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)
MediumBullet Do not enter social security numbers on this form as it may be made public.
MediumBullet Go to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2018
Open to Public Inspection
A For the 2019 calendar year, or tax year beginning 01-01-2018 , and ending 12-31-2018
BCheck if applicable:
CName of organization
KAISER FOUNDATION HOSPITALS
 
% CHIEF ACCOUNTING OFFICER
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 $ 39,138,218,786
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 2018 (Part V, line 2a) ...... 5 83,747
6 Total number of volunteers (estimate if necessary) ............. 6 10,489
7a Total unrelated business revenue from Part VIII, column (C), line 12 ........ 7a 13,278,983
b Net unrelated business taxable income from Form 990-T, line 34 ......... 7b  
Revenues Prior Year Current Year
8 Contributions and grants (Part VIII, line 1h) ......... 133,030,190 136,210,181
9 Program service revenue (Part VIII, line 2g) ......... 24,245,322,520 26,270,046,242
10 Investment income (Part VIII, column (A), lines 3, 4, and 7d ) .... 1,748,745,817 1,855,957,653
11 Other revenue (Part VIII, column (A), lines 5, 6d, 8c, 9c, 10c, and 11e) 39,622,965 35,436,930
12 Total revenue—add lines 8 through 11 (must equal Part VIII, column (A), line 12) 26,166,721,492 28,297,651,006
Expenses; 13 Grants and similar amounts paid (Part IX, column (A), lines 1–3 )... 180,945,294 133,361,309
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) 8,438,687,895 9,300,950,001
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).... 14,376,980,733 15,853,581,525
18 Total expenses. Add lines 13–17 (must equal Part IX, column (A), line 25) 22,996,613,922 25,287,892,835
19 Revenue less expenses. Subtract line 18 from line 12....... 3,170,107,570 3,009,758,171
Net Assets or Fund Balances; Beginning of Current Year End of Year
20 Total assets (Part X, line 16)............. 51,507,506,504 51,713,833,331
21 Total liabilities (Part X, line 26)............. 26,616,949,182 25,122,934,454
22 Net assets or fund balances. Subtract line 21 from line 20..... 24,890,557,322 26,590,898,877
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 (2018)
Form 990 (2018)
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 $ 21,836,438,622 including grants of $ 67,434,576 ) (Revenue $ 25,248,466,283 )
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 $ 1,684,394,129 including grants of $ 0 ) (Revenue $ 903,943,061 )
Medicaid and Other Government Sponsored Programs. KAISER FOUNDATION HOSPITALS (KFH) IS COMMITTED TO IMPROVING MEDICAL CARE FOR BENEFICIARIES OF MEDICAID AND OTHER GOVERNMENT SPONSORED PROGRAMS, NOT ONLY FOR KAISER FOUNDATION HEALTH PLAN, INC. MEMBERS, BUT ALSO WITHIN THE COMMUNITIES WE SERVE. AT THE END OF 2018, OVER 791,000 INDIVIDUALS WERE RECEIVING ACCESS TO INPATIENT AND EMERGENCY CARE AT KFH'S FACILITIES UNDER MEDICAID MANAGED CARE PROGRAMS IN THE STATES OF CALIFORNIA, HAWAII, OREGON, AND WASHINGTON AND UNDER THE CHILDREN'S HEALTH INSURANCE PROGRAM (CHIP). IN ADDITION, KFH PROVIDED HEALTH CARE ON A FEE-FOR-SERVICE BASIS FOR MEDICAID BENEFICIARIES WHO WERE NOT ENROLLED AS KAISER FOUNDATION HEALTH PLAN, INC. MEMBERS.
4c (Code:   ) (Expenses $ 291,950,391 including grants of $ 0 ) (Revenue $ 9,485,691 )
CHARITY CARE (MEDICAL FINANCIAL ASSISTANCE AND CHARITABLE HEALTH COVERAGE). KAISER FOUNDATION HOSPITALS (KFH) PROVIDES CHARITY CARE TO LOW-INCOME VULNERABLE PATIENTS THROUGH THE MEDICAL FINANCIAL ASSISTANCE (MFA) AND CHARITABLE HEALTH COVERAGE (CHC) PROGRAMS. KFH OFFERS FINANCIAL ASSISTANCE THROUGH THE MFA PROGRAM TO HELP FAMILIES AND INDIVIDUALS WITH A DEMONSTRATED FINANCIAL NEED PAY FOR ALL OR PART OF THE COST OF EMERGENCY OR MEDICALLY NECESSARY CARE PROVIDED IN KAISER PERMANENTE FACILITIES AND/OR BY KAISER PERMANENTE PROVIDERS. IN 2018, THIS PROGRAM ASSISTED OVER 215,000 PATIENTS THROUGH FINANCIAL ASSISTANCE. THE CHC PROGRAMS OFFER REGULAR KAISER FOUNDATION HEALTH PLAN MEMBERSHIP AT MINIMAL COST TO LOW INCOME FAMILIES WHO ARE NOT ELIGIBLE FOR OTHER PUBLIC OR PRIVATELY SPONSORED COVERAGE. OVER 18,800 PATIENTS WERE RECEIVING ACCESS TO COMPREHENSIVE HEALTH CARE THROUGH THESE PROGRAMS AT THE END OF 2018.
(Code:   ) (Expenses $ 422,972,495 including grants of $ 65,926,733 ) (Revenue $ 108,151,207 )
See part iii, line 4a-d description
4d Other program services (Describe in Schedule O.)
(Expenses $ 422,972,495 including grants of $ 65,926,733 ) (Revenue $ 108,151,207 )
4e Total program service expensesMediumBullet24,235,755,637
Form 990 (2018)
Form 990 (2018)
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 IClick to see attachment.............
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 IIClick to see attachment..............
4
Yes
 
