suicide prevention. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. D. Obesity/HEAL/Diabetes Support policies and programs that promote physical activity and healthy eating. KFH- West LA partners with many organizations and elected officials by planning and participating in health fairs and other events aiming at promoting healthy eating and physical activity in community setting. Another exam
A, 27, KFH - REDWOOD CITY EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 103 individuals through focus groups and individual interviews. In all, ASR consulted with 38 professional community representatives of various organizations and sectors through 29 key informant interviews and one focus group (which included nine participants). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (3) - Nonprofit agencies (22) - Faith-based leaders (2) - Business sector (2) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health System - Stanford Health Care - Sutter Health Mills-Peninsula Health Service Line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH Redwood City has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Redwood City is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Redwood City welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Redwood City will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants for programs that offer nutrition education and/or make healthy food available to low-income children, youth, and/or adults, such as food banks, distribution sites, and CalFresh enrollment work. - Collaborate with San Mateo Public Health Department to promote public health policy aimed at increasing access and availability of healthy foods and decreasing access and advertising of unhealthy foods and beverages. - Partner with community-based organizations to increase accessibility to farmers markets (new and/or existing) and to increase the use of EBT (Electronic Benefits Transfer) for SNAP (Supplemental Nutrition Assistance Program) for fresh fruits and vegetables. - Provide grants for programs that assist individuals in enrolling and/or using federal food programs. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants to local community-based organizations, community agencies, community stakeholder groups, and/or teen health centers that focus on providing mental health screening and treatment programs. - Provide grants to support substance abuse prevention and treatment programs for youth and families. - Provide grants to support therapeutic interventions for adolescents (e.g., cognitive-behavioral therapy and Mindfulness-Based Stress
2016 Needs Not Selected and Rationale The CBAC was careful to choose a set of health needs that best met all of the selection criteria and on which KFH Redwood City could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Redwood City does not plan to address them at this time. They are listed below in alphabetical order. A. Alzheimer's disease and dementia Alzheimers disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage, and there are relatively few evidence-based practices that have been identified to ameliorate it. B. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. C. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. D. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and there are not many local community assets available to leverage for it. E. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. F. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH Redwood City did not select this need because the CBAC believed it was much less feasible to address this need, given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Redwood City have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. I. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and relatively few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente does not have great expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. K. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. For this reason, and because it was of lower community priority, KFH Redwood City did not select this need. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCA
A, 28, KFH - FRESNO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Community input was collected through surveys, focus groups, and key informant interviews in each of the four counties that comprise the KFH Fresno service area (Fresno, Kings, Tulare and Madera Counties). The goal of soliciting community input was to gather the communitys perspective on the priority health needs for each county and any community assets or resources available to address those needs. All three methodologies focused on the same set of questions which asked about the biggest health, social and economic problems facing the community, obstacles to a healthy environment, behaviors that affect health, and barriers that make it hard to access health care. Community input validated a health need when at least two points were assigned using the criteria outlined for each methodology. LINE 6A: - Adventist Health/Central Valley Network - Community Medical Centers - Coalinga Regional District Hospital - Kaweah Delta Medical Center - Madera Community Hospital - Saint Agnes Medical Center - Sierra View Medical Center - Tulare Regional Medical Center - Valley Childrens Hospital Line 6B: Fresno Metro Ministry, a nonprofit established in 1970 with a mission to advocate for the health and well-being of the community, and Centro La Familia Advocacy Services, a nonprofit working to empower low income people to access life sustaining resources through education, training and social services, were contracted to assist with the community outreach efforts. In addition, the Madera County Department of Public Health assisted with the outreach efforts in Madera County. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fresno has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Fresno is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fresno welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fresno will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Fund community-based organization to assist homeless people with obtaining health care coverage. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and Kaiser Permanente staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Permanente expertise related to population health management via trainings and consultation. - Support community health workers who assist community members with obtaining appropriate services. - Fund school based health center model to link students to non-medical services. - Fund program to provide internships for low-income youth at local health centers, medical centers and hospitals. - Partner with UCSF Fresno Doctors Academy and UCSF/CSU Fresno Health Care Opportunities program to expand participation of Kaiser Permanente providers. - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of Health Systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical Services - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating and Active Living (HEAL) Long-term Goal All community mem
2016 Needs Not Selected and Rationale A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. KFH Fresno did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Fresno did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Asthma Although asthma was categorized as a high priority during the CHNA prioritization process, KFH Fresno perceives limited ability to leverage organizational assets to address asthma. Asthma will be addressed in part through strategies implemented under Access to Care and Coverage. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
F, 29, KAISER WESTSIDE MED CTR EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input from across the primary and secondary service areas was incorporated into the CHNA process to identify and prioritize health needs. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas. Line 6a: KFH Westside and KFH Sunnyside conducted a joint CHNA. Both KFH hospitals share the same primary service area. Line 6b: KFH Hospitals helped found and has participated in the development of Healthy Columbia Willamette, a collaborative effort including 15 area hospitals and health systems as well as four county health departments and two Coordinated Care Organizations (CCOs) Healthy Columbia Willamette was formed to support member organizations in responding to the new ACA federal requirements and to catalyze the collective efforts of health and public health leaders in the Portland metropolitan area to have coordinated and meaningful impact on the health of the region. KPNW Community Benefit staff contributes to the on-going assessment efforts of Healthy Columbia Willamette to expand Kaiser Permanentes community partnerships and improve community health in the Northwest region. Members of Healthy Columbia Willamette collaborative: - Adventist Medical Center - Legacy Health System (5 hospitals) - Oregon Health & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - Clackamas County Public Health Division - Clark County Public Health Department - Multnomah County Health Department - Washington County Public Health Division Line 11: KFH hospitals prioritized and selected five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury line 13a: KP provides a 100% discount to all charity eligible patients regardless of whether they are uninsured or underinsured. The discount amount is not adjusted based on income level. line 13h: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses excluding medical insurance premiums for eligible services over a 12 month period greater than or equal to 10% of their annual household income is eligible for charity care. Line 16J: The FAP program materials are available on the KP website at www.kp.org//mfa/nw.
B, 30, KFH - PANORAMA PART V, SECTION B. ********************************************************************** Line 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, transportation, and faith-based organizations also provided input. Line 6a: Valley Presbyterian Hospital, Northridge Hospital Medical Center Line 6b: Antelope Valley Partners for Health (AVPH) Line 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Panorama City participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community-based preventive services. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies. KFH-Panorama City has a Board Placement Program to engage SCPMG providers and KP Administrative leaders in serving on the boards of directors for FQHCs focus on improving access to care while sharing best practices and expert knowledge, and providing governance support. For example, Juan Vargas, MD, Chief of Family Medicine serves on the Board of Directors and sits on the Quality Improvement Board of Northeast Valley Health Corporation. Support policies and programs that improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. For example, KFH-Panorama City is exploring implementation of a Physician Community Engagement Program, connecting KP Physicians to three community clinic partners in the San Fernando and Santa Clarita Valleys to provide medical care at the community clinics during the physicians paid educational time thus increasing access at the community clinics. B. Economic Security Support plans and policies that expand the supply of affordable housing for low-income families. Support the development and implementation of plans to remove or remediate lead paint. Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. For example, KFH-Panorama City Community Benefit Manager and Utilization Management Director participate in the San Fernando & Santa Clarita Valley Homeless Coalition focused on advocating for increased access to temporary and permanent supportive housing as well as collaborating with homeless service providers to increase care coordination. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices.Support local governments, schools and/or community -based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. KFH Panorama City promotes and provides access to fresh fruits and vegetables by operating a weekly, year round Farmer's Market at the Medical Center, which is open to the community and accepts Cal Fresh and WIC benefits. Support communities (schools, childcare, retailers, etc.) in adopting nutrition policies and practices, including those that limit children's exposure to unhealthy food and beverage marketing. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. C. Obesity/HEAL/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. For example, KFH-Panorama City Community Benefit Manager serves on the Healthy San Fernando Advisory Committee headed by the Mayor and Recreation and Community Services Operations Manager for the City of San Fernando focused on improving access to healthy food options, adopting healthy food policies, and creating activity-promoting environments. Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores. KFH Panorama City Community Benefit Manager is on the Board of Directors of and co-chair of the Chronic Disease committee for Valley Care Community Consortium, which leads a collaboration of public and private community partners to advocate, plan, assess needs and facilitate development of effective programs and policies to reduce obesity among the residents in the San Fernando and Santa Clarita Valleys. Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example is the Healthy Eating Active Living (HEAL) Zones. HEAL Zones are multi-year, place-based investments that support policy, advocacy and/or system changes in communities. These initiatives aim to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables and healthy beverages and increasing safe places to be play and be physically active. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. D. Mental and Behavioral Health Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH Panorama City has provided grant funding fo
A, 31, KFH - VACAVILLE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Primary data were collected from May 2015-November 2015. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6a: - Kaiser Permanente: Kaiser Permanente Vacaville Medical Center - NorthBay Healthcare: NorthBay Medical Center - Sutter Health Sacramento Sierra Region: Sutter Solano Medical Center Line 6b: The Solano Coalition for Better Health and the Solano County Public Health Department were both active contributors to the CHNA Collaborative. In addition, numerous partner organizations contributed to the CHNA. Over 15 organizations assisted the KFH-Vacaville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Vacaville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vacaville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vacaville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vacaville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grant-making, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Provide grants for programs that promote physical activity in school curricula. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Partner with the Food-Ag-Nutrition Network and the Solano Coalition for Better Health to improve access to health food in Solano County - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanentes Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants for programs that support enrollment in affordable insurance coverage options. - Provide grants for programs that support healthy aging, especially programs that leverage technology and communications tools to make education about aging readily attainable. - Provide grants for programs that support a network of services for children and families (e.g., family resource centers). - Provide Medical Financial Assistance to patients that cant afford the cost of care - Provide subsidized health care coverage to children in low-income families who lack access to other sources of coverage. - Support rotation of residents and trainees in community health centers. - Participate in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations within health care. Expected Outcomes Access - Increased number of low-income patients who receive health care services/coverage provided by KP. - Increased number of low-income patients that enroll in health care coverage programs. - Increased use of preventative medical services by low utilizers. Capacity of healthy systems - Increased quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increased referrals and coordination between healthcare providers and social non-medical services. - Increased enrollment and participation in public benefit p
2016 Needs Not Selected and Rationale KFH Vacaville has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vacaville because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vacaville will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Disease Prevention, Management, and Treatment Disease Prevention, Management, and Treatment refers to clinical treatment and management of chronic and infectious diseases such as cancer, heart disease, and STIs. In implementation planning, KFH Vacaville decided to partially address this need through strategies aimed to address Access to Care and Coverage, as these two health needs are interrelated. By investing in programs that will improve navigation to obtain access to appropriate care within the health care system, and by providing high quality care to Medi-Cal patients, KFH Vacaville will support chronic disease management and early screening for diseases. B. Affordable and Accessible Transportation Transportation needs identified in the KFH Vacaville service area are related to other issues addressed in this implementation plan, including community safety and access to health care. While KFH Vacaville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Progress in achieving affordable and accessible transportation may require partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vacaville chose to address other health needs in this implementation plan. To the extent that access to transportation is identified as a key barrier to obtaining needed access to physical and behavioral health care, KFH Vacaville may address elements of this need as a method to improve access to preventative care and treatment. C. Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vacaville did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions that promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 32, KFH - ANTIOCH EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 28 individuals through focus groups and individual interviews. In all, ASR consulted with 10 professional community representatives of various organizations and sectors through four key informant interviews and one focus group (with 6 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Mental/Behavioral health or violence prevention providers (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Antioch has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Antioch is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Antioch welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Antioch will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTH CARE ACCESS AND DELIVERY Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Antioch could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Antioch does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH Antioch did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a persons use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Antioch did not select this need because the Contributions Committee believed it was somewhat less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Antioch did not select this need because it was of lower community priority than the selected health needs, and the Contributions Committee believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it. D. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Antioch did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 33, KFH - SOUTH SAN FRANCISCO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 127 individuals through focus groups and individual interviews. In all, ASR consulted with 53 professional community representatives of various organizations and sectors through 29 key informant interviews and two focus groups (which included 24 participants total). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (4) - Nonprofit agencies (34) - Faith-based leaders (2) - Business sector (3) - Private practice (1) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health - System Stanford Health Care - Sutter Health Mills-Peninsula Health Service line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH South San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop, and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants to programs that support access to healthy food through home-delivered meals, healthy retail projects, farmers markets, and garden-based education; and to programs that support physical activity in the community and at schools. - Provide grants to programs that encourage walking and biking, physical activity for older adults, and increase the percentage of students who meet Healthy Fitness Zone standards for aerobic capacity. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide grants to support the development of active transportation policies and practices. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants to programs that help low-income communities with health disparities prevent and manage cancer and chronic diseases, provide culturally-appropriate care navigation and connection to medical homes, and provide community-based case management and support services for homeless residents. - Partner with the San Mateo Healthy Communities Collaborative, a coalition of the countys nonprofit hospitals and public health department, to coordinate efforts to address the identified health needs of vulnerable residents. - Provide grants that support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth - Provide subsidized health car
2016 Needs Not Selected and Rationale The CBAC chose a set of health needs to address that best met all of the selection criteria and for which KFH South San Francisco could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources, understanding that many of the remaining health needs could be addressed through strategies of the top three needs. The remaining health needs did not meet the criteria to the same extent as the chosen needs did. They are listed below in priority order. A. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Behavioral Health can address the causes and consequences of violence and abuse. B. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and the strategies under Healthy Eating / Active Living have been shown to prevent and reduce the risk of CVD/Stroke. C. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. D. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and some of the strategies under Access to Care can address it. E. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Access to Care can address it. F. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has little expertise in it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH South San Francisco did not select this need because the CBAC believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Alzheimer's disease and dementia Alzheimers disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and some of the strategies under Access to Care and Behavioral Health can address it. I. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, strategies under Access to Care can focus on persons with these conditions. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has only moderate expertise in it. K. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need locally than the selected health needs. Kaiser Permanente is addressing environmental concerns through national policies focusing on energy use, water conservation, transportation, etc. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 34, KFH - SAN RAFAEL EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the Marin County CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 20 key informant interviews were conducted during this needs assessment. Additionally, eight focus groups were conducted throughout Marin County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as high-risk populations by the Marin County CHNA Collaborative. These subpopulations included youth, adults in recovery from substance abuse, individuals experiencing homelessness, and residents in Marin City, Novato, San Geronimo, Canal, and West Marin. Focus groups were monolingual, conducted in either English or Spanish. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Line 6a: As has been done in Marin since 1996, Marin County's hospitals (Marin General, Novato Community Hospital, and KFH-San Rafael) worked in collaboration to complete a county-wide CHNA. Representatives from these institutions, joined by representatives from Marin County Health and Human Services and HMP, formed the 2016 Marin County CHNA Collaborative. line 6b: - Healthy Marin Partnership - Marin County Health and Human Services Line 11: As part of the Kaiser Permanente integrated health system, KFH San Rafael has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH San Rafael is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Rafael welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Rafael will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for countywide food recovery and distribution in Marin; healthy eating education programs; and wellness policy and program implementation in schools. - Partner with Healthy Marin Partnership, HEAL Zone 2.0, and the Community Health Initiative of the Petaluma Area to collaboratively address healthy eating active living. - Grant funding for school-based physical activity programs and wellness policy and program implementation in schools. - Participate in Marin County of Educations County-wide Wellness Initiative. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example - Participate in Medi-Cal Managed care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grant funding for: programs that expand the use of patient navigators, promotores or community application assisters, in clinic and community settings. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - National Facility Services in-kind consultation on design and construction for safety net capital projects. - Provide input and expertise to education and community partners to inform curricula, training and health career ladder/pipeline programs. - Partner with organ
2016 Needs Not Selected and Rationale KFH San Rafael has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH San Rafael because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Rafael will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Economic and Housing Insecurity: Economic and Housing Insecurity, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. KFH San Rafael did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral Health: Oral Health, while a concern in Marin County, was the second-lowest ranked health need. Further, KFH San Rafael does not have extensive expertise in the field of oral health. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to increase residents access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. C. Violence and Injury: Violence and Injury, while a concern in Marin County, was the lowest ranked health need. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 35, KFH - FREMONT EXPLANATIONS PART V, SECTION B ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fremont has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Fremont is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fremont welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fremont will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Support Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or v
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs to address that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Fremont, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Fremont is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH Fremont is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Fremont is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the communitys healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. While KFH Fremont did not select this need because the Contributions Committee believed it was much less feasible to address this need given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Fremont believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Fremont is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
B, 36, KFH - MORENO VALLEY EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and a world cafe. Community input was solicited from community stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g. grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6a: KFH - Riverside Line 6b: Special Service for Groups (SSG) Line 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Moreno Valley participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. KFH-Moreno Valley leverages surgical and preventive screening access to uninsured patients in Riverside County. The collaboration between Kaiser Permanente and Coachella Valley Volunteers in Medicine provides for the coordination of referrals for low-risk radiology, outpatient surgery and colonoscopy screenings for uninsured residents. Additionally, KFH-Moreno Valley collaborates with Riverside Community College District Foundation/Moreno Valley College Dental Hygiene Clinic. Core to provide funding for uninsured individuals to ensure dental care is provided to hundreds of people without insurance on an annual basis. Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community based preventive services. Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies. Provide training for medical providers on the provision of culturally competent care to diverse populations. KFH-Moreno Valley aims to train medical providers in culturally competent care by annually hosting 12 residents in a three-year residency program; this program is in collaboration with the University of California, Riverside School of Medicine Internal Medicine Residency Program. In addition, in-kind donation of surplus medical equipment and supplies are donated to benefit the simulation lab on campus. Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. B. Mental Health Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. KFH-Moreno Valley aims to screen individuals at risk for mental and behavioral conditions by partnering with the United States Veterans Initiative at March Air Reserve Base who screen veterans that are chronically homeless for behavioral and/or substance abuse problems and connecting them with treatment services. Support organizational changes that can reduce employee stress. Support community based initiatives that promote positive mental health by fostering community connection to one's neighbors and participation in local activities and create access to safe local public spaces where people can congregate. KFH-Moreno Valley will address mental health by collaborating with the National Alliance for Mental Illness (NAMI) Western Riverside County, by providing hospital conference room space for mental health workshops at no cost to the community. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. C. Obesity/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g., safe pedestrian bicycle routes.) Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh. Promote use of Cal Fresh and WIC benefits at farmers markets for purchasing fresh fruits and vegetables. An example with of KFH-Moreno Valley leveraging its assets is the Mobile Fresh Farmers Market. Promote regular physical activity for residents by partnering with 100 Mile Club to register low income students to the program throughout Moreno Valley Unified School District. KFH -Riverside offers a monthly meet up for students throughout Riverside County to earn 100 Mile Club credit by walking the Thrive Path. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores and addressing violence-free neighborhoods. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes that promote health. Support collaboration an
A, 37, KFH - RICHMOND EXPLANATIONS PART V, SECTION B ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Richmond each has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Richmond is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Richmond welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Richmond each will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represented school
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Richmond could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Richmond does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Economic Security Economic Security, defined by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. KFH Richmond did not select this need because it is much less feasible to address locally than the other selected health needs given the resources required to have an impact. However, we understand that the causes are broad, and the solutions can extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities regionally to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Infectious diseases Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious diseases were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. D. Sexually-Transmitted Infections Sexually- transmitted infections are diseases that are primarily transmitted through direct sexual contact with an infected individual or their discharge (such as blood or semen). They include HIV/AIDS, syphilis, chlamydia, gonorrhea, and genital herpes. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexually-transmitted infections were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease sexually-transmitted infections in the community as well. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 38, KFH - MANTECA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. A community survey was administered to 2,927 residents of San Joaquin County in the participants self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6a: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity HealthSt. Josephs Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6b: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Manteca has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Manteca is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Manteca welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Manteca will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well -trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Partner with Healthier Communities Coalition (HCC), San Joaquin Hospital, and Community Medical Centers to increase access to quality care for Medi-Cal recipients, particularly for migrant and Pacific Islander populations.Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Collaborate with Catholic Charities on disseminating promotoras model in San Joaquin County. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Permanent
2016 Needs Not Selected and Rationale While there is an important relationship between education and health, this need was not selected to address as KFH Manteca does not have the experience or organizational assets to leverage to make a meaningful contribution to addressing education. Furthermore, other organizations in the community are working to address this need. A. Youth growth and development Youth growth and development refers to the healthy physical, social, and emotional development of young people and lays a foundation for physical and mental/behavioral health and chronic disease prevention. KFH Manteca has limited organizational expertise or resources to leverage in this area and other agencies in the service area are addressing this need. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by Kaiser Foundation Hospitals. KFH Manteca did not select this need locally because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Manteca did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence and injury This need will be addressed in part by strategies conducted under Behavioral Health. KFH Manteca does not have the same expertise as it has in the other selected health need areas and other agencies are implementing strategies to prevent violence and injury. D. Access to housing While access to housing is important to overall health and well being, access to housing was ranked as a moderate priority in the CHNA report. KFH Manteca does not have sufficient local resources or to leverage in this area. Housing is a component of overall economic security and will likely be addressed by Kaiser Permanentes overall commitment as an organization to addressing this important need. E. Oral health KFH Manteca does not offer dental services and does not have oral health expertise in house. Oral health scored next to last in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on a prevention level). F. Asthma/air quality Asthma/air quality scored lowest of all health needs in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on prevention level). KFH Manteca perceives limited ability to leverage organizational assets to address asthma. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 9
Part VFacility Information (continued)

Section D. Other Health Care Facilities That Are Not Licensed, Registered, or Similarly Recognized as a Hospital Facility
(list in order of size, from largest to smallest)
How many non-hospital health care facilities did the organization operate during the tax year?8
Name and address Type of Facility (describe)
1 KAISER PERMANENTE POST ACUTE CARE CENTER
1440 168TH AVE
SAN LEANDRO,CA94578
SKILLED NURSING
2 MENTAL HEALTH CENTER
765 W COLLEGE ST
LOS ANGELES,CA90012
MENTAL HEALTH
3 BROOKSIDE RESIDENTIAL TREATMENT CENTER
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97015
INPATIENT MENTAL HEALTH SVCS
4 SANTA CLARA PHF
3840 HOMESTEAD ROAD
SANTA CLARA,CA95051
MENTAL HEALTH
5 INTERSTATE SURGICAL CENTER
3500 N INTERSTATE AVE
PORTLAND,OR97227
AMBULATORY SURGERY
6 SUNNYBROOK SURGICAL CENTER
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97015
AMBULATORY SURGERY
7 SKYLINE SURGICAL CENTER
5135 SKYLINE ROAD SOUTH
SALEM,OR97306
AMBULATORY SURGERY
8 CENTER FOR HEALTH RESEARCH
3800 N INTERSTATE AVE
PORTLAND,OR97227
RESEARCH CENTER
9
10
Schedule H (Form 990) 2019
Schedule H (Form 990) 2019
Page 10
Part VI
Supplemental Information
Provide the following information.
1 Required descriptions. Provide the descriptions required for Part I, lines 3c, 6a, and 7; Part II and Part III, lines 2, 3, 4, 8 and 9b.
2 Needs assessment. Describe how the organization assesses the health care needs of the communities it serves, in addition to any CHNAs reported in Part V, Section B.
3 Patient education of eligibility for assistance. Describe how the organization informs and educates patients and persons who may be billed for patient care about their eligibility for assistance under federal, state, or local government programs or under the organization’s financial assistance policy.
4 Community information. Describe the community the organization serves, taking into account the geographic area and demographic constituents it serves.
5 Promotion of community health. Provide any other information important to describing how the organization’s hospital facilities or other health care facilities further its exempt purpose by promoting the health of the community (e.g., open medical staff, community board, use of surplus funds, etc.).
6 Affiliated health care system. If the organization is part of an affiliated health care system, describe the respective roles of the organization and its affiliates in promoting the health of the communities served.
7 State filing of community benefit report. If applicable, identify all states with which the organization, or a related organization, files a community benefit report.
Form and Line Reference Explanation
1 - Part I Line 3c ********************************************************************** There are three distinct eligibility criterion for free care under KPs medical financial assistance policy; (1) means tested (income-based), (2) high medical expenses and (3) situations where the patient has been prequalified. Means-tested: A patient of a household income less than or equal to KFHs means testing criteria as a percentage of the Federal Poverty Guidelines (FPG) is eligible for financial assistance. Note: Assets are not used in income-based criteria. High Medical Expenses: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses for eligible services over a 12 month period greater than or equal to KFHs high medical expense criteria as a percentage of annual household income is eligible for financial assistance. Prequalification: A patient is presumed to meet the program eligibility criteria and is not required to provide personal, financial and other information to verify financial status when he or she: 1. Is enrolled in a Community MFA (CMFA) program to which patients have been referred and prequalified through (1) federal, state or local government, (2) a partnering community-based organization, or (3) at a KFH sponsored community health event, or 2. Is enrolled in a KP Community Benefit program designed to support access to care for low-income patients and prequalified by designated KFH/HP personnel, or 3. Is enrolled in a credible means-tested health coverage program (e.g., Medicare Low Income Subsidy Program), or 4. Was granted a prior medical financial assistance award within the last 30 days. 1 - Part I Line 7 ********************************************************************** The losses attributed to providing charity care (medical financial assistance and charitable health coverage) and participation in select government or community sponsored health coverage programs are calculated using a cost-based methodology for patients in those programs. The cost-based loss is generated through the standard systems used to report on market segments for KFHP/KFH's commercial business lines. In order to calculate the percentages reported in column (f) bad debt was excluded.
1 - Part III Line 4 ********************************************************************** The financial statements do not include a footnote related to bad debt expense. However, on the financial statements, the bad debt expense is included in the patient service revenue. Patient services revenue is included in copays, deductibles, fees, and other revenue in the statement of operations and is recognized as services are rendered. Bad debt expense related to patient services revenue is calculated based on historical bad debt experience and recorded as an offset to patient services revenue (net of contractual allowances, charity care, and discounts).
1 - Part III Line 8 ********************************************************************** None of the amounts reported on Part III, line 7 has been treated as community benefit. The Medicare hospital cost reports are the source document to capture the Medicare revenue and Medicare allowable costs. To determine the direct costs, the cost report takes inputs from the general ledger by hospital location and applies a step-down methodology to allocate overhead costs. The costs are then passed through additional cost report computations to determine allowable Medicare costs. The total allowable Medicare cost is subtracted from the total revenue by region to determine the Medicare surplus or shortfall.
1 - Part III Line 9b ********************************************************************** When a patient/guarantor indicates an inability to pay (charity care), the patient/guarantor will be evaluated for charity care in accordance with established criteria outlined in the Medical Financial Assistance (MFA) Program. In addition, outside collection agencies will cancel and return on a retrospective basis any accounts that either would have qualified or now qualify for charity care according to the criteria outlined in the MFA Program.
2 - needs assessment ********************************************************************** IN CALIFORNIA, OREGON AND HAWAII, EACH KFH MEDICAL CENTER IS REQUIRED TO CONDUCT A COMMUNITY NEEDS ASSESSMENT EVERY THREE YEARS. THE ASSESSMENTS MAY BE CONDUCTED INDIVIDUALLY BY EACH HOSPITAL OR IN COLLABORATION WITH OTHER HOSPITALS, COMMUNITY-BASED AGENCIES AND PUBLIC SERVICE ORGANIZATIONS. EACH NEEDS ASSESSMENT PROVIDES A SUMMARY OF THE NEEDS ASSESSMENT PROCESS UNDERTAKEN INCLUDING THE METHODOLOGIES AND DATA SOURCES UTILIZED, INDIVIDUALS AND ORGANIZATIONS CONSULTED, A COMPLETE LISTING OF THE NEEDS IDENTIFIED AND DESCRIPTION OF THE METHOD USED TO PRIORITIZE NEEDS FOR INCLUSION IN THE INDIVIDUAL COMMUNITY BENEFIT PLANS. THE MOST RECENT NEEDS ASSESSMENTS WERE COMPLETED IN 2016.
3 - patient education of eligibility for assistance ********************************************************************** IN CALIFORNIA, HAWAII, OREGON, AND WASHINGTON, INFORMATION REGARDING ASSISTANCE IS WIDELY AVAILABLE THROUGHOUT THE FACILITIES TO ALL PATIENTS WHICH INCLUDES BOTH HEALTH PLAN MEMBERS AND THE GENERAL PUBLIC. INFORMATION REGARDING THE AVAILABILITY OF KAISER PERMANENTE'S MEDICAL FINANCIAL ASSISTANCE PROGRAM (MFAP) IS POSTED IN THE EMERGENCY DEPARTMENTS, AND ADMITTING AREAS OF ALL KAISER PERMANENTE HOSPITALS. THE POSTED INFORMATION CONTAINS CONTACT INFORMATION FOR FURTHER ASSISTANCE. KAISER PERMANENTE ADMISSION AND DISCHARGE STAFF ARE ALSO A SOURCE OF INFORMATION FOR PATIENTS THAT EXPRESS FINANCIAL HARDSHIP OR REQUEST MEDICAL FINANCIAL ASSISTANCE. THIS STAFF CAN PROVIDE A COPY OF THE FINANCIAL ASSISTANCE POLICY SUMMARY OR CONNECT A PATIONT WITH A FINANCIAL COUNSELOR WHO CAN ASSIST PATIENTS IN DETERMINING ELIGIBILITY FOR GOVERNMENT PROGRAMS OR THE MFAP. PATIENT DISCHARGE PACKETS ALSO INCLUDE A COPY OF THE MFAP POLICY SUMMARY. IN ADDITION, MFAP INFORMATION, INCLUDING THE POLICY, POLICY PLAIN LANGUAGE SUMMARY AND APPLICATION, CAN ALSO BE FOUND ON THE PUBLICLY ACCESSIBLE KP FINANCIAL ASSISTANCE WEBSITE. ALL PATIENT BILLING STATEMENTS INCLUDE INFORMATION THAT FINANCIAL ASSISTANCE IS AVAILABLE AS WELL AS WHERE TO GET ADDITIONAL INFORMATION OR ASSISTANCE. THE MFAP POLICY PLAIN LANGUAGE SUMMARY IS ALSO INCLUDED WITH THE FIRST HOSPITAL BILLING STATEMENT TO ALL PATIENTS. THE PROGRAM POLICY, POLCY PLAIN LANGUAGE SUMMARY, AND APPLICATION ARE AVAILABLE WITHOUT CHARGE IN ENGLISH AS WELL AS ALL THE LANGUAGES THAT MEET THE LIMITED ENGLISH PROFICIENCY POPULATION CRITERIA (LESSER OF 1,000 INDIVIDUALS OR 5% OF THE COMMUNITY). LANGUAGES SUPPORTED INCLUDE, BUT ARE NOT LIMITED TO SPANISH, CHINESE, JAPANESE, KOREAN, LAOTIAN, TAGALOG, RUSSIAN, FARSI AND VIETNAMESE.
4 - community information ********************************************************************** KFH SERVES COMMUNITIES IN CALIFORNIA, HAWAII, AND OREGON. THE COMMUNITIES WE SERVE ARE DIVERSE AND INCLUDE BOTH LESS POPULOUS AND DENSELY POPULATED CITIES AND COUNTIES. OUR COMMUNITIES ARE DIVERSE IN MANY WAYS INCLUDING INCOME, RATE OF UNINSURED, HIGH SCHOOL GRADUATION AND LIMITED ENGLISH PROFICIENCY. OUR FACILITIES AND THE PEOPLE WHO WORK WITHIN THEM ARE LOCATED WITHIN, AND ARE PART OF OUR COMMUNITIES. KFH owns and operates 38 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon. In California, KFH medical centers are located in the cities of Anaheim, Antioch, Baldwin Park, Downey, Fontana, Fremont, Fresno, Harbor City, Irvine, Los Angeles, Manteca, Modesto, Moreno Valley, Oakland, Ontario, Panorama City, Redwood City, Richmond, Riverside, Roseville, Sacramento, San Diego, San Francisco, San Jose, San Leandro, San Rafael, Santa Clara, Santa Rosa, South Sacramento, South San Francisco, Vacaville, Vallejo, Walnut Creek, West Los Angeles, and Woodland Hills. In Hawaii, the Moanalua Medical Center is located in the City of Honolulu on the island of Oahu. In Oregon, the Sunnyside Medical Center is located in the City of Clackamas and Kaiser westside medical center in Hillsboro. Ncal scal Hawaii nw ---- ---- ------ -- Total population in area (mil)* 12.3 22.2 1.3 3.4 Median Household Income**** $71,564 $60,423 $68,244 $57,047 % below 200% FPL***** 31.06% 37.68% 25.63% 33.87% % below 100% fpl* 14.2% 16.8% 11.3% 15.3% % w/o public or private health ins* 10.96% 16.67% 5.82% 11.58% Population Age 5+ with limited English Proficiency* 16.51 20.81 12.66 6.78 High School Graduation Rate** 87.88** 86.49** 82**^ 77.3**^ Unemployment Rate (%)*** 6.6 7.6 5 6.5 (SOURCE: US CENSUS 2010 AMERICAN COMMUNITY SURVEY S2701, CPO3, AND DP03 LIMITED TO APPROXIMATE KAISER SERVICE AREAS (MSA) IN EACH OF THE 4 REGIONS. (INCLUDES THE ENTIRE STATE OF HAWAII) * US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY: 2011-15 ** CALIFORNIA DEPARTMENT OF EDUCATION; 2014-2015. **^ US Department of Education, EDFacts; Accessed via DATA.GOV. Additional data analysis by CARES. 2014-15. *** US DEPARTMENT OF LABOR, BUREAU OF LABOR STATISTICS: 2017 - JUNE **** KAISER PERMANENTE UTILITY FOR CARE DATA ANALYSIS, ESRI 2016, HOUSEHOLD-WEIGHTED MEDIAN OF HOUSEHOLD INCOME MEDIANS FOR THE BLOCK GROUPS IN KP'S REGIONAL SERVICE AREAS (PREVIOUSLY REPORTED AS MEMBER-WEIGHTED MEDIAN OF MEDIAN HOUSE HOLD INCOME) ***** US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY. 2011-15 KAISER PERMANENTE'S COMMITMENT TO THE COMMUNITY AND PROMOTION OF COMMUNITY HEALTH Since our beginnings, we have been committed to helping shape the future of health care. Kaiser Permanente is dedicated to care innovations, clinical research, health education and the support of community health. KFH is committed to the belief that good health is a fundamental right shared by all, and we recognize that good health extends beyond the doctor's office and the hospital. Like our approach to medicine, our work in the community takes a prevention-focused, evidence-based approach. We go beyond traditional corporate philanthropy or grant-making to leverage financial resources with medical research, physician expertise, and clinical practices. Historically, we have focused our investments in three areas-Health Access, Healthy Communities, and Health Knowledge-to address critical health issues in our communities. For many years, we have worked collaboratively with other organizations to address serious public health issues such as obesity, access to care, and violence. We have conducted Community Health Needs Assessments (CHNA) to better understand each community's unique needs and resources. The CHNA process informs our community investments and helps us develop strategies aimed at making long-term, sustainable change-and it allows us to deepen the strong relationships we have with other organizations that are working to improve community health. THE KFHP/KFH BOARD HAS A STANDING COMMUNITY BENEFIT COMMITTEE OF THE BOARD OF DIRECTORS TO OVERSEE THE PROGRAM-WIDE COMMUNITY BENEFIT PROGRAM. KAISER PERMANENTE ALSO HAS A NATIONAL EXECUTIVE OF KFHP AND KFH TO LEAD KAISER PERMANENTE'S COMMUNITY BENEFIT PROGRAM AS A FULL-TIME ASSIGNMENT. BECHARA CHOUCAIR, MD IS THE SENIOR VICE PRESIDENT FOR COMMUNITY HEALTH AND BENEFIT, AND CHIEF COMMUNITY HEALTH OFFICER REPORTING TO THE CEO AND CHAIRMAN OF THE BOARD.
5 - promotion of community health ********************************************************************** KFH's principal purpose is to provide hospital, medical, and surgical care, including emergency services, extended care and home health care to members of the public without regard to age, sex, race, religion or national origin, or to the individual's ability to pay. KFH SHARES THE KAISER PERMANENTE MISSION, OF PROVIDING AFFORDABLE HIGH QUALITY HEALTH CARE TO OUR MEMBERS, AND IMPROVING THE HEALTH OF OUR MEMBERS AND THE COMMUNITIES WE SERVE. KFH's general community benefits include: Emergency departments - KFH operates full-time emergency departments in each of its 38 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon. Emergency medical services are available to all individuals regardless of their ability to pay. Care provided to all patients - Hospital care is provided to individuals with health care coverage from any private or government-sponsored health plan, insured and uninsured referrals from safety net and other public health partnerships, and uninsured patients admitted through the emergency department. Open Medical Staff Privileges - Staff privileges in the hospitals are available to community practitioners who are not affiliated with a Permanente Medical Group. Reinvestment of Surplus Revenues - KFHP pays KFH for hospital services and surplus revenues are reinvested IN THE furtherance OF THE EXEMPT PURPOSE, for capital replacement or expansion of facilities and equipment, debt amortization, improvement in patient care and services, and other community benefit services including charity care, medical education and research. In addition, KFH is committed to operating to intentionally protect and preserve the environment and scarce resources. Poor environmental quality contributes to disease and economic insecurity. Kaiser Foundation Hospitals has therefore committed itself to protecting and improving the natural environment as a key component of our mission to improve healthcare quality and affordability. To fulfill this commitment, Kaiser Foundation Hospitals maintains a structure for environmental stewardship that enables the organization to continuously improve its environmental performance. This structure includes clearly defined roles, responsibilities, plans and routines, and has resulted in five organization-wide focus areas that have been selected based on their ability to have the most impact on the environmental forces that shape environmental- and human-health: 1. Finding safe alternatives to harmful industrial chemicals 2. Responding to climate change 3. Promoting sustainable farming and food choices 4. Reducing, reusing, and recycling to eliminate waste 5. Conserving water In each of these focus areas, Kaiser Foundation Hospitals has established ambitious goals, implemented initiatives, achieved measurable improvements, and regularly reported progress to our Board of Directors, our staff, and the communities we serve.
6 - affiliated health care system ********************************************************************** Kaiser Permanente is a not for profit, integrated health care delivery system comprised of Kaiser Foundation Hospitals, Kaiser Foundation Health Plan, and The Permanente Medical Groups. For more than 70 years, Kaiser Permanente has been dedicated to providing high-quality, affordable health care services and to improving the health of our members and the communities we serve. Kaiser Foundation Hospitals (KFH) and Kaiser Foundation Health Plan, Inc. (KFHP), with its four principal operating tax-exempt subsidiary health plans-Kaiser Foundation Health Plan of Colorado; Kaiser Foundation Health Plan of Georgia, Inc.; Kaiser Foundation Health Plan of the Mid-Atlantic States, Inc.; and Kaiser Foundation Health Plan of the Northwest, are nonprofit corporations that are part of the integrated health care delivery system known as the Kaiser Permanente Medical Care Program or "Kaiser Permanente." Kaiser Permanente is an integrated health care delivery system that combines the provision and financing of health care services. People who elect to enroll in a Kaiser Permanente health plan receive a full range of prepaid health care services, including hospital care, professional care in hospitals and physicians' offices, x-ray and laboratory services, physical therapy, emergency, ambulance transportation, preventive services, health education and certain prescribed drugs. More comprehensive drug coverage is also provided through a separate coverage rider. In the hospital-based regions - California, Hawaii and Northwest, Kaiser Permanente is comprised of several separate legal organizations: KFH - a California nonprofit public benefit corporation exempt from federal income tax under Internal Revenue Code 501(c)(3); KFHP - a California nonprofit public benefit corporation exempt from federal income tax under Internal Revenue Code 501(c)(3); Northwest Health Plan - an Oregon nonprofit corporation. Kaiser Permanente contracts with various medical groups in each respective region to provide services to members. Persons enroll in Kaiser Permanente through KFHP or one of the Health Plan subsidiaries ("Health Plan"). Health Plan provides and arranges comprehensive health care services for members on a predominantly prepaid basis and fulfills its contractual obligations to group and individual members by contracting with KFH and a Permanente Medical Group to provide the required health care services. KFHP and KFH are separate corporations governed by identical boards of directors. KFH accepts responsibility to provide or arrange necessary hospital services and facilities for Health Plan members. KFH owns and operates 38 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon, which provide emergency and in-patient services to all persons in the community regardless of membership or ability to pay. Staff privileges are available on a nondiscriminatory basis to physicians in the communities served. KFH also contracts with other community hospitals to provide hospital services to members for specialized care and other services.
7 - state filing of community benefit report ********************************************************************** KFH annually prepares and submits a Consolidated Community Benefit Plan to the California Office of Statewide Health Planning and Development in compliance with Health and Safety Code Section 127340 et seq. The consolidated plan includes a hospital-specific community benefit plan for each individual medical center campus in California. KFH also annually prepares and submits a comprehensive Community benefit report to the Department of Human Services, Office for Oregon Health Policy and Research for the Sunnyside Medical Center located in the City of Clackamas.
Schedule H (Form 990) 2019
Additional Data