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 IIIClick to see attachment.................
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 VClick to see attachment......
10
 
No
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
 
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
 
Form 990 (2018)
Form 990 (2018)
Page 4
Part IV
Checklist of Required Schedules (continued)
Yes
No
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, 6, or 22 for receivables from or payables to any current or former officers, directors, trustees, key employees, highest compensated employees, or disqualified persons? If "Yes," complete Schedule L, Part II................Click to see attachment
26
 
No
27
Did the organization provide a grant or other assistance to an officer, director, trustee, key employee, substantial contributor or employee thereof, a grant selection committee member, or to a 35% controlled entity or family member of any of these persons? If "Yes," complete Schedule L, Part III......... Click 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, or key employee? If "Yes," complete Schedule L,
Part IV
........................Click to see attachment
28a
 
No
b
A family member of a current or former officer, director, trustee, or key employee? If "Yes," complete Schedule L, Part IV.....................Click to see attachment
28b
Yes
 
c
An entity of which a current or former officer, director, trustee, or key employee (or a family member thereof) was an officer, director, trustee, or direct or indirect owner? If "Yes," complete Schedule L, Part IV... Click to see attachment
28c
 
No
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
3,412
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 (2018)
Form 990 (2018)
Page 5
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
83,747
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: MediumBulletAR , BR , CI , CH , CO , EZ , GH , GR , HK , IN
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
 
 
9a
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
Yes
 
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
 
No
Form 990 (2018)
Form 990 (2018)
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:
MediumBulletCHIEF ACCOUNTING OFFICERONE KAISER PLAZA 15L   OAKLAND,CA94612 (510) 271-6611
Form 990 (2018)
Form 990 (2018)
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.