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Schedule I
(Form 990)
Department of the Treasury
Internal Revenue Service
Grants and Other Assistance to Organizations,
Governments and Individuals in the United States
Complete if the organization answered "Yes," on Form 990, Part IV, line 21 or 22.
lBullet Attach to Form 990.
lBullet Go to www.irs.gov/Form990 for the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part I
General Information on Grants and Assistance
1
Does the organization maintain records to substantiate the amount of the grants or assistance, the grantees' eligibility for the grants or assistance, and
the selection criteria used to award the grants or assistance? ........................
2
Describe in Part IV the organization's procedures for monitoring the use of grant funds in the United States.
Part II
Grants and Other Assistance to Domestic Organizations and Domestic Governments. Complete if the organization answered "Yes" on Form 990, Part IV, line 21, for any recipient
that received more than $5,000. Part II can be duplicated if additional space is needed.
(a) Name and address of organization
or government
(b) EIN (c) IRC section
(if applicable)
(d) Amount of cash grant (e) Amount of non-cash
assistance
(f) Method of valuation
(book, FMV, appraisal,
other)
(g) Description of
noncash assistance
(h) Purpose of grant
or assistance
(1) 100 Mile Club
2191 Fifth Ste 211
Norco,CA92860
20-8425786 501(c)(3) 15,000       Project Support
(2) 18 Reasons
3150 18th St 315
San Francisco,CA94110
45-3059509 501(c)(3) 40,000       Project Support
(3) 2B Successful Youth
PO Box 3462
Fairfield,CA94634
26-3308963 501(c)(3) 15,000       Project Support
(4) 4 Walls International Incorporated
1010 10th Street
Imperial Beach,CA91932
26-4381424 501(c)(3) 13,000       Project Support
(5) A Community of Friends
3701 Wilshire 700
Los Angeles,CA90010
95-4203106 501(c)(3) 10,000       Project Support
(6) A More Excellent Way Health Improve Org
215 Lighthouse Drive
Vallejo,CA94590
14-2011697 501(c)(3) 15,000       Project Support
(7) A Place Called Home
2830 S Central Ave
Los Angeles,CA90011
95-4427291 501(c)(3) 10,000       Project Support
(8) A Window Between Worlds
710 4th Avenue Suite 5
Venice,CA90291
95-4448606 501(c)(3) 15,000       Project Support
(9) ABC Unified School District
16700 Norwalk Boulevard
Cerritos,CA90703
95-2380644 Government or P 61,756       Project Support
(10) Abode Services
40849 Fremont Blvd
Fremont,CA94538
94-3087060 501(c)(3) 44,750       Project Support
(11) Access California Services
631 S Brookhurst 107
Anaheim,CA92804
33-0826205 501(c)(3) 15,000       Project Support
(12) AccessOC Southern California
1505 E 17th Ste 209
Santa Ana,CA92705
45-5011901 501(c)(3) 10,000       General Operating Support
(13) Adaptive Physical Education
1455 Madison Avenue
Redwood City,CA94061
46-3037547 501(c)(3) 10,000       General Operating Support
(14) Adelante Youth Alliance
805 N Madison Avenue
Pasadena,CA91104
15-4819333 501(c)(3) 19,400       Conference Support
(15) Adolescent Counseling Services Inc
643 Bair Island 301
Redwood City,CA94063
53-0192551 501(c)(3) 15,000       General Operating Support
(16) Advanced Center for Eyecare
1701 Westwind Ste 101
Bakersfield,CA93301
27-3257780 501(c)(3) 15,000       Project Support
(17) Advent Group Ministries
90 Great Oaks 108
San Jose,CA95119
77-0100966 501(c)(3) 30,000       Project Support
(18) Afghan Coalition
39155 Liberty D460
Fremont,CA94538
94-3398311 501(c)(3) 20,000       Project Support
(19) Aids Community Action Foundation
273 9th 2nd Fl
San Francisco,CA94103
90-0171830 501(c)(3) 10,000       Other
(20) AIDS Services Foundation of Orange County
17982 Skypark Ste J
Irvine,CA92614
33-0126481 501(c)(3) 15,000       Project Support
(21) Airport Marina Counseling Service
7891 La Tijera Blvd
Los Angeles,CA90045
95-2224149 501(c)(3) 10,000       Project Support
(22) Airway Science for Kids
PO Box 4142
Portland,OR97208
94-3163800 501(c)(3) 20,000       Project Support
(23) Alameda Boys & Girls Club Inc
1900 Third Street
Alameda,CA94501
94-1312299 501(c)(3) 15,000       Project Support
(24) Alameda County Community Food Bank
7900 Edgewater Drive
Oakland,CA94621
94-2960297 501(c)(3) 58,450       Other;Event Support\Annual Fundraiser
(25) Alameda County Health Care Services Agency
1000 San Leandro 300
San Leandro,CA94577
94-6000501 Government or P 117,100       Capital Fund Support
(26) Alameda Family Services
2325 Clement Avenue
Alameda,CA94501
23-7088243 501(c)(3) 15,000       Project Support
(27) Alameda Health Consortium
101 Callan 300
San Leandro,CA94577
51-0189590 501(c)(3) 134,250       Event Support\Awards Ceremony;Event Support\Dinner
(28) Alameda Health System Foundation
350 Frank H Ogawa 900
Oakland,CA94612
94-3103136 501(c)(3) 202,000       Project Support
(29) Aldea Inc
1801 Oak Street PO Box 841
Napa,CA94559
94-2159248 501(c)(3) 20,000       Project Support
(30) All Hands Raised
2069 NE Hoyt
Portland,OR97232
93-1149789 501(c)(3) 15,000       Project Support
(31) Allen Temple Leadership Institute
8501 International Blvd
Oakland,CA94621
94-3388651 501(c)(3) 690,000       Event Support\Awards Ceremony;Event Support\Health
(32) Alliance for Housing and Healing
825 Colorado 100
Los Angeles,CA90041
95-4147364 501(c)(3) 15,000       Project Support
(33) Al-Shifa Clinic Inc
2034 B Mallory St
San Bernardino,CA92407
33-0855769 501(c)(3) 20,000       General Operating Support
(34) AltaMed Health Services Corp
2040 Camfield Avenue
Commerce,CA90040
95-2810095 501(c)(3) 9,250       Event Support\Annual Fundraiser
(35) Alternatives in Action
3666 Grand Ave Suite A
Oakland,CA94610
94-3210413 501(c)(3) 10,000       Project Support
(36) Always Knocking Inc
4001 Sumner Lane
Carmichael,CA95608
26-4635991 501(c)(3) 20,000       Project Support
(37) Alzheimers Disease Assn of Kern County
5500 Olive Bldg One
Bakersfield,CA93308
77-0017561 501(c)(3) 20,000       General Operating Support
(38) Amanecer Community Counseling Svc Corp
1200 Wilshire 200
Los Angeles,CA90017
95-3076578 501(c)(3) 10,000       Project Support
(39) Ambrose Recreation and Park District
3105 Willow Pass Road
Bay Point,CA94565
94-1622656 Government or P 10,000       Project Support
(40) Ambulatory Surgery Access Coalition
1119 Market St 400
San Francisco,CA94103
94-3180356 501(c)(3) 410,510       Event Support\Annual Fundraiser;Other
(41) America SCORES Bay Area
1610 Harrison St
San Francisco,CA94103
48-1272959 501(c)(3) 30,000       Project Support
(42) American Cancer Society
0330 SW Curry St
Portland,OR97239
13-1788491 501(c)(3) 15,500       Project Support
(43) American Diabetes Association Inc
611 Wilshire 900
Los Angeles,CA90017
13-1623888 501(c)(3) 12,585       Event Support\Annual Fundraiser
(44) American Heart Association Inc
816 S Figueroa St
Los Angeles,CA90017
13-5613797 501(c)(3) 389,500       Project Support
(45) Ann Martin Center
1375 55th Street
Emeryville,CA94608
94-6099000 501(c)(3) 21,700       Project Support
(46) Another Choice Another Chance
7000 Franklin 625
Sacramento,CA95823
68-0184117 501(c)(3) 75,000       Project Support
(47) Antelope Valley College Foundation
3041 West Avenue K
Lancaster,CA93536
95-4398700 501(c)(3) 12,000       Project Support
(48) Antelope Valley Community Clinic
45104 10th Street West
Lancaster,CA93534
26-0574826 501(c)(3) 26,500       Event Support\Annual Fundraiser
(49) Antelope Valley Domestic Violence Council
1150 West Avenue I
Lancaster,CA93539
95-3582588 501(c)(3) 198,000       General Operating Support
(50) Antelope Valley Partners for Health
44226 10th St West
Lancaster,CA93534
47-0957404 501(c)(3) 8,200       Event Support\Health Fair
(51) Anti-Defamation League
10495 Santa Monica
Los Angeles,CA94102
13-1818723 501(c)(3) 8,800       Event Support\Cultural Event
(52) APLA Health & Wellness
611 S Kingsley Dr
Los Angeles,CA90005
84-1661910 501(c)(3) 15,000       Project Support
(53) Arden Manor Recreation & Park District
1415 Rushden Drive
Sacramento,CA95864
94-6000529 Government or P 15,000       Project Support
(54) AREA AGENCY ON AGING-SERVING NAPA
400 Contra Costa St
Vallejo,CA94590
94-2742309 501(c)(3) 20,000       Project Support
(55) Arrowhead United Way
646 North D Street
San Bernardino,CA92401
95-1934586 501(c)(3) 58,000       Other
(56) Arroyo Vista Family Health Foundation
6000 N Figueroa St
Los Angeles,CA90042
95-3514918 501(c)(3) 18,640       Event Support\Dinner
(57) Arthur A Benjamin Health Professions HS
451 McClatchy Way
Sacramento,CA95818
94-6002941 Government or P 10,000       Event Support\Workforce/Knowledge Dissemination
(58) Arts and Cultural Foundation of Antioch
PO Box 613
Antioch,CA94509
68-0479175 Government or P 16,215       Project Support
(59) Ashby Village Inc
2330 Durant Avenue
Berkeley,CA94704
27-2174330 501(c)(3) 75,000       Project Support
(60) Asian Americans Advancing Justice LA
1145 Wilshire 2nd Fl
Los Angeles,CA90017
95-3854152 501(c)(3) 9,200       Event Support\Dinner
(61) Asian Americans for Community Involvement
2400 Moorpark Ste 300
San Jose,CA95128
94-2292491 501(c)(3) 53,000       Project Support
(62) Asian Art Museum Fdn Of San Francisco
200 Larkin Street
San Francisco,CA94102
94-1704765 501(c)(3) 88,750       Other
(63) Asian Health Services
818 Webster Street
Oakland,CA94607
94-2235908 501(c)(3) 24,450       Event Support\Cultural Event;Event Support\Annual
(64) Asian Pacific American Network of Oregon
922 N Killingsworth 2K
Portland,OR97217
80-0252850 501(c)(3) 20,000       Project Support
(65) Asian Pacific Health Care Venture Inc
4216 Fountain Avenue
Los Angeles,CA90029
95-4177752 501(c)(3) 12,000       Project Support
(66) Asian Pacific Islander American Public Aff
4000 Truxel Ste 3
Sacramento,CA95834
55-0849384 501(c)(3) 9,500       Other
(67) Asian Pacific Youth Leadership Project
5904 13th Street
Sacramento,CA95822
94-3167910 501(c)(3) 7,760       Other;Event Support\Annual Fundraiser
(68) Asian-American Educational & Cultural Ctr
1115 South E St
San Bernardino,CA92408
33-0749876 501(c)(3) 10,000       Project Support
(69) Assistance League of Redlands
506 Colton Ave
Redlands,CA92373
95-2131653 501(c)(3) 15,000       Project Support
(70) Autism Tree Project Inc
2845 Nimitz Blvd C
San Diego,CA92106
71-0942573 501(c)(3) 8,000       Project Support
(71) Avance Schools Inc
115 N Avenue 53
Los Angeles,CA90042
20-3082187 501(c)(3) 15,000       Project Support
(72) Axis Community Health Inc
4361 Railroad Avenue
Pleasanton,CA94566
94-2232394 501(c)(3) 35,000       Project Support
(73) Azusa Pacific University
901 E East Alosta Avenue
Azusa,CA91702
95-1744369 501(c)(3) 7,500       Project Support
(74) Bakersfield City School District Edu Fdn
1300 Baker Street
Bakersfield,CA93305
77-0235399 501(c)(3) 50,000       Project Support
(75) Bakersfield Police Activities League
301 E 4th Street
Bakersfield,CA93307
77-0375436 501(c)(3) 15,000       Project Support
(76) Baldwin Park Unified School District
3699 N Holly Ave
Baldwin Park,CA91706
95-6000213 Government or P 75,934       Project Support
(77) Bartz-Altadonna Community Health Center
43322 Gingham Ste 105
Lancaster,CA93535
27-3261289 501(c)(3) 12,500       Project Support
(78) Basic Rights Education Fund
PO Box 40625
Portland,OR97240
93-1266613 501(c)(3) 20,000       Project Support
(79) Battle Ground HealthCare
11117 NE 189th 216
Battle Ground,WA98604
27-3148590 501(c)(3) 18,000       Project Support
(80) Bay Area Business Roundtable
8517 Earhart Road
OAKLAND,CA92621
80-0242181 501(c)(3) 10,000       Other
(81) Bay Area Community Resources
171 Carlos Drive
San Rafael,CA94903
94-2346815 501(c)(3) 22,000       Project Support
(82) Bay Area Community Services (BACS)
1814 Franklin 400
Oakland,CA94612
94-1708069 501(c)(3) 20,000       Project Support
(83) Bay Area Open Space Council
2150 Allston 320
Berkeley,CA94704
46-1573954 501(c)(3) 75,000       Project Support
(84) Bay Area Women Against Rape
470 27th Street
Oakland,CA94612
94-2300454 501(c)(3) 30,000       Project Support
(85) Bayview Hunters Point Multipurpose Svcs
1250 LaSalle Avenue
San Francisco,CA94124
94-2186268 501(c)(3) 25,000       Project Support
(86) BEAR VALLEY COMMUNITY HEALTHCARE DIST
41820 Garstin Dr
Big Bear City,CA92314
33-0714985 501(c)(3) 10,000       Project Support
(87) Bear Valley Unified School District
42271 Moonridge Rd
Big Bear Lake,CA92315
95-6006065 Government or P 10,000       Project Support
(88) BEDFORD VA RESEARCH CORP INC
200 SPRINGS RD MS 151
BEDFORD,MA01730
04-3512440 501(c)(3) 15,000       PassThrough Fed Proj
(89) Benicia Community Action Council
480 MILITARY EAST
BENICIA,CA94510
68-0294153 501(c)(3) 8,000       Project Support
(90) Benicia Unified School District
350 East K Street
Benicia,CA94510
30-0385724 Government or P 15,000       Project Support
(91) Berkeley Community Health Project
2339 Durant Ave
Berkeley,CA94704
94-1697002 501(c)(3) 20,000       Project Support
(92) Berkeley Youth Alternatives
1255 Allston Way
Berkeley,CA94702
94-1711728 501(c)(3) 10,000       Project Support
(93) Beyond Emancipation
2647 International 420
Oakland,CA94621
94-3219520 501(c)(3) 15,000       Project Support
(94) Big Brothers Big Sisters Columbia NW
1827 NE 44th 100
Portland,OR97213
93-1303640 501(c)(3) 20,000       Project Support
(95) Big Brothers Big Sisters of the IE
8880 Benson 112
Montclair,CA91763
95-1992702 501(c)(3) 7,500       Project Support
(96) Biking For Fun Inc
1708 Chester Avenue
Bakersfield,CA93301
51-0555071 501(c)(3) 10,000       General Operating Support
(97) Bill Wilson Center
3490 The Alameda
Santa Clara,CA95050
94-2221849 501(c)(3) 25,000       Project Support
(98) Black Educational Achievement Movement
3519 NE 15th Ste 392
Portland,OR97212
47-1826506 501(c)(3) 20,000       Project Support
(99) Black Parent Initiative (BPI)
2915 NE MLK Jr Blvd
Portland,OR97212
20-5686374 501(c)(3) 20,000       Project Support
(100) Black Women For Wellness
4340 11th Avenue
Los Angeles,CA90008
95-4624707 501(c)(3) 15,000       Project Support
(101) Boat People SOS Inc
6066 Leesburg Pike
Falls Church,VA22041
54-1563619 501(c)(3) 15,000       Project Support
(102) Boldly Me
37739 Farwell Drive
Fremont,CA94536
45-4796086 501(c)(3) 32,500       Event Support\Health Fair
(103) Boys & Girls Club of Burbank & East Valley
2244 N Buena Vista St
Burbank,CA91504
95-4485745 501(c)(3) 10,000       Project Support
(104) Boys & Girls Club of Coachella Valley
42600 Cook St 120
Palm Desert,CA92211
95-6122699 501(c)(3) 25,000       Project Support
(105) Boys & Girls Club of Hollywood
850 N Cahuenga Blvd
Los Angeles,CA90038
95-1775142 501(c)(3) 10,000       Project Support
(106) Boys & Girls Club of Salem Marion & Polk
1395 Summer St NE
Salem,OR97301
93-0581470 501(c)(3) 12,000       Project Support
(107) Boys & Girls Club of Tracy Inc
753 W Lowell Avenue
Tracy,CA95376
68-0028682 501(c)(3) 35,000       Project Support
(108) Boys & Girls Club West San Gabriel Valley
328 S Ramona Ave
Monterey Park,CA91754
95-2782501 501(c)(3) 15,000       Project Support
(109) Boys & Girls Clubs North San Mateo County
201 W Orange
South San Francisco,CA94080
94-1497000 501(c)(3) 32,245       Project Support
(110) Boys & Girls Clubs of Fresno County
540 North Augusta St
Fresno,CA93701
94-1149171 501(c)(3) 52,000       Project Support
(111) Boys & Girls Clubs of Kern County
801 Niles Street
Bakersfield,CA93305
95-2462246 501(c)(3) 10,000       Project Support
(112) Boys & Girls Clubs of San Francisco
380 Fulton Street
San Francisco,CA94102
94-1156608 501(c)(3) 40,000       Project Support
(113) Boys & Girls Clubs of Silicon
518 Valley Way
Milpitas,CA95035
94-1294898 501(c)(3) 25,000       Project Support
(114) Boys & Girls Clubs of Southwest Washington
1111 Main 605
Vancouver,WA98660
91-1978646 501(c)(3) 20,000       Project Support
(115) Boys & Girls Clubs of the Diablo Valley
1301 Alhambra Avenue
Martinez,CA94553
94-1333618 501(c)(3) 10,000       Project Support
(116) Boys & Girls Clubs of the Peninsula
401 Pierce Rd
Menlo Park,CA94025
94-1552134 501(c)(3) 20,000       General Operating Support
(117) Boys and Girls Club of Carson
1950 E 220th Ste 102
Carson,CA90810
33-0475452 501(c)(3) 8,250       Event Support\Annual Fundraiser
(118) Boys and Girls Club of the Coastside
600 Church Street
Half Moon Bay,CA94019
94-3193725 501(c)(3) 10,000       General Operating Support
(119) Boys and Girls Clubs of Greater Sacramento
5212 Lemon Hill Ave
Sacramento,CA95824
68-0338324 501(c)(3) 25,000       Project Support
(120) Breathe CA Golden Gate Public Health Part
1 Sutter Ste 225
San Francisco,CA94104
94-0836760 501(c)(3) 35,000       Project Support
(121) Breathe CA of Sacramento-Emigrant Trails
909 12th 100
Sacramento,CA95814
94-1641240 501(c)(3) 16,476       Project Support
(122) Bright Prospect
1460 E Holt Ste 74
Pomona,CA91767
52-2363234 501(c)(3) 9,000       Other
(123) Brighter Beginnings
2727 Macdonald Avenue
Richmond,CA94804
94-2949749 501(c)(3) 52,000       Project Support
(124) Buckelew Programs
555 Northgate Dr 200
San Rafael,CA94903
23-7088977 501(c)(3) 10,000       Project Support
(125) Buddhist Tzu Chi Medical Foundation
3898 N Ann Ave
Fresno,CA93727
95-4457939 501(c)(3) 80,000       Project Support
(126) Building Opportunities for Self-Suffic
1918 University Ave 2A
Berkeley,CA94704
51-0173390 501(c)(3) 15,000       Project Support
(127) Burma Refugee Family Network
1520 E 15th Street
Oakland,CA94606
27-2836526 501(c)(3) 15,000       Project Support
(128) CORA Community Overcoming Abuse
2211 Palm Avenue
San Mateo,CA94403
94-2481188 501(c)(3) 30,000       General Operating Support
(129) CA Aquatic Therapy & Wellness Ctr
6801 Long Beach Blvd
Long Beach,CA90805
95-2382016 501(c)(3) 10,000       Project Support
(130) CA Bicycle Coalition Education Fund
1017 L Street 288
Sacramento,CA95814
68-0417507 501(c)(3) 10,000       Event Support\Health Fair
(131) CA Center For Public Health Advocacy
1947 Galileo 101
Davis,CA95618
95-4723901 501(c)(3) 409,625       Project Support
(132) CA Consortium For Urban Indian Health
1016 Lincoln 111
San Francisco,CA94129
20-4878959 501(c)(3) 100,000       General Operating Support
(133) CA Court Appointed Special Advocate Assn
663 13th Ste 200
Oakland,CA94612
68-0163010 501(c)(3) 154,412       Project Support
(134) CA Partnership for Safe Communities
825 Washington Ste 200
Oakland,CA94607
45-3127566 501(c)(3) 150,000       Project Support
(135) CA Rural Legal Assistance Foundation
2210 K St 201
Sacramento,CA95816
94-2800442 501(c)(3) 43,000       Project Support
(136) Calico Center
524 Estudillo Ave
San Leandro,CA94577
94-3256781 501(c)(3) 22,425       Other;Event Support\Annual Fundraiser
(137) California Academy of Sciences
875 Howard Street
San Francisco,CA94103
94-1156258 501(c)(3) 21,400       Event Support\Cultural Event
(138) California Association of Food Banks
1624 Franklin Ste 722
Oakland,CA94612
68-0392816 501(c)(3) 80,000       Project Support
(139) California Black Women's Health Project
9800 S La Cienega 905
Inglewood,CA90301
95-4702923 501(c)(3) 9,000       Event Support\Annual Fundraiser
(140) California Conference for Equality and Jus
3711 Long Beach 1017
Long Beach,CA90807
54-2178438 501(c)(3) 30,000       Project Support
(141) California Coverage and Health Initiatives
1107 9th Ste 601
Sacramento,CA95814
47-4034471 501(c)(3) 100,000       General Operating Support
(142) California Exposition & State Fair
1600 Exposition Blvd
Sacramento,CA95815
94-6032535 Government or P 56,796       Other
(143) California Family Health Council Inc
3600 Wilshire 600
Los Angeles,CA90010
95-2564024 501(c)(3) 85,000       Operating Support
(144) California Food Policy Advocates Inc
436 14th 1220
Oakland,CA94612
94-3163142 501(c)(3) 90,000       Project Support
(145) California Health Collaborative
1680 West Shaw Avenue
Fresno,CA93711
94-2862660 501(c)(3) 80,000       Project Support
(146) California Medical Association Foundation
2230 L Street
Sacramento,CA95816
94-6062822 501(c)(3) 9,400       Conference Support
(147) California Pan-Ethnic Health Network
1221 Preservation 200
Oakland,CA94612
94-3306223 501(c)(3) 105,600       Conference Support
(148) California Parenting Institute
3650 Standish Avenue
Santa Rosa,CA95407
94-2541640 501(c)(3) 21,480       Project Support
(149) California Primary Care Association
1231 I St 400
Sacramento,CA95814
94-3215565 501(c)(3) 191,500       Conference Support
(150) California School Based Health Alliance
1203 Preservation 302
Oakland,CA94612
94-3201896 501(c)(3) 132,271       Conference Support
(151) California State Parks Foundation
50 Francisco 110
San Francisco,CA94133
94-1707583 501(c)(3) 75,000       Project Support
(152) California State University Fresno Fdn
4910 N Chestnut
Fresno,CA93726
94-6003272 501(c)(3) 98,466       Project Support
(153) California State University Northridge Fdn
18111 Nordhoff Street
Northridge,CA91330
95-6196006 501(c)(3) 13,000       Project Support
(154) California State University Sacramento
3000 State Uni Dr
Sacramento,CA95819
68-0365325 Government or P 46,000       Conference Support
(155) California Youth Connection
1611 Telegraph 1100
Oakland,CA94612
94-3141616 501(c)(3) 80,000       Project Support
(156) California Youth Services
23282 Mill Creek 130
Laguna Hills,CA92653
20-1051272 501(c)(3) 10,000       Project Support
(157) Camarena Health
344 E Sixth Street
Madera,CA93638
94-2503904 501(c)(3) 130,000       Project Support
(158) Caminar
2600 S El Camino 200
San Mateo,CA94403
94-1639389 501(c)(3) 42,500       Event Support\Annual Fundraiser
(159) Camp Horizon Inc
5825 Glenridge Ste 101
Atlanta,GA30328
58-1509453 501(c)(3) 10,000       General Operating Support
(160) Canal Alliance
91 Larkspur Street
San Rafael,CA94901
94-2832648 501(c)(3) 20,000       Project Support
(161) CANCER PREVENTION INSTITUTE OF CA
2201 Walnut Avenue
Fremont,CA94538
23-7427232 501(c)(3) 31,583       PassThrough Fed Proj
(162) Cardea Services
614 Grand 400
Oakland,CA94610
94-2401949 501(c)(3) 24,000       Project Support
(163) CAREGIVERS Volunteers Assist Elderly
1765 Goodyear Ave 205
Ventura,CA93003
77-0081692 501(c)(3) 20,000       General Operating Support;Project Support
(164) Carolyn E Wylie Center for Children
4164 Brockton Ave
Riverside,CA92501
93-0670286 501(c)(3) 20,000       Project Support
(165) Casa de Amparo
325 Buena Creek Road
San Marcos,CA92069
95-3315571 501(c)(3) 12,000       Project Support
(166) Casa Familiar
119 W Hall Avenue
San Ysidro,CA92173
23-7237898 501(c)(3) 13,333       Project Support
(167) Cascade Aids Project Inc
215 NW Davis 215
Portland,OR97209
93-0903383 501(c)(3) 15,000       Project Support
(168) Catholic Charities of Los Angeles Inc
3250 Wilshire 1010
Los Angeles,CA90010
95-1690973 501(c)(3) 13,250       Event Support\Dinner
(169) Catholic Charities of Oregon
2740 SE Powell Blvd 6
Portland,OR97202
93-0386801 501(c)(3) 130,185       Project Support
(170) Catholic Charities of Santa Clara County
2625 Zanker Road
San Jose,CA95134
94-2762269 501(c)(3) 35,000       Project Support
(171) Catholic Charities of the Diocese
400 12th Street Suite 4
Modesto,CA95354
94-1629114 501(c)(3) 116,000       Project Support
(172) Catholic Charities of the Diocese
PO Box 4900
Santa Rosa,CA95403
94-2479393 501(c)(3) 25,000       Project Support
(173) Catholic Charities San BernardinoRiv
1450 N D St
San Bernardino,CA92405
95-3516461 501(c)(3) 9,500       Project Support
(174) Catholic Community Svcs of Mid-Willamette
PO Box 20400
Salem,OR97307
93-0903773 501(c)(3) 140,187       Project Support
(175) Center For Collaborative Solutions
1337 Howe 210
Sacramento,CA95825
68-0245255 501(c)(3) 89,000       Project Support
(176) Center for Community Solutions
4508 Mission Bay Drive
San Diego,CA92109
95-6379598 501(c)(3) 12,000       Project Support
(177) Center For Health Care Strategies Inc
200 American Metro 119
Hamilton,NJ08619
22-3375015 501(c)(3) 174,835       Project Support
(178) Center for Human Development
901 Sunvalley 220
Concord,CA94520
94-2520840 501(c)(3) 7,450       Project Support
(179) Center for Living and Learning
14549 Archwood St 221
Van Nuys,CA91405
95-4406897 501(c)(3) 18,290       Project Support
(180) Center for Popular Research Edu & Policy
5300 Genoa St Unit A
Oakland,CA94608
41-2099500 501(c)(3) 15,000       Project Support
(181) Center for the Pacific Asian Family Inc
543 N Fairfax 108
Los Angeles,CA90036
95-3532351 501(c)(3) 9,750       Event Support\Dinner
(182) Centinela Youth Services Inc
11539 Hawthorne Blvd
Hawthorne,CA90250
95-3821576 501(c)(3) 17,500       Project Support
(183) Central California Asthma Collaborative
4991 E Mckinley Ste 109
Fresno,CA93727
45-3599201 501(c)(3) 50,000       Project Support
(184) Central City Concern Inc
232 NW Sixth Ave
Portland,OR97209
93-0728816 501(c)(3) 1,348,333       Capital Fund Support
(185) Central Coast Alliance United for Sustain
2021 Sperry Ste 9
Ventura,CA93003
77-0578864 501(c)(3) 20,000       General Operating Support
(186) Central Unified School District
4605 N Polk
Fresno,CA93722
77-0559747 Government or P 45,000       Project Support
(187) Central Valley Health Network Inc
1451 River Park 216
Sacramento,CA95815
68-0429643 501(c)(3) 125,000       General Operating Support
(188) Centro Binacional para Desarrollo Oaxaq
744 N Abby Street
Fresno,CA93701
77-0337939 501(c)(3) 39,000       Project Support
(189) Centro de Salud La Comunidad De San Ysidro
1275 30th Street
San Diego,CA92154
95-2801772 501(c)(3) 40,000       Project Support
(190) Cerritos College Foundation
11110 Alondra Blvd
Norwalk,CA90650
95-3387108 501(c)(3) 15,000       Project Support
(191) Cesar Chavez Foundation
316 W 2nd 600
los angeles,CA90012
95-2466747 501(c)(3) 9,240       Event Support\Annual Fundraiser
(192) ChangeLab Solutions
2201 Broadway Suite 502
Oakland,CA94612
26-3710746 501(c)(3) 75,000       Project Support
(193) Chapa-De Indian Health Program Inc
11670 Atwood Road
Auburn,CA95603
94-2583156 501(c)(3) 50,000       Project Support
(194) Charles Drew Uni of Medicine & Science
1731 E 120th St
Los Angeles,CA90059
95-6151774 501(c)(3) 45,622       Project Support
(195) Charlotte Maxwell Complementary Clinic
610 16th St 426
Oakland,CA94612
94-3116456 501(c)(3) 15,000       Project Support
(196) Child & Family Center
21545 Centre Pointe
Santa Clarita,CA91350
95-3941342 501(c)(3) 15,000       Project Support
(197) Child and Family Policy Center
505 Fifth Ste 404
Des Moines,IA50309
42-1378567 501(c)(3) 90,000       Project Support
(198) Child Haven Inc
801 Empire Street
Fairfield,CA94533
94-2907687 501(c)(3) 20,000       Project Support
(199) Children Now
1404 Franklin 700
Oakland,CA94612
94-3059243 501(c)(3) 90,000       Project Support
(200) Children's Cancer Association
1200 SW Natio Parkway
Portland,OR97209
93-1181662 501(c)(3) 15,000       Project Support
(201) Childrens Center of the Antelope Valley
45111 N Fern Avenue
Lancaster,CA93534
95-4212759 501(c)(3) 14,000       Project Support
(202) Childrens Clinic Serving Children and Fam
2790 Atlantic Avenue
Long Beach,CA90806
95-1643332 501(c)(3) 10,000       General Operating Support
(203) Childrens Dental Foundation
455 E Columbia 32
Long Beach,CA90806
95-2111124 501(c)(3) 16,650       Event Support\Annual Fundraiser
(204) Children's Fund Inc
348 W Hospitality
San Bernardino,CA92408
33-0193286 501(c)(3) 10,000       Project Support
(205) Children's Health Initiative Napa County
2140 Jefferson St Suite D
Napa,CA94559
25-1924934 501(c)(3) 71,000       Project Support
(206) Children's Hospital & Research Ctr Oakland
747 52nd Street
Oakland,CA94609
94-0382330 501(c)(3) 5,005,000       Capital Fund Support
(207) Children's Network of Solano County
827 Missouri Ste 5
Fairfield,CA94533
68-0014506 501(c)(3) 145,000       Project Support
(208) Chinatown Service Center
767 N Hill St 400
Los Angeles,CA90012
95-2918844 501(c)(3) 9,350       Event Support\Annual Fundraiser
(209) Christian Community Placement Center
4890 32nd Ave SE
Salem,OR97317
94-3112571 501(c)(3) 20,000       Project Support
(210) Christian Counseling Svc of East Valley
101 E Redlands Ste 215
Redlands,CA92373
33-0063237 501(c)(3) 10,000       Project Support
(211) Chula Vista Elementary School District
84 East J St
Chula Vista,CA91910
95-6000613 Government or P 46,281       Project Support
(212) Cinco de Mayo Golf Inc
1889 W Zinfandel Lane
St Helena,CA94574
46-3707917 501(c)(3) 20,000       Project Support
(213) City of Downey
11111 Brookshire Ave
Downey,CA90241
95-1918226 Government or P 15,000       Project Support
(214) City of El Monte
11333 Valley Boulevard
El Monte,CA91731
95-6000705 Government or P 14,000       Project Support
(215) City of Folsom Parks & Recreation
50 Natoma Street
Folsom,CA95630
94-6000334 Government or P 10,000       Project Support
(216) City of La Habra
201 E La Habra Blvd
La Habra,CA90633
95-6000730 Government or P 15,000       Project Support
(217) City of Montclair
5111 Benito Street
Montclair,CA91763
95-6005731 Government or P 10,000       Project Support
(218) City of Oakland Office of the Mayor
250 Frank Ogawa 3315
Oakland,CA94612
94-6000384 Government or P 35,000       Project Support
(219) City of Perris
101 North D Street
Perris,CA92570
95-6000761 Government or P 20,000       Project Support
(220) City of Portland Oregon
1120 SW 5th 8th fl
Portland,OR97204
93-6008836 Government or P 100,000       Project Support
(221) City of Rancho Cucamonga
10500 Civic Ctr
Rancho Cucamonga,CA91730
95-3213002 Government or P 10,000       General Operating Support
(222) City of Redwood City
400 Duane St 125
Redwood City,CA94062
94-6001116 Government or P 30,000       General Operating Support
(223) City of Riverside CA
3900 Main St
Riverside,CA92522
95-6000769 Government or P 9,295       Conference Support
(224) City of San Bernardino
201 N E St 301
San Bernardino,CA92401
95-6000772 Government or P 15,000       General Operating Support
(225) City of San Clemente
987 Avenida Hermosa
San Clemente,CA92673
95-6000775 Government or P 10,000       Project Support
(226) City of Santa Clara
1500 Warburton Avenue
Santa Clara,CA95050
94-6000426 Government or P 30,000       Event Support\Cultural Event
(227) City Team Ministries
722 Washington Street
Oakland,CA94607
94-1501265 501(c)(3) 7,600       Event Support\Cultural Event
(228) City Year Inc
1875 CT Ave NW 1130
Washington,DC20009
22-2882549 501(c)(3) 100,000       Project Support
(229) Civic Canopy
3532 Franklin St Ste H
Denver,CO80205
26-2319042 501(c)(3) 10,000       General Operating Support
(230) Civicorps Schools
101 Myrtle Street
Oakland,CA94607
94-2941068 501(c)(3) 15,000       Project Support
(231) Clackamas Volunteers in Medicine
700 Molalla Ave
Oregon City,OR97045
37-1621141 501(c)(3) 23,000       Project Support
(232) Clinicas de Salud Del Pueblo Inc
1166 K Street
Brawley,CA92227
95-2657324 501(c)(3) 21,000       Project Support
(233) CNATURENET
808 14TH AVE SE
MINNEAPOLIS,MN55414
14-1959018 501(c)(3) 75,000       Project Support
(234) Coachella Valley Volunteers in Medicine
82-915 Avenue 48
Indio,CA92201
26-3312826 501(c)(3) 25,000       Project Support
(235) Coaching Corps
310 Eighth St 300
Oakland,CA94607
94-3310845 501(c)(3) 103,000       Other
(236) Coalition for Humane Immigrant Rights LA
2533 W 3rd St 101
Los Angeles,CA90057
95-4421521 501(c)(3) 14,000       Event Support\Annual Fundraiser
(237) Coalition of OC Community Clinics
515 N Cabrillo Pk 250
Santa Ana,CA92701
95-2900725 501(c)(3) 150,000       Project Support
(238) Code For America Labs Inc
155 9th Street
San Francisco,CA94103
27-1067272 501(c)(3) 85,000       Project Support
(239) Colette's Children Home Inc
7372 Prince 106
Huntington Beach,CA92647
91-1939140 501(c)(3) 15,000       Project Support
(240) COLUMBIA UNIVERSITY MEDICAL CTR
630 West 168th St
New York,NY10032
13-5598093 501(c)(3) 8,148       PassThrough Fed Proj
(241) Comm Action Partnership of San Bernard
696 S Tippecanoe
San Bernardino,CA92408
95-2376882 501(c)(3) 20,000       Project Support
(242) Comm Coalition For Substance Abuse Prevent
8101 S Vermont Ave
Los Angeles,CA90044
95-4298811 501(c)(3) 14,110       Project Support
(243) Comm Health Partnership of Santa Clara
1401 Parkmoor 200
San Jose,CA95126
77-0352645 501(c)(3) 295,000       Project Support
(244) Committee on the Shelterless
900 Hopper St
Petaluma,CA94952
68-0176855 501(c)(3) 7,500       Event Support\Awards Ceremony;Event Support\Annual
(245) CommuniCare Health Centers
2051 John Jones Rd
Davis,CA95616
94-2188574 501(c)(3) 40,000       Project Support
(246) Community Action Partnership of Kern
5005 Business Park N
Bakersfield,CA93309
95-2402760 501(c)(3) 10,000       Project Support
(247) Community Action Partnership of OC
11870 Monarch Street
Garden Grove,CA92841
95-2452787 501(c)(3) 15,500       Project Support
(248) Community Action Partnership of Sonoma
141 Stony 210
Santa Rosa,CA95401
94-1648949 501(c)(3) 31,000       Project Support
(249) Community Against Sexual Harm
3101 1st Ave
Sacramento,CA95817
46-1498182 501(c)(3) 25,000       Project Support
(250) Community Agencies for Caring Connections
16703 S Clark Ave
Bellflower,CA90706
33-0953881 501(c)(3) 10,000       Project Support
(251) Community Alliance of Tenants
2710 NE 14th Ave
Portland,OR97212
31-1571929 501(c)(3) 20,000       Project Support
(252) Community Alliance with Family Farmers Fdn
PO Box 363
Davis,CA95617
94-2914745 501(c)(3) 90,000       Project Support
(253) Community Child Care Coordinating Council
22351 City Center Drive
Hayward,CA94541
23-7218859 501(c)(3) 40,000       Project Support
(254) Community Clinic Assn of San Bernardino
621 E Carnegie 180
San Bernardino,CA92408
30-0666184 501(c)(3) 159,160       General Operating Support
(255) Community Clinic Association of LA
700 S Flower 3150
Los Angeles,CA90017
95-4576023 501(c)(3) 6,580       Event Support\Luncheon
(256) Community Clinic Consortium
3720 Barrett Avenue
Richmond,CA94805
20-0782029 501(c)(3) 225,000       General Operating Support
(257) Community Cycling Center
1805 NE 2nd Ave
Portland,OR97212
93-1127186 501(c)(3) 30,000       Project Support
(258) Community Family Guidance Center
10929 South St 208B
Cerritos,CA90703
95-3083776 501(c)(3) 25,000       Project Support
(259) Community Foundation Sonoma County
120 Stony Point 220
Santa Rosa,CA95401
68-0003212 501(c)(3) 7,500       Project Support
(260) Community Health Awareness Council
590 W El Camino
Mountain View,CA94040
94-2223670 501(c)(3) 50,000       Project Support
(261) Community Health Center Network Inc
101 Callan Ave 300
San Leandro,CA94577
94-3253662 501(c)(3) 190,000       Project Support
(262) Community Health Partners
PO Box 2853
Longview,WA98632
91-2016542 501(c)(3) 23,000       General Operating Support
(263) Community Health Systems Inc
22675 Alessandro
Moreno Valley,CA92553
33-0056551 501(c)(3) 40,000       Project Support
(264) Community Integration Services Inc
10100 Balboa Blvd
Granada Hills,CA91344
20-2300297 501(c)(3) 8,000       Project Support
(265) Community Link Capital Region
2020 Hurley 420
Sacramento,CA95825
94-1201196 501(c)(3) 50,000       General Operating Support
(266) Community Matters
120 Stony Point 120
Santa Rosa,CA95401
68-0369720 501(c)(3) 27,000       Project Support
(267) Community Medical Centers Inc (EIP)
7210 Murray Drive
Stockton,CA95210
94-2437106 501(c)(3) 100,000       Project Support
(268) Community Partners
1000 N Alameda 240
Los Angeles,CA90012
95-4302067 501(c)(3) 151,111       Project Support
(269) Community Recovery Resources
730 Sunrise 200
Roseville,CA95661
94-2275091 501(c)(3) 21,680       Other
(270) Community Seniorserv Inc
1200 N Knollwood Circle
Anaheim,CA92801
95-2771715 501(c)(3) 23,500       Event Support\Annual Fundraiser
(271) Community Service Education & Research
5380 Elvas Ave 104
Sacramento,CA95819
23-7003581 501(c)(3) 35,000       Project Support
(272) Community Violence Solutions
2101 Van Ness St
San Pablo,CA94806
94-2411924 501(c)(3) 15,000       Project Support
(273) Communitys Child Inc
25520 Woodward Ave
Lomita,CA90717
20-2871854 501(c)(3) 7,500       Project Support
(274) Compass Family Services
49 Powell St 3rd Fl
San Francisco,CA94102
94-1156622 501(c)(3) 15,000       Project Support
(275) Concordia College Corporation
901 8th Street South
Moorhead,MN56562
41-0693977 501(c)(3) 12,500       General Support
(276) Conscious Voice Collaborative
2700 International 22
Oakland,CA94601
46-0583659 501(c)(3) 15,000       Project Support
(277) Constructing Hope Pre-Apprenticeship Prog
405 NE Church St
Portland,OR97211
93-1155647 501(c)(3) 20,000       Project Support
(278) Contra Costa Child Care Council
1035 Detroit Ste 200
Concord,CA94518
94-2383037 501(c)(3) 63,163       Event Support\Annual Fundraiser
(279) Contra Costa County Employment & Human
1535 Fred Jackson D
Richmond,CA94801
68-0235719 501(c)(3) 15,000       Project Support
(280) Contra Costa Crisis Center
PO BOX 3364
Walnut Creek,CA94598
94-1747227 501(c)(3) 50,000       General Operating Support
(281) Contra Costa Family Justice Alliance
256 24th St
Richmond,CA94804
47-4082871 501(c)(3) 203,000       Project Support
(282) Contra Costa Office of the Sheriff
1980 Muir Rd
Martinez,CA94533
94-6000509 Government or P 131,500       Project Support
(283) Cope Family Center
707 Randolph Street
Napa,CA94559
94-2322399 501(c)(3) 25,000       Project Support
(284) Cornerstone Community Health Inc
903 E 3rd Street
San Bernardino,CA92410
46-3876020 501(c)(3) 10,000       Project Support
(285) Council on Aging - Orange County
1971 E Fourth 200
Santa Ana,CA92705
95-2874089 501(c)(3) 15,000       Project Support
(286) County of Alameda Family Justice Center
470 27th Street
Oakland,CA94612
26-1141080 501(c)(3) 90,000       Project Support
(287) County of Kern
1800 Mt Vernon Ave
Bakersfield,CA93306
95-6000925 Government or P 18,000       Conference Support
(288) County of San Mateo
222 West 39th Ave
San Mateo,CA94403
94-6000532 Government or P 170,000       Project Support
(289) County of Santa Cruz
1080 Emeline Bldg D
Santa Cruz,CA95060
94-6000534 Government or P 51,000       Project Support
(290) County of Yolo
226 Buckeye Street
Woodland,CA95695
94-6000548 Government or P 50,000       General Operating Support
(291) Court Appointed Special Advoc of Kern
2000 24th Ste 130
Bakersfield,CA93301
77-0344298 501(c)(3) 7,000       General Operating Support
(292) Covenant House California
1325 N Western Ave
Los Angeles,CA90027
13-3391210 501(c)(3) 90,000       Project Support
(293) Craft Community Care Center Inc
710 Black Diamond St
Pittsburg,CA94565
20-1483590 501(c)(3) 10,000       Project Support
(294) CSULA University Auxiliary Services Inc
5151 State Uni Dr
Los Angeles,CA90032
95-4016653 501(c)(3) 8,800       Event Support\Dinner
(295) CSULB 49er Foundation
1250 Bellflower
Long Beach,CA90804
45-2163910 501(c)(3) 5,995       Project Support
(296) Ctr for AIDS Research Education and Svcs
1500 21st Street
Sacramento,CA95811
68-0162903 501(c)(3) 50,000       Project Support
(297) Ctr for Individual and Family Counseling
5445 Laurel Canyon
Hollywood,CA91607
51-0204566 501(c)(3) 10,000       Project Support
(298) Ctr for Integrated Family and Health Svcs
540 Eremland Suite A-C
Covina,CA91723
95-4746042 501(c)(3) 10,000       Project Support
(299) Curry Senior Center
333 Turk Street
San Francisco,CA94102
23-7362588 501(c)(3) 9,350       Event Support\Annual Fundraiser
(300) Daly City Peninsula Partnership Collab
725 Price Street
Daly City,CA94014
06-1734338 501(c)(3) 15,000       Project Support
(301) DANA FARBER CANCER INSTITUTE
450 Brookline Avenue
Boston,MA02215
04-2263040 501(c)(3) 121,385       PassThrough Fed Proj
(302) David and Margaret Home Inc
1350 Third Street
La Verne,CA91750
95-1660346 501(c)(3) 20,000       Project Support
(303) Day One
175 N Euclid Ave
Pasadena,CA91101
95-4172246 501(c)(3) 14,000       Event Support\Cultural Event
(304) De La Salle North Catholic High School
7528 N Fenwick Avenue
Portland,OR97217
93-1287554 501(c)(3) 9,000       Project Support
(305) DENVER HEALTH & HOSPITAL AUTHORITY
PO BOX 5426
DENVER,CO80217
84-1343242 501(c)(3) 80,278       PassThrough Fed Proj
(306) Department of Health & Human Services
8600 Rockville Pike
Bethesda,MD20894
52-0821668 Government or P 150,000       Project Support
(307) Desert AIDS Project
1695 N Sunrise Way
Palm Springs,CA92262
33-0068583 501(c)(3) 25,000       Project Support
(308) Destiny Arts Center
970 Grace Ave
Oakland,CA94608
94-3176726 501(c)(3) 16,250       Project Support
(309) Discovery Counseling Center
16275 Monterey C
Morgan Hill,CA95037
91-2153275 501(c)(3) 18,000       Project Support
(310) Diversity In Health Training Institute
1000 San Leandro 2 Fl
San Leandro,CA94577
35-2432876 501(c)(3) 98,000       Project Support
(311) Dixon Family Services
155 North Second Street
Dixon,CA95620
68-0041829 501(c)(3) 18,000       Project Support
(312) Donaldina Cameron House
920 Sacramento St
San Francisco,CA94108
94-1618605 501(c)(3) 15,000       Project Support
(313) Downey Unified School District
13220 Bellflower Blvd
Downey,CA90242
95-6006586 Government or P 31,712       Project Support
(314) Dr Crane Children's Dental Health Ctr
580 W 6th St
San Bernardino,CA92410
95-1627155 501(c)(3) 15,000       Project Support
(315) Dress for Success Oregon
1532 NE 37th Ave
Portland,OR97232
93-1250115 501(c)(3) 9,500       Project Support
(316) Dunwoody United Methodist Church Inc
1548 Mt Vernon Rd
Dunwoody,GA30338
58-1994231 501(c)(3) 20,000       General Support
(317) Earth Island Institute
5323 Rosalind Ave
Richmond,CA94805
94-2889684 501(c)(3) 39,000       Project Support
(318) Earth Team
2525 10th Street Unit B
Berkeley,CA94710
68-0347329 501(c)(3) 15,000       Project Support
(319) East Bay Agency for Children
303 Van Buren Avenue
Oakland,CA94610
94-1358309 501(c)(3) 139,400       Event Support\Annual Fundraiser
(320) East Bay Asian Local Development Corp
1825 San Pablo 200
Oakland,CA94612
51-0171851 501(c)(3) 95,000       Project Support
(321) East Bay Bicycle Coalition
466 Water Street
Oakland,CA94607
94-2585652 501(c)(3) 18,000       Project Support
(322) East Bay Center for the Performing Arts
339 - 11th Street
Richmond,CA94801
94-1692171 501(c)(3) 10,000       Project Support
(323) East Bay Community Foundation
200 Frank H Ogawa Plaza
Oakland,CA94612
94-6070996 501(c)(3) 39,500       Project Support
(324) East County Jr Warriors Basketball League
4464 Lone Tree Way 1076
Antioch,CA94531
46-4243696 501(c)(3) 10,000       Project Support
(325) East County Subcommittee to Child Welfare
4549 Delta Fair Blvd
Antioch,CA94509
20-8682635 501(c)(3) 15,000       Project Support
(326) East Oakland Youth Development Center
8200 International Blvd
Oakland,CA94621
23-7334590 501(c)(3) 111,000       Event Support\Annual Fundraiser;Other
(327) East San Gabriel Valley Coalition for Home
1345 Turnbull
Hacienda Heights,CA91745
95-4508436 501(c)(3) 11,000       Project Support
(328) East Valley Community Health Center Inc
420 S Glendora Ave
West Covina,CA91790
23-7068586 501(c)(3) 15,000       Project Support
(329) Easter Seals Bay Area
391 Taylor 250
Pleasant Hill,CA94523
94-3120231 501(c)(3) 6,000       Event Support\Dinner
(330) Eco Urban Gardens
4647 Kingswell 127
Los Angeles,CA90027
47-4933807 501(c)(3) 13,000       Project Support
(331) Ecology Center
2530 San Pablo H
Berkeley,CA94702
94-1703351 501(c)(3) 119,000       Project Support
(332) Ecotrust
721 NW Ninth 200
Portland,OR97209
93-1050144 501(c)(3) 70,000       Project Support
(333) Eden I&R Inc
570 B Street
Hayward,CA94541
94-2339050 501(c)(3) 52,500       General Operating Support
(334) Eden Youth & Family Center
680 West Tennyson Road
Hayward,CA94544
94-2442586 501(c)(3) 75,000       Project Support
(335) Education Outside
135 Van Ness 408
San Francisco,CA94102
46-0590185 501(c)(3) 25,000       Project Support
(336) El Centrito Family Learning Centers
450 South K St Rm111
Oxnard,CA93030
31-1652255 501(c)(3) 20,000       General Operating Support
(337) El Centro de Amistad
566 S Brand Blvd
San Fernando,CA91340
95-3498639 501(c)(3) 12,000       Project Support
(338) El Centro de Libertad
500 Allerton 3rd Fl
Redwood City,CA94062
94-3189174 501(c)(3) 10,000       General Operating Support
(339) El MonteSo El Monte Emergency Res Assn
10900 Mulhall Street
El Monte,CA91731
95-6097318 501(c)(3) 7,500       Project Support
(340) El Nido Family Centers
10200 Sepulveda 350
Mission Hills,CA91345
95-3186429 501(c)(3) 33,500       Event Support\Annual Fundraiser
(341) El Proyecto del Barrio Inc
3942 Maine Ave
Baldwin Park,CA91706
95-2662606 501(c)(3) 5,500       Project Support
(342) El Viento Foundation
PO Box 3897
Huntington Beach,CA92605
33-0905269 501(c)(3) 15,000       Project Support
(343) Elevate Your GAME
2019 E 120th Street
Los Angeles,CA90059
68-0533404 501(c)(3) 20,000       Project Support
(344) Elevating Soulciety
16335 E 14th St
San Leandro,CA94578
80-0184767 501(c)(3) 105,000       Project Support
(345) Elica Health Centers
1860 Howe 440
Sacramento,CA95825
37-1424390 501(c)(3) 80,000       Project Support