List persons in the following order: individual trustees or directors; institutional trustees; officers; key employees; highest
compensated employees; and former such persons.
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
.................
3.6
X           0 222,181 13,477
(2) David Barger......................................................................
Director
3.5
.................
6.5
X           0 198,500 16,825
(3) Regina M Benjamin MD MBA......................................................................
Director
3.0
.................
5.5
X           0 216,734 15,542
(4) Jeffery E Epstein......................................................................
Director
3.0
.................
5.5
X           0 226,895 11,038
(5) Leslie S Heisz......................................................................
Director
2.0
.................
3.0
X           0 235,287 12,475
(6) David F Hoffmeister......................................................................
Director
4.0
.................
5.5
X           0 222,880 13,054
(7) Judith A Johansen JD......................................................................
Director
3.0
.................
6.0
X           0 260,324 -18,131
(8) Kim J Kaiser......................................................................
Director
2.4
.................
5.6
X           0 247,260 -11,160
(9) Edward Y W Pei......................................................................
Director
3.0
.................
4.5
X           0 233,531 -16,551
(10) Margaret E Porfido JD......................................................................
Director
2.0
.................
4.0
X           0 278,762 -9,170
(11) Richard Shannon MD......................................................................
Director
2.0
.................
3.5
X           0 210,000 34,412
(12) Cynthia A Telles PHD......................................................................
Director
3.2
.................
6.0
X           0 251,108 1,559
(13) Bernard Tyson......................................................................
Chairman & CEO
15.0
.................
35.0
X   X       0 15,709,853 2,173,780
(14) Eugene Washington MD......................................................................
Director
3.0
.................
4.0
X           0 206,000 13,686
(15) Gregory Adams......................................................................
EVP, Group President
15.0
.................
35.0
    X       0 9,082,242 1,144,302
(16) Anthony Barrueta......................................................................
SVP, Government Relations
25.0
.................
25.0
    X       0 1,324,242 218,659
(17) Kristin Bear......................................................................
Assistant Secretary
17.0
.................
33.0
    X       0 319,457 24,425
Form 990 (2018)
Form 990 (2018)
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) Kathryn Helen Beiser........................................................................
SVP Chf Communications Officer
5.0
.......................45.0
    X       0 675,149 397,537
(19) Vanessa Benavides........................................................................
SVP,Chf Compliance & Priv. Off
20.0
.......................30.0
    X       0 840,063 203,925
(20) Chuck Bevilacqua........................................................................
SVP Health Plan Svc & Admin
10.0
.......................40.0
    X       0 1,506,181 232,534
(21) Maryann Bodayle........................................................................
Assistant Secretary
22.0
.......................28.0
    X       0 176,012 17,629
(22) William Caswell........................................................................
Interim Regional President -HI
40.0
.......................10.0
    X       0 1,214,141 41,010
(23) Bechara Choucair........................................................................
SVP, Chief Cmty Health Officer
25.0
.......................25.0
    X       0 986,004 217,690
(24) Charles Columbus........................................................................
SVP, Chief HR Officer
25.0
.......................25.0
    X       0 2,136,649 358,508
(25) Patrick Courneya........................................................................
EVP, Chief Medical Officer
22.5
.......................27.5
    X       0 1,360,520 328,076
(26) Richard Daniels........................................................................
EVP, CIO
25.0
.......................25.0
    X       0 3,334,708 79,640
(27) Bernice Gould........................................................................
Assistant Secretary
19.5
.......................30.5
    X       0 238,526 20,358
(28) Kimberly Horn........................................................................
Regional President - MAS
5.0
.......................45.0
    X       0 1,712,857 437,212
(29) Laurel Junk........................................................................
SVP, Enterprise Shared Svcs
10.0
.......................40.0
    X       0 1,553,821 181,058
(30) Kathryn Lancaster........................................................................
EVP & CFO
15.0
.......................35.0
    X       0 3,221,105 353,313
(31) Janet Liang........................................................................
Regional President - NCAL
25.0
.......................25.0
    X       0 2,151,710 326,959
(32) Roland Lyon........................................................................
Regional President - Colorado
5.0
.......................45.0
    X       0 693,510 178,620
(33) Thomas Meier........................................................................
SVP, Corporate Treasurer
18.0
.......................32.0
    X       0 1,211,947 41,466
(34) Julie Miller-Phipps........................................................................
Regional President - SCAL
25.0
.......................25.0
    X       0 2,024,517 -35,059
(35) Susan Mullaney........................................................................
Regional President - WA
5.0
.......................45.0
    X       0 1,220,548 273,530
(36) Donald Orndoff........................................................................
SVP, NFS
14.0
.......................36.0
    X       0 1,147,552 202,084
(37) Wade Overgaard........................................................................
SVP, Health Plan Ops - CA
10.0
.......................40.0
    X       0 1,669,460 1,573
(38) Frank Richardson........................................................................
Assistant Secretary - HI
25.0
.......................25.0
    X       0 301,127 62,209
(39) James Simpson........................................................................
Regional President - GA
5.0
.......................45.0
    X       0 1,189,166 231,306
(40) Arthur Southam........................................................................
EVP, Health Plan Operations
5.0
.......................45.0
    X       0 3,370,942 573,089
(41) Paul Swenson........................................................................
SVP, Chief Strategy Officer
5.0
.......................45.0
    X       0 1,270,747 245,192
(42) David Thomas Underriner........................................................................
Regional President Hawaii
25.0
.......................25.0
    X       0 626,200 280,492
(43) Alfonse Upshaw........................................................................
SVP,Corporate Controller & CAO
15.0
.......................35.0
    X       0 813,644 128,411
(44) Ronald Vance........................................................................
Interim Regional Pres - CO
5.0
.......................45.0
    X       39,000 0 0
(45) Matthew Weber........................................................................
Assistant Secretary
0.0
.......................50.0
    X       0 543,149 91,123
(46) Ruth Williams-Brinkley........................................................................
Regional President - Northwest
25.0
.......................25.0
    X       0 926,162 377,343
(47) John Yamamoto........................................................................
Assistant Secretary
25.0
.......................25.0
    X       0 685,718 24,350
(48) Philip Young........................................................................
Assistant Secretary
25.0
.......................25.0
    X       0 448,254 84,987
(49) Hong-Sze Yu........................................................................
VP, Brd & Corp Gov & Asst Secy
14.0
.......................36.0
    X       0 361,334 86,046
(50) Mark Zemelman........................................................................
SVP, General Counsel & Secy
17.5
.......................32.5
    X       0 2,058,532 22,057
(51) Chandrika Bhalla........................................................................
SVP, CFO - NCAL
25.0
.......................25.0
      X     0 984,958 126,242
(52) Christopher Boyd........................................................................
SVP & Area Mgr - Santa Clara
50.0
.......................0.0
      X     0 703,791 133,640
(53) Greg Christian........................................................................
SVP, Area Mgr - San Bernadino
50.0
.......................0.0
      X     0 668,565 90,534
(54) Judith Coffey........................................................................
SVP, Area Mgr, Marin/Sonoma
50.0
.......................0.0
      X     0 629,814 82,118
(55) Jeffrey Collins........................................................................
SVP, Area Manager - East Bay
50.0
.......................0.0
      X     0 1,197,490 80,922
(56) Mark Costa........................................................................
SVP, Area Mgr - Orange County
50.0
.......................0.0
      X     0 815,329 62,083