(346) Elk Grove Food Bank Services
9820 Dino Dr 140
Elk Grove,CA95624
38-3664737 501(c)(3) 26,500       Project Support
(347) Elk Grove Unified School District
9510 Elk Grove-Florin
Elk Grove,CA95624
94-6002501 Government or P 53,048       Project Support
(348) Emerald Cities Collaborative Inc
1140 CT Ave NW 900
Washington,DC20036
27-0920269 501(c)(3) 75,000       Project Support
(349) Emergency Food Bank
7 West Scotts Avenue
Stockton,CA95203
68-0002165 501(c)(3) 10,000       Project Support
(350) Empower Yolo Inc
175 Walnut Street
Woodland,CA95695
94-3027535 501(c)(3) 35,000       Project Support
(351) Enrich LA
2173 Cedarhurst Drive
Los Angeles,CA90027
27-2797687 501(c)(3) 15,000       Project Support
(352) Enterprise Community Partners Inc
101 Montgomery 1350
San Francisco,CA94104
52-1231931 501(c)(3) 90,000       Project Support
(353) Episcopal Community Services
401 Mile of Cars Wy
National City,CA91950
95-1945256 501(c)(3) 15,000       Project Support
(354) Every Neighborhood Partnership
2044 E Nees AVE
Fresno,CA93720
87-0814198 501(c)(3) 8,000       Project Support
(355) ExtraFoodorg
PO Box 150394
San Rafael,CA94915
46-4025887 501(c)(3) 10,000       Project Support
(356) Facing History and Ourselves
16 Hurd Rd
Brookline,MA02445
04-2761636 501(c)(3) 8,500       Conference Support west contra costa county
(357) Fairfield Community Services Foundation
PO Box 147
Fairfield,CA94553
68-0344658 501(c)(3) 15,000       Project Support
(358) Fairfield Police Activities League
PO BOX 3342
Fairfield,CA94533
26-1184406 501(c)(3) 15,000       Project Support
(359) Faith In Action
3303 Whitemarsh Lane
Fairfield,CA94534
68-0431992 501(c)(3) 15,000       Project Support
(360) Familias en Accion
2710 NE 14th Ave
Portland,OR97212
93-1284335 501(c)(3) 35,000       Project Support
(361) Families Forward
8 Thomas
Irvine,CA92618
33-0086043 501(c)(3) 10,000       Project Support
(362) Family and Children Services
950 W Julian Street
San Jose,CA95126
94-1167408 501(c)(3) 30,000       Project Support
(363) Family Assistance Ministries
1030 Calle Negocio
San Clemene,CA92673
33-0864870 501(c)(3) 10,000       Project Support
(364) Family Giving Tree
606 Valley Way
Milpitas,CA95035
77-0284682 501(c)(3) 22,000       Other
(365) Family Health Care Ctr of Greater LA
6501 S Garfield
Bell Gardens,CA90201
95-1641454 501(c)(3) 30,000       General Operating Support
(366) Family Health Centers of San Diego Inc
823 Gateway Center Way
San Diego,CA92102
95-2833205 501(c)(3) 30,000       Project Support
(367) Family Justice Center Sonoma County
2755 Mendocino 100
Santa Rosa,CA94503
94-6000539 501(c)(3) 130,000       Project Support
(368) Family Paths Inc
1727 MLK Jr Way 109
Oakland,CA94612
23-7181846 Government or P 27,000       Project Support
(369) Family Res & Referral Ctr of San Joaquin
509 W Weber 101
Stockton,CA95203
94-1691503 501(c)(3) 90,000       General Operating Support
(370) Family Service Agency of San Bernardino
9161 N Sierra 212
Fontana,CA92335
95-1641436 501(c)(3) 10,000       Project Support
(371) Family Service Association
21250 Box Springs
Moreno Valley,CA92557
95-1803694 501(c)(3) 20,000       Project Support
(372) Family Support Services of the Bay Area
401 Grand Ave Suite 500
Oakland,CA94610
94-3108205 501(c)(3) 94,000       Project Support
(373) Family Violence Law Center
470 - 27th Street
Oakland,CA94612
94-2527939 501(c)(3) 11,750       Project Support
(374) Feeding America Riverside & San Bernardino
2950-A Jefferson Street
Riverside,CA92504
33-0072922 Government or P 30,465       Project Support
(375) FEINSTEIN INSTITUTE FOR MEDICAL RESEARCH
350 Community Drive
Manhasset,NY11030
11-2673595 501(c)(3) 39,991       PassThrough Fed Proj
(376) First 5 Contra Costa
1485 Civic Court 1200
Concord,CA94520
68-0474731 501(c)(3) 20,000       Project Support
(377) First African Methodist Episcopal Church
530 - 37th
Oakland,CA94609
23-7010426 Government or P 20,000       Other
(378) First Place for Youth
426 17th 100
Oakland,CA94612
94-3341034 501(c)(3) 75,000       Project Support
(379) First Step Housing
PO Box 188228
Sacramento,CA95811
35-2537631 501(c)(3) 5,500       Project Support
(380) FISH of Cowlitz County
1526 Commerce Ste 2
Longview,WA98632
23-7452250 501(c)(3) 10,650       Project Support
(381) Five Acres Boys & Girls Aid Society of LA
760 Mountain View St
Altadena,CA91001
95-1647810 501(c)(3) 14,802       Conference Support
(382) Folsom Cordova Unified School District
1965 Birkmont Dr
Rancho Cordova,CA95742
94-6002505 501(c)(3) 32,000       Project Support
(383) Fontana Unified School District
9680 Citrus Avenue
Fontana,CA92335
95-6001357 Government or P 15,000       General Operating Support
(384) Food Bank of Contra Costa and Solano
PO Box 6324
Concord,CA94524
94-2418054 Government or P 57,450       Project Support
(385) Food for Thought
PO BOX 1608
Forestville,CA95436
68-0181095 501(c)(3) 12,230       Project Support
(386) FOOD Inc
3403 E Central Avenue
Fresno,CA93725
77-0320851 501(c)(3) 60,000       Project Support
(387) Food Literacy Center
2973 3rd Avenue
Sacramento,CA95817
45-3973268 501(c)(3) 10,000       Project Support
(388) Foothill AIDS Project
233 West Harrison Ave
Claremont,CA91711
33-0341665 501(c)(3) 32,500       Project Support
(389) Foothill Family Service
2500 E Foothill 300
Pasadena,CA91107
95-1690990 501(c)(3) 26,200       Event Support\Annual Fundraiser
(390) Foothill Unity Center
415 E Chestnut Avenue
Monrovia,CA91016
95-4310817 501(c)(3) 9,000       Project Support
(391) Foothill-De Anza Community Colleges Fdn
12345 El Monte
Los Altos Hills,CA94022
94-3258220 501(c)(3) 50,000       Project Support
(392) Fortune Society Inc
29-76 Northern
Long Island City,NY11101
13-2645436 501(c)(3) 55,000       General Operating Support
(393) Foundation for Clovis Schools
1450 Herndon Avenue
Clovis,CA93611
77-0140576 501(c)(3) 50,000       Project Support
(394) Foundation for Educational & Employment
438 South A Street
Oxnard,CA93030
30-0223314 501(c)(3) 8,290       General Operating Support
(395) Foundation for Students Rising Above
287 31st Avenue
San Francisco,CA94121
81-0615887 501(c)(3) 16,500       Event Support\Annual Fundraiser
(396) FRED HUTCHINSON CANCER RESEARCH CENTER
1100 Fairview Ave N
Seattle,WA98109
23-7156071 501(c)(3) 54,358       PassThrough Fed Proj
(397) Free Clinic of Southwest Washington
4100 Plomondon Street
Vancouver,WA98661
91-1707542 501(c)(3) 33,000       Project Support
(398) Fresh Approach
5060 Commercial Suite C
Concord,CA94520
26-2438206 Government or P 155,000       Project Support
(399) Fresno Healthy Communities Access Partners
3845 N Clark Ste 105
Fresno,CA93726
20-4210175 501(c)(3) 43,000       Project Support
(400) Fresno Interdenom Refugee Ministries
1940 N Fresno St
Fresno,CA93703
77-0357297 501(c)(3) 41,000       Event Support\Cultural Event
(401) Fresno Unified School District
2309 Tulare St
Fresno,CA93721
94-6002206 501(c)(3) 90,000       Project Support
(402) Fresno United Neighborhoods
1515 E Divisadero St
Fresno,CA93721
77-0348220 Government or P 30,000       Project Support
(403) Friends For Youth Inc
1741 Broadway
Redwood City,CA94402
94-2961034 501(c)(3) 10,000       General Operating Support
(404) Friends of the Los Angeles Free Clinic
8405 Beverly Blvd
Los Angeles,CA90048
95-3433824 501(c)(3) 13,500       Event Support\Dinner
(405) Funders Concerned About AIDS Inc
1100 CT Ave NE 1200
Washington,DC20036
13-3869632 501(c)(3) 15,000       Conference Support;General Operating Support
(406) GOALS For Women Inc
3356 Adeline Street
Berkeley,CA94703
95-4605707 501(c)(3) 15,000       Project Support
(407) Garfield Health Center
210 N Garfield 203
Monterey Park,CA91754
76-0733752 501(c)(3) 7,500       Project Support
(408) Gay and Lesbian Community Svcs Ctr of OC
1605 N Spurgeon St
Santa Ana,CA92701
95-2934041 501(c)(3) 15,000       Project Support
(409) GEISINGER CLINIC
100 N Academy Ave
Danville,PA17822
23-6291113 501(c)(3) 29,752       PassThrough Fed Proj
(410) Gender Health Center
2020 29th Ste 201
Sacramento,CA95817
26-3839452 501(c)(3) 87,500       Event Support\Cultural Event
(411) Girl Scouts of Central California South
1831 Brundage Lane
Bakersfield,CA93304
94-6000662 501(c)(3) 6,000       Project Support
(412) Girl Scouts of Northern California
1310 S Bascom Avenue
San Jose,CA95128
94-1551410 501(c)(3) 42,500       Project Support
(413) Girls Incorporated of Alameda County
510 16th Street
Oakland,CA94612
94-1558073 501(c)(3) 57,900       Event Support\Annual Fundraiser
(414) Girls On The Run Napa Valley Incorporated
3299 Claremont Way Suite 6
Napa,CA94558
55-0906534 501(c)(3) 20,000       Project Support
(415) Girls on the Run of Los Angeles County
5330 N Figueroa St
Los Angeles,CA90042
20-5115367 501(c)(3) 20,000       Project Support
(416) Girls Think Tank
1228 University 200-5
San Diego,CA92103
33-1146733 501(c)(3) 15,000       Project Support
(417) Give Every Child A Chance
322 Sun West Place
Manteca,CA95337
68-0399384 501(c)(3) 45,000       Project Support
(418) Glendale Community Free Health Clinic
134 N Kenwood Rm330
Glendale,CA91206
87-0732681 501(c)(3) 10,000       General Operating Support
(419) Glendale Community Svcs and Parks Dept
613 E Broadway Rm120
Glendale,CA91206
95-6000714 501(c)(3) 15,000       General Operating Support
(420) Glendale Healthy Kids
735 E Lexington
Glendale,CA91206
95-4487466 Government or P 15,000       Project Support
(421) Global Center For Success Inc
1055 Azuar Drive
Vallejo,CA94592
71-0896807 501(c)(3) 18,000       Project Support
(422) Global Education Fund
PO Box 548
Boulder,CO80306
84-1437310 501(c)(3) 5,592       General Support
(423) Global Family Care Network Inc
3535 Union Ave
Bakersfield,CA93305
20-8346599 501(c)(3) 12,000       Project Support
(424) Golden Valley Health Centers
737 West Childs Avenue
Merced,CA95341
94-2196086 501(c)(3) 50,000       Project Support
(425) Good Shepherd Gracenter
1310 Bacon St
San Francisco,CA94134
94-1156670 501(c)(3) 10,000       Project Support
(426) Gospel Center Rescue Mission Inc
445 S San Joaquin
Stockton,CA95203
94-1375835 501(c)(3) 75,000       Project Support
(427) Grandma's House of Hope
1505 E 17th St 116
Santa Ana,CA92705
26-0391438 501(c)(3) 15,000       Other
(428) Grandparents As Parents Inc
22048 Sherman 217
Canoga Park,CA91303
33-0592916 501(c)(3) 25,000       General Operating Support
(429) Greenlining Institute
1918 University 2nd Fl
Berkeley,CA94704
94-3173571 501(c)(3) 98,950       Conference Support
(430) GROUP HEALTH COOPERATIVE
1730 Minor Avenue
Seattle,WA98101
91-0511770 501(c)(3) 1,071,738       PassThrough Fed Proj
(431) Guide Dogs for the Blind
32901 SE Kelso Road
Boring,OR97009
94-1196195 501(c)(3) 15,000       Project Support
(432) Habitat for Humanity PortlandMetro East
PO Box 11527
Portland,OR97211
93-0801200 501(c)(3) 15,000       Project Support
(433) Harbor Area Gang Alternatives
2555 Industry Ste A B
Lynwood,CA90262
33-0322451 501(c)(3) 10,000       Project Support
(434) Harbor City Gateway Boys & Girls Club
1220 West 256th St
Harbor City,CA90710
33-0450797 501(c)(3) 15,000       General Operating Support
(435) Harbor Free Clinic Inc
593 W 6th Street
San Pedro,CA90731
23-7103245 501(c)(3) 15,000       General Operating Support
(436) Harbor Interfaith Services
670 W 9th St
San Pedro,CA90731
33-0031099 501(c)(3) 100,000       General Operating Support
(437) Harm Reduction Services
2800 Stockton Blvd
Sacramento,CA95817
68-0300656 501(c)(3) 25,000       Project Support
(438) HARVARD PILGRIM HEALTH CARE
133 Brookline Avenue
Boston,MA02215
04-2452600 501(c)(3) 218,665       PassThrough Fed Proj
(439) Hathaway-Sycamores Child and Family Svcs
210 S De Lacey 110
Pasadena,CA91105
95-1691005 501(c)(3) 14,000       Event Support\Dinner
(440) Haven Hills Inc
PO Box 260
Canoga Park,CA91305
95-3196247 501(c)(3) 15,000       Project Support
(441) Hawthorne School District
14120 S Hawthorne
Hawthorne,CA90250
95-6001545 501(c)(3) 50,500       Project Support
(442) Hayward Sisters Hospital
27200 Calaroga Avenue
Hayward,CA94545
94-1668344 Government or P 3,000,000       Operating Support
(443) Health Care Without Harm
12355 Sunrise Valley 680
Reston,VA20191
52-2358837 501(c)(3) 100,000       Project Support
(444) Health Career Connection
300 Frank Ogawa Pl 243
Oakland,CA94612
25-1904312 501(c)(3) 90,000       Project Support
(445) Health Communication Research Institute
5025 J St 311
Sacramento,CA95819
68-0195121 501(c)(3) 15,000       Project Support
(446) Health Edu Council Serving Pop at Risk
3950 Industrial 600
Sacramento,CA95691
68-0249296 501(c)(3) 52,250       Other
(447) HEALTH PARTNERS INSTITUTE FOR EDUCATION
8170 33rd Ave South
Minneapolis,MN55440
41-1670163 501(c)(3) 102,817       PassThrough Fed Proj
(448) HEALTH RESEARCH INC
PO Box 2966
Buffalo,NY14240
14-1402155 501(c)(3) 573,989       PassThrough Fed Proj
(449) Healthier Kids Foundation Santa Clara
4010 Moorpark 118
San Jose,CA95117
77-0545774 501(c)(3) 20,000       Project Support
(450) HealthRIGHT 360
1735 Mission 2050
San Francisco,CA94103
94-6129071 501(c)(3) 40,000       Project Support
(451) Healthy Aging Association
121 Downey 102
Modesto,CA95354
77-0546574 501(c)(3) 40,000       Project Support
(452) Healthy Community Forum for Sacramento
8928 Volunteer 220
Sacramento,CA95826
68-0377256 501(c)(3) 98,000       Event Support\Health Fair
(453) Healthy Smiles for Kids of Orange County
10602 Chapman 200
Garden Grove,CA92840
38-3675065 501(c)(3) 15,000       Project Support
(454) Hearts & Lives
PO Box 4644
Blue Jay,CA92317
20-0867845 501(c)(3) 10,000       Project Support
(455) Helmet Heads Inc
2667 Rockbridge
Highlands Ranch,CO80129
46-4822256 501(c)(3) 10,000       General Operating Support
(456) HENRY FORD HEALTH SYSTEM
1 Ford Place-5C69
Detroit,MI48202
38-1357020 501(c)(3) 264,026       PassThrough Fed Proj
(457) Hidden Harvest Corporation
85711 Peter Rabbit Ln
Coachella,CA92236
33-0821743 501(c)(3) 15,000       Project Support
(458) High Desert Community Foundation
16000 Apple Valley
Apple Valley,CA92307
84-1179212 501(c)(3) 10,000       Project Support
(459) Hillsides
815 Colorado 300
Pasadena,CA91105
95-1644002 501(c)(3) 8,650       Event Support\Annual Fundraiser
(460) Hispanas Organized for Political Equality
634 S Spring St 920
Los Angeles,CA90014
95-4718409 501(c)(3) 161,100       Project Support
(461) Holy Family Day Homes of San Francisco
299 Dolores St
San Francisco,CA94103
94-1156492 501(c)(3) 24,025       General Support
(462) Home Start
5005 Texas St 203
San Diego,CA92108
95-3138268 501(c)(3) 12,500       Project Support
(463) HomeAid Orange County
24 Executive Ste 100
Irvine,CA92614
33-0568079 501(c)(3) 15,000       General Operating Support
(464) Homeboy Industries
130 W Bruno St
Los Angeles,CA90012
95-4800735 501(c)(3) 22,500       Event Support\Annual Fundraiser
(465) Homies Unidos Inc
2105 Beverly 203
Los Angeles,CA90057
95-4740768 501(c)(3) 10,000       Project Support
(466) Hope Of The Valley Rescue Mission
8165 San Fernando Rd
Sun Valley,CA91352
27-2053273 501(c)(3) 30,000       Project Support
(467) Hope through Housing Foundation
9421 Haven Ave
Rancho Cucamonga,CA91730
33-0802554 501(c)(3) 15,000       Project Support
(468) Horizon Services Inc
22646 2nd Street
Hayward,CA94541
94-2365021 501(c)(3) 21,000       Event Support\Cultural Event
(469) House of Ruth Inc
599 N Main Street
Pomona,CA91768
95-3276033 501(c)(3) 20,000       General Operating Support
(470) Huckleberry Youth Programs Inc
3310 Geary Blvd
San Francisco,CA94118
94-1687559 501(c)(3) 95,000       Project Support
(471) Human Options Inc
5540 Trabuco 100
Irvine,CA92620
95-3667817 501(c)(3) 15,000       Project Support
(472) Humanidad Therapy & Education Services
95 Montgomery Ste 112
Santa Rosa,CA95404
46-3725156 501(c)(3) 7,500       Project Support
(473) I Have a Dream Foundation - Oregon
2916 NE Alberta D
Portland,OR97211
93-1037323 501(c)(3) 20,000       Project Support
(474) ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI
1255 5TH AVE STE C2
NEW YORK,NY10029
13-6171197 501(c)(3) 47,841       PassThrough Fed Proj
(475) ICF Center For Cross-Border Philanthropy
2525 N Avenue
National City,CA91950
26-1640148 501(c)(3) 12,020       Project Support
(476) INDIANA UNIVERSITY
980 Indiana Ave
Indianapolis,IN46202
35-1955872 501(c)(3) 16,568       PassThrough Fed Proj
(477) INDIVIDUALS NOW INC SOCIAL ADVOCATES
2447 Summerfield Rd
Santa Rosa,CA95405
94-1711490 501(c)(3) 20,000       Project Support
(478) Info Line of San Diego County
5251 Viewridge Ste 130
San Diego,CA92123
33-1029843 501(c)(3) 15,000       Project Support
(479) Inland Caregiver Resource Center
1430 E Cooley Ste 124
Colton,CA92324
33-0460833 501(c)(3) 30,000       Project Support
(480) Inland Counties Regional Center Inc
1365 S Waterman
San Bernardino,CA92408
23-7121672 501(c)(3) 10,000       Project Support
(481) Inland Empire United Way
9644 Hermosa Ave
Rancho Cucamonga,CA91730
33-0502676 501(c)(3) 10,000       Project Support
(482) Inland Valley Council of Churches
1753 N Park Avenue
Pomona,CA91768
95-2674837 501(c)(3) 10,000       Project Support
(483) InnerCity Struggle
530 South Boyle Ave
Los Angeles,CA90033
27-2133211 501(c)(3) 10,000       Project Support
(484) Innovative Services NW
9414 NE 4th Plain Road
Vancouver,WA98662
91-0782136 501(c)(3) 7,997       Project Support
(485) Insights Counseling Group
263 Nevada Station
Auburn,CA95603
20-1346011 501(c)(3) 15,000       Project Support
(486) Inspiring Communities
207 Apollo Ave 1
Hercules,CA94547
47-1136159 501(c)(3) 15,000       Project Support
(487) Institute on Aging
3575 Geary Blvd
San Francisco,CA94118
94-2978977 501(c)(3) 7,000       Conference Support
(488) Instituto Familiar De La Raza Inc
2919 Mission Street
San Francisco,CA94110
94-2523608 501(c)(3) 77,500       Project Support
(489) Insure the Uninsured Project
2444 Wilshire 412
Santa Monica,CA90403
27-4159194 501(c)(3) 25,000       Conference Support
(490) Integrated Recovery Network
1200 Wilshire Ste 650
Los Angeles,CA90017
27-3493736 501(c)(3) 82,000       Project Support
(491) Integrative Medical Clinic Foundation
175 Concourse Blvd
Santa Rosa,CA95403
68-0445149 501(c)(3) 6,000       Project Support
(492) Interfaith Food Center
11819 Burke St
Santa Fe Springs,CA90670
95-3889152 501(c)(3) 11,000       Event Support\Cultural Event
(493) International Children Assistance Network
532 Valley Way
Milpitas,CA95035
77-0541211 501(c)(3) 25,000       Project Support
(494) International Rescue Committee
5348 University Ave 115
San Diego,CA92105
13-5660870 501(c)(3) 18,630       Project Support
(495) Jacobs & Cushman San Diego Food Bank
9850 Distribution Ave
San Diego,CA92121
20-4374795 501(c)(3) 20,000       Project Support
(496) Janet Goeske Foundation
5257 Sierra Street
Riverside,CA92504
33-0023938 501(c)(3) 20,000       Project Support
(497) Jefferson Union High School District
699 Serramonte 100
Daly CIty,CA94015
94-3083772 501(c)(3) 29,316       Project Support
(498) Jewish Community Free Clinic
50 Montgomery Dr
Santa Rosa,CA95404
94-3386103 501(c)(3) 25,000       General Operating Support
(499) Jewish Fam & Children's Svcs of East Bay
2484 Shattuck Ave 210
Berkeley,CA94706
94-3250304 501(c)(3) 25,000       Project Support
(500) Jewish Family & Childrens Svc of LB
3801 E Willow Street
Long Beach,CA90815
95-2273033 501(c)(3) 10,500       Event Support\Annual Fundraiser
(501) Jewish Family and Children's Services
PO Box 159004
San Francisco,CA94115
94-1156528 501(c)(3) 10,000       Project Support
(502) Jewish Family Service of San Diego
8804 Balboa Avenue
San Diego,CA92123
95-1644024 501(c)(3) 15,000       Project Support
(503) Jewish Family Service of the Desert
490 S Farrell C208
Palm Springs,CA92262
33-0613083 501(c)(3) 20,000       Project Support
(504) Jewish Fed and Family Svcs of OC
1 Federation 220
Irvine,CA92603
95-2407026 501(c)(3) 15,000       Project Support
(505) JL Davis Family Services Center
22582 South Garden Ave
Hayward,CA94541
02-0750721 501(c)(3) 6,000       Conference Support
(506) JOHNS HOPKINS HOSPITAL
615 North Wolfe St
Baltimore,MD21205
52-0591656 501(c)(3) 76,971       PassThrough Fed Proj
(507) JOHNS HOPKINS UNIVERSITY
12529 COLLECTIONS CENTER
CHICAGO,IL60693
52-0595110 501(c)(3) 75,925       PassThrough Fed Proj
(508) Jr Posse Youth Equestrian Program
453 W Caldwell St
Compton,CA90220
95-4699219 501(c)(3) 10,000       General Operating Support
(509) Jumpstart for Young Children Inc
1625 W Olympic 1050
Los Angeles,CA90015
04-3262046 501(c)(3) 10,000       Project Support
(510) Junior Blind of America
5300 Angeles Vista
Los Angeles,CA90043
95-1977659 501(c)(3) 7,500       Project Support
(511) Jurupa Unified School District
4850 Pedley Road
Jurupa Valley,CA92509
33-0740037 501(c)(3) 50,459       Project Support
(512) JWCH Institute Inc
5650 Jillson Street
Commerce,CA90040
95-2289916 501(c)(3) 33,500       Event Support\Dinner
(513) K to College
7730 Pardee Lane
Oakland,CA94621
51-0671019 501(c)(3) 110,000       Other
(514) Kaboom
4455 CT Ave NW B-100
Washington,DC20008
52-1970904 501(c)(3) 500,000       Project Support
(515) KairosPDX
PO Box 12190
Portland,OR97212
46-0987167 501(c)(3) 20,000       Project Support
(516) Keaton Raphael Memorial for Neuroblastoma
2260 Douglas Blvd 150
Roseville,CA95661
68-0406980 501(c)(3) 11,000       Other
(517) Kennedy King Memorial College Fund
PO Box 2643
Martinez,CA94553
94-1677726 501(c)(3) 20,000       Other
(518) Kern County Children and Families Com
2724 L Street
Bakersfield,CA93301
77-0529128 501(c)(3) 10,000       Project Support
(519) Kern County Superintendent of Schools
1300 17th Street
Bakersfield,CA93301
95-6000941 Government or P 10,000       Project Support
(520) Kern Partnership for Children and Families
100 E California Ave
Bakersfield,CA93307
20-5536572 Government or P 18,868       Project Support
(521) Kidpower Teenpower Fullpower
880 Peru Avenue 2
San Francisco,CA94112
77-0226712 501(c)(3) 25,500       Project Support
(522) Kids Community Clinic of Burbank
400 W Elmwood Avenue
Burbank,CA91506
95-4791296 501(c)(3) 19,000       Project Support
(523) KidsFirst
124 Main Street
Roseville,CA95678
68-0195225 501(c)(3) 140,950       Project Support
(524) Kindness Mission
1501 N Palos Vered
Harbor City,CA90710
27-0285069 501(c)(3) 10,000       General Operating Support
(525) King Ridge Foundation Inc
PO Box 5873
Santa Rosa,CA95402
27-0420906 501(c)(3) 7,500       Project Support
(526) Korean Health Edu Info & Research Ctr
3727 W 6th St 210
Los Angeles,CA90020
95-4074660 501(c)(3) 8,510       Event Support\Dinner;Event Support\Annual Fundrais
(527) LA Family Housing Corporation
7843 Lankershim
North Hollywood,CA91605
95-3920560 501(c)(3) 100,000       General Operating Support
(528) LA Biomedical Research Institute at UCLA
1124 W Carson St
Torrance,CA90502
95-2138184 501(c)(3) 10,000       Conference Support
(529) La Casa De Las Madres
1663 Mission 225
San Francisco,CA94103
94-2330864 501(c)(3) 10,000       Project Support
(530) La Clinica De La Raza Inc
PO Box 22210
Oakland,CA94623
94-1744108 501(c)(3) 306,480       Event Support\Annual Fundraiser;Event Support\Dinn
(531) LA Free Clinic dba The Saban Free Clinic
8405 Beverly Blvd
Los Angeles,CA90048
95-2539105 501(c)(3) 10,000       Project Support
(532) La Luz Bilingual Center
17560 Greger Street
Sonoma,CA95476
68-0228235 501(c)(3) 20,000       Project Support
(533) La Maestra Family Clinic Inc
4060 Fairmount Avenue
San Diego,CA92105
33-0473171 501(c)(3) 35,000       Project Support
(534) Laguna Beach Community Clinic
362 Third Street
Laguna Beach,CA92651
95-2637633 501(c)(3) 15,000       Project Support
(535) LAMP Inc
526 San Pedro Street
Los Angeles,CA90013
95-3993742 501(c)(3) 98,350       General Operating Support
(536) Lancaster Community Services Fdn
44933 Fern Avenue
Lancaster,CA93534
95-3892014 501(c)(3) 13,000       Project Support
(537) Larkin Street Youth Services
1728 Bancroft Ave
San Francisco,CA94124
94-2917999 501(c)(3) 27,500       Project Support
(538) LA's Best
200 N Spring M120
Los Angeles,CA90012
95-4311058 501(c)(3) 24,520       Event Support\Annual Fundraiser
(539) Latino Community Foundation
235 Montgomery 1160
San Francisco,CA94104
81-0564400 501(c)(3) 8,780       Event Support\Annual Fundraiser;Event Support\Dinn
(540) Latino Leadership Council
2945 Bell Road 274
Auburn,CA95603
27-0970476 501(c)(3) 30,000       Project Support
(541) Latino Network
410 NE 18th Ave
Portland,OR97232
73-1675402 501(c)(3) 20,000       Project Support
(542) Latino Service Providers
930 Shiloh Bldg 40 Ste A
Windsor,CA95492
46-4107589 501(c)(3) 15,000       Project Support
(543) LAUSD STEM Academy of Hollywood
1309 N Wilton Place
Los Angeles,CA90028
95-6001908 501(c)(3) 10,000       General Operating Support
(544) Lawndale Elementary School District
4161 West 147th Street
Lawndale,CA90260
95-6001837 501(c)(3) 45,001       Project Support
(545) Leah's Pantry Inc
442 Shotwell Ste 2
San Francisco,CA94110
20-5512442 501(c)(3) 10,000       Project Support
(546) Learning Enrichment After-School Prog
112 W 9TH Ste 1109
Los Angeles,CA90015
20-1734414 501(c)(3) 10,000       General Operating Support
(547) Leaven Program
2220 Boynton Ste A
Fairfield,CA94533
26-3653717 501(c)(3) 50,000       Project Support
(548) Lemonade - A Yoga Program
PO Box 191693
San Francisco,CA94119
45-5015338 501(c)(3) 25,000       Project Support
(549) LGBTQ Community Center Fund
4115 N Mississippi Ave
Portland,OR97217
20-0038065 501(c)(3) 20,000       Project Support
(550) LifeLong Medical Care
2344 Sixth Street
Berkeley,CA94710
94-2502308 501(c)(3) 53,060       Event Support\Cultural Event
(551) LifeMoves
181 Constitution Dr
Menlo Park,CA94025
77-0160469 501(c)(3) 60,000       Project Support
(552) LifeWorks Of Sonoma County
1200 College Avenue
Santa Rosa,CA95404
68-0375462 501(c)(3) 20,000       Project Support
(553) Lighthouse Counseling & Family Res Ctr
427 A Street Suite 400
Lincoln,CA95648
35-2252834 501(c)(3) 62,200       Project Support
(554) Lincoln Child Center
1266 14th Street
Oakland,CA94607
94-1156501 501(c)(3) 20,000       Project Support
(555) Links for Life Inc
1706 Chester 200
Bakersfield,CA93301
93-1088003 501(c)(3) 15,000       Project Support
(556) Links Foundation Inc
1200 Massachusetts NW
Washington,DC20005
52-1170830 501(c)(3) 58,805       Conference Support
(557) Literacy Lab
120a Linden Street
Oakland,CA94607
47-2116172 501(c)(3) 90,000       Project Support
(558) Livermore Area Rec and Park Dist
4444 East Ave
Livermore,CA94550
94-6000849 501(c)(3) 20,000       Project Support
(559) Livermore Valley Joint Uni District
685 E Jack London
Livermore,CA94550
94-2175582 Government or P 25,000       Project Support
(560) Livingston Community Health
1140 Main Street
Livingston,CA95334
94-1719656 Government or P 50,000       Project Support
(561) Loaves and Fishes of Contra Costa
835 Ferry Street
Martinez,CA94553
68-0018077 501(c)(3) 32,030       Project Support
(562) Loma Linda University
24951 N Circle Drive
Loma Linda,CA92350
95-1816009 501(c)(3) 158,853       Project Support
(563) Long Beach Bar Foundation Inc
3515 Linden Ave
Long Beach,CA90807
33-0585482 501(c)(3) 12,500       Project Support
(564) Long Beach Dept of Health and Human Svcs
2525 Grand Avenue
Long Beach,CA90815
95-6000733 501(c)(3) 20,000       Project Support
(565) Los Angeles Alliance for a New Economy
464 Lucas 202
Los Angeles,CA90017
95-4459427 Government or P 8,250       Event Support\Annual Fundraiser
(566) Los Angeles Brotherhood Crusade Inc
200 E Slauson Avenue
Los Angeles,CA90011
95-2543819 501(c)(3) 8,500       Event Support\Annual Fundraiser
(567) Los Angeles Center for Law and Justice
5301 Whittier 4th Fl
Los Angeles,CA90022
95-2690540 501(c)(3) 8,960       Event Support\Annual Fundraiser
(568) Los Angeles Christian Health Centers
202 W 1st St 40435
Los Angeles,CA90012
95-4315734 501(c)(3) 19,150       Event Support\Annual Fundraiser
(569) Los Angeles LGBT Center
1625 Schrader Blvd
Los Angeles,CA90028
95-3567895 501(c)(3) 10,000       Project Support
(570) Los Angeles Trade Tech College Foundation
400 W Washington 535
Los Angeles,CA90015
95-3813527 501(c)(3) 9,650       Event Support\Awards Ceremony
(571) Los Angeles Youth Network
1853 Taft Avenue
Los Angeles,CA90028
95-3953979 501(c)(3) 10,000       Project Support
(572) Love Overwhelming
PO Box 42
Kelso,WA98626
46-4721592 501(c)(3) 109,695       Project Support
(573) Lower Columbia School Gardens
2210 Olympia Rm26
Longview,WA98632
46-4549009 501(c)(3) 15,000       Project Support
(574) LTSC Community Development Corporation
231 E 3rd St G106
Los Angeles,CA90013
95-4444102 501(c)(3) 8,000       Project Support
(575) Lutheran Social Services of Southern CA
1354 N G St
San Bernardino,CA92405
95-2225798 501(c)(3) 9,000       Project Support
(576) Macdonald Center
605 NW Couch Street
Portland,OR97209
93-1060938 501(c)(3) 10,000       Project Support
(577) Madera County Food bank
225 South Pine St 101
Madera,CA93637
77-0513488 501(c)(3) 10,000       Project Support
(578) Manteca Unified School District
2271 W Louise Ave
Manteca,CA95337
02-8611899 501(c)(3) 5,805       Project Support
(579) March of Dimes Foundation
175 W Ostend Ste C-2
Baltimore,MD21230
13-1846366 Government or P 60,000       Other
(580) Marin City Community Services District
630 Drake Avenue
Marin City,CA94965
94-6050222 501(c)(3) 20,000       Project Support
(581) Marin County Dept of Health & Human Svcs
20 N San Pedro 002
San Rafael,CA94903
94-6000519 501(c)(3) 11,000       Project Support
(582) Marin County Office of Education
1111 Las Gallinas Ave
San Rafael,CA94913
94-6022431 Government or P 20,000       Project Support
(583) MARSHFIELD CLINIC RESEARCH
1000 North Oak Ave
Marshfield,WI54449
39-0452970 501(c)(3) 88,027       PassThrough Fed Proj
(584) Martin Luther King Jr Freedom Center
333 East 8th Street
Oakland,CA94606
94-3390034 501(c)(1) 110,500       Project Support
(585) Mary's Mercy Center Inc
641 Roberds Avenue
San Bernardino,CA92411
33-0632426 501(c)(3) 12,000       Project Support
(586) MASSACHUSETTS GENERAL HOSPITAL
50 Staniford Street
Boston,MA02114
04-2697983 501(c)(3) 365,987       PassThrough Fed Proj
(587) Maternal and Child Health Access
1111 W 6th Fourth Fl
Los Angeles,CA90017
95-4555879 501(c)(3) 10,000       Project Support
(588) MAYO CLINIC
200 First Street SW
Rochester,MN55905
41-6011702 501(c)(3) 28,776       PassThrough Fed Proj
(589) Meals on Wheels and Senior Outreach Svcs
1300 Civic Drive
Walnut Creek,CA94596
68-0044205 501(c)(3) 6,000       Project Support
(590) Meals on Wheels of Contra Costa Inc
1220 Morello 210
Martinez,CA94553
68-0231350 501(c)(3) 7,500       Project Support
(591) Meals on Wheels of San Francisco Inc
1375 Fairfax Avenue
San Francisco,CA94124
94-1741155 501(c)(3) 24,050       Event Support\Annual Fundraiser
(592) Meals On Wheels of Solano County
95 Marina Center
Suisun City,CA94585
94-2453452 501(c)(3) 20,000       Project Support
(593) Meals-on-Wheels Greater San Diego Inc
2254 San Diego 200
San Diego,CA92110
95-2660509 501(c)(3) 7,500       Project Support
(594) Media Arts Center San Diego
2921 El Cajon Blvd
San Diego,CA92104
33-0871577 501(c)(3) 12,000       Project Support
(595) Medical Education Cooperation with Cuba
1814 Franklin Ste 820
Oakland,CA94612
31-1603765 501(c)(3) 62,000       Other
(596) Medical Foundation of Marion
4985 Battle Creek 130
Salem,OR97302
93-1261633 501(c)(3) 15,000       General Operating Support;Project Support
(597) Medical Mission Adventures
11540 Bonham Ave
Lakeview Terrace,CA91342
04-3661520 501(c)(3) 10,000       Project Support
(598) Medshare International
2937 Alvarado Street
Decatur,GA30034
58-2433968 501(c)(3) 109,840       Event Support\Dinner;Other
(599) MEMORIAL SLOAN KETTERING CANCER CENTER
633 3rd Avenue
New York,NY10065
13-1624182 501(c)(3) 68,109       PassThrough Fed Proj
(600) Mend-Meet Each Need with Dignity
10641 N San Fernando Rd
Pacoima,CA91331
23-7306337 501(c)(3) 25,750       Conference Support
(601) Menifee Valley Boys & Girls Club
26301 Garbani Rd
Menifee,CA92584
46-2167670 501(c)(3) 15,000       Project Support
(602) Mental Health America of Los Angeles
506 W Jackman St
Lancaster,CA93534
95-1881491 501(c)(3) 12,000       Project Support
(603) Mental Health Assn of San Mateo County
2686 Spring Street
Redwood City,CA94063
94-6034112 501(c)(3) 15,000       General Operating Support
(604) Mental Health Association of Orange County
822 Town Country Road
Orange,CA92868
95-2036972 501(c)(3) 15,000       Project Support
(605) Mentoring in Medicine & Science Inc
2201 Broadway Suite LL13
Oakland,CA94612
27-3263074 501(c)(3) 90,000       Project Support
(606) Mercy Foundation - Bakersfield
551 Shanley Ct
Bakersfield,CA93311
77-0201321 501(c)(3) 10,000       Project Support
(607) Mercy House Living Centers
807 N Garfield St
Santa Ana,CA92701
33-0315864 501(c)(3) 20,000       Project Support
(608) Mercy Housing California
2512 River Plaza 200
Sacramento,CA95833
94-3081666 501(c)(3) 50,000       Project Support
(609) Mexican American Legal Defense and Edu
634 S Spring 11th Fl
Los Angeles,CA90014
74-1563270 501(c)(3) 14,290       Event Support\Annual Fundraiser
(610) MF Place Inc
5850 Hollywood Blvd
Hollywood,CA90028
95-4834034 501(c)(3) 9,400       Event Support\Annual Fundraiser
(611) MFI Recovery Center
5870 Arlington 103
Riverside,CA92504
95-2833715 501(c)(3) 20,000       Project Support
(612) Mid-Peninsula Boys & Girls Club Inc
200 North Quebec Street
San Mateo,CA94401
94-1431583 501(c)(3) 15,000       Project Support
(613) Mind Body Awareness Project
3700 E 12th 3B
Oakland,CA94601
91-2167480 501(c)(3) 33,000       Project Support
(614) Mission City Community Network Inc
15206 Parthenia
North Hills,CA91343
95-4226189 501(c)(3) 250,000       Project Support
(615) Mission Edge San Diego
PO Box 12319
San Diego,CA92112
27-2938491 501(c)(3) 20,000       Project Support
(616) MLK Jr Community Health Foundation
1680 E 120th Street
Los Angeles,CA90059
45-4433505 501(c)(3) 24,400       Event Support\Luncheon
(617) Modesto City Schools
426 Locust Street
Modesto,CA95351
77-0195326 501(c)(3) 125,000       Project Support
(618) MOMS Orange County
1128 W Santa Ana Blvd
Santa Ana,CA92703
33-0518078 501(c)(3) 15,000       Project Support
(619) Monarch School Project
1625 Newton Ave
San Diego,CA92113
33-0871354 501(c)(3) 18,000       Project Support
(620) Montclair Community Foundation
5111 Benito Street
Montclair,CA91763
26-4180900 501(c)(3) 7,500       General Operating Support
(621) Monument Crisis Center
1990 Market Street
Concord,CA94520
41-2111171 501(c)(3) 55,000       Project Support
(622) Monument Impact
1760 Clayton Rd
Concord,CA94520
94-3370919 501(c)(3) 115,450       Project Support
(623) Moses House Ministries
15180 Anacapa Road
Victorville,CA92392
33-0568537 Government or P 10,000       Project Support
(624) Mothers Club Family Learning Center
980 N Fair Oaks Ave
Pasadena,CA91103
23-7275324 501(c)(3) 8,700       Event Support\Annual Fundraiser
(625) Mountain Health & Community Services Inc
31115 Hwy 94
Campo,CA91906
33-0164420 501(c)(3) 35,000       Project Support
(626) Movimiento de Arte y Cultura Latino Amer
510 S First St
San Jose,CA95113
77-0251774 501(c)(3) 8,000       Event Support\Cultural Event
(627) Multicultural Health Foundation
292 Euclid 210
San Diego,CA92114
45-5610021 Government or P 15,000       Project Support
(628) Multicultural Integrated Kidney Edu Prog
9155 SW Barnes 219
Portland,OR97225
45-0520604 501(c)(3) 15,000       Project Support
(629) Museum of the African Diaspora
685 Mission Street
San Francisco,CA94105
94-3338239 501(c)(3) 73,200       Other
(630) Mutual Assist Network of Del Paso Hghts
811 Grand Ste A3
Sacramento,CA95838
68-0332694 501(c)(3) 10,000       Project Support
(631) My Sister's House
3053 Freeport 120
Sacramento,CA95818
68-0464114 501(c)(3) 20,000       Project Support
(632) NAMI ACS dba NAMI Alameda County South
4974 Omar Street
Fremont,CA94538
46-1028709 501(c)(3) 29,000       Event Support\Annual Fundraiser
(633) NAMI California
1851 Heritage 150
Sacramento,CA95815
94-2676057 501(c)(3) 14,500       Conference Support
(634) NAMI Santa Clara County
1150 S Bascom Suite 24
San Jose,CA95128
94-2430956 501(c)(3) 50,000       Project Support
(635) Napa Emergency Women's Services
1141 Pear Tree 220
Napa,CA94558
94-2745889 501(c)(3) 15,000       Project Support
(636) Napa Solano SaneSart
1141 Pear Tree Ln Suite 220
Napa,CA94558
68-0285816 501(c)(3) 90,000       Project Support
(637) Napa Valley Hospice & Adult Day Svcs
414 South Jefferson Street
Napa,CA94559
68-0393144 501(c)(3) 30,000       Project Support
(638) National Coalition of 100 Black Women
6175 Shattuck Ave
Oakland,CA94621
94-3298877 501(c)(3) 6,840       Other
(639) National Health Foundation
515 S Figueroa 1300
Los Angeles,CA90071
23-7314808 501(c)(3) 36,256       Event Support\Dinner
(640) National Medical Fellowships Inc
347 Fifth Ave Ste 510
New York,NY10016
01-0963657 501(c)(3) 13,500       Other;Event Support\Annual Fundraiser;Event Suppor
(641) National Multiple Sclerosis Soc SoCal Chp
5150 W Goldleaf 400
Los Angeles,CA90056
95-1727656 501(c)(3) 10,000       Project Support
(642) Native American Health Center Inc
3124 International Blvd
Oakland,CA94601
23-7135928 501(c)(3) 15,000       Project Support
(643) Nature Conservancy
821 SE 14th Ave
Portland,OR97214
53-0242652 501(c)(3) 7,500       General Support
(644) Nehemiah Community Foundation
640 Bercut Dr A
Sacramento,CA95811
68-0449972 501(c)(3) 15,000       Project Support
(645) Nehemiah Community Reinvestment Fund
PO Box 5836
Sacramento,CA95817
68-0365842 501(c)(3) 10,000       Project Support
(646) Neighborhood Healthcare
425 North Date Street
Escondido,CA92025
95-2796316 501(c)(3) 20,000       Project Support
(647) Neighborhood House Inc
7780 SW Capitol Hwy
Portland,OR97215
93-0386875 501(c)(3) 15,000       Project Support
(648) Neighborhood Housing Services Of LA
3926 Wilshire 200
Los Angeles,CA90010
95-3938955 501(c)(3) 25,000       Project Support
(649) New Directions for Youth
7315 Lankershim Blvd
Hollywood,CA91605
95-2973008 501(c)(3) 14,200       Event Support\Annual Fundraiser
(650) New Economics for Women
303 South Loma Drive
Los Angeles,CA90017
95-3969029 501(c)(3) 10,000       Project Support
(651) New Hope Free Clinic Inc
760 E STUART AVE
REDLANDS,CA92375
46-2473576 501(c)(3) 15,000       Project Support
(652) New Horizons Caregivers Group
3129 S Hacienda
Hacienda Heights,CA91745
75-3132090 501(c)(3) 7,500       Project Support
(653) Nile Sisters Development Initiative
6035 University 22
San Diego,CA92115
91-2131196 501(c)(3) 10,000       Project Support
(654) Niroga Institute
111 Fairmount Ave
Oakland,CA94611
20-2620278 501(c)(3) 77,000       Project Support
(655) NO CA INST RESEARCH AND ED
4150 Clement St
San Francisco,CA94121
94-3084159 501(c)(3) 145,697       PassThrough Fed Proj
(656) North & South of Market Adult Day Corp
930 Fourth Street
San Francisco,CA94158
94-2915039 501(c)(3) 15,000       Project Support
(657) North by Northeast Community Health Center
714 NE Alberta Street
Portland,OR97211
72-1618287 501(c)(3) 15,000       Project Support
(658) North County Health Project Inc
150 Valpeda Road
San Marcos,CA92069
95-2847102 501(c)(3) 35,000       Project Support
(659) North County Lifeline
3142 Vista 400
Oceanside,CA92056
95-2794253 501(c)(3) 15,000       Project Support
(660) North East Medical Services
1520 Stockton St
San Francisco,CA94133
94-1722562 501(c)(3) 40,000       Project Support
(661) North Jersey Community Research Initiative
393 Central Avenue
Newark,NJ07103
52-1592616 501(c)(3) 30,000       Project Support
(662) Northeast Valley Health Corporation
1172 N Maclay Ave
San Fernando,CA91340
23-7120632 501(c)(3) 11,500       Project Support
(663) Northern California Center for Well-Being
101 Brookwood A
Santa Rosa,CA95404
93-1144835 501(c)(3) 32,180       Event Support\Awards Ceremony
(664) Northwest Health Foundation Fund II
221 NW Second 300
Portland,OR97209
93-1293344 501(c)(3) 200,000       Project Support
(665) Northwest Housing Alternatives
2316 SE Willard St
Milwaukie,OR97222
93-0814473 501(c)(3) 15,000       Project Support
(666) NORTHWESTERN UNIVERSITY
750 N Lake Shore Dr
Chicago,IL60611
36-2167818 501(c)(3) 163,588       PassThrough Fed Proj
(667) Novato Youth Center
680 Wilson Ave
Novato,CA94947
94-1735064 Government or P 20,000       Project Support
(668) Oak Grove Institute Foundation Inc
24275 Jefferson Avenue
Murrieta,CA92562
33-0470446 501(c)(3) 20,000       Project Support
(669) Oakland Lacrosse Club
378 Grand Ave Apt 102
Oakland,CA94610
46-1048887 501(c)(3) 15,000       Project Support
(670) Oakland Military Institute College Prep
3877 Lusk Street
Oakland,CA94608
91-2073068 501(c)(3) 19,520       Other;Event Support\Luncheon
(671) Oakland Museum of California
1000 Oak Street
Oakland,CA94607
45-3138892 501(c)(3) 26,000       Other
(672) Oakland School for the Arts
530 18th Street
Oakland,CA94612
68-0463892 501(c)(3) 19,790       Event Support\Cultural Event;Event Support\Dinner
(673) Odd Fellow- Rebekah Children's Home of CA
290 IOOF Avenue
Gilroy,CA95020
94-1167402 501(c)(3) 50,000       Project Support
(674) Off The Front
2044 E Nees Ave
Fresno,CA93720
27-2022802 501(c)(3) 15,000       Project Support
(675) Okizu Foundation
16 Digital Dr 130
Novato,CA94949
68-0291178 501(c)(3) 19,500       Event Support\Cultural Event
(676) Ole Health
1100 Trancas Ste 300
Napa,CA94558
23-7221695 501(c)(3) 270,000       Capital Fund Support
(677) Olive Crest
555 Technology 300
Riverside,CA92507
95-2877102 501(c)(3) 20,000       Project Support
(678) On Lok Day Services
1333 Bush Street
San Francisco,CA94109
94-3101292 501(c)(3) 9,500       Event Support\Annual Fundraiser
(679) On The Move
780 Lincoln Avenue
Napa,CA94558
75-3149095 501(c)(3) 125,000       Project Support
(680) One Step a la Vez
421 Sespe Ave
Fillmore,CA93015
45-4604852 501(c)(3) 8,290       Project Support
(681) OneOC
1505 E 17th 219
Santa Ana,CA92705
95-2021700 501(c)(3) 13,350       Conference Support
(682) Ontario-Montclair Schools Foundation
PO Box 1426
Ontario,CA91762
90-0716973 501(c)(3) 10,000       Project Support
(683) OPARC
9029 Vernon Ave
Montclair,CA91711
95-1943396 501(c)(3) 8,000       Project Support
(684) Open Heart Kitchen of Livermore Incorp
1141 Catalina Drive
Livermore,CA94550
94-3396038 501(c)(3) 26,500       Event Support\Annual Fundraiser
(685) Opening Doors Inc
1111 Howe Ste 125
Sacramento,CA95825
37-1417129 501(c)(3) 13,000       Project Support
(686) Opera Noir Inc
3152 Roundhill Road
Alamo,CA94507
77-0305778 501(c)(3) 24,000       Project Support
(687) Optimist Boys Home & Ranch
6957 N Figueroa St
Los Angeles,CA90041
95-1643340 501(c)(3) 10,000       Project Support
(688) Orange County Family Justice Center Fdn
150 West Vermont Avenue
Anaheim,CA92805
20-4088652 501(c)(3) 19,350       Event Support\Annual Fundraiser
(689) Orangewood Foundation
1575 E 17th Street
Santa Ana,CA92705
95-3616628 501(c)(3) 20,000       Project Support
(690) Oregon Children's Foundation
101 SW Market St
Portland,OR97201
93-1051724 501(c)(3) 15,000       Project Support
(691) Oregon College Of Oriental Medicine
75 NW Couch St
Portland,OR97209
93-0845182 501(c)(3) 15,000       Project Support
(692) Oregon Community Warehouse Inc
3969 NE MLK Jr Blvd
Portland,OR97212
93-1310582 501(c)(3) 20,000       Project Support
(693) Oregon Foundation for Reproductive Health
PO Box 40472
Portland,OR97240
93-0803636 501(c)(3) 10,000       General Operating Support
(694) Oregon Health Authority
800 NE Oregon Ste 550
Portland,OR97232
27-3327978 501(c)(3) 10,000       Project Support
(695) Oregon Partnership aka Lines for Life
5100 SW Macadam 400
Portland,OR97239
93-0725294 Government or P 9,986       Project Support
(696) Oregon Public Health Institute
310 SW 4th 900
Portland,OR97204
93-1259522 501(c)(3) 332,092       Project Support
(697) Oregon School-Based Health Alliance
310 SW 4th Ste 905
Portland,OR97204
36-4588657 501(c)(3) 50,000       Project Support
(698) Our Place Housing Solutions
16429 Bellflower Blvd
Bellflower,CA90706
26-2435307 501(c)(3) 30,000       Project Support
(699) Out and Equal
155 Sansome Ste 450
San Francisco,CA94104
02-0681855 501(c)(3) 6,750       Conference Support;Event Support\Dinner
(700) Outside In
1132 SW 13th Ave
Portland,OR97205
93-0567549 501(c)(3) 137,000       Project Support
(701) Pacific Clinics
800 S Santa Anita Avenue
Arcadia,CA91006
95-1644034 501(c)(3) 17,800       Project Support
(702) Pacifica Gardens
PO Box 883
Pacifica,CA94044
47-1423254 501(c)(3) 10,000       Project Support
(703) Padres Unidos NP
708 N Garfield St
Santa Ana,CA92701
45-2443746 501(c)(3) 15,000       Project Support
(704) Palmdale School District
39139 10th Street East
Palmdale,CA93550
95-6002342 501(c)(3) 47,291       Project Support
(705) PALO ALTO MEDICAL FOUNDATION
795 El Camino Real
Palo Alto,CA94301
94-1156581 Government or P 264,900       PassThrough Fed Proj
(706) Para Los Ninos