(57) George DiSalvo........................................................................
SVP, CFO - SCAL
25.0
.......................25.0
      X     0 2,108,456 103,503
(58) Elizabeth Finley........................................................................
SVP, Area Manager - San Diego
50.0
.......................0.0
      X     0 750,156 -6,636
(59) Corwin Harper........................................................................
SVP, Area Mgr - Central Valley
50.0
.......................0.0
      X     0 619,334 114,994
(60) Patricia A Harvey........................................................................
SVP, Qlty, Reg, & Clinical Ops
50.0
.......................0.0
      X     0 1,099,387 102,507
(61) Gerald McCall........................................................................
SVP, Operations
50.0
.......................0.0
      X     0 1,132,767 -3,422
(62) Colleen McKeown........................................................................
SVP, Area Manager Group - NCAL
50.0
.......................0.0
      X     0 689,224 75,275
(63) Christine Robisch........................................................................
SVP, Ops, Nat'l Op Strat & Imp
50.0
.......................0.0
      X     0 778,705 84,991
(64) Lisa L Caplan........................................................................
SVP, Care Delivery Tech Svcs
50.0
.......................0.0
        X   0 908,253 106,873
(65) Diane Comer........................................................................
SVP, Business Info Officer
50.0
.......................0.0
        X   0 956,089 61,799
(66) Michael Anthony Rembis........................................................................
CEO & Hosp Admin'tor - MHS
50.0
.......................0.0
        X   0 1,148,143 277,714
(67) Kathleen Marie Scheirman........................................................................
SVP, Application Svcs Group
50.0
.......................0.0
        X   0 1,014,837 145,980
(68) Michael Sutten........................................................................
SVP, Info Technology & CTO
50.0
.......................0.0
        X   0 1,061,249 124,055
(69) George Halvorson........................................................................
Chairman
0.0
.......................0.0
          X 0 27,324 -49,993
(70) Mary Ann Barnes........................................................................
Regional President Hawaii
0.0
.......................0.0
          X 0 317,399 0
(71) Raymond Baxter........................................................................
SVP, CB Research & Hlth Policy
0.0
.......................0.0
          X 0 275,528 127,536
(72) Daniel Garcia........................................................................
SVP, Chief Compliance Officer
0.0
.......................0.0
          X 0 310,893 -67,932
(73) Sandra Golze........................................................................
Assistant Secretary - NCAL
0.0
.......................0.0
          X 0 141,941 -54,019
(74) Janet O'Hollaren........................................................................
VP, COO
0.0
.......................50.0
          X 0 1,075,050 143,429
(75) Rochelle Roth........................................................................
Assistant Secretary
0.0
.......................50.0
          X 0 185,515 -84,471
(76) Jacqueline Sellers........................................................................
Assistant Secretary
0.0
.......................50.0
          X 0 300,332 35,262
(77) Cesar Villalpando........................................................................
SVP, Enterprise Shared Svcs
0.0
.......................0.0
          X 0 825,781 -73,340
(78) Deborah Friberg........................................................................
Bus Planning & Corp Dev't Exec
0.0
.......................50.0
          X 0 379,072 93,187
(79) Thomas Hanenburg........................................................................
SVP, COO - NCAL
0.0
.......................50.0
          X 0 1,071,346 148,631
(80) Michael Rowe........................................................................
SVP, Chf Bus Dev & Strat Exec
10.0
.......................40.0
          X 0 1,428,167 249,330
(81) Max Villalobos........................................................................
COO - North County
50.0
.......................0.0
          X 0 508,639 30,873
(82) Vita Willett........................................................................
SVP, Area Manager - Riverside
50.0
.......................0.0
          X 0 824,246 42,575
1b Sub-Total................MediumBullet
c Total from continuation sheets to Part VII, Section A....MediumBullet
d Total (add lines 1b and 1c)...........MediumBullet 39,000 96,052,991 12,006,730
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 MediumBullet32,814
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
Yes
 
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
CARDINAL HEALTH,
5426 LANDERS RD
SHERWOOD,AR72117
CONSULTING SERVICES 447,881,745
ROSE INTERNATIONAL INC,
16401 SWINGLEY RIDGE RD STE 300
CHESTERFIELD,MO63017
STAFFING SERVICES 366,328,472
ORACLE AMERICA INC,
500 ORACLE PKWY
REDWOOD SHORES,CA94085
CONSULTING SERVICES 160,547,428
COGNIZANT TECHNOLOGY SOLUTIONS,
500 FRANK W BURR BLVD
TEANECK,NJ07666
DIGITAL TECHNOLOGY 157,250,290
BLACKSTONE CONSULTING INC,
11726 SAN VICENTE BLVD
LOS ANGELES,CA90049
CONSULTING SERVICES 131,654,980
2
Total number of independent contractors (including but not limited to those listed above) who received more than $100,000 of compensation from the organization MediumBullet312
Form 990 (2018)
Form 990 (2018)
Page 9
Part VIII
Statement of Revenue
Check if Schedule O contains a response or note to any line in this Part VIII.............
(A)
Total revenue
(B)
Related or
exempt
function
revenue
(C)
Unrelated
business
revenue
(D)
Revenue
excluded from
tax under sections
512 - 514
Contributions, Gifts, GrantAmt and OtherAmt Similar Amounts 1a Federated campaigns..1a  
b Membership dues..1b  
c Fundraising events..1c  
d Related organizations1d  
e Government grants (contributions)1e 105,566,561
f All other contributions, gifts, grants, and similar amounts not included above1f 30,643,620
g Noncash contributions included in lines 1a - 1f:$  
h Total. Add lines 1a-1f.......MediumBullet 136,210,181
 Program Service RevenueAmt Business Code
2a HOSPITAL SERV REV 622110 22,286,969,632 22,286,969,632    
b NON-PLAN & IND REV 622110 679,283,228 679,283,228    
c OTHR PRGM SERV REV 622110 2,876,052,365 2,872,538,916 3,513,449  
d MEDICARE PAYMENTS 622110 427,741,017 427,741,017    
e
f All other program service revenue.        
g Total. Add lines 2a–2f ....MediumBullet 26,270,046,242
 OtherAmtRevenueAmt 3 Investment income (including dividends, interest, and othersimilar amounts) ......MediumBullet 1,557,370,388   7,618,482 1,549,751,906
4 Income from investment of tax-exempt bond proceedsMediumBullet 0      
5 Royalties...........MediumBullet 0      
(ii) Personal (i) Real
6a Gross rents   1,626,247
b Less: rental expenses    
c Rental income or (loss) 0 1,626,247
d Net rental income or (loss)......MediumBullet 1,626,247     1,626,247
(ii) Other (i) Securities
7a Gross amount from sales of assets other than inventory 1,700,772 11,137,454,273
b Less: cost or other basis and sales expenses 7,103,241 10,833,464,539
c Gain or (loss) -5,402,469 303,989,734
d Net gain or (loss).....MediumBullet 298,587,265     298,587,265
8a Gross income from fundraising events (not including $   of contributions reported on line 1c). See Part IV, line 18 ....
a 0
b Less: direct expenses ...b 0
c Net income or (loss) from fundraising events..MediumBullet 0    
9a Gross income from gaming activities.
See Part IV, line 19 ...
a 0
b Less: direct expenses ...b 0
c Net income or (loss) from gaming activities..MediumBullet 0      
10a Gross sales of inventory, less
returns and allowances ..
a 0
b Less: cost of goods sold ..b 0
c Net income or (loss) from sales of inventory..MediumBullet 0      
Business Code Miscellaneous Revenue
11a CAFETERIA 722310 23,724,712     23,724,712
b PARKING GARAGES 812930 8,335,971   397,052 7,938,919
c KP VENTURES 900099 1,750,000   1,750,000  
d All other revenue ....        
e Total. Add lines 11a–11d ...... MediumBullet 33,810,683
12 Total revenue. See Instructions......MediumBullet 28,297,651,006 26,266,532,793 13,278,983 1,881,629,049
Form 990 (2018)
Form 990 (2018)
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 21 132,067,324 132,067,324
2 Grants and other assistance to domestic individuals. See Part IV, line 22 1,094,100 1,094,100