500 Lucas Ave
Los Angeles,CA90017
95-3443276 501(c)(3) 9,090       Event Support\Annual Fundraiser
(707) Parent Resource Center
811 5th Street
Modesto,CA95351
77-0324466 501(c)(3) 70,500       Project Support
(708) Parent Services Project Inc
79 Belvedere 101
San Rafael,CA94901
68-0169962 501(c)(3) 20,000       Project Support
(709) Parent Teacher Home Visit Project Inc
2411 15th Ste A
Sacramento,CA95818
51-0477445 501(c)(3) 20,000       Project Support
(710) Partners For A Hunger Free Oregon
712 SE Hawthorne 202
Portland,OR97214
20-4970868 501(c)(3) 15,000       Project Support
(711) Partners In Care Foundation Inc
732 Mott St 150
San Fernando,CA91340
95-3954057 501(c)(3) 8,941       Event Support\Awards Ceremony
(712) Pasadena - Foothill Valley YWCA
50 N Hill 301
Pasadena,CA91106
95-1644059 501(c)(3) 16,150       Event Support\Annual Fundraiser
(713) Pasadena Educational Foundation
351 S Hudson Rm 153
Pasadena,CA91101
23-7149451 501(c)(3) 56,650       Project Support
(714) Pasadena Senior Center
85 E Holly Street
Pasadena,CA91103
95-2085393 Government or P 23,296       Event Support\Dinner
(715) Path of Life Ministries
6216 Brockton Ave 211
Riverside,CA92506
33-0724945 501(c)(3) 9,040       Event Support\Annual Fundraiser
(716) Pathways Volunteer Hospice
3701 Michelson Street
Lakewood,CA90712
33-0241726 501(c)(3) 24,900       Project Support
(717) Peace Over Violence
1015 Wilshire Ste 200
Los Angeles,CA90017
51-0179305 501(c)(3) 11,800       Event Support\Annual Fundraiser
(718) Pediatric Dental Initiative of the North
1380 19th Hole Drive
Windsor,CA95492
34-2012430 501(c)(3) 24,940       Event Support\Annual Fundraiser
(719) Peninsula Family Service
24 Second Avenue
San Mateo,CA94401
94-1186169 501(c)(3) 10,000       General Operating Support
(720) People Assisting the Homeless
340 N Madison Ave
Los Angeles,CA90004
95-3950196 501(c)(3) 90,000       General Operating Support
(721) People Reaching Out
5299 Auburn Blvd
Sacramento,CA95841
94-2795430 501(c)(3) 27,000       Project Support
(722) Petaluma People Services Center
1500 Petaluma A
Petaluma,CA94952
94-2271299 501(c)(3) 6,250       Project Support
(723) Phelan Pinon Hills Community Svcs District
4176 Warbler Road
Phelan,CA92371
26-2835062 501(c)(3) 8,000       Project Support
(724) Philanthropic Ventures Foundation
1222 Preservation Pkwy
Oakland,CA94612
94-3136771 Government or P 95,000       Project Support
(725) Placer County Office of Education - Auburn
360 Nevada Street
Auburn,CA95603
94-6002096 501(c)(3) 15,000       Project Support
(726) Placer Food Bank
8284 Industrial Ave
Roseville,CA95678
94-1740316 Government or P 25,000       Project Support
(727) Placer People of Faith Together
3080 Sunshine Meadow Ln
Auburn,CA95604
27-0240478 501(c)(3) 10,000       Project Support
(728) Planned Parenthood Los Angeles
400 West 30th Street
Los Angeles,CA90007
95-2408623 501(c)(3) 18,000       Project Support
(729) Planned Parenthood Mar Monte Inc
1691 The Alameda
San Jose,CA95126
94-1583439 501(c)(3) 63,800       Conference Support
(730) Planned Parenthood Pasadena and San Gab
2333 Lake 2nd Fl
Altadena,CA91001
95-1916050 501(c)(3) 13,500       Event Support\Annual Fundraiser
(731) Planned Parenthood Shasta Diablo Inc
2185 Pacheco Street
Concord,CA94520
94-1575233 501(c)(3) 88,750       Event Support\Cultural Event
(732) Playworks Education Energized
1507 NW 23rd Avenue
Portland,OR97210
94-3251867 501(c)(3) 343,300       Project Support
(733) POINT LOMA NAZARENE UNIVERSITY
3900 LOMALAND DRIVE
SAN DIEGO,CA92106
95-1644035 501(c)(3) 22,000       Project Support
(734) Police Activities League of Vancouver
605 E Evergreen Blvd
Vancouver,WA98661
91-2072283 501(c)(3) 20,000       Project Support
(735) Polynesian Voyaging Society
10 Sand Island Parkway
Honolulu,HI96819
23-7302232 501(c)(3) 10,000       General Operating Support
(736) Pomona Community Health Center
1450 East Holt Avenue
Pomona,CA91767
22-3914738 501(c)(3) 20,000       Project Support
(737) Portland After-School Tennis & Education
7519 N Burlington Avenue
Portland,OR97203
93-1256066 501(c)(3) 35,000       Project Support
(738) Portola Family Connection Center
2565 San Bruno Ave
San Francisco,CA94134
94-3213689 501(c)(3) 20,000       Project Support
(739) Portuguese Organization for Social Svcs
1115 E Santa Clara A
San Jose,CA95116
51-0187655 501(c)(3) 25,000       Project Support
(740) Positive Alternative Rec Teambuilding
2576 Gumdrop Dr
San Jose,CA95148
76-0832431 501(c)(3) 10,000       Project Support
(741) Poverello House
412 F Street
Fresno,CA93706
77-0007985 501(c)(3) 60,000       Project Support
(742) Powerhouse Ministries Inc
311 Market Street
Folsom,CA95630
68-0020855 501(c)(3) 30,000       Project Support
(743) Prevention Institute
221 Oak Street
Oakland,CA94607
94-3282858 501(c)(3) 150,000       Project Support
(744) Program for Torture Victims
3550 Wilshire 1906
Los Angeles,CA90010
95-4492477 501(c)(3) 9,350       Event Support\Dinner
(745) Project Access Now
1311 NW 21st
Portland,OR97296
20-8928388 501(c)(3) 100,000       General Operating Support
(746) Project Access Inc
2100 W Orangewood 230
Orange,CA92868
33-0834635 501(c)(3) 40,000       Project Support
(747) Project Angel Food
922 Vine St
Los Angeles,CA90038
95-4115863 501(c)(3) 9,500       Event Support\Dinner
(748) Project Concern International
5151 Murphy Canyon 320
San Diego,CA92123
95-2248462 501(c)(3) 27,600       Project Support
(749) Project Inform Incorporated
273 9th St 2nd Fl
San Francisco,CA94103
94-3052723 501(c)(3) 25,000       Project Support
(750) Project Quest
2901 E Burnside Street
Portland,OR97214
93-1121778 501(c)(3) 15,000       Project Support
(751) Promises2Kids
9440 Ruffin A
San Diego,CA92123
95-3655288 501(c)(3) 10,000       Project Support
(752) Public Health Fdn of Columbia County
PO Box 995
Saint Helens,OR97051
81-0622430 501(c)(3) 20,000       Project Support
(753) Public Health Foundation Enterprises Inc
12801 Crossroads
City of Industry,CA91746
95-2557063 501(c)(3) 20,000       Project Support
(754) Public Health Institute
555 12th 10th Fl
Oakland,CA94607
94-1646278 501(c)(3) 450,000       Project Support;Technical Assistance
(755) Rainbow Services Ltd
453 West 7th Street
San Pedro,CA90731
95-3855705 501(c)(3) 7,500       Project Support
(756) Rancho Los Amigos Foundation Inc
7601 E Imperial Hwy 1110
Downey,CA90242
95-3849600 501(c)(3) 9,250       Event Support\Annual Fundraiser
(757) Rape Trauma Services
1860 El Camino 406
Burlingame,CA94010
94-3215045 501(c)(3) 15,000       Project Support
(758) Reach Out West End Inc
1126 W Foothill 250
Upland,CA91786
95-2642747 501(c)(3) 30,500       Project Support
(759) REAP INC
PO Box 3442
Portland,OR97208
93-1315162 501(c)(3) 20,000       Project Support
(760) Redwood City Library Foundation
1044 Middlefield Rd
Redwood City,CA94063
94-3293215 501(c)(3) 20,000       General Operating Support
(761) Redwood City Police Activities League Inc
3399 Bay Road
Redwood City,CA94063
94-3229506 501(c)(3) 15,000       General Operating Support
(762) Redwood Community Health Coalition
1310 Redwood 135
Petaluma,CA94954
94-3220029 501(c)(3) 386,000       Project Support
(763) Redwood Empire Food Bank
3990 Brickway Blvd
Santa Rosa,CA95403
68-0121855 501(c)(3) 21,900       Project Support
(764) Regents of the University of CA San Diego
9300 Campus Point Drive
La Jolla,CA92037
95-6006144 501(c)(3) 167,000       Project Support
(765) REGENTS OF THE UNIVERSITY OF MICHIGAN
3003 SOUTH STATE STREET
ANN ARBOR,MI48109
38-6006309 501(c)(3) 73,858       PassThrough Fed Proj
(766) REGENTS OF THE UNIVERSITY OF MINNESOTA
106 PLEASANT ST
MINNEAPOLIS,MN55455
41-6007513 501(c)(3) 339,276       PassThrough Fed Proj
(767) Regional Parks Foundation
2950 Peralta Oaks
Oakland,CA94620
23-7011877 501(c)(3) 160,000       Other;Project Support
(768) ReImagine Mack Road Foundation
75 Quinta D
Sacramento,CA95823
46-4193875 501(c)(3) 90,000       Project Support
(769) Rescue Mission Alliance
15572 7th St
Victorville,CA92395
23-7278002 501(c)(3) 18,600       General Operating Support
(770) RESEARCH FOUNDATION STATE UNIV OF NY
402 Crofts Hall
Buffalo,NY14260
14-1368361 501(c)(3) 39,887       PassThrough Fed Proj
(771) Returning Veterans Project
833 SE Main St 122
Portland,OR97214
20-4034255 501(c)(3) 15,000       Project Support
(772) Richmond Community Foundation
1014 Florida 200
Richmond,CA94804
94-3337754 501(c)(3) 96,750       General Operating Support
(773) Richmond Main Street Initiative Inc
1015 Nevin Ave 105
Richmond,CA94801
68-0481132 501(c)(3) 15,000       Project Support
(774) Rim Family Services Inc
28545 State Hwy 18
Skyforest,CA92385
33-0496148 501(c)(3) 15,000       Project Support
(775) Rio Vista CARE Inc
PO Box 576
Rio Vista,CA94571
68-0063763 501(c)(3) 20,000       Project Support
(776) River City Food Bank
1800 28th Street
Sacramento,CA95816
91-1851398 501(c)(3) 20,000       Project Support
(777) Riverside County Physicians Memorial Fdn
3993 Jurupa Ave
Riverside,CA92506
95-6080778 501(c)(3) 25,000       Project Support
(778) Riverside Free Clinic
3504 Mission Inn Ave
Riverside,CA92501
46-5407059 501(c)(3) 10,000       Project Support
(779) Robert F Kennedy Institute of Family Med
544 N Avalon Ste 309
Wilmington,CA90744
33-0531975 501(c)(3) 10,000       Project Support
(780) Roberts Family Development Center
770 Darina Ave
Sacramento,CA95815
68-0470557 501(c)(3) 34,667       Project Support
(781) Roman Catholic Bishop of San Bernardino
15512 Sixth St
Victorville,CA92395
95-3293901 501(c)(3) 10,000       Other
(782) Ronald McDonald House Charities of SoCal
1250 Lyman Place
Los Angeles,CA90029
95-3167869 501(c)(3) 10,000       Event Support\Annual Fundraiser
(783) Roots Community Health Center
9925 International 5
Oakland,CA94603
26-2583954 501(c)(3) 15,000       Project Support
(784) Rose Haven
PO Box 10405
Portland,OR97296
20-5922682 501(c)(3) 25,000       Project Support
(785) Rosie The Riveter Trust
440 Civic Center 221
Richmond,CA94807
94-3335350 501(c)(3) 16,950       Event Support\Cultural Event
(786) RotaCare Bay Area Inc
514 Valley Way
Milpitas,CA95035
77-0328723 501(c)(3) 30,000       General Operating Support
(787) Ryse Inc
205 41st Street
Richmond,CA94805
26-0692904 501(c)(3) 19,860       Project Support
(788) SAC Health System
1455 E 3rd St
San Bernardino,CA92408
33-0664371 501(c)(3) 10,000       Project Support
(789) Sacramento Area Congregations Together
2409 15th Street
Sacramento,CA95818
94-3146791 501(c)(3) 20,000       Project Support
(790) Sacramento City Unified School District
5735 47th Avenue
Sacramento,CA95824
94-6002491 501(c)(3) 50,000       Project Support
(791) Sacramento Economic And Employ Dev Corp
915 I Ste 4650
Sacramento,CA95814
26-3057375 501(c)(3) 24,000       Project Support
(792) Sacramento Food Bank & Family Services
3333 Third Avenue
Sacramento,CA95817
94-3315566 501(c)(3) 25,000       Project Support
(793) Sacramento Gay & Lesbian Community Center
1927 L Street
Sacramento,CA95811
94-2502229 501(c)(3) 10,000       Project Support
(794) Sacramento Kings Foundation
One Sports Parkway
Sacramento,CA95834
68-0249718 501(c)(3) 34,999       Other
(795) Sacramento Loaves and Fishes
PO Box 13495
Sacramento,CA95813
68-0189897 501(c)(3) 25,000       Project Support
(796) Sacramento Native American Health Center
2020 J Street
Sacramento,CA95816
20-4287737 501(c)(3) 75,000       Project Support
(797) Sacramento Neighborhood Housing Services
2411 Alhambra 200
Sacramento,CA95817
68-0118032 501(c)(3) 20,000       Project Support
(798) Sacramento Regional Coalition to End
1331 Garden Hwy 100
Sacramento,CA95833
46-3175193 501(c)(3) 15,000       Project Support
(799) Sacred Heart Community Service
1381 South First Street
San Jose,CA95110
23-7179787 501(c)(3) 17,000       Project Support
(800) Safe Alternatives to Violent Environments
1900 Mowry 201
Fremont,CA94538
94-2520559 501(c)(3) 19,250       Other
(801) Safe Routes to School National Partnership
2323 Broadway Suite 109B
Oakland,CA94612
46-2694434 501(c)(3) 100,000       Project Support
(802) Salem Free Clinic's
1300 Broadway NE 104
Salem,OR97301
20-3549992 501(c)(3) 23,000       Project Support
(803) Salem Hospital
PO Box 140001
Salem,OR97309
93-0579722 501(c)(3) 1,878,648       Project Support
(804) Salem-Keizer Coalition for Equality
PO Box 4296
Salem,OR97302
65-1203900 501(c)(3) 20,000       Project Support
(805) Samaritan Counseling Center
1126 W Foothill 110
Upland,CA91786
95-3160005 501(c)(3) 13,000       Project Support
(806) Samaritan House
4031 Pacific Boulevard
San Mateo,CA94403
23-7416272 501(c)(3) 30,000       Project Support
(807) Samuel Dixon Family Health Center Inc
25115 Avenue Stanford
Valencia,CA91355
95-4278726 501(c)(3) 12,000       Event Support\Annual Fundraiser
(808) San Antonio Community Hospital Dental Ctr
8593 Archibald
Rancho Cucamonga,CA91730
95-6140562 501(c)(3) 10,000       General Operating Support
(809) San Bernardino County Sexual Assault Svcs
444 N Arrowhead
San Bernardino,CA92401
95-3543081 501(c)(3) 15,000       General Operating Support
(810) San Diego American Indian Health Center
2602 First Ave 105
San Diego,CA92103
95-3397369 501(c)(3) 30,000       Project Support
(811) San Diego Lesbian Gay Bisexual & Trans Ctr
3909 Centre Street
San Diego,CA92103
23-7332048 501(c)(3) 25,000       Project Support
(812) San Diego MANA
2515 Camino del Rio 228
San Diego,CA92108
33-0821060 501(c)(3) 15,000       Project Support
(813) San Diego Youth Services
3255 Wing Street
San Diego,CA92110
95-2648050 501(c)(3) 15,000       Project Support
(814) San Fernando Community Hospital
732 Mott Ste 100
San Fernando,CA91340
51-0142144 501(c)(3) 10,000       General Operating Support
(815) San Fran Court Appointed Special Advo Prog
2535 Mission Street
San Francisco,CA94110
94-3039028 501(c)(3) 9,425       Event Support\Annual Fundraiser
(816) San Francisco Child Abuse Prevention Ctr
1757 Waller Street
San Francisco,CA94117
94-2455072 501(c)(3) 24,000       Project Support
(817) San Francisco Community Clinic Consortium
2720 Taylor St 30
San Francisco,CA94133
94-2897258 501(c)(3) 310,500       Event Support\Annual Fundraiser
(818) San Francisco General Hospital Foundation
2789 25th 2028
San Francisco,CA94110
94-3189424 501(c)(3) 170,000       Project Support
(819) San Francisco Planning & Urban Research
654 Mission Street
San Francisco,CA94105
94-1498232 501(c)(3) 90,000       Project Support
(820) San Francisco Public Health Foundation
375 Laguna Honda
San Francisco,CA94116
94-3117093 501(c)(3) 35,000       Event Support\Health Fair
(821) San Gabriel Valley Fdn for Dental Health
14101 E Nelson Ave
La Puente,CA91746
95-4590029 501(c)(3) 7,500       Project Support
(822) San Geronimo Valley Community Center
PO Box 194
San Geronimo,CA94963
23-7172128 501(c)(3) 10,000       Project Support
(823) San Joaquin County Office of Education
2901 Arch-Airport Road
Stockton,CA95213
68-0006282 501(c)(3) 102,000       Project Support
(824) San Joaquin General Hospital
1601 E Hazelton Ave
Stockton,CA95201
94-6000531 Government or P 210,000       Project Support
(825) San Jose Children's Discovery Museum
180 Woz Way
San Jose,CA95110
94-2870828 Government or P 35,000       Project Support
(826) San Leandro Boys and Girls Club
401 Marina Boulevard
San Leandro,CA94577
94-6003779 501(c)(3) 29,000       Project Support
(827) San Leandro Education Foundation
433 Callan 203
San Leandro,CA94577
26-3044668 501(c)(3) 34,650       Project Support
(828) San Leandro Unified School District
835 E 14th St 200
San Leandro,CA94577
94-6002608 501(c)(3) 22,000       Project Support
(829) San Mateo Police Activities League
200 Franklin Parkway
San Mateo,CA94403
31-1593896 Government or P 15,000       General Operating Support
(830) San Mateo Sheriff's Activities League
3151 Edison Way
Redwood City,CA94063
45-0617342 501(c)(3) 20,000       General Operating Support
(831) Santa Clara City Library Fdn & Friends
2635 Homestead Road
Santa Clara,CA95051
91-2125234 Government or P 12,000       Other
(832) Santa Clara County
70 W Hedding 10th Fl
San Jose,CA95110
94-6000533 501(c)(3) 175,500       Conference Support
(833) Santa Clarita Community Development Corp
23752 Newhall Ave
Santa Clarita,CA91321
95-4587823 Government or P 6,626       Project Support
(834) Santa Clarita Valley Boys and Girls Club
24909 Newhall Avenue
Newhall,CA91321
95-2572622 501(c)(3) 7,000       General Operating Support
(835) Santa Rosa City Schools
211 Ridgway Avenue
Santa Rosa,CA95401
68-0180139 501(c)(3) 30,000       Project Support
(836) Satellite Affordable Housing Associates
1835 Alcatraz Ave
Berkeley,CA94703
94-3186770 501(c)(3) 20,000       Project Support
(837) School Health Clinics of Santa Clara
5671 Santa Teresa 105
San Jose,CA95123
77-0031679 501(c)(3) 25,000       Project Support
(838) Second Harvest Food Bank of San Joaquin
704 E Industrial Park Dr
Manteca,CA95337
68-0376587 501(c)(3) 40,000       Project Support
(839) Second Harvest Food Bank of Santa Clara
4001 N 1st St
San Jose,CA95134
94-2614101 501(c)(3) 70,000       Project Support
(840) Senior Support of the Tri-Valley
5353 Sunol Blvd
Pleasanton,CA94566
20-3225569 501(c)(3) 10,000       Project Support
(841) Seniors First
12183 Locksley Ln 205
Auburn,CA95602
68-0430154 501(c)(3) 22,500       Project Support
(842) SEPULVEDA RESEARCH CORP
16111 Pulmmer Street
Sepulveda,CA91343
95-4246275 501(c)(3) 25,460       PassThrough Fed Proj
(843) SEQUOIA FOUNDATION
2166 Avenida de la Playa
La Jolla,CA92037
33-0100208 501(c)(3) 9,790       PassThrough Fed Proj
(844) Serotonin Surge Charities
824 Falcon Avenue
Davis,CA95616
68-0411254 501(c)(3) 50,000       Other
(845) Service Opportunities for Seniors
2235 Polvorosa 260
San Leandro,CA94577
94-1725204 501(c)(3) 24,500       Other
(846) Serving Seniors
525 14th St 200
San Diego,CA92101
95-2850121 501(c)(3) 15,000       Project Support
(847) Seven Tepees Youth Program
3177 Seventeenth St
San Francisco,CA94110
94-3231059 501(c)(3) 10,000       Event Support\Annual Fundraiser
(848) Shanti Orange County
23461 S Pointe 100
Laguna Hills,CA92653
33-0236592 501(c)(3) 15,000       Project Support
(849) Shanti Project Inc
730 Polk Street
San Francisco,CA94109
94-2297147 501(c)(3) 10,000       Event Support\Annual Fundraiser
(850) Sharefest Community Development Inc
3480 Torrance Ste 110
Torrance,CA90503
20-5651596 501(c)(3) 15,000       Project Support
(851) Shelter Inc of Contra Costa County
1333 Willow Pass 206
Concord,CA94520
68-0117241 501(c)(3) 11,100       Project Support
(852) Shelter Partnership Inc
520 S Grand 695
Los Angeles,CA90071
95-3976214 501(c)(3) 23,000       Event Support\Annual Fundraiser
(853) ShelterCare
499 W 4th Avenue
Eugene,OR97401
23-7115003 501(c)(3) 140,187       Project Support
(854) Sierra Vista Child & Family Services
100 Poplar Ave
Modesto,CA95354
94-2158023 501(c)(3) 120,000       Project Support
(855) Silicon Valley Bicycle Coalition
833 Market 10th Fl
San Francisco,CA94103
77-0338658 501(c)(3) 35,000       Other
(856) Silicon Valley Creates
38 W Santa Clara Street
San Jose,CA95113
94-2825213 501(c)(3) 10,000       Event Support\Cultural Event
(857) SMART PATIENTS INC
1220 PEAR AVE E
MOUNTAIN VIEW,CA94043
45-4068897 501(c)(3) 120,148       PassThrough Fed Proj
(858) Social Justice Learning Institute Inc
600 Centinela Avenue
Inglewood,CA90302
26-3413373 501(c)(3) 10,000       Project Support
(859) Society for Disabled Children
1819 Brundage Lane
Bakersfield,CA93304
95-1696723 501(c)(3) 10,500       Project Support
(860) Soil Born Farm Urban Agriculture Project
2140 Chase Drive
Rancho Cordova,CA95670
20-0774693 501(c)(3) 40,000       Project Support
(861) Solano Coalition for Better Health
One Harbor Ctr 270
Suisun City,CA94585
94-3189914 501(c)(3) 110,000       Project Support
(862) Solano County Health and Social Svcs Dept
275 Beck Ave MS 5-200
Fairfield,CA94533
94-6000538 501(c)(3) 40,000       Project Support
(863) Solutions For At Risk Youth
579 Willow Ct
Benicia,CA94510
68-0479787 Government or P 15,000       Project Support
(864) Somos Mayfair
370-B S King Rd
San Jose,CA95116
77-0499813 501(c)(3) 25,000       Project Support
(865) Sonoma County Regional Parks Foundation
2300 County Ctr 120 A
Santa Rosa,CA95403
68-0421813 501(c)(3) 20,000       Project Support
(866) Soroptimist House of Hope Inc
13525 Cielo
Desert Hot Springs,CA92240
95-3652725 501(c)(3) 10,000       Project Support
(867) SOSMentor
23622 Calabasas 146
Calabasas,CA91302
95-4722980 501(c)(3) 33,500       Project Support
(868) South Asian Network
18173 Pioneer Ste I
Artesia,CA90701
33-0608166 501(c)(3) 8,250       Event Support\Dinner
(869) South Bay Children's Health Center Assn
410 Camino Real
Redondo Beach,CA90277
95-6003956 501(c)(3) 10,000       General Operating Support
(870) South Bay Family Healthcare Center
23430 Hawthorne 210
Torrance,CA90505
23-7049937 501(c)(3) 22,500       Project Support
(871) South County Community Health Center Inc
1885 Bay Road
East Palo Alto,CA94303
94-3372130 501(c)(3) 10,000       General Operating Support
(872) South Hayward Parish
27287 Patrick Ave
Hayward,CA94544
94-2250549 501(c)(3) 30,000       Project Support
(873) South San Francisco Friends of The Library
840 W Orange Ave
San Francisco,CA94080
74-3116201 501(c)(3) 15,000       Project Support
(874) South West Community Health Center
7754 SW Capitol Highway
Portland,OR97219
74-3050497 501(c)(3) 8,000       Project Support
(875) Southern California Assn of Governments
818 W 7th 12th Fl
Los Angeles,CA90017
95-2409649 501(c)(3) 7,500       Event Support\Health Fair
(876) Southern California Ctr for Nonprofit Mgmt
1000 N Alameda 250
Los Angeles,CA90012
95-3357253 Government or P 10,000       Conference Support
(877) Southern California Grantmakers
1000 N Alameda 230
Los Angeles,CA90012
95-2831058 501(c)(3) 9,550       Conference Support
(878) Spanish-Speaking Unity Council of Alameda
1900 Fruitvale 2A
Oakland,CA94601
94-1670490 501(c)(3) 85,000       General Operating Support
(879) Special Delivery San Diego
4021 Goldfinch Street
San Diego,CA92103
33-0475238 501(c)(3) 10,833       Project Support
(880) Special Olympics Northern California Inc
3480 Buskirk 340
Pleasant Hill,CA94523
68-0363121 501(c)(3) 65,000       General Operating Support
(881) Special Olympics Southern California
1600 Forbes 200
Long Beach,CA90810
95-4538450 501(c)(3) 9,760       Event Support\Annual Fundraiser
(882) Special Service for Groups Inc
905 E 8th St
Los Angeles,CA90021
95-1716914 501(c)(3) 144,000       Project Support
(883) SPIRITT Family Services
8000 Painter Ave
Whittier,CA90602
95-2852683 501(c)(3) 22,760       Event Support\Annual Fundraiser
(884) St Francis Center of Redwood City
151 Buckingham Ave
Redwood City,CA94063
94-3052056 501(c)(3) 10,000       General Operating Support
(885) St Joseph Center
204 Hampton Drive
Venice,CA90291
95-3874381 501(c)(3) 90,000       General Operating Support
(886) St Anne's Maternity Home
155 N Occidental Blvd
Los Angeles,CA90026
95-1691306 501(c)(3) 10,000       Project Support
(887) St Barnabas Senior Center of Los Angeles
675 S Carondelet St
Los Angeles,CA90057
95-1641435 501(c)(3) 10,000       Project Support
(888) St Francis Center
1835 S Hope St
Los Angeles,CA90015
95-4479271 501(c)(3) 10,000       Project Support
(889) St Jeanne de Lestonnac Free Clinic
1215 East Chapman Avenue
Orange,CA92866
95-3499011 501(c)(3) 79,440       Event Support\Annual Fundraiser
(890) St John's Program for Real Change
2443 Fair Oaks 369
Sacramento,CA95825
68-0132934 501(c)(3) 20,000       Project Support
(891) St Johns Well Child and Family Ctr
808 W 58th Street
Los Angeles,CA90037
95-4067758 501(c)(3) 54,250       Event Support\Annual Fundraiser
(892) St Mary's Dining Room
545 W Sonora St
Stockton,CA95203
94-2687280 501(c)(3) 45,000       Project Support
(893) St Vincent de Paul of Contra Costa County
2210 Gladstone Drive
Pittsburg,CA94565
94-1448577 501(c)(3) 40,000       Project Support
(894) St Vincent de Paul Society of San Fran
1237 Van Ness 200
San Francisco,CA94109
94-1571017 501(c)(3) 20,000       Project Support
(895) St Vincent de Paul Village Inc
3350 E Street
San Diego,CA92102
33-0492302 501(c)(3) 15,000       Project Support
(896) Stand Up Placer
11115 B Avenue
Auburn,CA95603
94-2578871 501(c)(3) 26,000       Project Support
(897) Stanford University Board of Trustees
326 Galvez St
Stanford,CA94305
94-1156365 501(c)(3) 15,000       General Support
(898) Stanislaus MultiCultural Community Health
601 S MLK Jr Dr
Modesto,CA95351
31-1751288 501(c)(3) 40,000       Project Support
(899) StarVista
610 Elm St 212
San Carlos,CA94070
94-3094966 501(c)(3) 75,296       Event Support\Annual Fundraiser
(900) Step Up on Second Street Inc
1328 Second Street
Santa Monica,CA90401
95-4109386 501(c)(3) 10,000       General Operating Support
(901) Stewards Inc
2211 H Street
Bakersfield,CA93301
77-0413341 501(c)(3) 15,000       Project Support
(902) Stiles Hall
2400 Bancroft Way
Berkeley,CA94704
94-1156636 501(c)(3) 75,000       Project Support
(903) Store to Door
PO Box 4665
Portland,OR97208
94-3105555 501(c)(3) 15,000       Project Support
(904) Street Level Health Project
3125 East 15th Street
Oakland,CA94601
56-2324355 501(c)(3) 17,500       Project Support
(905) Strength in Support
26938 Marbella
Mission Viejo,CA92691
46-1896501 501(c)(3) 15,000       Project Support
(906) Student Health Svcs Support Fund
333 S Beaudry 29th Fl
Los Angeles,CA90017
95-4262448 501(c)(3) 10,000       Event Support\Health Fair
(907) Students Run America
5252 Crebs Ave
Tarzana,CA91356
95-4430502 501(c)(3) 20,500       Project Support
(908) Sunday Friends Foundation
730 Story Road Suite 3
San Jose,CA95122
77-0518937 501(c)(3) 10,000       Project Support
(909) Sunnyvale Community Services
725 Kifer Road
Sunnyvale,CA94086
94-1713897 501(c)(3) 40,000       Project Support
(910) Super Stars Literacy Inc
333 Hegenberger 503
Oakland,CA94621
51-0666163 501(c)(3) 16,700       Project Support
(911) Survivors of Torture International
PO Box 151240
San Diego,CA92175
33-0743869 501(c)(3) 10,000       Project Support
(912) Susan G Komen Foundation Inc
1500 SW 1st AVE STE 270
Portland,OR97201
93-1068897 501(c)(3) 50,000       Project Support
(913) Susan G Komen Breast Cancer Foundation
3191-A Airport Loop Dr
Costa Mesa,CA92626
33-0487943 501(c)(3) 28,500       Project Support
(914) Sustainable Economic Enterprises Of LA
6255 W Sunset 714
Hollywood,CA90028
95-4597000 501(c)(3) 10,000       Responsive
(915) THE Clinic Inc
3834 S Western Ave
Los Angeles,CA90062
23-7351622 501(c)(3) 10,000       Project Support
(916) Tarzana Treatment Center Inc
18646 Oxnard Street
Tarzana,CA91356
94-2219349 501(c)(3) 12,000       General Operating Support
(917) The CA Health Care Safety-Net Institute
70 Washington St 215
Oakland,CA94607
94-2970752 501(c)(3) 580,000       General Operating Support
(918) The Catalyst Foundation
44758 Elm Ave Suite I
Lancaster,CA93534
77-0357456 501(c)(3) 8,814       Project Support
(919) The Childrens Partnership
1351 3rd St 206
Santa Monica,CA90401
46-4106389 501(c)(3) 80,000       General Operating Support
(920) The Cleo Eulau Center
2483 Old Middle
Mountain View,CA94043
77-0393676 501(c)(3) 15,000       General Operating Support
(921) The Davis Street Community Center Inc
3081 Teagarden Street
San Leandro,CA94577
94-3121699 501(c)(3) 36,000       Other
(922) The Fit Kids Foundation Inc
2682 Middlefield P
Redwood City,CA94063
27-4987709 501(c)(3) 15,000       Project Support
(923) The Foodbank of Southern California
1444 San Francisco Ave
Long Beach,CA90813
95-3557056 501(c)(3) 12,000       Project Support
(924) The Gathering Inn
201 Berkeley Avenue
Roseville,CA95678
84-1657746 501(c)(3) 65,000       Project Support
(925) The HEAL Project
PO Box 3051
Half Moon Bay,CA94019
27-0192940 501(c)(3) 20,000       Project Support
(926) The Illumination Foundation
2691 Richter 107
Irvine,CA92606
71-1047686 501(c)(3) 15,000       Project Support
(927) The Intertwine Alliance
2100 SW River Pkwy 450
Portland,OR97201
45-2629474 501(c)(3) 30,000       Project Support
(928) The Oakland Public Education Fund
1000 Broadway 300
Oakland,CA94602
43-2014630 501(c)(3) 106,700       Other
(929) The Positive Results Corporation
1128 W Gardena Blvd
Gardena,CA90247
95-4455668 501(c)(3) 19,000       Project Support
(930) The Raise Foundation
2900 Bristol J201
Costa Mesa,CA92626
33-0240178 501(c)(3) 10,000       Project Support
(931) The Salvation Army Territorial Hdqtrs
6845 University Avenue
San Diego,CA92115
94-1156347 501(c)(3) 84,400       Project Support
(932) The Sheriffs Community Impact Program
2350 Northrop Avenue
Sacramento,CA95825
27-3457087 501(c)(3) 22,914       Project Support
(933) The Tech Museum of Innovation
201 South Market St
San Jose,CA95113
94-2864660 501(c)(3) 50,000       Other
(934) The Teen Project
8140 Sunland Blvd
Sun Valley,CA91352
30-0421837 501(c)(3) 10,000       Project Support
(935) The Trust For Public Land
101 Montgomery 900
San Francisco,CA94104
23-7222333 501(c)(3) 90,000       Project Support
(936) The Tucker Maxon Oral School
2860 SE Holgate Blvd
Portland,OR97202
93-0391592 501(c)(3) 15,000       Project Support
(937) The Young Artists Conservatory of Music
500 Davis St
Vacaville,CA95688
20-2734913 501(c)(3) 10,000       Project Support
(938) Therapy Center Inc
5540 Lake Park Way
La Mesa,CA91942
33-0248878 501(c)(3) 18,333       Project Support
(939) THINK Together
2101 E Fourth St B
Santa Ana,CA92705
33-0781751 501(c)(3) 62,500       Project Support
(940) Tiburcio Vasquez Health Center Inc
22331 Mission Blvd
Hayward,CA94541
23-7118361 501(c)(3) 60,000       Event Support\Awards Ceremony;Event Support\Annual
(941) TIdes Center
762 Fulton St
San Francisco,CA94102
94-3213100 501(c)(3) 524,131       Project Support
(942) Tierra del Sol Foundation
9919 Sunland Blvd
Sunland,CA91040
95-2671260 501(c)(3) 10,000       Project Support
(943) Tigard-Tualatin School District 23J
6960 SW Sandburg St
Tigard,OR97223
93-0572833 501(c)(3) 50,000       Project Support
(944) Tiger Woods Foundation Inc
One Tiger Woods Way
Anaheim,CA92801
20-0677815 501(c)(3) 25,000       Project Support
(945) Time for Change Foundation
1255 E Highland
San Bernardino,CA92405
52-2405277 501(c)(3) 20,750       Event Support\Annual Fundraiser
(946) TLCS Inc
650 Howe 400A
Sacramento,CA95825
94-2777955 501(c)(3) 28,852       Project Support
(947) Toberman Neighborhood Center Inc
131 N Grand Avenue
San Pedro,CA90731
95-1643387 501(c)(3) 15,000       Project Support
(948) TransFormCA
436 14th St 600
Oakland,CA94612
72-1521579 501(c)(3) 75,000       Project Support;General Operating Support
(949) Tri-City Health Center
39465 Paseo Padre 3400
Fremont,CA94538
23-7255435 501(c)(3) 17,000       Project Support
(950) Tri-Valley Non-Profit Alliance
883 Almaden Ct
Livermore,CA94551
47-4672151 501(c)(3) 20,000       Project Support
(951) Trustees of Princeton University
330 Alexander St
Princeton,NJ08543
21-0634501 501(c)(3) 7,500       General Support
(952) Turning Point Foundation
505 Poli St 401
Ventura,CA93002
77-0213467 501(c)(3) 20,000       General Operating Support
(953) UC HASTINGS COLLEGE OF THE LAW
200 McAllister St
San Francisco,CA94102
94-2581680 501(c)(3) 13,099       PassThrough Fed Proj
(954) Unamesa Association
654 Gilman St
Palo Alto,CA94301
20-5643483 501(c)(3) 50,000       Project Support
(955) Union Station Homeless Services
825 E Orange Grove
Pasadena,CA91104
95-3958741 Government or P 98,750       General Operating Support
(956) United Cancer Advocacy Action Network
1459 Thousand Oaks
Thousand Oaks,CA91362
27-0748389 501(c)(3) 8,290       Project Support
(957) United Negro College Fund Inc
220 Montgomery 1120
San Francisco,CA94104
13-1624241 501(c)(3) 25,000       Conference Support
(958) United Samaritans Foundation
220 S Broadway
Turlock,CA95380
77-0393321 501(c)(3) 30,000       Project Support
(959) United States Veterans Initiative
733 Hindry Ave
Inglewood,CA90301
95-4382752 501(c)(3) 54,090       Project Support
(960) United Way of Fresno County
4949 E Kings Canyon Road
Fresno,CA93727
94-1156514 501(c)(3) 50,000       General Operating Support
(961) United Way of the Bay Area
550 Kearny 1000
San Francisco,CA94108
94-1312348 501(c)(3) 59,000       Event Support\Annual Fundraiser;Conference Support
(962) United Way of the Stanislaus Area
422 McHenry Avenue
Modesto,CA95354
94-1212129 501(c)(3) 155,000       General Operating Support
(963) United Way of Ventura County
4001 Mission Oaks E
Camarillo,CA93012
95-1945833 501(c)(3) 20,000       General Operating Support
(964) United Way Silicon Valley
1400 Parkmoor 250
San Jose,CA95126
94-1450153 501(c)(3) 50,000       General Operating Support
(965) University Muslim Medical Assn
711 W Florence Ave
Los Angeles,CA90044
95-4666712 501(c)(3) 18,900       Project Support
(966) UNIVERSITY OF ALABAMA AT BIRMINGHAM
1530 3rd Ave S
Birmingham,AL35294
63-0649108 Government or P 285,616       PassThrough Fed Proj
(967) UNIVERSITY OF CALIFORNIA - BERKELEY
21985 Hearst Ave
Berkeley,CA94720
94-6002123 Government or P 26,455       PassThrough Fed Proj
(968) UNIVERSITY OF CALIFORNIA - DAVIS
1850 Research Prk Dr
Davis,CA95618
94-6036494 Government or P 116,652       PassThrough Fed Proj
(969) UNIVERSITY OF CALIFORNIA - SAN FRANCISCO
3333 California St
San Francisco,CA94143
94-6036493 Government or P 1,893,017       PassThrough Fed Proj
(970) UNIVERSITY OF COLORADO
PO BOX 910238
DENVER,CO80291
84-6000555 Government or P 130,611       PassThrough Fed Proj
(971) UNIVERSITY OF FLORIDA HEALTH
219 Grinter Hall
Gainesville,FL32611
59-1943502 501(c)(3) 28,417       PassThrough Fed Proj
(972) UNIVERSITY OF MASSACHUSETTS WORCESTER
55 Lake Ave North
Worcester,MA01655
04-3167352 501(c)(3) 251,644       PassThrough Fed Proj
(973) UNIVERSITY OF NORTH CAROLINA
104 Airport Drive
Chapel Hill,NC27599
56-6001393 Government or P 26,659       PassThrough Fed Proj
(974) UNIVERSITY OF PENNSYLVANIA
3451 Walnut Street
Philadelphia,PA19104
23-1352685 Government or P 200,937       PassThrough Fed Proj
(975) UNIVERSITY OF PITTSBURGH
LOCK BOX 371220
PITTSBURGH,PA15251
25-0965591 Government or P 23,614       PassThrough Fed Proj
(976) UNIVERSITY OF TEXAS
7000 Fannin
Houston,TX77030
74-1761309 Government or P 113,542       PassThrough Fed Proj
(977) University of the Pacific
3601 Pacific Avenue
Stockton,CA95211
94-1156266 Government or P 99,999       Project Support
(978) UNIVERSITY OF WASHINGTON
4333 Brooklyn Ave NE
Seattle,WA98195
91-6001089 Government or P 29,249       PassThrough Fed Proj
(979) Upstream Public Health
240 North Broadway
Portland,OR97214
42-1579435 501(c)(3) 15,000       Project Support
(980) UpValley Family Centers of Napa Valley
1500 Cedar Street
Calistoga,CA94515
80-0023012 501(c)(3) 30,000       Project Support
(981) Urban Age Institute
150 Sutro Hghts 2
San Francisco,CA94121
52-2225269 501(c)(3) 7,000       Conference Support
(982) Urban Community Action Projects
2880 Hulen Place
Riverside,CA92507
04-3656147 501(c)(3) 20,000       Project Support
(983) Urban Habitat Program
1212 Broadway Suite 500
Oakland,CA94612
20-0275424 501(c)(3) 91,500       Other
(984) Urban League of Portland
10 N Russell St
Portland,OR97227
93-0395590 501(c)(3) 145,000       Project Support
(985) Urban Life Ministries Inc
5202 Orange Ave
San Diego,CA92115
27-2778158 501(c)(3) 24,000       Project Support
(986) Urban Tilth
31 Maine Ave
Richmond,CA94804
20-4124161 501(c)(3) 15,000       Project Support
(987) Vacaville Neighborhood Boys & Girls Club
100 Holly Lane
Vacaville,CA95688
13-4223488 501(c)(3) 25,000       Project Support
(988) Vallejo City Unified School District
665 Walnut Avenue
Vallejo,CA94592
68-0111380 501(c)(3) 10,000       Project Support
(989) Vallejo Outreach Inc
210 Locust Street
Vallejo,CA94591
94-3413623 Government or P 7,760       Event Support\Cultural Event
(990) Valley Care Community Consortium Inc
7515 Van Nuys 5th Floor
Van Nuys,CA91405
20-5569606 501(c)(3) 14,345       Event Support\Dinner
(991) Valley Family Center
302 S Brand Blvd
San Fernando,CA91340
95-4105054 501(c)(3) 10,000       Project Support
(992) Valley Health Team Inc
21890 Colorado Ave
San Joaquin,CA93660
94-2217261 501(c)(3) 50,000       Project Support
(993) Valley Village
20830 Sherman Way
Winnetka,CA91306
23-7314159 501(c)(3) 15,000       General Operating Support
(994) Venice Family Clinic
604 Rose Ave
Venice,CA90291
95-2769432 501(c)(3) 18,750       Project Support
(995) Ventura County Medical Resource Foundation
199 Figueroa St Second Fl
Ventura,CA93001
95-6096141 501(c)(3) 20,000       General Operating Support
(996) Veterans Yoga Project
965 Shorepoint Court 305
Alameda,CA94501
45-3606064 501(c)(3) 10,000       Project Support
(997) Victor Valley Community Services Council
16692 Mojave Drive
Victorville,CA92395
95-2041473 501(c)(3) 15,000       General Operating Support
(998) Vietnamese Community of Orange County
1618 West First Street
Santa Ana,CA92703
95-3403526 501(c)(3) 15,000       Project Support
(999) Village Family Services
6736 Laurel Cnyn
North Hollywood,CA91606
95-4625826 501(c)(3) 41,750       General Operating Support
(1000) Villages NW-Metro
PO Box 33642
Portland,OR97292
46-4190513 501(c)(3) 25,000       Project Support
(1001) VIRGINIA COMMONWEALTH UNIVERSITY
800 East Leigh St
Richmond,VA23298
54-6001736 501(c)(3) 71,980       PassThrough Fed Proj
(1002) Virginia Garcia Memorial Foundation
PO Box 486
Cornelius,OR97113
91-2077840 501(c)(3) 20,000       Project Support
(1003) Vision Y Compromiso
2536 Edwards Avenue
El Cerrito,CA94530
32-0071651 501(c)(3) 107,624       Conference Support
(1004) Vista Community Clinic
1000 Vale Terrace Drive
Vista,CA92084
95-2815615 501(c)(3) 55,000       Project Support
(1005) Volunteer Center of Sonoma County Inc
153 Stony 100
Santa Rosa,CA95401
94-1751375 501(c)(3) 50,000       General Operating Support
(1006) Volunteers In Medicine Clinic
2260 Marcola Road
Springfield,OR97477
93-1276816 501(c)(3) 8,000       General Operating Support
(1007) Volunteers of America
3910 SE Stark St
Portland,OR97214
93-0395591 501(c)(3) 50,000       General Operating Support;Project Support
(1008) Walk San Francisco Foundation
433 Natoma Ste 240
San Francisco,CA94103
47-2000881 501(c)(3) 10,000       Event Support\Cultural Event
(1009) WALKSACRAMENTO
909 12th St Suite 203
Sacramento,CA95814
94-3395491 501(c)(3) 14,500       Project Support
(1010) Washington State University Foundation
PO Box 641927
Pullman,WA99164
91-1075542 501(c)(3) 15,000       General Support
(1011) Watts Healthcare Corporation
10300 Compton Avenue
Los Angeles,CA90002
75-3046480 501(c)(3) 10,000       Project Support
(1012) WEAVE Incorporated
1900 K St
Sacramento,CA95811
94-2493158 501(c)(3) 35,000       Project Support
(1013) Weigh of Life
968 23rd St
Richmond,CA94804
20-3752206 501(c)(3) 10,000       Project Support
(1014) Weingart Center Association
566 S San Pedro St
Los Angeles,CA90013
95-6054617 501(c)(3) 10,000       Other
(1015) Well in the Desert
1281 N Gene Autry O
Palm Springs,CA92262
33-0694580 501(c)(3) 20,000       Project Support
(1016) Well of Healing Mobile Medical Clinic
7625 East Ave
Fontana,CA92336
33-0831503 501(c)(3) 20,000       Project Support
(1017) WellSpace Health
1820 J Street
Sacramento,CA95811
94-1713704 501(c)(3) 543,283       Project Support
(1018) West Covina Unified School District
1717 W Merced Avenue
West Covina,CA91790
95-6003481 501(c)(3) 11,380       Project Support
(1019) West End Young Men's Christian Association
10970 Arrow 106
Rancho Cucamonga,CA90730
95-1727678 Government or P 15,000       Project Support
(1020) WestCoast Children's Clinic
3301 E 12th 259
Oakland,CA94601
94-2553319 501(c)(3) 80,000       Project Support
(1021) Westminster Free Clinic
5560 Napoleon Avenue
Oak Park,CA91377
77-0563241 501(c)(3) 20,000       General Operating Support
(1022) Westside Family Health Center
1711 Ocean Park Blvd
Santa Monica,CA90405
95-2931931 501(c)(3) 9,080       Event Support\Annual Fundraiser
(1023) White Pony Express
3380 Vincent Rd
Pleasant Hill,CA94523
46-5220565 501(c)(3) 10,000       Project Support
(1024) Whittier Union High School District
9401 S Painter Ave
Whittier,CA90605
95-6003511 501(c)(3) 10,560       Project Support
(1025) Whole Child Mental Health and Housing Svcs
10155 Colima Road
Whittier,CA90603
95-2031148 Government or P 7,000       Project Support
(1026) Willamette Family Inc
687 Cheshire Ave
Eugene,OR97402
93-0569684 501(c)(3) 139,286       Project Support
(1027) Wilmington Community Clinic
1009 N Avalon Blvd
Wilmington,CA90744
95-3137803 501(c)(3) 15,000       Project Support
(1028) WIND Youth Services
1722 J St 3rd Floor
Sacramento,CA95811
23-7348227 501(c)(3) 25,000       Project Support
(1029) WINDS Foundation Inc
12555 Mariposa Ste J
Victorville,CA92394
27-1404608 501(c)(3) 10,000       Project Support
(1030) Wise & Healthy Aging
1527 4th Street
Santa Monica,CA90401
95-2788014 501(c)(3) 24,000       Conference Support
(1031) Women Against Gun Violence
8800 Venice 304
Los Angeles,CA90034
95-4738754 501(c)(3) 9,580       Event Support\Awards Ceremony
(1032) Women Crowned In Glory Inc
7120 Hayvenhurst 314
Van Nuys,CA91406
95-4808038 501(c)(3) 8,290       General Operating Support
(1033) Women Helping Women
1800 E McFadden Ste 1A
Santa Ana,CA92705
33-0576900 501(c)(3) 50,000       Project Support
(1034) Women Organized to Respond
389 30th Street
Oakland,CA94609
94-3177103 501(c)(3) 30,000       Project Support
(1035) Womens Community Clinic
1833 Fillmore 3 Fl
San Francisco,CA94115
45-5447335 501(c)(3) 9,350       Event Support\Annual Fundraiser
(1036) Women's Empowerment
1590 North A Street
Sacramento,CA95811
03-0520643 501(c)(3) 10,000       Project Support
(1037) Worksite Wellness LA
5955 S Western Ave
Los Angeles,CA90047
55-0802354 501(c)(3) 25,000       Project Support
(1038) WorldWideWomen Foundation
100 Tiburon Ste 220
Mill Valley,CA94941
35-2534984 501(c)(3) 25,000       Conference Support
(1039) Wright Institute
2728 Durant Avenue
Berkeley,CA94704
94-1674865 501(c)(3) 15,000       Project Support
(1040) YALE UNIVERSITY
47 College Street
New Haven,CT06520
06-0646973 501(c)(3) 248,352       PassThrough Fed Proj
(1041) Year Up Inc
45 Milk Street
Boston,MA02109
04-3534407 501(c)(3) 75,000       General Operating Support
(1042) YMCA of Greater Long Beach
5835 E Carson Street
Lakewood,CA90713
95-1643396 501(c)(3) 15,000       Responsive
(1043) YMCA of San Francisco
50 California 650
San Francisco,CA94111
94-0997140 501(c)(3) 40,000       Responsive
(1044) YMCA of Silicon Valley
80 Saratoga Avenue
Santa Clara,CA95051
94-1156318 501(c)(3) 49,750       Project Support
(1045) Yolo County Childrens Alliance
600 A Street Suite Y
Davis,CA95616
68-0526185 501(c)(3) 62,000       Project Support
(1046) Young & Healthy
PO Box 93397
Pasadena,CA91109
95-4527969 501(c)(3) 80,500       Event Support\Annual Fundraiser
(1047) Young Mens Christian Assn of Metro LA
11336 Corbin Ave
Porter Ranch,CA91326
95-1644052 501(c)(3) 119,500       Project Support
(1048) Young Mens Christian Assn Of The East Bay
845 Marina Bay 4
Richmond,CA94804
94-1156317 501(c)(3) 58,000       Project Support
(1049) Young Scholars for Academic Empowerment
5100 Quail Run Rd 536
Riverside,CA92507
26-2350778 501(c)(3) 10,000       Project Support
(1050) Youth Action Project
600 Arrowhead 208
San Bernardino,CA92401
42-1574359 501(c)(3) 20,000       Project Support
(1051) Youth ALIVE
3300 Elm Street
Oakland,CA94609
94-3143254 501(c)(3) 115,000       Project Support
(1052) Youth Enrichment Strategies
3029 Macdonald Ave
Richmond,CA94804
03-0458294 501(c)(3) 16,800       Project Support
(1053) Youth For Christ USA Inc
1102 North School Street
Stockton,CA95205
94-1708137 501(c)(3) 40,000       Project Support
(1054) Youth Law Center
200 Pine 300
San Francisco,CA94104
94-1715280 501(c)(3) 90,000       Project Support
(1055) Youth Policy Institute
6464 Sunset Ste 650
Los Angeles,CA90028
52-1278339 501(c)(3) 9,000       Event Support\Annual Fundraiser
(1056) Youth Radio
1701 Broadway
Oakland,CA94612
94-3180825 501(c)(3) 98,600       Event Support\Luncheon
(1057) Youth Uprising
8711 MacArthur Blvd
Oakland,CA94605
20-3321544 501(c)(3) 300,000       Project Support
(1058) YWCA of San Gabriel Valley
943 North Grand Avenue
Covina,CA91724
95-1641967 501(c)(3) 10,000       Project Support
(1059) Impact Assessment
2166 Avenida De La Playa
La Jolla,CA92037
95-3649615   150,463       General Support
(1060) Mid-Atlantic Permanente Medical Group
2101 East Jefferson St
Rockville,MD20852
52-1196226   82,172       General Support
(1061) Southern CA Permanente Medical Group
100 S Los Robles
Pasadena,CA91188
94-2728480   3,456,203       General Support
2
Enter total number of section 501(c)(3) and government organizations listed in the line 1 table ................. Bullet Image
1058
3
Enter total number of other organizations listed in the line 1 table ........................ . Bullet Image
3
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50055P
Schedule I (Form 990) 2019

Schedule I (Form 990) 2019
Page 2
Part III
Grants and Other Assistance to Domestic Individuals. Complete if the organization answered "Yes" on Form 990, Part IV, line 22.
Part III can be duplicated if additional space is needed.
(a) Type of grant or assistance (b) Number of
recipients
(c) Amount of
cash grant
(d) Amount of
noncash assistance
(e) Method of valuation (book,
FMV, appraisal, other)
(f) Description of noncash assistance
(1) Scholarships 523 1,063,500      
(1)
(2)
(3)
(4)
(5)
(6)
(7)
Part IV
Supplemental Information. Provide the information required in Part I, line 2; Part III, column (b); and any other additional information.
Return Reference Explanation
SCHEDULE I, PART I, LINE 2 Grantees are required to submit a final report that describes progress towards goals, impact to date, as well as financial accounting for how funds were used.
Schedule I (Form 990) 2019



Additional Data


Software ID:  
Software Version:  


Schedule J
(Form 990)
Department of the Treasury
Internal Revenue Service
Compensation Information
For certain Officers, Directors, Trustees, Key Employees, and Highest
Compensated Employees
SchJMediumBullet Complete if the organization answered "Yes" on Form 990, Part IV, line 23.
SchJMediumBullet Attach to Form 990.
SchJMediumBullet Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Questions Regarding Compensation
Yes
No
1a
Check the appropiate box(es) if the organization provided any of the following to or for a person listed on Form
990, Part VII, Section A, line 1a. Complete Part III to provide any relevant information regarding these items.
b
If any of the boxes on Line 1a are checked, did the organization follow a written policy regarding payment or reimbursement or provision of all of the expenses described above? If "No," complete Part III to explain .........
1b
 
 
2
Did the organization require substantiation prior to reimbursing or allowing expenses incurred by all
directors, trustees, officers, including the CEO/Executive Director, regarding the items checked on Line 1a? ..
2
 
 
3
Indicate which, if any, of the following the filing organization used to establish the compensation of the
organization's CEO/Executive Director. Check all that apply. Do not check any boxes for methods
used by a related organization to establish compensation of the CEO/Executive Director, but explain in Part III.
4
During the year, did any person listed on Form 990, Part VII, Section A, line 1a, with respect to the filing organization or a related organization:
a
Receive a severance payment or change-of-control payment? .............
4a
Yes
 
b
Participate in, or receive payment from, a supplemental nonqualified retirement plan? .........
4b
Yes
 
c
Participate in, or receive payment from, an equity-based compensation arrangement? .........
4c
 
No
If "Yes" to any of lines 4a-c, list the persons and provide the applicable amounts for each item in Part III.
Only 501(c)(3), 501(c)(4), and 501(c)(29) organizations must complete lines 5-9.
5
For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any
compensation contingent on the revenues of:
a
The organization? ....................
5a
 
No
b
Any related organization? .......................
5b
 
No
If "Yes," on line 5a or 5b, describe in Part III.
6
For persons listed on Form 990, Part VII, Section A, line 1a, did the organization pay or accrue any
compensation contingent on the net earnings of:
a
The organization? ..................
6a
 
No
b
Any related organization? ......................
6b
 
No
If "Yes," on line 6a or 6b, describe in Part III.
7
For persons listed on Form 990, Part VII, Section A, line 1a, did the organization provide any nonfixed
payments not described in lines 5 and 6? If "Yes," describe in Part III ............
7
Yes
 
8
Were any amounts reported on Form 990, Part VII, paid or accured pursuant to a contract that was
subject to the initial contract exception described in Regulations section 53.4958-4(a)(3)? If "Yes," describe
in Part III ..........................
8
Yes
 
9
If "Yes" on line 8, did the organization also follow the rebuttable presumption procedure described in Regulations section 53.4958-6(c)? .........................
9
Yes
 
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50053T
Schedule J (Form 990) 2019

Schedule J (Form 990) 2019
Page 2
Part II
Officers, Directors, Trustees, Key Employees, and Highest Compensated Employees. Use duplicate copies if additional space is needed.
For each individual whose compensation must be reported on Schedule J, report compensation from the organization on row (i) and from related organizations, described in the
instructions, on row (ii). Do not list any individuals that are not listed on Form 990, Part VII.
Note. The sum of columns (B)(i)-(iii) for each listed individual must equal the total amount of Form 990, Part VII, Section A, line 1a, applicable column (D) and (E) amounts for that individual.
(A) Name and Title (B) Breakdown of W-2 and/or 1099-MISC compensation (C) Retirement and other deferred compensation (D) Nontaxable
benefits
(E) Total of columns
(B)(i)-(D)
(F) Compensation in column (B) reported as deferred on prior Form 990
(i) Base
compensation
(ii) Bonus & incentive
compensation
(iii) Other reportable compensation
1Claudio F Abreu
SVP, Regional IT Operations
(i)

(ii)
0
-------------
324,076
0
-------------
593,247
0
-------------
183,154
0
-------------
-50,466
0
-------------
20,011
0
-------------
1,070,022
0
-------------
0
2Gregory Adams
EVP, Group President
(i)

(ii)
0
-------------
895,570
0
-------------
1,220,621
0
-------------
341,459
0
-------------
661,797
0
-------------
26,228
0
-------------
3,145,675
0
-------------
0
3Ramon F Baez
Director
(i)

(ii)
0
-------------
141,676
0
-------------
0
0
-------------
10,915
0
-------------
0
0
-------------
0
0
-------------
152,591
0
-------------
0
4Mary Ann Barnes
Region President - Hawaii
(i)

(ii)
0
-------------
424,596
0
-------------
217,060
0
-------------
478,847
0
-------------
138,731
0
-------------
20,310
0
-------------
1,279,544
0
-------------
306,640
5Anthony Barrueta
SVP, Government Relations
(i)

(ii)
0
-------------
441,713
0
-------------
593,635
0
-------------
40,975
0
-------------
249,714
0
-------------
19,732
0
-------------
1,345,769
0
-------------
863
6Raymond Baxter
SVP, CB Research & Hlth Policy
(i)

(ii)
0
-------------
342,974
0
-------------
906,714
0
-------------
42,645
0
-------------
51,878
0
-------------
17,870
0
-------------
1,362,081
0
-------------
0
7Frank Beirne
SVP & Area Mgr - San Mateo
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
103,316
0
-------------
0
0
-------------
5,662
0
-------------
108,978
0
-------------
0
8Vanessa Benavides
SVP, Chief Comp & Priv Officer
(i)

(ii)
0
-------------
383,496
0
-------------
150,000
0
-------------
87,047
0
-------------
170,663
0
-------------
19,085
0
-------------
810,291
0
-------------
22,145
9Regina M Benjamin MD MBA
Director
(i)

(ii)
0
-------------
189,500
0
-------------
0
0
-------------
7,678
0
-------------
0
0
-------------
0
0
-------------
197,178
0
-------------
0
10Charles Bevilacqua
SVP, HP Products, SVC & Admin
(i)

(ii)
0
-------------
520,619
0
-------------
612,929
0
-------------
21,840
0
-------------
186,194
0
-------------
20,908
0
-------------
1,362,490
0
-------------
0
11Derrick Billings
SVP, Hospital & Area Ops -NCAL
(i)

(ii)
0
-------------
391,548
0
-------------
325,526
0
-------------
16,453
0
-------------
1,538
0
-------------
9,535
0
-------------
744,600
0
-------------
0
12Maryann Bodayle
Assistant Secretary
(i)

(ii)
0
-------------
149,101
0
-------------
14,912
0
-------------
2,238
0
-------------
24,809
0
-------------
8,720
0
-------------
199,780
0
-------------
0
13Odette Bolano
SVP & Area Manager - East Bay
(i)

(ii)
0
-------------
0
0
-------------
210,187
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
210,187
0
-------------
0
14Christopher Boyd
SVP & Area Mgr - Santa Clara
(i)

(ii)
0
-------------
388,607
0
-------------
221,851
0
-------------
23,234
0
-------------
137,247
0
-------------
23,145
0
-------------
794,084
0
-------------
0
15Michael Brady
SVP, Infrastructure Mgmt Group
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
104,433
0
-------------
17,738
0
-------------
0
0
-------------
122,171
0
-------------
104,433
16Lisa L Caplan
SVP Care Delivery Tech Svcs
(i)

(ii)
0
-------------
332,405
0
-------------
473,315
0
-------------
111,256
0
-------------
154,713
0
-------------
20,921
0
-------------
1,092,610
0
-------------
113,568
17William Caswell
SVP, Operations
(i)

(ii)
0
-------------
446,096
0
-------------
332,532
0
-------------
41,955
0
-------------
108,829
0
-------------
20,691
0
-------------
950,103
0
-------------
0
18Thomas W Chapman EDD
Director
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
513,713
0
-------------
0
0
-------------
0
0
-------------
513,713
0
-------------
448,199
19Bechara Choucair
SVP,Community Health & Benefit
(i)

(ii)
0
-------------
28,846
0
-------------
450,000
0
-------------
1,661
0
-------------
13,174
0
-------------
1,155
0
-------------
494,836
0
-------------
0
20Greg Christian
SVP, Area Manager - Fontana
(i)

(ii)
0
-------------
358,867
0
-------------
140,544
0
-------------
86,469
0
-------------
159,978
0
-------------
25,724
0
-------------
771,582
0
-------------
51,017
21Benjamin Chu
EVP,GP & Region President SCAL
(i)

(ii)
0
-------------
271,507
0
-------------
1,812,183
0
-------------
288,076
0
-------------
156,196
0
-------------
8,233
0
-------------
2,536,195
0
-------------
0
22Judith Coffey
SVP & Area Mgr - Marin/Sonoma
(i)

(ii)
0
-------------
345,585
0
-------------
188,961
0
-------------
43,411
0
-------------
88,402
0
-------------
22,894
0
-------------
689,253
0
-------------
0
23Jeffrey Collins
SVP & Area Manager - Roseville
(i)

(ii)
0
-------------
376,859
0
-------------
208,372
0
-------------
22,962
0
-------------
124,766
0
-------------
18,603
0
-------------
751,562
0
-------------
0
24Charles Columbus
SVP, Chief HR Officer
(i)

(ii)
0
-------------
541,459
0
-------------
939,929
0
-------------
46,332
0
-------------
403,457
0
-------------
33,312
0
-------------
1,964,489
0
-------------
0
25Diane Comer
SVP, Buss Info Officer - KFHP
(i)

(ii)
0
-------------
356,394
0
-------------
582,186
0
-------------
122,595
0
-------------
155,507
0
-------------
20,748
0
-------------
1,237,430
0
-------------
121,438
26Mark Costa
SVP,Area Manager-Orange County
(i)

(ii)
0
-------------
361,113
0
-------------
180,010
0
-------------
39,552
0
-------------
148,405
0
-------------
25,844
0
-------------
754,924
0
-------------
0
27Patrick Courneya
EVP, Chief Medical Officer
(i)

(ii)
0
-------------
473,417
0
-------------
389,924
0
-------------
42,919
0
-------------
491,572
0
-------------
19,451
0
-------------
1,417,283
0
-------------
0
28Richard Daniels
EVP, CIO
(i)

(ii)
0
-------------
684,663
0
-------------
907,109
0
-------------
195,044
0
-------------
355,738
0
-------------
31,621
0
-------------
2,174,175
0
-------------
101,730
29George Disalvo
SVP, CFO - SCAL
(i)

(ii)
0
-------------
525,787
0
-------------
496,295
0
-------------
41,017
0
-------------
223,282
0
-------------
17,695
0
-------------
1,304,076
0
-------------
0
30Jeffrey E Epstein
Director
(i)

(ii)
0
-------------
199,500
0
-------------
0
0
-------------
7,371
0
-------------
0
0
-------------
0
0
-------------
206,871
0
-------------
0
31Elizabeth Finley
SVP, Area Manager - San Diego
(i)

(ii)
0
-------------
366,079
0
-------------
166,891
0
-------------
88,313
0
-------------
165,475
0
-------------
19,955
0
-------------
806,713
0
-------------
0
32Jerry C Fleming
SVP, Health Reform Implement
(i)

(ii)
0
-------------
0
0
-------------
117,651
0
-------------
474,644
0
-------------
-9,018
0
-------------
0
0
-------------
583,277
0
-------------
468,718
33Deborah Friberg
SVP & Area Mgr -Central Valley
(i)

(ii)
0
-------------
352,012
0
-------------
170,682
0
-------------
20,948
0
-------------
122,089
0
-------------
21,322
0
-------------
687,053
0
-------------
0
34Diane Gage-Lofgren
SVP, Brand Mgmt & Comm
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
127,244
0
-------------
35,063
0
-------------
0
0
-------------
162,307
0
-------------
127,244
35Daniel Garcia
SVP, Chief Compliance Officer
(i)

(ii)
0
-------------
274,311
0
-------------
828,960
0
-------------
34,324
0
-------------
-13,502
0
-------------
15,672
0
-------------
1,139,765
0
-------------
0
36Edward Glavis
SVP & Area Mgr - Roseville
(i)

(ii)
0
-------------
0
0
-------------
63,633
0
-------------
91,231
0
-------------
0
0
-------------
0
0
-------------
154,864
0
-------------
87,036
37Sandra Golze
Assistant Secretary - NCAL
(i)

(ii)
0
-------------
257,586
0
-------------
216,688
0
-------------
93,057
0
-------------
150,338
0
-------------
21,090
0
-------------
738,759
0
-------------
43,838
38Mitchell Goodstein
SVP, Actuarial, U/W & Pricing
(i)

(ii)
0
-------------
0
0
-------------
156,270
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
156,270
0
-------------
0
39J Eugene Grisby III PHD
Director
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
27,039
0
-------------
0
0
-------------
0
0
-------------
27,039
0
-------------
27,039
40George Halvorson
Chairman
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
37,258
0
-------------
4,120
0
-------------
0
0
-------------
41,378
0
-------------
17,548
41Thomas Hanenburg
SVP & Area Mgr - GSAA
(i)

(ii)
0
-------------
361,000
0
-------------
199,248
0
-------------
38,475
0
-------------
118,913
0
-------------
21,501
0
-------------
739,137
0
-------------
0
42Corwin Harper
SVP & Area Mgr - Napa/Solano
(i)

(ii)
0
-------------
343,632
0
-------------
173,967
0
-------------
17,543
0
-------------
131,075
0
-------------
26,295
0
-------------
692,512
0
-------------
0
43Leslie S Heisz
Director
(i)

(ii)
0
-------------
199,500
0
-------------
0
0
-------------
15,618
0
-------------
0
0
-------------
0
0
-------------
215,118
0
-------------
0
44David Hoffmeister
Director
(i)

(ii)
0
-------------
214,500
0
-------------
0
0
-------------
11,309
0
-------------
0
0
-------------
0
0
-------------
225,809
0
-------------
0
45Kimberly Horn
Regional President - MAS
(i)

(ii)
0
-------------
543,275
0
-------------
719,347
0
-------------
25,420
0
-------------
588,494
0
-------------
28,803
0
-------------
1,905,339
0
-------------
0
46Judith A Johansen JD
Director
(i)

(ii)
0
-------------
227,000
0
-------------
0
0
-------------
13,707
0
-------------
0
0
-------------
0
0
-------------
240,707
0
-------------
0
47Kim J Kaiser
Director
(i)

(ii)
0
-------------
204,500
0
-------------
0
0
-------------
12,047
0
-------------
0
0
-------------
0
0
-------------
216,547
0
-------------
0
48Marilyn Kawamura
Region President - MAS
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
190,164
0
-------------
0
0
-------------
0
0
-------------
190,164
0
-------------
183,696
49Kerry Kohnen
Region President - Georgia
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
186,410
0
-------------
91,499
0
-------------
10,801
0
-------------
288,710
0
-------------
0
50Kathryn Lancaster
EVP & CFO
(i)

(ii)
0
-------------
823,192
0
-------------
1,486,990
0
-------------
371,044
0
-------------
570,456
0
-------------
18,145
0
-------------
3,269,827
0
-------------
15,594
51Janet Liang
Regional President - NCAL
(i)

(ii)
0
-------------
576,297
0
-------------
618,759
0
-------------
191,234
0
-------------
360,441
0
-------------
28,803
0
-------------
1,775,534
0
-------------
0
52Donna Lynne
EVP, GP & Region Pres - CO
(i)

(ii)
0
-------------
250,147
0
-------------
1,703,753
0
-------------
3,260,111
0
-------------
120,565
0
-------------
10,818
0
-------------
5,345,394
0
-------------
2,322,965
53Roland Lyon
Regional President - Colorado
(i)

(ii)
0
-------------
403,442
0
-------------
168,643
0
-------------
20,678
0
-------------
178,055
0
-------------
28,120
0
-------------
798,938
0
-------------
0
54Philip A Marineau
Director
(i)

(ii)
0
-------------
222,000
0
-------------
0
0
-------------
7,371
0
-------------
0
0
-------------
0
0
-------------
229,371
0
-------------
0
55Gerald Mccall
SVP Operations
(i)

(ii)
0
-------------
490,970
0
-------------
329,171
0
-------------
142,006
0
-------------
153,233
0
-------------
27,346
0
-------------
1,142,726
0
-------------
40,991
56Andrew Mcculloch
Regional President - Northwest
(i)

(ii)
0
-------------
441,398
0
-------------
543,690
0
-------------
60,277
0
-------------
518,712
0
-------------
27,158
0
-------------
1,591,235
0
-------------
0
57Colleen Mckeown
SVP & Area Mgr - Diablo
(i)

(ii)
0
-------------
371,089
0
-------------
197,998
0
-------------
21,384
0
-------------
86,315
0
-------------
18,730
0
-------------
695,516
0
-------------
0
58Thomas Meier
SVP, Corporate Treasurer
(i)

(ii)
0
-------------
382,345
0
-------------
523,823
0
-------------
144,650
0
-------------
111,392
0
-------------
27,372
0
-------------
1,189,582
0
-------------
42,160
59Julie Miller-Phipps
Regional President - SCAL
(i)

(ii)
0
-------------
506,896
0
-------------
302,297
0
-------------
288,321
0
-------------
192,552
0
-------------
17,806
0
-------------
1,307,872
0
-------------
0
60Susan Mullaney
VP, COO - NW
(i)

(ii)
0
-------------
371,883
0
-------------
169,681
0
-------------
155,959
0
-------------
117,385
0
-------------
30,009
0
-------------
844,917
0
-------------
0
61Donald Orndoff
SVP, NFS
(i)

(ii)
0
-------------
418,115
0
-------------
491,764
0
-------------
25,961
0
-------------
185,822
0
-------------
30,493
0
-------------
1,152,155
0
-------------
0
62Nathaniel Oubre
VP, CA MediCal, CHIP & CHC
(i)

(ii)
0
-------------
302,318
0
-------------
189,612
0
-------------
63,520
0
-------------
142,424
0
-------------
23,426
0
-------------
721,300
0
-------------
0
63Wade Overgaard
SVP, Health Plan Ops - CA
(i)

(ii)
0
-------------
507,682
0
-------------
621,259
0
-------------
692,660
0
-------------
161,755
0
-------------
29,942
0
-------------
2,013,298
0
-------------
519,769
64Edward Pei
Director
(i)

(ii)
0
-------------
214,000
0
-------------
0
0
-------------
12,739
0
-------------
18,000
0
-------------
0
0
-------------
244,739
0
-------------
0
65Margaret E Porfido JD
Director
(i)

(ii)
0
-------------
229,500
0
-------------
0
0
-------------
17,858
0
-------------
0
0
-------------
0
0
-------------
247,358
0
-------------
0
66J Neal Purcell
Director
(i)

(ii)
0
-------------
11,000
0
-------------
35,000
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
46,000
0
-------------
18,192
67Frank Richardson
Assistant Secretary - HI
(i)

(ii)
0
-------------
215,458
0
-------------
82,062
0
-------------
11,585
0
-------------
100,219
0
-------------
25,788
0
-------------
435,112
0
-------------
0
68Christine Robisch
SVP, CAO - NCAL
(i)

(ii)
0
-------------
399,445
0
-------------
231,962
0
-------------
20,142
0
-------------
191,765
0
-------------
14,522
0
-------------
857,836
0
-------------
0
69Rochelle Roth
Assistant Secretary
(i)

(ii)
0
-------------
178,161
0
-------------
71,788
0
-------------
24,645
0
-------------
99,908
0
-------------
17,958
0
-------------
392,460
0
-------------
0
70Michael Rowe
SVP, CFO - NCAL
(i)

(ii)
0
-------------
587,510
0
-------------
699,374
0
-------------
22,808
0
-------------
182,556
0
-------------
24,666
0
-------------
1,516,914
0
-------------
0
71Kathleen M Scheirman
SVP Application Services Group
(i)

(ii)
0
-------------
404,869
0
-------------
554,969
0
-------------
22,144
0
-------------
143,349
0
-------------
21,452
0
-------------
1,146,783
0
-------------
56,942
72Jacqueline Sellers
Assistant Secretary
(i)

(ii)
0
-------------
195,357
0
-------------
60,644
0
-------------
9,121
0
-------------
75,309
0
-------------
12,779
0
-------------
353,210
0
-------------
0
73Nirav Shah
SVP, COO Clinical Operations
(i)

(ii)
0
-------------
517,514
0
-------------
217,831
0
-------------
18,227
0
-------------
125,602
0
-------------
21,436
0
-------------
900,610
0
-------------
0
74Richard Shannon MD
Director
(i)

(ii)
0
-------------
212,000
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
212,000
0
-------------
0
75James Simpson
SVP, Finance - BU & ROC
(i)

(ii)
0
-------------
368,952
0
-------------
430,444
0
-------------
36,240
0
-------------
173,898
0
-------------
23,964
0
-------------
1,033,498
0
-------------
0
76Sandra Small
SVP, Hospital & Area Ops
(i)

(ii)
0
-------------
0
0
-------------
64,823
0
-------------
150,548
0
-------------
0
0
-------------
0
0
-------------
215,371
0
-------------
142,261
77Arthur Southam
EVP, Health Plan Operations
(i)

(ii)
0
-------------
851,992
0
-------------
1,521,837
0
-------------
401,806
0
-------------
438,204
0
-------------
26,212
0
-------------
3,240,051
0
-------------
7,159
78Deborah Stokes
SVP,Corporate Controller & CAO
(i)

(ii)
0
-------------
42,705
0
-------------
395,366
0
-------------
65,873
0
-------------
2,147
0
-------------
1,773
0
-------------
507,864
0
-------------
0
79Michael Sutten
SVP Info Technology & CTO
(i)

(ii)
0
-------------
392,526
0
-------------
510,749
0
-------------
42,812
0
-------------
120,382
0
-------------
26,625
0
-------------
1,093,094
0
-------------
0
80Paul M Swenson
SVP & Chief Strategy Officer
(i)

(ii)
0
-------------
543,997
0
-------------
508,966
0
-------------
46,327
0
-------------
151,503
0
-------------
27,344
0
-------------
1,278,137
0
-------------
0
81Cynthia A Telles PHD
Director
(i)

(ii)
0
-------------
212,500
0
-------------
0
0
-------------
11,309
0
-------------
0
0
-------------
0
0
-------------
223,809
0
-------------
0
82Bernard Tyson
Chairman & CEO
(i)

(ii)
0
-------------
1,274,847
0
-------------
6,056,494
0
-------------
1,198,157
0
-------------
686,080
0
-------------
34,105
0
-------------
9,249,683
0
-------------
0
83Alfonse Upshaw
SVP,Corporate Controller & CAO
(i)

(ii)
0
-------------
330,597
0
-------------
250,737
0
-------------
35,278
0
-------------
83,390
0
-------------
24,924
0
-------------
724,926
0
-------------
0
84Max Villalobos
COO - North County
(i)

(ii)
0
-------------
328,247
0
-------------
141,062
0
-------------
6,867
0
-------------
130,396
0
-------------
18,550
0
-------------
625,122
0
-------------
0
85Cesar Villalpando
SVP, Enterprise Shared SVCS
(i)

(ii)
0
-------------
508,219
0
-------------
496,428
0
-------------
40,864
0
-------------
279,929
0
-------------
23,712
0
-------------
1,349,152
0
-------------
0
86Eugene Washington MD
Director
(i)

(ii)
0
-------------
186,176
0
-------------
0
0
-------------
450
0
-------------
0
0
-------------
0
0
-------------
186,626
0
-------------
0
87Jed Weissberg
SVP, Quality & Care Del Excel
(i)

(ii)
0
-------------
0
0
-------------
151,929
0
-------------
4,425
0
-------------
-2,107
0
-------------
0
0
-------------
154,247
0
-------------
0
88Vita Willett
SVP, Area Manager - Riverside
(i)

(ii)
0
-------------
359,590
0
-------------
202,056
0
-------------
19,971
0
-------------
249,089
0
-------------
18,390
0
-------------
849,096
0
-------------
0
89Nancy Wollen
SVP, Chief Operating Officer
(i)

(ii)
0
-------------
222,032
0
-------------
198,477
0
-------------
576,738
0
-------------
121,073
0
-------------
38,807
0
-------------
1,157,127
0
-------------
252,423
90John Yamamoto
Assistant Secretary
(i)

(ii)
0
-------------
328,654
0
-------------
220,856
0
-------------
94,235
0
-------------
131,602
0
-------------
64,230
0
-------------
839,577
0
-------------
26,910
91Hong-Sze Yu
Assistant Secretary
(i)

(ii)
0
-------------
219,652
0
-------------
68,784
0
-------------
15,909
0
-------------
104,663
0
-------------
22,269
0
-------------
431,277
0
-------------
0
92Carlos Zaragoza
Assistant Secretary
(i)

(ii)
0
-------------
142,121
0
-------------
182,257
0
-------------
84,289
0
-------------
8,121
0
-------------
12,234
0
-------------
429,022
0
-------------
0
93Victoria Zatkin
VP, Off of Brd & Corp Gov Svcs
(i)

(ii)
0
-------------
25,068
0
-------------
99,763
0
-------------
91,952
0
-------------
1,394
0
-------------
334
0
-------------
218,511
0
-------------
85,158
94Mark Zemelman
SVP, General Counsel & Secy
(i)

(ii)
0
-------------
547,086
0
-------------
839,524
0
-------------
243,563
0
-------------
339,949
0
-------------
30,025
0
-------------
2,000,147
0
-------------
0
Schedule J (Form 990) 2019

Schedule J (Form 990) 2019
Page 3
Part III
Supplemental Information
Provide the information, explanation, or descriptions required for Part I, lines 1a, 1b, 3, 4a, 4b, 4c, 5a, 5b, 6a, 6b, 7, and 8, and for Part II. Also complete this part for any additional information.
Return Reference Explanation
Schedule J, Part I, Line 3 METHODS USED TO ESTABLISH COMPENSATION OF CEO/EXECUTIVE DIRECTOR: THE FILING ORGANIZATION RELIED ON A RELATED ORGANIZATION THAT USED ONE OR MORE OF THE METHODS DESCRIBED BELOW TO ESTABLISH THE TOP MANAGEMENT OFFICIALS' COMPENSATION: - COMPENSATION COMMITTEE - INDEPENDENT COMPENSATION CONSULTANT - FORM 990 OF OTHER ORGANIZATIONS - WRITTEN EMPLOYMENT CONTRACT - COMPENSATION SURVEY OR STUDY, AND - APPROVAL BY THE BOARD OR COMPENSATION COMMITTEE OF A RELATED ORGANIZATION.
SCHEDULE J, PART I, LINE 4A SEVERANCE PAYMENTS: Frank Beirne $ 100,431 Kerry Kohnen 183,077 Nancy Wollen 273,204 LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO SEVERANCE BENEFITS IN THE EVENT OF TERMINATION BY THE ORGANIZATION WITHOUT CAUSE OR DUE TO JOB ELIMINATION. DEPENDING ON POSITION LEVEL, TENURE, AND TERMINATION REASON, SEVERANCE BENEFITS PAYABLE UNDER THESE ARRANGEMENTS PROVIDE FOR PAY AND HEALTH BENEFITS CONTINUATION PLUS PAYMENT OF ACCRUED OBLIGATIONS. IN ADDITION, FOR SOME OF THE LISTED PERSONS, SEVERANCE BENEFITS PAYABLE INCLUDE PRORATED INCENTIVE AWARDS FOR PERFORMANCE PERIODS NOT YET ENDED. NONE OF THE LISTED PERSONS PARTICIPATED IN ARRANGEMENTS ENTITLING THEM TO CHANGE-OF-CONTROL PAYMENTS.
SCHEDULE J, PART I, LINE 4B SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 292,234 Mary Ann Barnes 446,577 Anthony Barrueta 863 Lisa L. Caplan 72,829 Greg Christian 65,949 Benjamin Chu 275,641 Diane Comer 83,175 Richard Daniels 161,600 Elizabeth Finley 50,634 Jerry C. Fleming 468,718 Edward Glavis 44,400 Sandra Golze 56,755 Marilyn Kawamura 183,696 Kathryn Lancaster 322,425 Donna Lynne 3,229,867 Gerald Mccall 110,466 Thomas Meier 105,522 Julie Miller-Phipps 107,654 Nathaniel Oubre 45,316 Wade Overgaard 667,549 Sandra Small 142,261 Arthur Southam 352,920 Deborah Stokes 59,716 Bernard Tyson 815,201 Nancy Wollen 267,025 John Yamamoto 76,678 Carlos Zaragoza 43,573 Victoria Zatkin 85,158 Mark Zemelman 197,189 SOME OF THE PARTICIPANTS LISTED IN SCHEDULE J, PART II PARTICIPATED IN NONQUALIFIED SUPPLEMENTAL RETIREMENT PLANS. UNDER THESE PLANS, THE ORGANIZATION MAKES ANNUAL CONTRIBUTIONS TO A NOTIONAL ACCOUNT ON BEHALF OF EACH PARTICIPANT. CONTRIBUTIONS VARY BY POSITION, LEVEL AND PAY, AND VEST OVER TIME BASED ON AGE AND/OR SERVICE. PARTICIPANT ACCOUNTS ARE CREDITED WITH A FIXED RATE OF INTEREST, INVESTED IN AVAILABLE MUTUAL FUNDS OR A COMBINATION OF BOTH. CERTAIN OFFICERS ACCRUE A BENEFIT THAT VESTS BASED ON AGE AND SERVICE AND TARGETS A PERCENTAGE OF FINAL AVERAGE PAY LESS PRIOR PLAN OFFSETS. UNVESTED AMOUNTS ARE SUBJECT TO RISK OF FORFEITURE.
Schedule J, Part I, Line 7 Non-fixed payments: THE ORGANIZATION PROVIDED NON-FIXED PAYMENTS TO SOME OF THE PERSONS LISTED. PAYMENTS WERE MADE UNDER INCENTIVE PLANS, BASED ON ATTAINMENT OF ORGANIZATIONAL PERFORMANCE GOALS AND INDIVIDUAL PERFORMANCE, DESIGNED TO SUPPORT THE ORGANIZATION'S MISSION TO PROVIDE HIGH-QUALITY, AFFORDABLE CARE AND IMPROVE THE HEALTH OF ITS MEMBERS AND THE COMMUNITIES IT SERVES.
Schedule J, Part I, Line 8 Certain amounts reported in Form 990, Part VII, were paid or accrued pursuant to a contract that was subject to the initial contract exception described in Regulations section 53.4958-4(a)(3). Fixed payments were paid to or accrued for TWO OFFICERS in 2016.
Schedule J, Part II, Column C THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' DEFINED BENEFIT PLAN DECLINED IN 2016, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES.
Schedule J, Part II, Column F AMOUNTS INCLUDED IN SCHEDULE J, PART II, COLUMN F INCLUDE AMOUNTS PREVIOUSLY REPORTED AS DEFERRED COMPENSATION, AS WELL AS, DISTRIBUTIONS FROM A 457(B) PLAN THAT WERE PREVIOUSLY REPORTED AS REPORTABLE COMPENSATION IN ACCORDANCE WITH FORM 990 INSTRUCTIONS.
Schedule J (Form 990) 2019

Additional Data


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Schedule K
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information on Tax-Exempt Bonds
SchKMediumBullet Complete if the organization answered "Yes" to Form 990, Part , line 24a. Provide descriptions,
explanations, and any additional information in Part .
SchKMediumBullet Attach to Form 990.

SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part
Bond Issues
(a) Issuer name (b) Issuer EIN (c) CUSIP # (d) Date issued (e) Issue price (f) Description of purpose (g) Defeased (h) On
behalf of
issuer
(i) Pool
financing
Yes No Yes No Yes No
A 2003 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
52-1598225 130911RW2 08-06-2003 213,060,000 PAR REFUNDING CHFFA 83,85,93 SER C   X   X   X
B 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911WF3 03-30-2004 1,600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
C 2006 CSCDACHFFA FIXED
 
68-0164610 1309112G4 06-08-2006 916,299,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 2006 CSCDACHFFA VARIABLE
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
2007 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1309116M7 02-01-2007 476,113,485 PREM/DISC REFUNDING 01A,02D,04F&G   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795SZ1 05-01-2008 500,000,000 PAR REFUNDING 04A-D ARS BONDS& 04H   X   X   X
2009 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795D38 06-03-2009 1,638,437,048 FINANCE HEALTH CARE FACILITIES   X   X   X
2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911LD0 06-01-2009 99,996,058 REOFFERING OF 2002E CSCDA (PREMIUM   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795TP2 05-29-2009 149,996,162 REOFFERING OF 2008C CSCDA (PREMIUM   X   X   X
2011 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13033LML8 05-03-2011 204,545,000 PAR REFUNDING 01A,B,C KHAC BONDS   X   X   X
2012 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 900,000,000 0
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 954,024,896 602,245,616
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 79,221,674 5,674,726
6 Proceeds in refunding escrows ............... 0 0 0 0
7 Issuance costs from proceeds ............... 0 6,375,000 0 0
8 Credit enhancement from proceeds ............. 0 10,073,543 0 0
9 Working capital expenditures from proceeds ............. 0 0 0 0
10 Capital expenditures from proceeds ............. 0 1,535,276,850 874,803,222 596,570,889
11 Other spent proceeds ............. 213,060,000 0 0 0
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2009 2010 2009
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........
               
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........
               
16 Has the final allocation of proceeds been made? .......... X   X   X   X  
17 Does the organization maintain adequate books and records to support the final allocation of proceeds? .................. X   X   X   X  
Part
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part
Private Business Use (Continued)
A B C D
Yes No Yes No Yes No Yes No
3a Are there any management or service contracts that may result in private business use of bond-financed property? ............. X   X   X   X  
b If "Yes" to line 3a, does the organization routinely engage bond counsel or other outside counsel to review any management or service contracts relating to the financed property?   X   X   X   X
c Are there any research agreements that may result in private business use of bond-financed property? ............. X   X   X   X  
d If "Yes" to line 3c, does the organization routinely engage bond counsel or other outside counsel to review any research agreements relating to the financed property?   X   X   X   X
4 Enter the percentage of financed property used in a private business use by entities other than a section 501(c)(3) organization or a state or local government ....SchKMediumBullet 0 % 0 % 0 % 0 %
5 Enter the percentage of financed property used in a private business use as a result of unrelated trade or business activity carried on by your organization, another section 501(c)(3) organization, or a state or local government ......... SchKMediumBullet 0 % 0 % 0 % 0 %
6 Total of lines 4 and 5 ............. 0 % 0 % 0 % 0 %
7 Does the bond issue meet the private security or payment test? ...   X   X   X   X
8a Has there been a sale or disposition of any of the bond-financed property to a nongovernmental person other than a 501(c)(3) organization since the bonds were issued?.............   X   X   X   X
b If "Yes" to line 8a, enter the percentage of bond-financed property sold or disposed of. ..        
c If "Yes" to line 8a, was any remedial action taken pursuant to Regulations sections 1.141-12 and 1.145-2? .............   X   X   X   X
9 Has the organization established written procedures to ensure that all nonqualified bonds of the issue are remediated in accordance with the requirements under
Regulations sections 1.141-12 and 1.145-2? ........
X   X   X   X  
Part
Arbitrage
A B C D
Yes No Yes No Yes No Yes No
1 Has the issuer filed Form 8038-T, Arbitrage Rebate, Yield Reduction and Penalty in Lieu of Arbitrage Rebate? ...   X   X   X   X
2 If "No" to line 1, did the following apply? ....
a Rebate not due yet? .......                
b Exception to rebate? ........ X   X   X   X  
c No rebate due? .........     X   X   X  
If "Yes" to line 2c, provide in Part the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X     X X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part
Arbitrage (Continued)
A B C D
Yes No Yes No Yes No Yes No
5a Were gross proceeds invested in a guaranteed investment contract (GIC)?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of GIC .........        
d Was the regulatory safe harbor for establishing the fair market value of the GIC satisfied? ........                
6 Were any gross proceeds invested beyond an available temporary period?   X X     X   X
7 Has the organization established written procedures to monitor the requirements of section 148? ... X   X   X   X  
Part
Procedures To Undertake Corrective Action
--------------------------------------------------------------------------------------------------------------- A B C D
Yes No Yes No Yes No Yes No
Has the organization established written procedures to ensure that violations of federal tax requirements are timely identified and corrected through the voluntary closing agreement program if self-remediation is not available under applicable regulations? X   X   X   X  
Part
Supplemental Information. Provide additional information for responses to questions on Schedule K. (See instructions).
Return Reference Explanation
PART I: 2006 CSCDA / CHFFA: 2006 CSCDA / CHFFA Variable and 2006 CSCDA / CHFFA Fixed have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
PART II, LINE 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
PART II, LINE 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
PART III, LINE 4 AND 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2006 CSCDA / CHFFA FIXED REBATE DATE COMPUTATION WAS PERFORMED: 06/07/2011 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2019

Additional Data


Software ID:  
Software Version:  


Note: To capture the full content of this document, please select landscape mode (11" x 8.5") when printing.

Schedule K
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information on Tax-Exempt Bonds
SchKMediumBullet Complete if the organization answered "Yes" to Form 990, Part , line 24a. Provide descriptions,
explanations, and any additional information in Part .
SchKMediumBullet Attach to Form 990.

SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part
Bond Issues
(a) Issuer name (b) Issuer EIN (c) CUSIP # (d) Date issued (e) Issue price (f) Description of purpose (g) Defeased (h) On
behalf of
issuer
(i) Pool
financing
Yes No Yes No Yes No
A 2003 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
52-1598225 130911RW2 08-06-2003 213,060,000 PAR REFUNDING CHFFA 83,85,93 SER C   X   X   X
B 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911WF3 03-30-2004 1,600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
C 2006 CSCDACHFFA FIXED
 
68-0164610 1309112G4 06-08-2006 916,299,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 2006 CSCDACHFFA VARIABLE
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
2007 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1309116M7 02-01-2007 476,113,485 PREM/DISC REFUNDING 01A,02D,04F&G   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795SZ1 05-01-2008 500,000,000 PAR REFUNDING 04A-D ARS BONDS& 04H   X   X   X
2009 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795D38 06-03-2009 1,638,437,048 FINANCE HEALTH CARE FACILITIES   X   X   X
2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911LD0 06-01-2009 99,996,058 REOFFERING OF 2002E CSCDA (PREMIUM   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795TP2 05-29-2009 149,996,162 REOFFERING OF 2008C CSCDA (PREMIUM   X   X   X
2011 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13033LML8 05-03-2011 204,545,000 PAR REFUNDING 01A,B,C KHAC BONDS   X   X   X
2012 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 900,000,000 0
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 954,024,896 602,245,616
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 79,221,674 5,674,726
6 Proceeds in refunding escrows ............... 0 0 0 0
7 Issuance costs from proceeds ............... 0 6,375,000 0 0
8 Credit enhancement from proceeds ............. 0 10,073,543 0 0
9 Working capital expenditures from proceeds ............. 0 0 0 0
10 Capital expenditures from proceeds ............. 0 1,535,276,850 874,803,222 596,570,889
11 Other spent proceeds ............. 213,060,000 0 0 0
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2009 2010 2009
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........
               
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........
               
16 Has the final allocation of proceeds been made? .......... X   X   X   X  
17 Does the organization maintain adequate books and records to support the final allocation of proceeds? .................. X   X   X   X  
Part
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part
Private Business Use (Continued)
A B C D
Yes No Yes No Yes No Yes No
3a Are there any management or service contracts that may result in private business use of bond-financed property? ............. X   X   X   X  
b If "Yes" to line 3a, does the organization routinely engage bond counsel or other outside counsel to review any management or service contracts relating to the financed property?   X   X   X   X
c Are there any research agreements that may result in private business use of bond-financed property? ............. X   X   X   X  
d If "Yes" to line 3c, does the organization routinely engage bond counsel or other outside counsel to review any research agreements relating to the financed property?   X   X   X   X
4 Enter the percentage of financed property used in a private business use by entities other than a section 501(c)(3) organization or a state or local government ....SchKMediumBullet 0 % 0 % 0 % 0 %
5 Enter the percentage of financed property used in a private business use as a result of unrelated trade or business activity carried on by your organization, another section 501(c)(3) organization, or a state or local government ......... SchKMediumBullet 0 % 0 % 0 % 0 %
6 Total of lines 4 and 5 ............. 0 % 0 % 0 % 0 %
7 Does the bond issue meet the private security or payment test? ...   X   X   X   X
8a Has there been a sale or disposition of any of the bond-financed property to a nongovernmental person other than a 501(c)(3) organization since the bonds were issued?.............   X   X   X   X
b If "Yes" to line 8a, enter the percentage of bond-financed property sold or disposed of. ..        
c If "Yes" to line 8a, was any remedial action taken pursuant to Regulations sections 1.141-12 and 1.145-2? .............   X   X   X   X
9 Has the organization established written procedures to ensure that all nonqualified bonds of the issue are remediated in accordance with the requirements under
Regulations sections 1.141-12 and 1.145-2? ........
X   X   X   X  
Part
Arbitrage
A B C D
Yes No Yes No Yes No Yes No
1 Has the issuer filed Form 8038-T, Arbitrage Rebate, Yield Reduction and Penalty in Lieu of Arbitrage Rebate? ...   X   X   X   X
2 If "No" to line 1, did the following apply? ....
a Rebate not due yet? .......                
b Exception to rebate? ........ X   X   X   X  
c No rebate due? .........     X   X   X  
If "Yes" to line 2c, provide in Part the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X     X X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part
Arbitrage (Continued)
A B C D
Yes No Yes No Yes No Yes No
5a Were gross proceeds invested in a guaranteed investment contract (GIC)?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of GIC .........        
d Was the regulatory safe harbor for establishing the fair market value of the GIC satisfied? ........                
6 Were any gross proceeds invested beyond an available temporary period?   X X     X   X
7 Has the organization established written procedures to monitor the requirements of section 148? ... X   X   X   X  
Part
Procedures To Undertake Corrective Action
--------------------------------------------------------------------------------------------------------------- A B C D
Yes No Yes No Yes No Yes No
Has the organization established written procedures to ensure that violations of federal tax requirements are timely identified and corrected through the voluntary closing agreement program if self-remediation is not available under applicable regulations? X   X   X   X  
Part
Supplemental Information. Provide additional information for responses to questions on Schedule K. (See instructions).
Return Reference Explanation
PART I: 2006 CSCDA / CHFFA: 2006 CSCDA / CHFFA Variable and 2006 CSCDA / CHFFA Fixed have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
PART II, LINE 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
PART II, LINE 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
PART III, LINE 4 AND 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2006 CSCDA / CHFFA FIXED REBATE DATE COMPUTATION WAS PERFORMED: 06/07/2011 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2019

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Schedule K
(Form 990)
Department of the Treasury
Internal Revenue Service
Supplemental Information on Tax-Exempt Bonds
SchKMediumBullet Complete if the organization answered "Yes" to Form 990, Part , line 24a. Provide descriptions,
explanations, and any additional information in Part .
SchKMediumBullet Attach to Form 990.

SchKMediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part
Bond Issues
(a) Issuer name (b) Issuer EIN (c) CUSIP # (d) Date issued (e) Issue price (f) Description of purpose (g) Defeased (h) On
behalf of
issuer
(i) Pool
financing
Yes No Yes No Yes No
A 2003 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
52-1598225 130911RW2 08-06-2003 213,060,000 PAR REFUNDING CHFFA 83,85,93 SER C   X   X   X
B 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911WF3 03-30-2004 1,600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
C 2006 CSCDACHFFA FIXED
 
68-0164610 1309112G4 06-08-2006 916,299,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 2006 CSCDACHFFA VARIABLE
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
2007 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1309116M7 02-01-2007 476,113,485 PREM/DISC REFUNDING 01A,02D,04F&G   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795SZ1 05-01-2008 500,000,000 PAR REFUNDING 04A-D ARS BONDS& 04H   X   X   X
2009 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795D38 06-03-2009 1,638,437,048 FINANCE HEALTH CARE FACILITIES   X   X   X
2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130911LD0 06-01-2009 99,996,058 REOFFERING OF 2002E CSCDA (PREMIUM   X   X   X
2008 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 130795TP2 05-29-2009 149,996,162 REOFFERING OF 2008C CSCDA (PREMIUM   X   X   X
2011 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13033LML8 05-03-2011 204,545,000 PAR REFUNDING 01A,B,C KHAC BONDS   X   X   X
2012 CALIFORNIA STATEWIDE CMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 900,000,000 0
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 954,024,896 602,245,616
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 79,221,674 5,674,726
6 Proceeds in refunding escrows ............... 0 0 0 0
7 Issuance costs from proceeds ............... 0 6,375,000 0 0
8 Credit enhancement from proceeds ............. 0 10,073,543 0 0
9 Working capital expenditures from proceeds ............. 0 0 0 0
10 Capital expenditures from proceeds ............. 0 1,535,276,850 874,803,222 596,570,889
11 Other spent proceeds ............. 213,060,000 0 0 0
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2009 2010 2009
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue of tax-exempt
bonds (or, if issued prior to 2018, a current refunding issue)? ........
               
15 Were the bonds issued as part of an advance refunding issue of taxable
bonds (or, if issued prior to 2018, an advance refunding issue)? ........
               
16 Has the final allocation of proceeds been made? .......... X   X   X   X  
17 Does the organization maintain adequate books and records to support the final allocation of proceeds? .................. X   X   X   X  
Part
Private Business Use
A B C D
Yes No Yes No Yes No Yes No
1 Was the organization a partner in a partnership, or a member of an LLC, which owned property financed by tax-exempt bonds? .............   X   X   X   X
2 Are there any lease arrangements that may result in private business use of bond-financed property? ............... X   X   X   X  
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50193E
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 2
Part
Private Business Use (Continued)
A B C D
Yes No Yes No Yes No Yes No
3a Are there any management or service contracts that may result in private business use of bond-financed property? ............. X   X   X   X  
b If "Yes" to line 3a, does the organization routinely engage bond counsel or other outside counsel to review any management or service contracts relating to the financed property?   X   X   X   X
c Are there any research agreements that may result in private business use of bond-financed property? ............. X   X   X   X  
d If "Yes" to line 3c, does the organization routinely engage bond counsel or other outside counsel to review any research agreements relating to the financed property?   X   X   X   X
4 Enter the percentage of financed property used in a private business use by entities other than a section 501(c)(3) organization or a state or local government ....SchKMediumBullet 0 % 0 % 0 % 0 %
5 Enter the percentage of financed property used in a private business use as a result of unrelated trade or business activity carried on by your organization, another section 501(c)(3) organization, or a state or local government ......... SchKMediumBullet 0 % 0 % 0 % 0 %
6 Total of lines 4 and 5 ............. 0 % 0 % 0 % 0 %
7 Does the bond issue meet the private security or payment test? ...   X   X   X   X
8a Has there been a sale or disposition of any of the bond-financed property to a nongovernmental person other than a 501(c)(3) organization since the bonds were issued?.............   X   X   X   X
b If "Yes" to line 8a, enter the percentage of bond-financed property sold or disposed of. ..        
c If "Yes" to line 8a, was any remedial action taken pursuant to Regulations sections 1.141-12 and 1.145-2? .............   X   X   X   X
9 Has the organization established written procedures to ensure that all nonqualified bonds of the issue are remediated in accordance with the requirements under
Regulations sections 1.141-12 and 1.145-2? ........
X   X   X   X  
Part
Arbitrage
A B C D
Yes No Yes No Yes No Yes No
1 Has the issuer filed Form 8038-T, Arbitrage Rebate, Yield Reduction and Penalty in Lieu of Arbitrage Rebate? ...   X   X   X   X
2 If "No" to line 1, did the following apply? ....
a Rebate not due yet? .......                
b Exception to rebate? ........ X   X   X   X  
c No rebate due? .........     X   X   X  
If "Yes" to line 2c, provide in Part the date the rebate
computation was performed ......
3 Is the bond issue a variable rate issue? ..... X   X     X X  
4a Has the organization or the governmental issuer entered into a qualified hedge with respect to the bond issue?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of hedge .........        
d Was the hedge superintegrated? ......                
e Was the hedge terminated? ........                
Schedule K (Form 990) 2019

Schedule K (Form 990) 2019
Page 3
Part
Arbitrage (Continued)
A B C D
Yes No Yes No Yes No Yes No
5a Were gross proceeds invested in a guaranteed investment contract (GIC)?   X   X   X   X
b Name of provider .......... 0
 
0
 
0
 
0
 
c Term of GIC .........        
d Was the regulatory safe harbor for establishing the fair market value of the GIC satisfied? ........                
6 Were any gross proceeds invested beyond an available temporary period?   X X     X   X
7 Has the organization established written procedures to monitor the requirements of section 148? ... X   X   X   X  
Part
Procedures To Undertake Corrective Action
--------------------------------------------------------------------------------------------------------------- A B C D
Yes No Yes No Yes No Yes No
Has the organization established written procedures to ensure that violations of federal tax requirements are timely identified and corrected through the voluntary closing agreement program if self-remediation is not available under applicable regulations? X   X   X   X  
Part
Supplemental Information. Provide additional information for responses to questions on Schedule K. (See instructions).
Return Reference Explanation
PART I: 2006 CSCDA / CHFFA: 2006 CSCDA / CHFFA Variable and 2006 CSCDA / CHFFA Fixed have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
PART II, LINE 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
PART II, LINE 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
PART III, LINE 4 AND 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2006 CSCDA / CHFFA FIXED REBATE DATE COMPUTATION WAS PERFORMED: 06/07/2011 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2019

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Schedule L
(Form 990 or 990-EZ)
Department of the Treasury
Internal Revenue Service
Transactions with Interested Persons
MediumBullet Complete if the organization answered "Yes" on Form 990, Part IV, lines 25a, 25b, 26, 27, 28a, 28b, or 28c, or Form 990-EZ, Part V, line 38a or 40b.
MediumBullet Attach to Form 990 or Form 990-EZ.
MediumBulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Excess Benefit Transactions (section 501(c)(3), section 501(c)(4), and section 501(c)(29) organizations only).
Complete if the organization answered "Yes" on Form 990, Part IV, line 25a or 25b, or Form 990-EZ, Part V, line 40b.
1(a) Name of disqualified person (b) Relationship between disqualified person and organization (c) Description of transaction (d) Corrected?
Yes No
2
Enter the amount of tax incurred by the organization managers or disqualified persons during the year under section 4958. ........................... Bullet Image$
 
3
Enter the amount of tax, if any, on line 2, above, reimbursed by the organization ........ Bullet Image$
 

Part II
Loans to and/or From Interested Persons.
Complete if the organization answered "Yes" on Form 990-EZ, Part V, line 38a, or Form 990, Part IV, line 26; or if the organization reported an amount on Form 990, Part X, line 5, 6, or 22
(a) Name of interested person (b) Relationship with organization (c) Purpose of loan (d) Loan to or from the organization? (e) Original principal amount (f) Balance due (g) In default? (h) Approved by board or committee? (i) Written agreement?
To From Yes No Yes No Yes No
Total ...............Small Bullet $  
Part III
Grants or Assistance Benefiting Interested Persons.
Complete if the organization answered "Yes" on Form 990, Part IV, line 27.
(a) Name of interested person (b) Relationship between interested person and the organization (c) Amount of assistance (d) Type of assistance (e) Purpose of assistance
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 50056A
Schedule L (Form 990 or 990-EZ) 2019
Schedule L (Form 990 or 990-EZ) 2019
Page 2
Part IV
Business Transactions Involving Interested Persons.
Complete if the organization answered "Yes" on Form 990, Part IV, line 28a, 28b, or 28c.
(a) Name of interested person (b) Relationship between interested person and the organization (c) Amount of transaction (d) Description of transaction (e) Sharing of organization's revenues?
Yes No
(1) KIM B KURTH sister of officer 164,855 COMPENSATION   No
(2) ANGELA PATRICIA BENNAGE daughter of key employee 161,721 COMPENSATION   No
(3) CAROL MCMENAMY spouse of key employee 138,760 COMPENSATION   No
(4) JOSHUA SCRUGGS SON-IN-LAW OF KEY EMPLOYEE 87,303 COMPENSATION   No
(5) SUBSTANTIAL CONTRIBUTOR SUBSTANTIAL CONTRIBUTOR 2,702,491 BUSINESS TRANSACTION   No
(6) SUBSTANTIAL CONTRIBUTOR SUBSTANTIAL CONTRIBUTOR 12,646,539 BUSINESS TRANSACTION   No
Part V
Supplemental Information
Provide additional information for responses to questions on Schedule L (see instructions).
Return Reference Explanation
Schedule L (Form 990 or 990-EZ) 2019


Additional Data


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Software Version:  




SCHEDULE O
(Form 990 or 990-EZ)

Department of the Treasury
Internal Revenue Service
Supplemental Information to Form 990 or 990-EZ

Complete to provide information for responses to specific questions on
Form 990 or 990-EZ or to provide any additional information.
MediumBullet Attach to Form 990 or 990-EZ.
MediumBullet Go to www.irs.gov/Form990 for the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Return Reference Explanation
Form 990, Heading, Item B, Amended Return Revision of deferred compensation in Part VII and Schedule J for one officer/director. FORM 990, PART V, Line 4b - FOREIGN Countries Continued ISRAEL JAPAN KENYA REPUBLIC OF KOREA MALAYSIA NIGERIA PAKISTAN PHILIPPINES POLAND TAIWAN THAILAND TURKEY FORM 990, Part VI, Line 4 Significant changes to governing documents: The bylaws of the corporation were amended in 2016 with the following significant changes: On March 3, 2016: Article C, Directors, Sections C-2 and C-3, were amended to change the number and description of inside Directors. Article E, Committees and Professional Staffs, Section E-4, Executive Committee, was amended to change the Committee composition and remove tax exemption and executive selection, performance appraisal, and succession duties. On December 2, 2016: Article E, Committees and Professional Staffs, Section E-5.A., Audit and Compliance Committee was amended to add language regarding oversight of internal controls.
FORM 990, Part VI, Line 5 Diversion of Assets Theft of medical equipment valued at $3.6 million dollars. Matter has been referred to law enforcement and two employees have been terminated. Policies and procedures have been revised and improved to mitigate future thefts. Theft of medical equipment valued at $277,150. Matter had been referred to law enforcement and revisions have been made to security policies and procedures to mitigate future thefts.
FORM 990, PART vi, line 11b Form 990 Review Process: 1. Key information necessary for the preparation of the tax return is obtained and/or confirmed with internal sources including regional finance, executive compensation, community benefits, treasury, government relations, and legal. 2. Prior to finalization, the return is reviewed by an external tax advisor. 3. Once signed by an external tax advisor, the return and underlying data are reviewed by an officer or a member of management designated by an officer for signature and filing. 4. Copies are then provided to board members prior to filing.
FORM 990, PART vi, line 12c COMPLIANCE ENFORCEMENT A. REGULARLY AND CONSISTENTLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - KAISER PERMANENTE REGULARLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY IN 3 KEY WAYS: A1. THE KAISER PERMANENTE COMPLIANCE HOTLINE IS AVAILABLE TO ALL EMPLOYEES AND VENDORS TO REPORT ACTUAL OR POTENTIAL CONFLICTS OF INTEREST. ALL CALLS ARE ANSWERED BY A THIRD PARTY AND PROVIDED TO KAISER PERMANENTE'S NATIONAL COMPLIANCE OFFICE FOR REVIEW AND APPROPRIATE ACTION. EMPLOYEES CAN REPORT ANONYMOUSLY. RETALIATION IS PROHIBITED. REPORTS OF ACTUAL OR POTENTIAL CONFLICTS OF INTEREST ARE GENERATED AND INVESTIGATIONS ARE CONDUCTED AS REQUIRED AND INFORMATION IS TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL GUIDANCE IS REQUIRED TO AVOID OR MANAGE CONFLICTS OF INTEREST. COMPLIANCE HOTLINE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY. A2. THE NATIONAL COMPLIANCE OFFICE AND INTERNAL AUDIT SERVICES ANNUALLY REVIEW THE DIRECTORS', OFFICERS', KEY EMPLOYEES', AND EXECUTIVES' ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRE DISCLOSURES AND PROVIDE DIRECTION ON ANY INVESTIGATIONS REQUIRED. INVESTIGATIONS ARE DOCUMENTED, TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL CONTROLS OR EDUCATION IS REQUIRED. IN ADDITION, CONFLICTS OF INTEREST QUESTIONNAIRE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY; AND A3. ANNUALLY, AS A COMPONENT OF THE EXTERNAL AUDIT, AN OUTSIDE CERTIFIED PUBLIC ACCOUNTING FIRM REVIEWS THE ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRES PROCESS COMPLETED BY DIRECTORS, OFFICERS, KEY EMPLOYEES, AND EXECUTIVES, AND ACTIONS TAKEN AS A RESULT OF THE DISCLOSURES. THE RESULTS OF THE ANNUAL AUDIT, INCLUDING ANY FINDINGS IN THIS AREA ARE PRESENTED TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS AUDIT AND COMPLIANCE COMMITTEE. B. REGULARLY AND CONSISTENTLY ENFORCES COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - TO ENSURE CONSISTENCY IN THE ENFORCEMENT OF THE POLICY KAISER PERMANENTE USES THE FOLLOWING STEPS AS A GENERAL GUIDELINE: B1. REPRESENTED EMPLOYEES ARE SUBJECT TO ANY CORRECTIVE/DISCIPLINARY ACTION PROVISIONS DESCRIBED IN SPECIFIC REGIONAL/NATIONAL COLLECTIVE BARGAINING AGREEMENTS AND/OR ORGANIZATIONAL POLICIES AND PRACTICES. B2. KAISER PERMANENTE NOTIFIES EMPLOYEES OF THE NATIONAL HUMAN RESOURCES POLICY NO. 14. CORRECTIVE/DISCIPLINARY ACTION POLICY DURING NEW EMPLOYEE ORIENTATION AND IN ANNUAL COMPLIANCE TRAINING. B3. IN THE EVENT THAT IT IS NECESSARY TO DISCIPLINE ANY EMPLOYEE BECAUSE OF, BUT NOT LIMITED TO, FAILURE TO COMPLY WITH APPLICABLE LEGAL/REGULATORY REQUIREMENTS, KAISER PERMANENTE POLICIES AND PROCEDURES, OR THE PRINCIPLES OF RESPONSIBILITY, OR FOR UNSATISFACTORY PERFORMANCE OR MISCONDUCT, COACHING/COUNSELING AND/OR CORRECTIVE/DISCIPLINARY ACTION MAY INCLUDE, BUT IS NOT LIMITED TO: - ORAL DISCUSSION AND/OR WARNING BY THE EMPLOYEE'S IMMEDIATE SUPERVISOR OR HIGHER LEVEL MANAGER TO CORRECT THE PROBLEM; - WRITTEN NOTICE, WITH OR WITHOUT FINAL WARNING; - PAID OR UNPAID SUSPENSION, WITH OR WITHOUT FINAL WARNING; - TERMINATION OF EMPLOYMENT.
FORM 990, PART vi, line 15A/B COMPENSATION DETERMINATION THE EXECUTIVE COMPENSATION PROGRAM AS ADMINISTERED BY KAISER FOUNDATION HEALTH PLAN, INC. IS DESIGNED TO RECRUIT, RETAIN AND MOTIVATE QUALIFIED SENIOR MANAGEMENT PERSONNEL. SENIOR MANAGEMENT PERSONNEL HAVE A SIGNIFICANT IMPACT ON THE STRATEGIC AND POLICY DIRECTION AND RESULTS OF THE ORGANIZATION. THEREFORE, THE EXECUTIVE COMPENSATION PROGRAM IS, TO A SIGNIFICANT DEGREE, PERFORMANCE-BASED. THE COMPENSATION PROGRAM IS REVIEWED ANNUALLY BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. PRIOR TO PAYMENT, ALL PROGRAMS AND PAYMENTS TO THE CEO, EXECUTIVE DIRECTOR, AND TOP MANAGEMENT OFFICIALS (EXECUTIVES) ARE REVIEWED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. BASE PAY FOR EXECUTIVE POSITIONS IS ESTABLISHED AT A LEVEL COMPARABLE TO THE RELEVANT MARKET. IN ADDITION, OTHER COMPONENTS OF THE COMPENSATION PROGRAM BEAR 'AT-RISK' FEATURES DESIGNED TO FOCUS ON STRATEGICALLY IMPORTANT PERFORMANCE GOALS AND TO ASSIST IN ATTRACTING AND RETAINING TOP PERFORMERS. THE EXECUTIVE COMPENSATION PROGRAM IS TARGETED TO BE COMPETITIVE TO THE COMPARABLE EXTERNAL MARKET IN WHICH THE ORGANIZATION COMPETES FOR EXECUTIVE LEADERSHIP. EVALUATION OF COMPARABLE PAY DATA IS PERFORMED BY AN INDEPENDENT COMPENSATION, BENEFIT & HUMAN RESOURCE CONSULTING FIRM. THE COMPENSATION PROGRAM FOCUSES ON OBJECTIVES IN THE AREAS OF QUALITY OF MEMBER CARE AND SERVICE, MEMBERSHIP GROWTH, FINANCIAL SOUNDNESS, AND THE COMMUNITY AND SOCIAL MISSION OF THE ORGANIZATION.
FORM 990, PART vi, line 18 Forms 990 are available on www.guidestar.org.
FORM 990, PART vi, line 19 Public Inspection Copy: Governing documents, conflict of interest policy are available upon request as disclosed to other regulatory bodies. Financial Statements are on file with the state regulatory agency. Combined data is published for Kaiser Foundation Health Plan Inc. and subsidiaries and Kaiser Foundation Hospitals and Subsidiaries with independent auditors' report. To request copies contact: Vice President, Government Relations Kaiser Foundation Health Plan and Hospitals One Kaiser Plaza, 18th floor Oakland, CA 94612
FORM 990, PART vii, section a, column b Hours for Related Organization: Individuals who are both officers and members of Boards of Directors work full time as employees as well as fulfill their board assignment. All officers work full time in their employee capacity. Full time work may require in excess of the traditional 40 hour week. Given the integrated nature of our organization, employees may provide support for various Kaiser Permanente companies. The average hours per week reported for the filing organization and related organizations was estimated.
FORM 990, PART xi, line 9 Other Changes in Net Assets or Fund Balances: change in donated capital $ (10,279,046) change in inter-regional transfer (407,899,358) restricted grants - co 2,961,937 change in pension and other retirement liabilities (551,230,759) book tax difference in sub income (1,292,183) gain/loss on sale on investment - book-to-tax difference 1,112,709,619 otti losses (499,521,552) ------------------ $ (354,551,342)
FORM 990, PART iii, lines 4a-4d Legal Affiliation with Kaiser Foundation Health Plan, Inc. and its Subsidiaries Kaiser Foundation Hospitals (KFH) and Kaiser Foundation Health Plan, Inc. (KFHP, Inc.) and its four principal operating subsidiaries are separate corporations governed by identical boards of directors. KFH accepts responsibility to provide or arrange necessary inpatient services and facilities for members of health plans administered by KFHP, Inc. KFH owns and operates licensed hospitals in California, Hawaii and Oregon. These facilities provide emergency and inpatient services to all persons in the community, regardless of membership or ability to pay. Staff privileges are available on a nondiscriminatory basis to physicians in the communities served. KFH also contracts with other community hospitals to provide services to members for specialized care and other services. Kaiser Foundation Hospitals Commitment to the Community: KFHs mission is to provide hospital, medical, and surgical care, including emergency services, extended care, and home health care to the public without regard to age, sex, race, religion, or national origin, or to the individuals ability to pay. KFH strives for excellence in serving its patients through market-leading performance in quality and service. As a nonprofit organization, Kaiser Foundation Hospitals is committed to improving the health of the communities beyond the population of patients served by its facilities. Annual investments in a range of Community Benefit programs are a fundamental embodiment of the organizations ongoing commitment to improve the general wellbeing within the broader community. These investments result in intentional, planned, measurable, and accountable benefits intended to address many of the health challenges faced at the individual, local, state, and national levels. The Affordable Care Act (ACA) enacted in 2010 codifies responsibilities that nonprofit hospital organizations such as KFH must satisfy in order to maintain their qualification as tax-exempt entities. One responsibility involves conducting a Community Health Needs Assessment (CHNA) at least once every three years at every licensed hospital facility. Kaiser Foundation Hospitals has completed similar needs assessments for many years to identify the needs and resources that guide our Community Benefit spending. The new federal legislation provides an opportunity to revisit assessment and planning processes with an eye toward enhancing compliance, transparency, efficiency, and utilization of emerging technologies. During 2016, KFH conducted a Community Health Needs assessment at each of its licensed hospital facilities. The primary needs which were identified in the prior CHNA were addressed between 2014 and 2016 with the assistance of a comprehensive set of Implementation Strategies (IS) for every facility. The IS reports describe the needs which each KFH facility has chosen to prioritize and the reasons why other needs are not being addressed during each three-year cycle. A full set of the CHNA assessments by facility as well as the related Implementation Strategy reports can be found at www.kp.org/chna. In 2007, the board of directors of Kaiser Foundation Health Plan, Inc. and Kaiser Foundation Hospitals refined the focus of the organizations' Community Benefit programs and established the following four priority areas which have come to be known as "Streams of Work": A. Care and Coverage for Low-Income People Creates and supports programs that lower the financial barriers for the under- and uninsured. B. Community Health Initiatives Seeks to measurably improve the health of the communities we serve. Designs, delivers, and sustains long-term programs that engage communities in work to improve conditions in their neighborhoods. C. Safety Net Partnerships Builds partnerships with community clinics, local health departments, and public hospitals. Provides funding, technical assistance, dissemination of care management and quality improvements technology to help improve care and expand treatment capacity for vulnerable populations. D. Developing and Disseminating Knowledge Improves health care by sharing our knowledge - educating practitioners, advancing research, empowering consumers and informing policymakers about evidence-based care and health. In addition to Streams of Work above, KFH also made contributions to benefit the communities served in the following areas: E. Other Community Benefit Investments - support Community Benefit activities and programs beyond the national streams of work, including the administrative expenses of regional Community Benefit departments dedicated to supporting the organizations Community Benefit programs and services and coordinating related initiatives. F. Environmental Stewardship - protecting and improving the natural environment is a key component of KFHs mission to improve the health of the community it serves. Although costs associated with this initiative is not included in the dollars reported as Community Benefit investments, efforts in this area contributes to advancing a broader vision emphasizing healthy people and healthy environments while also improving health care quality and affordability. The following are details of the Community Benefit activities provided by Kaiser Foundation Hospitals: In 2016, Kaiser Foundation Hospitals expended approximately $852 million (at cost, net of $1.2 billion of related revenues) to support Community Benefit activities. The following summarizes many of the signature Community Benefit programs and services grouped according to the national Streams of Work.
A. Care and Coverage for Low-Income People Improving health care access for those with limited incomes and resources is fundamental to Kaiser Foundation Hospitals mission. In 2016, the organization invested approximately $620 million (at cost, net of $1.1 billion of related revenues) to address the financing and delivery of health care for populations vulnerable due to socio-economic status, illness, ethnicity, age, or other factors. Program beneficiaries (under- and uninsured) received free or discounted care in a KFH facility. A.1. Charitable Care (Medical Financial Assistance and Charitable Health Coverage Programs) Kaiser Foundation Hospitals provides charity care to low-income vulnerable populations through the Medical Financial Assistance (MFA) and Charitable Health Coverage (CHC) programs. In 2016, KFH spent approximately $130 million (at cost, net of $49 million of related revenues) to support under- and uninsured patients treated in KFH facilities located in California, Hawaii, and Oregon. A.1.1. Medical Financial Assistance (MFA) Program Kaiser Foundation Hospitals Medical Financial Assistance program provides financial assistance for emergency and medically necessary services, medications, and supplies to patients with a demonstrated financial need. Patients must receive health care services at facilities operated by Kaiser Foundation Hospitals and/or from a Kaiser Permanente provider. Eligibility is based upon prescribed levels of income to patients who have exhausted other private and public sources of support. In 2016, KFH provided $129 million (at cost, net of $26 thousand in related revenues) of services under this program. At KFH, uninsured patients receive a discount on hospital and professional charges for emergency or other medically necessary care without an application and regardless of income level. The discount is provided to ensure than an uninsured individual is not charged more for emergency or other medically necessary services than the amounts generally billed to insured individuals receiving equivalent care. Contracted collection agency practices are aligned with the organizations social values and IRC section 501(r). Additionally, any patient experiencing financial hardship due to high medical expenses relative to their income level may qualify for the program under KPs high medical expense criteria. Eligibility for high medical expenses exists when the patients incurred out-of-pocket medical and pharmacy expenses over the previous 12-month period is equal to or exceeds 10% of annual income. High medical expenses can apply to any income level. A.1.1.1. MFA Program Offered in California In California, the MFA programs eligibility criteria allows patients falling at or below 350% of the Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in California received full forgiveness for over 104,000 inpatient days of care under the MFA program. A.1.1.2. MFA Program Offered in Hawaii In Hawaii, the MFA programs eligibility criteria allow patients falling at or below 400% of the Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in Hawaii received full forgiveness for over 6,100 inpatient days of care under the MFA program. A.1.1.3. MFA Program Offered in Oregon and Washington In Oregon and Washington, the MFA programs eligibility criteria allows patients falling at or below 300% of Federal Poverty Guidelines (FPG) to receive full (100%) write off of patient out-of-pocket costs. In 2016, KFH patients in Oregon and Washington received full forgiveness for over 30,000 inpatient days of care under the MFA program. The MFA program in Oregon and Washington also covers full or partial expenses for dental services if applicants meet qualifying guidelines. KFHs Northwest region has known for 40 years that dental care is a crucial component of total health. Research has shown that dental care combined with medical care improves health outcomes for members and the bottom line for insurers. Patients without dental insurance regularly present to the medical system with acute dental problems. The overall medical system is not designed to handle these kinds of emergencies, but increased coordination between dental and medical care systems could lead to improved care, reduced costs, and better quality measure in all systems. To participate in this program, the patient must have annual gross household income no greater than 200 percent of the Federal Poverty Guidelines. Patients are only eligible for Dental Financial Assistance every other year. In, 2016 approximately 400 people received dental financial assistance. A.1.1.4. Community Medical Financial Assistance (CMFA) The MFA program also includes support for community based initiatives, known as Community Medical Financial Assistance (CMFA) programs. CMFA programs are designed to broaden access to health care within the community and help KFH fulfill its objectives to reduce the financial barriers that limit access to care for qualified low income populations. KFH participates in several programs in collaboration with Kaiser Foundation Health Plan, Inc. and community-based organizations to provide charity care services to low income uninsured patients at its facilities or from Permanente providers. Patients are referred to the community MFA programs by one of the community-based organizations. The community-based organization takes responsibility for pre-screening each patient to make sure they meet the eligibility criteria. The following are descriptions of a few of the programs offered under community MFA: A.1.1.4.1 Operation Access Thirteen Kaiser Permanente Northern California Region hospitals participate in Operation Access, a nonprofit organization that mobilizes a network of medical volunteers, hospitals, facilities, and referring community clinics to provide the uninsured with donated outpatient surgeries and procedures that significantly improve their health, ability to work, and quality of life. Some of the most common procedures performed include hernia repairs, biopsies, and cyst excisions. A.1.1.4.2. Mission Cataract USA Kaiser Permanente's Rancho Cordova Medical Offices participates in Mission Cataract, a national program that offers free cataract surgery to people of all ages who have no means to pay. It was started in 1991 by Frederick A. Richburg, MD, Medical Director of Valley Eye Institute in Fresno, California, and expanded in 1992 to include six eye surgeons who offered free surgeries throughout California. The goal of Mission Cataract USA is to eradicate blindness due to cataracts and bring as many people as possible from blindness to useful productive lives. A.1.1.4.3. KP Soars KP SOARS provides services to uninsured patients from La Clinica de la Raza in Vallejo, California, to address breast care, gastroenterology, cardiology and orthopedic needs. Based on each individual patients treatment plan, related services are covered, including diagnostics and in-patient hospitalization. Patients are screened for medical need and financial eligibility by La Clinica de la Raza. The program, which serves up to 10 patients per month, is based on a joint agreement between KFH and Kaiser Foundation Health Plan, Inc., The Permanente Medical Group, and La Clinica de la Raza. A.1.2. Charitable Health Coverage (CHC) Program Charitable Health Coverage (CHC) is a unique approach to caring for low-income uninsured persons in the community. Eligible participants receive a regular Kaiser Foundation Health Plan, Inc. membership card and access to the full range of services and providers at Kaiser Foundation Hospital facilities - a much better alternative to a potentially costly emergency room visit or hospitalization. KFHs CHC programs have a long history of making a real difference in the lives of low-income people who might otherwise have no permanent medical home. In 2016, more than 61,000 low-income adults and children who were not eligible for other public or privately sponsored coverage received access to health care through facilities operated by Kaiser Foundation Hospitals in California and Oregon. KFH contributed approximately $600 thousand (at cost, net of $48.5 million of related revenues) to provide subsidized care to these underserved populations in 2016.
A.1.2.1. CHC Programs Offered in California A.1.2.1.1. Child Health Program The Child Health Program provides comprehensive medical, dental and prescription coverage to eligible children under the age of 19 for California families with household income up to 300% of the Federal Poverty Guidelines who do not have access to other health insurance. After-subsidy, monthly payment amounts charged to members range from $0 to $20 per child per month, depending on family income, for a maximum of three children. Additional children are covered free of charge. As a result of an organization-wide initiative implemented in 2016 to restructure contractual payments made by Kaiser Foundation Health Plan, Inc. to its related hospital and unrelated physician providers, Kaiser Foundation Hospitals recognized net operating income under the Charitable Health Coverage program in the State of California for the first time. Consequently, the loss previously reported as a component of KFHs broader Community Benefit activities under this program in California has been eliminated for 2016. For comparative purposes, the total loss Kaiser Foundation Hospitals reported under this program in 2015 was approximately $39 million in California (at cost, net of $2.4 million of related revenues). A.1.2.1.2. Healthy San Francisco KFH provided access to approximately 700 KFHP, Inc. members participating in the Healthy San Francisco program at the end of 2016. Healthy San Francisco is a program created by the City and County of San Francisco to make health care services accessible and affordable for uninsured residents living on a combined family income at or below 500% of the Federal Poverty Level. It is available for all San Francisco residents, regardless of immigration or employment status, or pre-existing medical conditions. While this program is not an insurance plan, it does provide access to primary care, preventive services, and hospitalization within the city and county of San Francisco. KFH recognized no operating losses on the Healthy San Francisco program in 2016 for the reason outlined under the Child Health Program. A.1.2.2. CHC Program Offered in Oregon A.1.2.2.1. The Child Health Plan In Oregon and Washington, the CHC offering is the Child Health Plan. This program is open to children of low income families who reside in five school districts and who do not have access to other health coverage. The program provides comprehensive medical and prescription coverage to children in kindergarten through 12th grade. Children must come from a household with income less than 250 percent of federal poverty level and must not be eligible or enrolled in any private or public health plan. Eligible siblings age 3 to 19 can also receive services. The program includes enrollment in the KPIF Gold 0/20 Plan. A re-certification process is conducted approximately every two years to confirm that members remain eligible to participate. A.2.Participation in Medicaid and Other Government-Sponsored Programs Kaiser Foundation Hospitals has a long history of providing access to low- and moderate-income individuals as a nonprofit organization. In 2016, Kaiser Foundation Hospitals provided medical services valued at $490 million (at cost, net of $1.1 billion of related revenues) to individuals participating in government-sponsored programs in California, Hawaii, Oregon, and Washington. Improving access to care for vulnerable populations is fundamental to KFHs social mission to improve the health of communities served and consistent with the obligations of a tax exempt organization. The Affordable Care Act has had a far-reaching impact on the landscape of government-sponsored programs, as these options have become a key source of health coverage for a significant portion of the American population. KFH has responded to this challenge by developing organizational strategies to enable individuals whose coverage is changing due to personal or financial circumstances to continue to obtain medical care at facilities owned by the organization. Realized and anticipated growth in the organizations Medicaid offerings closely aligns with and supports KFHs core mission, tax exempt status, credibility in state and federal policy arenas, and community health needs focusing on access to care. A.2.1. Government-Sponsored Programs in California Highlights of the government-sponsored health care coverage programs supported by KFH in California include: A.2.1.1. Medicaid/Medi-Cal Managed Care KFH provided access to inpatient care for over 700,000 Medicaid/Medi-Cal managed care members in Northern and Southern California through various local and state government entities. Approximately $301 million (at cost, net of $744 million of related revenues) was invested in this program in 2016. Prior to 2014, KFH provided health care services to members participating in the federal- and state-funded Childrens Health Insurance Program (CHIP) offered by Kaiser Foundation Health Plan, Inc. California administers its CHIP program as part of Medicaid. Member counts and expenditures are included above. A.2.1.2. Medicaid/Medi-Cal Fee-for-Service KFH provided subsidized care on a fee-for-service basis to over 203,000 Medi-Cal patients who were not enrolled as members of Kaiser Foundation Health Plan, Inc. This accounted for approximately $162 million (at cost, net of $204 million of related revenues) of inpatient services provided by KFH in 2016. A.2.2. Government-Sponsored Programs in Hawaii Highlights of the government-sponsored health care coverage programs supported by KFH in Hawaii include: A.2.2.1. QUEST QUEST is a Medicaid managed care program run by Hawaiis Department of Human Services. The state administers the QUEST program and pays Kaiser Foundation Health Plan, Inc. to provide medical services. KFH provides access to the organizations health care facilities in connection with the QUEST program on the islands of Oahu and Maui. In 2016, KFH cared for approximately 28,000 individuals enrolled in QUEST and expended approximately $7.4 million (at cost, net of $34 million of related revenues) on subsidized medical care services. A.2.2.2. Medicaid Fee-for-Service Kaiser Foundation Hospitals provides services on a fee-for-service basis in states not participating in the Medicaid managed care program or for individuals/populations not enrolled in managed care. In 2016, KFH in Hawaii contributed $3.5 million (at cost, net of $2.3 million of related revenues) towards subsidized care for Medicaid patients who were not enrolled in the Kaiser Foundation Health Plan QUEST program. A.2.2.3. Childrens Health Insurance Program (CHIP) The Childrens Health Insurance Program provides health insurance coverage to children with family income up to twice the federal poverty guideline for Hawaii under Title XXI of the Social Security Act. CHIP is one of several aid categories under the QUEST program. More than 3,300 children enrolled in this program were cared for at KFH facilities in Hawaii at a total expense of $504 thousand (at cost, net of $1 million of related revenues) in 2016. A.2.3. Government-Sponsored Programs in Oregon and Washington Highlights of the government-sponsored health care coverage programs supported by KFH in Oregon and Washington include: A.2.3.1. Medicaid Managed Care Programs in Oregon and Washington Kaiser Foundation Hospitals supports Medicaid managed care programs in the states of Oregon and Washington in addition to a fee-for-service option. In 2016, KFH expended approximately $16 million (at cost, net of $82 million of related revenues) in the Northwest region to subsidize care under Medicaid. The following describe the programs and target populations: A.2.3.1.1. Health Share of Oregon With the establishment of Coordinated Care Organizations in the State of Oregon, Kaiser Foundation Health Plan, Inc. has joined Tuality Healthcare, Care Oregon, and Providence Health Services to form the largest Coordinated Care Organization in the State. Kaiser Foundation Hospital provides inpatient care services to the KFHP, Inc. members of this program which serves families in Clackamas, Multnomah, and Washington counties.
A.2.3.1.2. Washington Apple Health Care Washington Apple Health Care is a Medicaid program offered by Molina Healthcare for low-income individuals that meet eligibility requirements for Medicaid. It is a fully-capitated state program managed by the Washington State Health Care Authority (HCA). Kaiser Foundation Hospitals provides services to eligible participants who reside in either Clark or Cowlitz counties through a subcontract with Molina Healthcare. A.2.3.2. Medicaid Fee-for-Service KFH provided $6.2 million (at cost, net of $5.8 million of related revenues) in subsidized care to Medicaid fee-for-service patients living in the states of Oregon and Washington in 2016. These services were billed to the Medicaid program on behalf of non-affiliated patients receiving medical attention in KFH facilities. When a Medicaid patient receives services from Kaiser Foundation Hospitals under this program, these expenses are recorded as non-capitated services and billed to the Medicaid program on a fee-for-service basis. A.2.3.3. Child Health Insurance Program (CHIP) In both Oregon and Washington, KFH provides health care services to members of KFHP, Inc.s Child Health Insurance Program. The program provides health insurance to children whose family income is between 200% and 300% of the federal poverty level, and who are not eligible for Medicaid. In both states, the program is governed by the Medicaid contract, and offers the same benefits. KFH incurred net losses of $336 thousand (at cost, net of $676 thousand of related revenues) under this program in 2016. A.3. Care and Coverage Investments in the Community In 2016, Kaiser Foundation Hospitals donated approximately $13.7 million to nonprofit and community-based organizations to improve access to health care for low-income families and individuals. The following are a few examples of the contributions made in this area: A.3.1 Contra Costa CARES Community Clinic Consortium received $85,000 to support Contra Costa CARES program, a 12 month pilot program connecting uninsured adults in Contra Costa County to a primary care medical home. Additional funding will enable program participants to receive an additional 6 months of coverage. Contra Costa CARES plans on assisting 3,000 uninsured undocumented adults with assignment to a primary care medical home within the CARES provider network. This grant will also assist with covering the cost of staff from respective partner organizations who will be trained on the application renewal processes. A.3.2 The Master Plan Phase I Project Kaiser Foundation Hospitals provided $5 million to Childrens Hospital & Research Center in Oakland, CA to support the UCSF Benioff Childrens Hospital capital program, "The Master Plan Phase I project". This funding a multi-year grant and is the 5th of five grants to provide a total of $25 million. The goals of the Phase I capital project are to build a Center for Advanced Outpatient Clinics, rebuild main hospital to increase the number of on-site patient beds to 210, create individual patient rooms and add additional support services and clinics. A.4. Prior Year Contributions for Care and Coverage Investments In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of care and coverage. In 2016, the following initiative was funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. A.4.1 Access to Life-Saving MRI Services In 2016, The Alameda Health Systems Foundation received a $6 million grant to acquire a 3T MRI suite and a 1.5T MRI upgrade for a new Highland Hospital acute care tower that opened in April 2016. These funds will also be used to replace aging and outdated structures and to improve access to low-moderate income, under insured and uninsured populations in Alameda County.
B. Community Health Initiatives (CHI) The Community Health Initiatives (CHI) strategy aims to improve the health of individuals, families, and communities by addressing the social, economic, and environmental determinants of health. Research supports the central premise that excellent medical care alone is insufficient to create healthy people in healthy communities. Evidence underscores the importance of changing community environments as a critical community health strategy. Guided by this evidence, Kaiser Foundation Hospitals supports comprehensive initiatives that focus on policy and environmental changes to promote healthy eating and active living (HEAL), community safety, economic stability, and social and emotional wellness. Two of the primary programs supported within the CHI Stream of Work include: Healthy Eating, Active Living (HEAL) and Obesity Prevention Healthy eating, active living has been and continues to be a compelling focus for Kaiser Foundation Hospitals work, as obesity continues to be a significant and pervasive public health problem. Despite encouraging signs of obesity rates leveling off in recent years, substantial racial and ethnic disparities continue to exist. Also, through a focus on healthy eating and active living, Kaiser Foundation Hospitals can have a marked impact on a wide range of health conditions including pre-diabetes, diabetes, cardiovascular disease and several cancers that are affected by these behaviors. Finally, a focus on nutrition, physical activity and weight management are highly aligned with Kaiser Foundation Hospitals clinical expertise in this area, including a prevention orientation and a number of existing programs and partnerships. Wherever possible, KFH supports a concentration of multiple strategies that enable sustainable change towards healthy eating and active living lifestyles. These include policies and practices to reduce the availability and consumption of sugar-sweetened beverages, encourage the establishment of safe spaces, promote active transportation policies that support equitable public transit, and create connections between health clinics and community resources. Thriving Schools Thriving Schools is an initiative to improve healthy eating, physical activity, and social and emotional wellness in K-12 schools within Kaiser Foundation Hospitals geographic service areas. Thriving Schools efforts focus on policy, systems, and environmental changes that make the healthy choice the easy choice. Interventions aim to create a culture of health on school campuses to spur individual behavior change targeting students, teachers, and staff. In 2016, KFH spent approximately $21.2 million to support Community Health Initiatives that addressed needs underscored by recent Community Health Needs Assessments - obesity and related conditions, economic security, violence/injury prevention, climate and health, and transportation and built environment. B.1. CHI Investments in the Community Kaiser Foundation Hospitals investments in the CHI Stream of Work during 2016 included the following: B.1.1. PHA/HEAL Kick the Can Campaign In 2016, KFH provided $200,000 in grant funds to the Public Health Advocates (PHA) Healthy Eating Active Living (HEAL) Cities Campaign in a national effort to develop and disseminate information, tools, and personalized technical assistance for municipal leaders to pass policies, change practices, and create environments that advance obesity prevention. PHAs Kick the Can campaign, advances policies aimed toward reducing access to sugar-sweetened beverages and improving access to safe drinking water policies. This project is expected to support at least 20 cities in their efforts to implement specific healthy beverage policies, identify two HEAL cities to become trauma-informed communities via resolutions and provide technical coaching to 100 city officials in 50 targeted cities that adopt HEAL resolutions and policies. B.1.2. Accessible Wealth-Building Opportunities In 2016, Greenlining Institute received $90,000 to increase accessible wealth-building opportunities in the green economy, the health sector, and housing for communities of color in Oakland. The primary goal of this project is to work with the city, banking partners, community groups and other stakeholders to find win-win solutions that uplift our communities. Expected outcomes include increasing investments in health pipeline programs, particularly for boys and men of color, as well as trauma-informed training. B.1.3. California Court Appointed Special Advocate Association(CalCASA) In 2016, CalCASA received support of $60,000 from KFH so it could provide customized technical assistance and advocates for progressive child welfare policy and practice. This project will bring together professionals in law and medicine, volunteers and local staff to determine best practices related to the administration of psychotropic medication to children and youth in foster care. The outcome is expected to impact 157 staff and 3,357 volunteers in eight counties working with the more than 5,600 foster children across Southern California. B.1.4. Mercy Housing California KFH awarded Mercy Housing California a grant of $50,000 in 2016 to continue to partner with the Student and Family Community Center at Leataata Floyd Elementary School. The purpose of this project is to implement a trauma-informed care approach at the school and nearby housing complex. Students and families will be able to obtain mental and physical health services with the aid of community health navigators and youth engagement specialists. This program is expected to reach a total of 500 people. B.1.5. Code for America (CFA)- GetCalFresh In 2016, CFA received $85,000 from KFH to expand the use of the GetCalFresh digital tool making it easier to apply for CalFresh (food stamps). Through CFAs partnership building efforts with community-based organizations and government agencies to promote the use of the tool, eligible participants will receive their CalFresh benefits more easily. CFA has a goal to reach up 868,224 people in the six counties they already serve. Plans include expansion into three new counties in which eligible participants would have access to the tool. B.1.6. HEAL Cities Campaign Oregon Public Health Institute (OPHI) received a grant for over $349,000 to expand The HEAL Cities Campaign to 9 additional cities bringing the total to 38 participating cities in 2016. HEAL Cities campaign recruits and provides technical assistance to elected officials and key city staff by educating civic leaders about the unique role their city can play in creating healthy communities, as well as providing resources to support the adoption and implementation of Healthy Eating Active Living policies. Small grants were provided to 7 HEAL cities to promote policy implementation efforts. B.2. Prior Year Contributions for CHI Investments In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of community health initiatives. In 2016, the following initiatives were funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. B.2.1. Oakland Promise KFH awarded The Oakland Public Education fund a grant of $3 million in 2016 to continue to support the Oakland Promise initiative, led by the Mayor's Office, Oakland Unified School District (OUSD), East Bay College Fund, and Oakland Education Fund, to create an expectation that higher education is possible for all Oakland children. The program is designed to reach 14,000 ethnic minority at-risk youth individuals. Oakland Promise has a vision of working together as a community, to ensure every child in Oakland graduates from high school with the expectations, resources, and skills to complete college and be successful in the career of his or her choice. Oakland Promise considers its program to be a cradle-to-career initiative aimed at tripling the number of college graduates from Oakland within the next decade. B.2.2 Healthy Food Access In 2016, Community Partners Los Angeles Food Policy Council, the fiscal agent for Los Angeles Food Policy Council (LAFOC), received $50,000 in connection with a multi-year grant funded by a prior contribution to a community foundation donor advised fund to support the adoption of sustainable and healthy food systems for underserved communities. This grant helped enable 26 farmers markets to become SNAP authorized retailers. LAFPC was able to recruit 24 corner stores into the healthy food purchasing cooperative for small retailers, known as COMPRA (Community Markets Purchasing Real Affordable) Foods.
B.2.3. HOPE SF KFH continues to support the San Francisco Foundation for a large scale public housing revitalization project, HOPE SF, which is in the second year of a three year $3 million grant. In 2016, the program received $1 million to continue the work of the project which includes a Peer Health Leadership program to support residents to lead healthy lifestyles, improve resident mental health, and increase community safety. To date more than 20 Peer Leaders have been hired and trained to support community residents to create personal health plans and conduct projects within the community to support residents to adopt healthy lifestyle practices. At least 1145 HOPE SF households (at least 3000 residents) were reached by the program through door knocking, flyers, and social networking. Over 700 residents have been directly served through "healthy eating, active living" activities led by peer health leaders. C. Safety Net Partnerships Kaiser Foundation Hospitals is committed to building partnerships with the institutions that serve on the front lines of health care for the uninsured and underserved. By providing support to community health centers, public hospitals, and local health departments, KFH helps them deliver care and treatment to the most vulnerable in our communities. KFH is dedicated to investing in communities and promoting good health for the communities served. As such, Safety Net Partnership (SNP) initiatives aim to strengthen the system of community clinics, public hospitals, and health departments to promote access to high quality care for the uninsured and underserved vulnerable populations. KFH also focuses on improving access to health services and the transformation of care delivery to meet the challenges of the ever evolving performance expectations and revenue design. Efforts to improve access and transform care include work on: increasing access to specialty care services; increasing the utility of health information technology in safety net settings; addressing mental health and wellness, improving population outcomes and eliminating health disparities. KFH also supports innovative efforts to bring both health care and support services closer to underserved populations through partnerships with school based health centers and community clinics. Investments in Safety Net Partnerships target the following strategic focus areas: I. Care Delivery Transformation II. Capacity Building III. Clinic-Community Integration IV. Policy, Systems, and Environmental Change V. Create and Spread Knowledge VI. Total Health In 2016, KFH spent approximately $22.5 million to support Safety Net Partnerships as access to affordable quality care and health disparities amongst vulnerable populations were identified as significant and pervasive barriers to health in the 2016 Community Health Needs Assessments in the communities that KFH hospitals served. The following are examples of initiatives funded in accordance with the objectives of the Safety Net Partnerships Stream of Work during the year. C.1. Safety Net Partnerships Investments in the Community C.1.1. Housing is Healthcare Initiative Central City of Concern, Inc. in the Northwest region received over $1.3 million in 2016 for the Housing is Healthcare Initiative which brought together six local hospital and health systems to collaborate on three transformational integrated healthcare and housing campuses with 385 units of affordable housing for special needs populations. The centerpiece of the new project is the planned Eastside Integrated Housing & Services Campus, which will provide integrated housing and clinical services focusing on recovery and mental health services, with integrated primary care and urgent care services. C.1.2. Home for Good (HFG) Collaborative for Los Angeles County In 2016, KFH contributed eight grants ($90,000 each) totaling $720,000 to organizations representing the Service Planning Areas of Los Angeles County. HFG provided housing coordination and placement services for 2,407 chronically homeless individuals in Los Angeles County. By participating in projects such as this, KFHs resources contribute to the provision of homeless health and wellness beyond medical care, and address social determinants of health such as housing, transportation, job training and placement. C.1.3. Community Health Workers In the Northwest, KFH provided a grant of $125,000 to the Oregon Public Health Institute for the Warriors of Wellness (WOW) project. Funding from this grant supports community health workers in conducting health promotion activities in their communities and collaboration with community-based organizations. Over the past three years, the WOW collaborative has brought together five culturally-specific community-based organizations that employ community health workers to build a model for contracting with health systems. C.1.4. Quality Improvement and Population Health: ALL/PHASE Protocol Kaiser Foundation Hospital issued a series of grants to support safety net clinics in adopting "ALL/PHASE" into clinical guidelines and care management protocols, leveraging KFHs evidence-based practices. KFH Northern California Community Benefit continues and has expanded its signature program, PHASE, to support the safety nets capacity to implement chronic care management program designed to reduce cardiovascular disease, increase capacity for reporting utilization and quality measures using HEDIS, and building system capacity for managing population health. Kaiser Foundation Hospitals ALL/PHASE treatment protocol targets those patients most prone to cardiovascular death. "ALL" stands for Aspirin, Lisinopril, and Lovastatin and clinical studies show it to be effective in reducing cardiovascular risk. It is projected that over a three-year period, patients that receive the ALL treatment protocol will have a 60 percent lower incidence of hospitalizations for heart attacks and strokes. C.2. Prior Year Contributions for Safety Net Partnerships In prior years, KFH made contributions to donor advised funds under the direction of a foundation operating in our local community. These funds were intended to identify and support nonprofit organizations that meet community needs in the area of safety net partnerships. In 2016, the following initiatives were funded through disbursements issued by the community foundation based upon recommendations informed by KFH's expertise. C.2.1 ALL HEART In 2016, Community Clinics Heath Network (CCHN) of Southern California was awarded an installment of $175,000 as part of a total commitment of $350,000 from a community foundation donor advised fund. CCHN serves as a Project Office to further translate the ALL protocol across the Southern California Region. The program was renamed to ALL HEART to encompass lifestyle measures such as Heart smart diet, Exercise, Alcohol limits, RX medicine compliance and Tobacco. CCHN has exceeded targets for ALL HEART, reaching over 35,000 patients served by 14 health centers and 75 clinic sites in Southern California.
D. Developing and Disseminating Knowledge The Developing and Disseminating Knowledge Stream of Work supports activities that improve health care by sharing knowledge, educating practitioners, advancing research, empowering consumers and informing policymakers about evidence-based care and health. Kaiser Foundation Hospitals spent $148 million (at cost, net of $94 million of related revenues) in 2016 to support programs and services associated with the development and dissemination of knowledge. D.1. Medical Research Programs As the largest nonprofit integrated health system in the United States, Kaiser Permanente has a long history of conducting health research related to both prevention and treatment of disease that benefits both Kaiser Foundation Hospital patients and the communities that are served. These research efforts are core to the collective organizations mission to improve population health, and promote continued learning. Researchers study critical health issues including: cancer, cardiovascular conditions, diabetes, behavioral and mental health, and health care delivery improvement while remaining broadly centered upon the following three themes: - Understanding health risks - Addressing patients needs and improving health outcomes - Informing policy and practice to facilitate the use of evidence-based care Kaiser Permanente is uniquely positioned to do research due to its rich, longitudinal, electronic clinical databases that capture virtually complete health care delivery, payment, decision-making and behavioral data in detail to support primary, secondary and tertiary clinical care across inpatient, outpatient and emergency department settings for more than 10 million geographically and demographically diverse members and non-members. D.1.1. National Research Program The Division of Research in Northern California, Department of Research and Evaluation in Southern California, and Centers for Health Research in Oregon and Hawaii are four of seven regional centers overseen and administered by the Kaiser Foundation Research Institute (KFRI) and three national research infrastructure support centers. Research projects conducted by this collaborative team have yielded findings that affect not only the practice of medicine within the area served by KFH, but also for society-at-large. The following are descriptions of the entities providing support at the national level. D.1.1.1. Kaiser Foundation Research Institute (KFRI) The Kaiser Foundation Research Institute (KFRI) is a national program established in 1958 to administer and support research at Kaiser Permanente. KFRIs responsibilities include: overseeing and maintaining Kaiser Permanente's relationship with federal granting agencies, providing contract negotiation services for all regional centers, promoting responsible research conduct; and partnering with clinical trials stakeholders across Kaiser Permanente to ensure quality and compliance through the clinical trials program. D.1.1.2. The Center for Effectiveness and Safety Research (CESR) The Center for Effectiveness & Safety Research enhances opportunities to answer questions about which interventions work best for whom across all of KPs regional centers by investing in the ongoing development of a common data model, convening researchers and organizational leaders at an annual meeting and via webinars, and by conducting research. The center routinely partners with investigators in KPs regional research centers and with selected operational analytical groups. D.1.1.3. The Utility for Care Data Analysis (UCDA) The Utility for Care Data Analysis (UCDA) was created to ensure that analysts and researchers throughout Kaiser Permanente are able to fully realize the analytical potential of Kaiser Permanentes enterprise-wide information systems. This allows experts to compile and compare clinical and utilization data from across Kaiser Permanente in order to assess patterns in health, health care delivery, and clinical quality. UCDA has developed tools for using geographic information systems and providing analytic support for Community Benefit, including the Community Health Needs Assessments. D.1.1.4. The Kaiser Permanente Research Bank The Kaiser Permanente Research Bank is a research resource designed to help the organization better understand how peoples health is affected by their genes, behaviors and the environment. It allows researchers to use DNA and other health information voluntarily provided by a diverse cross-section of KP members to study how genetic and environmental factors affect health, and look for new ways to diagnose, treat and prevent certain diseases. KP has set a goal to collect data from a total of 500,000 participants from all seven regional centers, which would make it one of the worlds largest and most diverse repositories of genetic, environmental and health data. To date, more than 250,000 members from four geographic regions, including Northern and Southern California and the Northwest, have participated in bio-banking efforts. D.1.2. Regional Research Centers D.1.2.1. The Division of Research Northern California The Division of Research was established in 1961. DORs program is built on a base of rigorous epidemiologic investigation in a large, well-characterized population and has made major contributions in risk factor identification, prevention, and drug safety. New areas of inquiry include the role of genes and the environment in health, the use of health informatics, the management of chronic conditions, and delivery science to enhance specialty care. In 2016, KFH invested $15.5 million in medical research for The Division of Research- Northern California. Number of investigators: 57 Number of support staff: 533 Number of journal publications in 2016: 361 Number of clinical trials in 2016: 415 Number of active studies (clinical trials and non-clinical trials) in 2016: 796 Top research areas: - Behavioral health and aging - Cancer - Cardiovascular and metabolic conditions - Health care delivery and policy - Infectious diseases - Vaccine Study Center - Women's and children's health D.1.2.1.1. Major Areas of Funded Research The following are examples of research projects conducted by KFH investigators at the Division of Research in Northern California in 2016: D.1.2.1.1.1. Modeling to Improve Prostate Cancer Outcomes Across Diverse Populations Research Area: Cancer Cancer Intervention and Surveillance Modeling Network (CISNET) is a consortium of the National Cancer Institute (NCI) sponsored investigators who are using statistical modeling to improve understanding of cancer control interventions in prevention, screening, and treatment, and their effects on population trends in incidence and mortality. The CISNET prostate group is adapting and applying models of prostate cancer natural history and survival to understand how changes in prostate cancer screening and treatment impact disease outcomes. Kaiser Permanente is participating in the third funding cycle of this project by conducting targeted analyses that can be used within the overall CISNET models, specifically focusing on outcomes among men with low-risk and local disease. These models can be used to guide public health research and priorities, and they can aid in the development of optimal cancer control strategies. Primary Funding Provided By: National Cancer Institute
D.1.2.1.1.2. Excessive Gestational Weight Gain and Postpartum Glucose Intolerance in Women Research Area: Diabetes This study is using data from the prospective Kaiser Permanente Northern California pregnancy and birth cohorts to determine whether excessive gestational weight gain is related to glucose intolerance (pre-diabetes or type 2 diabetes mellitus) after pregnancy in a racially diverse sample of women. The sample includes women who delivered full term, singleton births at a Kaiser Permanente Northern California hospital from 2008-2012 without a prior history of diabetes, and will evaluate glucose intolerance based on electronic medical records. Primary Funding Provided By: Kaiser Permanente Community Benefit D.1.2.1.1.3. Novel Air Pollution Mapping and Health Disparities in Oakland, CA Research Area: Health Care Delivery and Comparative Health Systems The Environmental Defense Fund is collecting air pollution data for high-resolution air quality mapping. The target study region includes areas of east, west, and downtown Oakland, as defined by the boundaries of the data collected by the Environmental Defense Fund. Air pollution data will be linked to geocoded addresses and electronic medical records in the Kaiser Permanente Northern California database. Researchers are estimating the relationship between differences in traffic-related air pollution levels and health disparities across multiple disease areas. Primary Funding Provided By: Environmental Defense Fund. D.1.2.1.1.4. The Early Start Program: Trends in Substance Use During Pregnancy and Predictors of Program Participation Research Area: Behavioral Health and Mental Health Use of alcohol, tobacco and other drugs remains a paramount problem in pregnancy leading to preventable morbidity and mortality. Kaiser Permanente Northern Californias well-established, integrated prenatal substance use intervention program, Early Start (ES), has been successful in improving prenatal outcomes and lowering overall healthcare costs among women at risk for prenatal substance use. However, not all at-risk women are reached by ES, and those who do not participate have poorer neonatal outcomes, meriting special attention and in-depth study. Prior ES research focused on pregnant women identified from 1999-2005. In light of emerging data indicating changes in overall patterns of substance use, it is important to assess how pregnant women who use substances during pregnancy have changed in recent years, and to identify risk factors that predict non-participation in ES. This study is: 1) evaluating patterns of substance use among pregnant women during universal prenatal screening from 2009-2015, and examining differences by key demographic factors; and 2) investigating how demographics, clinical characteristics, and substance type(s) predict non-participation in ES among women who screen positive for prenatal substance use in recent years. Primary Funding Provided By: Kaiser Permanente Community Benefit D.1.2.2. The Department of Research and Evaluation Southern California The Department of Research & Evaluation was established in 1963 and focuses on conducting research with real-world implications and translating findings into practice. The department is expanding and building scientific expertise in new research areas, including health services research and implementation science, which helps Kaiser Permanente to understand how to provide better and more affordable care for members and the communities from which they come, as well as bridge the gap between research and practice. In 2016, KFH invested approximately $9 million in medical research for The Department of Research and Evaluation Southern California. Number of investigators: 28 Number of support staff: 330 Number of journal publications in 2016: 470 Number of clinical trials in 2016: 450 Number of active studies (clinical trials and non-clinical trials) in 2016: 1271 Top research areas: - Cancer - Cardiovascular diseases - Diabetes - Health services research and implementation science - Obesity - Vaccine safety and effectiveness - Maternal and infant health D.1.2.2.1. Major Areas of Funded Research The following are examples of research projects conducted by investigators at the Department of Research and Evaluation in Southern California in 2016: D.1.2.2.1.1. Follow-Up Care and Preventive Service Use Among Survivors of Adolescent and Young Adult Cancer Research Area: Cancer Survivors of adolescent and young-adult (AYA) cancers are at increased risk of a second cancer and other chronic conditions due to their cancer treatment. The Childrens Oncology Group Long-Term Follow-up Guidelines include specific screening recommendations for AYA cancer survivors based on their original treatment protocol. This study is examining the current pattern of follow-up care to determine if the guidelines are being followed, and to identify gaps in care and potential areas for intervention. Primary Funding Provided By: National Cancer Institute D.1.2.2.1.2. Effectiveness of Gastric Sleeve vs. Gastric Bypass for Cardiovascular Disease Research Area: Cardiovascular Conditions This study is addressing the limitations in the current bariatric surgery literature to provide clinicians and policy makers with the evidence they will need to make decisions about which bariatric procedures are best for improved cardiovascular health and safety for patients. To do this, researchers are comparing how the two leading bariatric surgical procedures - Roux-en-Y Gastric Bypass (RYGB) and Vertical Sleeve Gastrectomy (VSG) - can benefit people who are severely obese. Although VSG is the most frequently performed bariatric procedure in the United States, patients and physicians do not have sufficient, high-quality, comparative effectiveness data for VSG to adequately inform treatment decisions between VSG and RYGB Primary Funding Provided By: National Heart, Lung, and Blood Institute D.1.2.2.1.3. Predictors of Weight Loss Failure and Regain in Bariatric Patients Research Area: Health Care Delivery and Comparative Health Systems The BELONG (Bariatric Experience Long Term) study is determining how the most frequently used bariatric procedures-bypass and gastric sleeve-can be used to benefit people who are severely obese. Bariatric surgery is the most promising treatment for weight loss for these patients. Weight loss among people who have the surgery, however, varies significantly and some patients have significant social and psychological changes as a result of the surgery. This study is designed to fully understand KPSC bariatric patients experience with weight loss up to three years after surgery. This will be done with patient surveys, focus groups, and interviews. Primary Funding Provided By: National Institute of Diabetes and Digestive and Kidney Diseases
D.1.2.3. The Center for Health Research Northwest The Center for Health ResearchNorthwest (CHR) was established in 1964 and has been a leader in the field of research for 50 years. As the research landscape has shifted over that time, CHR has adapted and cultivated new strengths, while remaining true to its guiding mission of advancing knowledge to improve health and transform health care. The Centers research covers a broad range of topics including cancer, diabetes and obesity, health disparities, mental health, maternal and child health, evidence-based medicine and policy, health services improvement and health economics, genetics, and oral health (in collaboration with the only dental program in Kaiser Permanente). In 2016, KFH invested $5.4 million in medical research for The Center for Health Research - Northwest Number of investigators: 32 Number of support staff: 230 Number of journal publications in 2016: 170 Number of clinical trials in 2016: 153 Number of active studies (clinical trials and non-clinical trials) in 2016: 696 Top research areas: - Vaccine safety & effectiveness - Genetics - Mental health - Cancer - Women's health D.1.2.3.1. Major Areas of Funded Research The following is an example of a research project conducted by KFH investigators at the Centers for Health Research in the Northwest in 2016: D.1.2.3.1.1. Participatory Research to Advance Colon Cancer Prevention Research Area: Cancer About half of the adults in the U.S. who should get screened for colorectal cancer do not get screened. Clinics that mail fecal tests to patients who are due for screening can increase screening rates and reduce screening disparities. With the goal of catching and treating cancers early, researchers are using a novel, participatory approach to test reminders to a mailing program and will subsequently test the spread of the program throughout a community clinic network. Primary Funding Provided By: National Institute on Minority Health & Health Disparities D.1.2.4. The Center for Health Research Hawaii The Center for Health ResearchHawaii was established in 1999. The work undertaken by the Center is specially attuned to the health issues of the local population, which suffers disproportionately from several chronic diseases, primarily diabetes and heart disease. Research includes chronic disease prevention and epidemiology, as well as health information technology and care delivery research. In 2016, KFH invested $1.6 million in medical research conducted by The Center for Health Research - Hawaii Number of investigators: 3 Number of support staff: 32 Number of journal publications in 2016: 5 Number of clinical trials in 2016: 57 Number of active studies (clinical trials and non-clinical trials) in 2016: 123 Top research areas: - Chronic diseases - Diabetes - Epidemiology - Health information technology - Health services D.1.2.4.1. Major Areas of Funded Research The following is an example of a research project conducted by KFH investigators at the Centers for Health Research in Hawaii in 2016 in collaboration with the Center for Health Research in the Northwest: D.1.2.4.1.1. QDiabetes Model Redevelopment Research Area: Diabetes Kaiser Permanente Primary Site: Northwest Region Collaborating Kaiser Permanente Site: Hawaii KFH currently screens patients at risk for developing type 2 diabetes. To improve the accuracy and efficiency of the screening, researchers are redeveloping the QDiabetes model, which was developed for patients and primary care clinics in the United Kingdom. The redeveloped model's predictions are customized to patients, outpatient clinics and data sources (e.g., HealthConnect). Primary Funding Provided By: Kaiser Permanente Community Benefit
D.2. Health Sciences and Medical Libraries KFH actively supports medical libraries and other health resource and information dissemination services. These programs give medical staff and the greater professional community access to health-related research conducted within and outside of KFH. Medical libraries participated in an inter-loan system with other community hospitals, supported students in training and education programs to conduct literature searches, and conducted searches for community clinics and other community-based organizations on advances in medical treatment, clinical protocols and new development on specific health issues. In 2016, the $443 thousand invested in health sciences and medical libraries in California, Hawaii, and Oregon assisted users in completing thousands of requests for general knowledge and literature searches for research purposes. One example of the resources available to the community is the KFH Sunnyside medical library. It is one of two KFH regional libraries in Oregon, and is open 5 days a week. The library supports the local community, students, residents, and KP members. The library services available to the community are promoted on the KFH Sunnyside Medical Library external internet site. These services include in-depth research, answering reference questions, providing consumer health information and document delivery. Community members are invited to check out books from the updated consumer health book collection and its medical and nursing book collections. The community patrons are issued a library card. The library has a dedicated community computer that is available to the public. The computer is used daily by volunteers, interpreters, student interns, family members of patients, KP members and the community. In addition to providing health information to community members, library staff advises patrons of all skill and reading levels about how to access appropriate health information and resources online. D.3. Educational Theatre Programs (ETP) For 30 years, the Educational Theatre program has been using live theatre, music, comedy, and drama to inspire children, teens, and adults to make healthier choices and better decisions about their well-being. KFHs award-winning programs are as entertaining as they are educational and were developed with the advice of teachers, parents, students, health educators, medical professionals, and professional theatre artists. Professional actors who are also trained health educators deliver all performances and workshops. The programs share health information and develop individual and community knowledge about leading healthier lives. Programs are presented free of charge to schools and the general community. In addition to performances and classroom workshops, ETP supplies schools and organizations with supplementary educational materials including workbooks, parent and teacher guides, and student wallet cards. All materials are designed to reinforce the messages presented in our programs. ETP performances are localized to suit local cultures, norms, and audience on a regular basis. The 2016 productions focused heavily on healthy eating and active living, nutrition, and mental health, depending on the health priorities of the area as identified in their respective Community Health Needs Assessments. The Educational Theatre Program offers a wide repertoire of programs for students from grade K to 12 and families that address literacy promotion, healthy eating active living, conflict resolution and violence prevention, adolescent bullying prevention, sexually transmitted disease prevention, and family oriented workshops that introduce parents and families to the concepts their students learned and are encouraged to make changes to become healthier families. KFH in California, Northwest (Oregon, Washington) spent approximately $9.8 million to provide more than 450,000 children and adults the opportunity to view or participate in one of the more than 2,900 performances, workshops, and other educational interactions offered during 2016. D.4. Health Professional Training and Education In 2016, KFH spent approximately $99 million (at cost, net of $20 million in related revenues) to provide continuing medical education to healthcare professionals affiliated with colleges and universities and other health care providers. D.4.1 Graduate Medical Education KFH provides training and education for medical residents and interns in the interest of educating the next generation of physicians. The nationally acclaimed program attracts some of the top medical school graduates in the United States and serves as a national model by exposing future health care providers to an integrated health care delivery system. Residents are offered the opportunity to serve a large, culturally diverse patient base in a setting with sophisticated technology and information systems, established clinical guidelines and an emphasis on preventive and primary care. In 2016, KFH contributed $77 million (at cost, net of $20 million of related revenues) to educate 900 independent and more than 2,100 affiliated interns and residents in California, Hawaii, Oregon, and Washington. The majority of medical residents are studying within the primary care medicine areas of family practice, internal medicine, OB/GYN, pediatrics, preventive medicine, and psychiatry. As a part of receiving training in a Kaiser Foundation Hospital setting, exposure to understanding culturally competent care is heavily emphasized. To further understand barriers to receiving health care in the community, KFH also offers a one-year Community Medicine Fellowship in Southern California. These are full-time positions where fellows may work in multiple community settings, providing direct care, exploring connections in personal professional goals for community service, and identifying opportunities for systems-based improvements. In addition, in the Northwest region, KFH Sunnysides Department of Graduate Medical Education serves as a training resource for 18 affiliated residency programs, providing a variety of specialties options for the residents, fellows, medical, and affiliated clinician students from both local and national institutions. Each academic year more than 300 trainees participate in the program. The KFH Sunnyside medical library services are also available to residents and students. D.4.2 Nurse Practitioner and Other Non-Physician Training Programs During 2016, KFH spent over $22 million on training and education programs for nurse practitioners, nurses, radiology and sonography technicians, physical therapists, post-graduate psychology and social work students, pharmacists, and other non-physician health professionals. The following are descriptions of training programs offered: D.4.2.1. Kaiser Permanente School of Allied Health Sciences (KPSAHS) The Kaiser Permanente School of Allied Health Sciences (KPSAHS), located in Richmond, California, was originally established in 1989 as a radiology program in response to the severe shortage of radiology technologists. Due to the continued national shortage of medical imaging and therapy workforce, KPSAHS expanded the school to include 18-month programs in sonography, nuclear medicine and radiation therapy. In addition, the school provides courses in anatomy and physiology and advanced/basic phlebotomy. Over 800 students participated in the KP School of Allied Health Sciences in 2016. D.4.2.2. Community College Partnerships In Southern California, KFH partners with community colleges as a clinical affiliate for radiologic technology, diagnostic medical sonography (ultrasound), and/or nuclear medicine. Students officially enrolled in these programs complete a clinical internship as an integral part of the curriculum. D.4.2.3. Community Rehabilitation Education The Community Rehabilitation Education Program is directed toward advancing the practice of Occupational therapy, Physical therapy and Speech therapy by providing evidence-based, state of the art course work for rehabilitation professionals in Northern California. Each year educational needs are identified and local and nationally known speakers are brought to Northern California for weekend conferences and hands on laboratory sessions. We work to impact quality of care in the northern California community through greater opportunities for training.
D.4.2.4. Pharmacy Residency Programs Through the pharmacist residency programs in California, licensed pharmacists gain additional experience and training in the provision of pharmaceutical care and administrative pharmacy services in an integrated managed care organization during a one- or two-year postgraduate education and training program. These programs enable residents to improve their clinical knowledge and skills while enhancing continuity of patient care in a wide range of ambulatory, intermediate and hospital settings. Approximately 130 pharmacists were engaged in the residency program in 2016. D.4.2.5. Physical Therapy Residency Program The Physical Therapy Residency Program provides education in the specialty area of physical therapy. This program offers physical therapy residency positions at non-KFH facilities in southern California. Program graduates are able to sit for board certification examinations in physical therapy, and apply to participate in a physical therapy fellowship program. Over 400 individuals participated in physical therapy clinical internships, fellowship programs and neurologic residency programs in 2016. D.4.2.6. School of Anesthesia for Nurses The Kaiser Permanente School of Anesthesia for Nurses, founded in 1972, helped pioneer graduate-level education for nurse anesthetists. In partnership with California State University Fullerton, the school offers a two-year sequential academic and clinical graduate program for nurses with a baccalaureate degree. Students earn a Masters of Science in nursing with a clinical specialty in anesthesia. In 2012, the Kaiser School of Anesthesia/California State University Fullerton was ranked by U.S. News and World Report's "Best Graduate Schools 2009" as one of the top nurse anesthesia programs in the nation. In Southern California Region, the school has partnered medical centers, hospitals, military hospitals and universities to provide additional clinical rotation opportunities for students. Scholarships for students are available through National Black Nurses Association and American Association of Nurse Anesthetists Foundation. In California Region, the school has a partnership with Loma Linda University and Samuel Merritt University to provide distance learning for students statewide. D.4.2.7. Delores Jones Nursing Scholarship Program The Delores Jones Nursing Scholarship Program provides financial assistance for students enrolled in any California nursing program to encourage and support them to become registered nurses or to pursue advanced nursing degrees. Scholarships are based primarily on financial need, grade point average, and are awarded in several categories including academic excellence in pre-licensure, graduate studies, and doctoral programs. In 2016, approximately 260 students received scholarships. D.5. Self-Sufficiency Programs KFH provided community-based programs and services to low-income residents and students through learning centers and youth employment programs. In 2016, KFH spent $7.4 million to support the following programs. D.5.1 Watts Counseling and Learning Center (WCLC) Since 1967, Watts Counseling and Learning Center (WCLC) has a valuable community resource for low-income, inner-city families in South Los Angeles. WCLC provides mental health and counseling services, educational assistance for children with learning disabilities, and a state-licensed and nationally accredited preschool program. In addition, WCLC operates several outreach programs, including Kids Can Cope support groups (for children whose siblings or parents have cancer), pre-employment training for high school youth, and scholarships for high school students, and training for graduate social work interns from local universities. D.5.2 Educational Outreach Program (EOP) Educational Outreach Program (EOP) provides education and support services, primarily for Latino families, in the San Gabriel Valley section of Los Angeles County. The focus of EOP is to provide programs and activities that improve school performance, promote family communication, teach skills that are needed to meet various life tasks and alleviate stress, create opportunities for the development of leadership skills for both youth and their parents so they can address issues that impact their community, and increase awareness of professional opportunities in the health field for young people. Programs offered include homework assistance and study skills classes, mother-daughter workshops, assessment of mental health needs in the community, and summer enrichment sessions. D.5.3. Youth Employment Programs Several Youth Employment programs offered in Southern California focus on providing underserved diverse students with meaningful employment experiences in the health care field. Educational sessions and motivational workshops introduce them to the possibility of pursuing a career in health care while enhancing job skills and work performance. These programs serve as a pipeline for the organization and community-at-large, enhancing the future diversity of the health care workforce. Programs include: - KP INROADS College Internship Program - Health Career Connection (HCC) College Internship Program - Kaiser Permanente Southern California Internship Program Apothecary Circle - Kaiser Permanente L.A.U.N.C.H Summer Youth Employment Programs (SYEP)
E. Other Community Benefit Investments In 2016, Kaiser Foundation Hospitals spent approximately $26.6 million to support Community Benefit activities and programs beyond the national streams of work. This included the administrative expenses of regional Community Benefit departments dedicated to supporting the organizations Community Benefit programs and services and coordinating related initiatives. The following is an example of programs funded in this area. E.1. Tumor Board and Cancer Registry KFH spent $1.4 million to support the Tumor Board and Cancer Registry in the Northwest and Hawaii regions. Besides being a statistical database utilized by clinicians and researchers within the regions, the registry submits statistics to the National Cancer Data Base annually. The Cancer Program, which oversees the registry, is surveyed for accreditation every three years by the American College of Surgeons Commission on Cancer. E.2. Technical Assistance Awards The KFH Sunnyside and KFH Westside capacity building technical assistance fund provides technical support to help organizations strengthen and build their capacity through training and consultation in areas such as strategic planning, board development, financial management, effective use of technology, and organizational development. The Kaiser Permanente Fund, administered by the Nonprofit Association of Oregon, provides small grants from $2,000 to $6,000 to organizations seeking consulting, training services and membership to the Nonprofit Association of Oregon. E.3. Kaiser Permanente Community Fund (KPCF) The Kaiser Permanente Community Fund at the Northwest Health Foundation exists to create health where it begins - in our neighborhoods, schools, and workplaces. Investments have been made over time to create strategic opportunities for health and create lasting change. Since 2004, The Community Fund has awarded over $30 million dollars to more than 140 organizations. These funded partners achieved many significant accomplishments. Included in those accomplishments are 97 system changes that shifted or realigned status quo conditions through changes to the built environment, organizational practices, and public policies. Over the years, KPCF has also contributed to a broadened understanding of how non-medical factors influence health and a reframing of how health is perceived and achieved in the Northwest region. In 2013, the KPCF Advisors selected three specific social determinants of health that build on community momentum and have the greatest opportunity for long-term impact. They include Educational Attainment, Healthy Beginnings and Early Childhood Development, and Economic Opportunity. F. Environmental Stewardship Poor environmental quality contributes to disease, illness and economic insecurity. Kaiser Permanente has therefore committed itself to protecting and improving the natural environment as a key component of our social mission to improve the health of the communities we serve. To fulfill this commitment, Kaiser Permanente maintains a governance structure for environmental stewardship that enables the organization to continuously improve its environmental performance. This structure includes clearly defined roles, responsibilities, plans and routines, and has resulted in five organization-wide focus areas that have been selected based on their ability to have the most impact on the environmental forces that shape environmental and human health: - Addressing causes of climate change - Promoting sustainable farming and food choices - Reducing, reusing, and recycling to eliminate waste - Buying products and materials that do not contain chemicals of concern - Conserving water In each of these focus areas, KFH has established ambitious goals (including a target to reduce total greenhouse gas emissions by 30% by 2020, compared to a 2008 baseline), implemented initiatives, achieved measurable improvements, and regularly reported progress to our Board of Directors, our staff, and the communities we serve. F.1. Performance Metrics During 2016, key performance indicators for Kaiser Foundation Hospitals environmental programs in California, Oregon, Washington, and Hawaii, including KP Information Technology included: F.1.1. Medical product categories for which at least 99% of purchased products were free of harmful polyvinyl chloride (PVC) and bis (2-ethylhexyl) phthalate (DEHP) included: 1. Breast pumps; 2. Enteral nutrition products; 3. Exam gloves. Medical product categories for which at least 95% of purchased products were free of harmful DEHP included: 1. Infusion pumps, sets, and solutions; and 2. Vascular catheters. F.1.2. Purchased over 388 million kilowatt-hours of renewable power (including over 17 million kilowatt-hours of electricity generated by solar panels hosted at our facilities). F.1.3. Reduced our greenhouse gas emissions associated with routine use of halogenated anesthetic agents by over 4,000 metric tons of CO2-equivalent. F.1.4. Improved our water use intensity (gallons/rentable square foot) by approximately 18% (not including data centers) compared to our 2013 baseline. F.1.5. Improved our energy use intensity (kBtu/rentable square foot) by 4% (not including data centers) compared to our 2010 baseline year, and improved the Power Usage Effectiveness of our national data centers by approximately 23% compared to our 2010 baseline. F.1.6. Responsibly reused, recycled or composted over 26,000 tons of materials. F.1.7. Provided meals to patients containing approximately 471,000 pounds of sustainably produced meat and poultry.
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 51056K
Schedule O (Form 990 or 990-EZ) 2019


Additional Data


Software ID:  
Software Version:  
SCHEDULE R
(Form 990)

Department of the Treasury
Internal Revenue Service
Related Organizations and Unrelated Partnerships
MediumBulletComplete if the organization answered "Yes" on Form 990, Part IV, line 33, 34, 35b, 36, or 37.
MediumBulletAttach to Form 990.
MediumBullet Go to www.irs.gov/Form990 for instructions and the latest information.

OMB No. 1545-0047
2019
Open to Public Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I
Identification of Disregarded Entities. Complete if the organization answered "Yes" on Form 990, Part IV, line 33.
(a)
Name, address, and EIN (if applicable) of disregarded entity


(b)
Primary activity


(c)
Legal domicile (state
or foreign country)

(d)
Total income


(e)
End-of-year assets


(f)
Direct controlling
entity

(1) KP ONCALL LLC
ONE KAISER PLAZA 15L
OAKLAND,CA94612
91-2166347
CALL CENTER CA 0 0 KFH
 
(2) KAISER PERMANENTE VENTURES LLC SERIES A
ONE KAISER PLAZA 15L
OAKLAND,CA94612
27-2252521
INVESTMENT DE 6,993,601 58,128,216 KFH
 
(3) NEWPORT GARFIELD LLC
19540 JAMBOREE ROAD SUITE 400
IRVINE,CA92612
90-0512284
INVESTMENT DE -1,584,914 94,678,651 KFH
 
(4) KAISER PERMANENTE VENTURES LLC SERIES C
ONE KAISER PLAZA 15L
OAKLAND,CA94612
47-2924619
INVESTMENT DE 0 26,569,000 kfh
 
(5) MAUI HEALTH SYSTEM a kaiser foundation
ONE KAISER PLAZA 15L
OAKLAND,CA94612
81-1559375
HEALTH CARE HI 0 0 kfh
 


Part II
Identification of Related Tax-Exempt Organizations. Complete if the organization answered "Yes" on Form 990, Part IV, line 34 because it had one or more related tax-exempt organizations during the tax year.
(a)
Name, address, and EIN of related organization


(b)
Primary activity


(c)
Legal domicile (state
or foreign country)

(d)
Exempt Code section


(e)
Public charity status
(if section 501(c)(3))

(f)
Direct controlling
entity

(g)
Section 512(b)(13) controlled entity?
Yes No
(1)KAISER FDN HEALTH PLAN OF COLORADO
ONE KAISER PLAZA 15L

OAKLAND,CA94612
84-0591617
HEALTH CARE CO 501(c)(3) 10 KFHP INC
 
Yes
 
(2)KAISER FDN HEALTH PLAN OF GEORGIA INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
58-1592076
HEALTH CARE GA 501(c)(3) 10 KFHP INC
 
Yes
 
(3)KFHP OF THE MID-ATLANTIC STATES INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
52-0954463
HEALTH CARE MD 501(c)(3) 10 KFHP INC
 
Yes
 
(4)KAISER FDN HEALTH PLAN OF THE NORTHWEST
ONE KAISER PLAZA 15L

OAKLAND,CA94612
93-0798039
HEALTH CARE OR 501(c)(3) 10 KFHP INC
 
Yes
 
(5)KAISER FOUNDATION HEALTH PLAN INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-1340523
HEALTH CARE CA 501(c)(3) 10 NA
 
 
No
(6)CAMP BOWIE SERVICE CENTER
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3299123
ADMIN CA 501(c)(3) 12 - I KFHP INC
 
Yes
 
(7)KAISER HOSPITAL ASSET MANAGEMENT INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3299125
ASSET MGT CA 501(c)(3) 12 - I KFH
 
Yes
 
(8)KAISER HEALTH PLAN ASSET MANAGEMENT INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3299124
ASSET MGT CA 501(c)(3) 12 - I KFHP INC
 
Yes
 
(9)LOKAHI ASSURANCE LTD
ONE KAISER PLAZA 15L

OAKLAND,CA94612
91-2171891
WC Placement HI 501(c)(3) 12 - I KFHP INC
 
Yes
 
(10)KAISER HEALTH ALTERNATIVES
ONE KAISER PLAZA 15L

OAKLAND,CA94612
93-0954562
HEALTH CARE OR 501(c)(3) 10 KFHP INC
 
Yes
 
(11)KAISER FDN HEALTH PLAN OF WASHINGTON
ONE KAISER PLAZA 15L

OAKLAND,CA94612
93-0480268
HEALTH CARE WA 501(c)(3) 12 - I KFHP INC
 
Yes
 
(12)1800 HARRISON FOUNDATION
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3317484
FINANCING CA 501(c)(3) 12 - II KFHP INC
 
Yes
 
(13)KAISER HOSPITAL ASSISTANCE CORPORATION
ONE KAISER PLAZA 15L

OAKLAND,CA94612
31-1779500
FINANCING DE 501(c)(3) 12 - I KFH
 
Yes
 
(14)KAISER PERMANENTE SCHOOL OF MEDICINE INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
81-4053028
MEDICAL EDU CA 501(C)(3) 2 KFH
 
Yes
 
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50135Y
Schedule R (Form 990) 2019
Schedule R (Form 990) 2019
Page 2
Part III
Identification of Related Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 34, because it had one or more related organizations treated as a partnership during the tax year.
(a)
Name, address, and EIN of
related organization



(b)
Primary activity




(c)
Legal
domicile
(state or foreign
country)


(d)
Direct controlling
entity



(e)
Predominant income(related, unrelated, excluded from tax under sections 512-514)

(f)
Share of total income




(g)
Share of end-of-year
assets



(h)
Disproprtionate allocations?




(i)
Code V-UBI
amount in box 20 of
Schedule K-1
(Form 1065)
(j)
General or
managing
partner?



(k)
Percentage
ownership


Yes No Yes No
(1) PANTHEON GLOBAL HO FUND LP

600 MONTEREY STREET 23RD FLOOR
SAN FRANCISCO,CA94111
80-0948707
INVESTMENT DE KFH
 
EXCL. UNDER SEC 512 3,752,821 361,040,977   No -3,665,217   No 100.000 %
(2) WELLINGTON TRUST COMPANY NA CTF GLOBAL

280 CONGRESS ST
BOSTON,MA02210
20-3879807
INVESTMENT MA KFH
 
EXCL. UNDER SEC 512 55,375,147 75,680,090   No 0   No 60.495 %
(3) NXT CAP SR FD I LLC

191 N WACKER DR 1200
CHICAGO,IL60606
37-1651297
INVESTMENT DE KFH
 
EXCL. UNDER SEC 512 27,810,751 444,059,490   No 0   No 92.677 %
(4) GOLDMAN SACHS HO FUND B LP

30 HUDSON STREET 15TH FLOOR
JERSEY CITY,NJ07302
46-4966204
INVESTMENT NJ KFH
 
EXCL. UNDER SEC 512 30,972,589 317,130,111   No 138,139   No 99.469 %
(5) AG KFHDL FUND LP

245 PARK AVE 26TH FL
NEW YORK,NY10167
47-3496708
INVESTMENT NY KFH
 
EXCL. UNDER SEC 512 2,170,285 46,904,319   No -189   No 99.391 %
(6) PANTHEON GLOBAL REAL ASSETS HO FUND LP

600 MONTGOMERY ST 234RD FL
SAN FRANCISCO,CA94111
47-4226360
INVESTMENT DE KFH
 
EXCL. UNDER SEC 512 5,366,931 199,121,876   No 2,182,672   No 100.000 %
(7) KFH STRATEGIC PRIVATE INVESTMENTS LP

600 MONTGOMERY STREET
SAN FRANCISCO,CA94111
81-1186461
INVESTMENT CA KFH
 
EXCL. UNDER SEC 512 104,686 53,445,865   No 0   No 100.000 %
Part IV
Identification of Related Organizations Taxable as a Corporation or Trust. Complete if the organization answered "Yes" on Form 990, Part IV, line 34 because it had one or more related organizations treated as a corporation or trust during the tax year.
(a)
Name, address, and EIN of
related organization
(b)
Primary activity
(c)
Legal
domicile
(state or foreign
country)
(d)
Direct controlling
entity
(e)
Type of entity
(C corp, S corp,
or trust)
(f)
Share of total income
(g)
Share of end-of-year
assets
(h)
Percentage
ownership
(i)
Section 512(b)(13) controlled entity?
Yes No
(1) KAISER PERMANENTE INTERNATIONAL

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3245176
CONSULTING CA NA
 
C CORP       Yes  
(2) KAISER PERMANENTE INSURANCE COMPANY

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3203402
INSURANCE CA NA
 
C CORP       Yes  
(3) KAISER PROPERTIES SERVICES INC

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3259432
REAL ESTATE CA NA
 
C CORP       Yes  
(4) OAK TREE ASSURANCE LTD

ONE KAISER PLAZA 15L
OAKLAND,CA94612
03-0329760
INSURANCE VT NA
 
C CORP       Yes  
(5) GV-KF FUND LP

C/O GSAM TAX DEPT 30 HUDSON ST 15
JERSEY CITY,NJ07302
98-1087932
INVESTMENT CJ KFH
 
C CORP       Yes  
(6) KAISER COLORADO HOLDINGS

ONE KAISER PLAZA 15L
OAKLAND,CA94612
81-4691154
Health care CO NA
 
C CORP       Yes  


Schedule R (Form 990) 2019
Schedule R (Form 990) 2019
Page 3
Part V
Transactions With Related Organizations. Complete if the organization answered "Yes" on Form 990, Part IV, line 34, 35b, or 36.
Note. Complete line 1 if any entity is listed in Parts II, III, or IV of this schedule.
Yes
No
1 During the tax year, did the orgranization engage in any of the following transactions with one or more related organizations listed in Parts II-IV?
a Receipt of (i) interest, (ii) annuities, (iii) royalties, or (iv) rent from a controlled entity .....................
1a
Yes
 
b Gift, grant, or capital contribution to related organization(s) ............................
1b
Yes
 
c Gift, grant, or capital contribution from related organization(s) ............................
1c
Yes
 
d Loans or loan guarantees to or for related organization(s) ............................
1d
Yes
 
e Loans or loan guarantees by related organization(s) ............................
1e
Yes
 
f Dividends from related organization(s) ............................
1f
 
No
g Sale of assets to related organization(s) ............................
1g
Yes
 
h Purchase of assets from related organization(s) ............................
1h
Yes
 
i Exchange of assets with related organization(s) ............................
1i
Yes
 
j Lease of facilities, equipment, or other assets to related organization(s) .......................
1j
Yes
 
k Lease of facilities, equipment, or other assets from related organization(s) ......................
1k
Yes
 
l Performance of services or membership or fundraising solicitations for related organization(s) .....................
1l
Yes
 
m Performance of services or membership or fundraising solicitations by related organization(s) .................
1m
Yes
 
n Sharing of facilities, equipment, mailing lists, or other assets with related organization(s) ...................
1n
Yes
 
o Sharing of paid employees with related organization(s) ............................
1o
Yes
 
p Reimbursement paid to related organization(s) for expenses ............................
1p
Yes
 
q Reimbursement paid by related organization(s) for expenses ............................
1q
Yes
 
r Other transfer of cash or property to related organization(s) ............................
1r
Yes
 
s Other transfer of cash or property from related organization(s) ............................
1s
Yes
 
2
If the answer to any of the above is "Yes," see the instructions for information on who must complete this line, including covered relationships and transaction thresholds.
(a)
Name of related organization
(b)
Transaction
type (a-s)
(c)
Amount involved
(d)
Method of determining amount involved
(1) KAISER FOUNDATION HEALTH PLAN INC

A 36,996,698 PER AGREEMENT
(2) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

A 15,279,546 PER AGREEMENT
(3) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

A 9,013,356 PER AGREEMENT
(4) kaiser foundation health plan of washington

a 16,817,545 PER AGREEMENT
(5) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

B 65,433 PER AGREEMENT
(6) KAISER PERMANENTE VENTURES LLC - SERIES A

b 15,458,008 PER AGREEMENT
(7) KAISER PERMANENTE VENTURES LLC - SERIES C

B 26,569,000 PER AGREEMENT
(8) PANTHEON GLOBAL HO FUND LP

B 139,236,148 PER AGREEMENT
(9) goldman sachs ho fund b lp

B 109,869,863 PER AGREEMENT
(10) WELLINGTON TRUST COMPANY NA CTF GLOBAL

B 2,731,810 PER AGREEMENT
(11) NXT CAPITAL SENIOR LOAN FUND I LLC

B 172,611,795 PER AGREEMENT
(12) AG KFHDL FUND LP

B 28,150,000 PER AGREEMENT
(13) PANTHEON GLOBAL REAL ASSETS HO FUND LP

B 42,800,000 PER AGREEMENT
(14) KFH STRATEGIC PRIVATE INVESTMENTS LP

B 51,023,012 PER AGREEMENT
(15) AG KFHDL FUND LP

C 988,278 PER AGREEMENT
(16) KAISER FOUNDATION HEALTH PLAN INC

C 88,551 PER AGREEMENT
(17) KAISER FOUNDATION HEALTH PLAN OF THE NW

C 175,000,000 PER AGREEMENT
(18) KAISER PERMANENTE VENTURES LLC - SERIES A

C 25,098,692 PER AGREEMENT
(19) KAISER PERMANENTE VENTURES LLC - SERIES C

C 18,144,701 PER AGREEMENT
(20) WELLINGTON TRUST COMPANY NA CTF GLOBAL

C 265,667,473 PER AGREEMENT
(21) NXT CAPITAL SENIOR LOAN FUND I LLC

C 122,169,860 PER AGREEMENT
(22) goldman sachs ho fund b lp

C 44,838,324 PER AGREEMENT
(23) PANTHEON GLOBAL HO FUND LP

C 30,050,813 PER AGREEMENT
(24) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

D 36,000,000 PER AGREEMENT
(25) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

D 30,000,000 PER AGREEMENT
(26) LOKAHI ASSURANCE LTD

D 32,107,053 PER AGREEMENT
(27) KAISER HOSPITAL ASSET MANAGEMENT inc

H 19,940,513 PER AGREEMENT
(28) KAISER FOUNDATION HEALTH PLAN OF THE NW

I 2,739,819 PER AGREEMENT
(29) KAISER FOUNDATION HEALTH PLAN INC

J 1,323,400 PER AGREEMENT
(30) KAISER FOUNDATION HEALTH PLAN OF COLORADO

J 7,443,456 PER AGREEMENT
(31) KAISER HOSPITAL ASSET MANAGEMENT inc

K 182,087,815 PER AGREEMENT
(32) KAISER FOUNDATION HEALTH PLAN INC

L 34,303,324,832 PER AGREEMENT
(33) KAISER FOUNDATION HEALTH PLAN OF COLORADO

L 874,681,801 PER AGREEMENT
(34) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

L 383,337,257 PER AGREEMENT
(35) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

L 569,658,506 PER AGREEMENT
(36) KAISER FOUNDATION HEALTH PLAN OF THE NW

L 1,094,936,970 PER AGREEMENT
(37) KAISER PERMANENTE INSURANCE COMPANY

L 96,889 PER AGREEMENT
(38) LOKAHI ASSURANCE LTD

L 57,106,475 PER AGREEMENT
(39) KAISER FOUNDATION HEALTH PLAN INC

M 14,612,930,884 PER AGREEMENT
(40) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

M 690,889 PER AGREEMENT
(41) KAISER FOUNDATION HEALTH PLAN OF THE NW

M 1,279,241 PER AGREEMENT
(42) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

M 3,206,696 PER AGREEMENT
(43) KAISER PERMANENTE INSURANCE COMPANY

M 18,619,202 PER AGREEMENT
(44) LOKAHI ASSURANCE LTD

M 71,156,828 PER AGREEMENT
(45) KAISER FOUNDATION HEALTH PLAN INC

O 2,505,391 PER AGREEMENT
(46) KAISER FOUNDATION HEALTH PLAN INC

P 17,725,036,073 PER AGREEMENT
(47) KAISER FOUNDATION HEALTH PLAN OF COLORADO

P 19,611,389 PER AGREEMENT
(48) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

P 355,306,275 PER AGREEMENT
(49) KAISER FOUNDATION HEALTH PLAN OF THE NW

P 354,382,774 PER AGREEMENT
(50) kp oncall

P 3,652,271 PER AGREEMENT
(51) LOKAHI ASSURANCE LTD

P 80,924,949 PER AGREEMENT
(52) KAISER FOUNDATION HEALTH PLAN INC

Q 10,351,165,414 PER AGREEMENT
(53) KAISER FOUNDATION HEALTH PLAN OF COLORADO

Q 11,329,830 PER AGREEMENT
(54) KAISER FOUNDATION HEALTH PLAN OF GEORGIA inc

Q 12,611,309 PER AGREEMENT
(55) KAISER FOUNDATION HEALTH PLAN OF THE MAS inc

Q 163,377,047 PER AGREEMENT
(56) KAISER FOUNDATION HEALTH PLAN OF THE NW

Q 1,595,607,463 PER AGREEMENT
(57) CAMP BOWIE SERVICE CENTER

Q 63,261,742 PER AGREEMENT
(58) KAISER PERMANENTE INSURANCE COMPANY

Q 466,572 PER AGREEMENT
(59) LOKAHI ASSURANCE LTD

Q 83,542,637 PER AGREEMENT
(60) KP ONCALL

Q 14,496,313 PER AGREEMENT
(61) KAISER FOUNDATION HEALTH PLAN INC

R 362,427,131 PER AGREEMENT
(62) LOKAHI ASSURANCE LTD

R 93,400 PER AGREEMENT
(63) KAISER HOSPITAL ASSET MANAGEMENT inc

R 1,042,265 PER AGREEMENT
(64) KAISER FOUNDATION HEALTH PLAN INC

S 2,153,926,062 PER AGREEMENT
(65) LOKAHI ASSURANCE LTD

S 5,010,000 PER AGREEMENT
(66) KAISER HOSPITAL ASSET MANAGEMENT inc

S 10,665,527 PER AGREEMENT
Schedule R (Form 990) 2019
Schedule R (Form 990) 2019
Page 4
Part VI
Unrelated Organizations Taxable as a Partnership. Complete if the organization answered "Yes" on Form 990, Part IV, line 37.
Provide the following information for each entity taxed as a partnership through which the organization conducted more than five percent of its activities (measured by total assets or gross revenue) that was not a related organization. See instructions regarding exclusion for certain investment partnerships.
(a)
Name, address, and EIN of entity
(b)
Primary activity
(c)
Legal domicile
(state or foreign
country)
(d)
Predominant income (related, unrelated, excluded from tax under sections 512-514)

(e)
Are all partners
section
501(c)(3)
organizations?
(f)
Share of total income




(g)
Share of
end-of-year
assets
(h)
Disproprtionate allocations?
(i)
Code V-UBI
amount in box 20
of Schedule K-1
(Form 1065)
(j)
General or
managing
partner?
(k)
Percentage
ownership


Yes No Yes No Yes No






























Schedule R (Form 990) 2019
Schedule R (Form 990) 2019
Page 5
Part VII
Supplemental Information
Provide additional information for responses to questions on Schedule R. (see instructions).
Return Reference Explanation
Schedule R (Form 990) 2019

Additional Data


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