3 Grants and other assistance to foreign organizations, foreign governments, and foreign individuals. See Part IV, line 15 and 16. 199,885 199,885
4 Benefits paid to or for members 0  
5 Compensation of current officers, directors, trustees, and key employees .... 0 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) .... 562,162 531,881 30,281  
7 Other salaries and wages 6,612,941,799 6,256,732,477 356,209,322  
8 Pension plan accruals and contributions (include section 401(k) and 403(b) employer contributions) .... 946,979,240 895,969,743 51,009,497  
9 Other employee benefits ....... 1,279,431,012 1,210,513,839 68,917,173  
10 Payroll taxes ........... 461,035,788 436,201,871 24,833,917  
11 Fees for services (non-employees):        
a Management ...... 0      
b Legal ......... 278,338 0 278,338  
c Accounting ........... 4,572,019 0 4,572,019  
d Lobbying ........... 0      
e Professional fundraising services. See Part IV, line 17 0  
f Investment management fees ...... 104,315,355 0 104,315,355  
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 .... 4,382,082 0 4,382,082  
13 Office expenses ....... 375,382,761 355,162,586 20,220,175  
14 Information technology ...... 1,046,996,182 990,599,224 56,396,958  
15 Royalties .. 0      
16 Occupancy ........... 367,727,472 347,919,653 19,807,819  
17 Travel ............ 17,430,233 16,491,345 938,888  
18 Payments of travel or entertainment expenses for any federal, state, or local public officials . 0      
19 Conferences, conventions, and meetings .... 16,172,423   16,172,423  
20 Interest ........... 836,164,549 791,124,139 45,040,410  
21 Payments to affiliates ....... 0      
22 Depreciation, depletion, and amortization .. 1,004,764,292 950,642,175 54,122,117  
23 Insurance ... 75,261,061 71,207,087 4,053,974  
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 PURCHASED MEDICAL SERVICES 4,546,533,871 4,546,533,871 0 0
b BASIC CONTRACTUAL PAYMENTS 3,353,824,447 3,353,824,447 0  
c MEDICAL & OTHER SUPPLIES 2,400,353,997 2,271,057,763 129,296,234  
d PURCHASED NON-MEDICAL SVC 514,059,758 486,369,679 27,690,079  
e All other expenses 1,185,362,685 1,121,512,548 63,850,137  
25 Total functional expenses. Add lines 1 through 24e 25,287,892,835 24,235,755,637 1,052,137,198 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 (2018)
Form 990 (2018)
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 ........ 189,273,579 1 318,017,493
2 Savings and temporary cash investments ......... 0 2 0
3 Pledges and grants receivable, net ...... 0 3 0
4 Accounts receivable, net ............. 613,829,020 4 533,652,487
5 Loans and other receivables from current and former officers, directors, trustees, key employees, and highest compensated employees. Complete Part II of Schedule L .............
0 5 0
6 Loans and other receivables from other disqualified persons (as defined under section 4958(f)(1)), persons described in section 4958(c)(3)(B), and contributing employers and sponsoring organizations of section 501(c)(9) voluntary employees' beneficiary organizations (see instructions) Complete Part II of Schedule L ..............
0 6 0
7 Notes and loans receivable, net .... 2,624,092,353 7 2,812,474,736
8 Inventories for sale or use ........ 463,786,153 8 473,052,659
9 Prepaid expenses and deferred charges ...... 458,529,277 9 719,234,877
10a Land, buildings, and equipment: cost or other basis. Complete Part VI of Schedule D 10a 36,957,723,494
b Less: accumulated depreciation 10b 19,099,109,558 17,659,179,335 10c 17,858,613,936
11 Investments—publicly traded securities . 21,190,841,573 11 19,215,262,848
12 Investments—other securities. See Part IV, line 11 ..... 7,608,898,024 12 8,636,049,253
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 ........... 699,077,190 15 1,147,475,042
16 Total assets. Add lines 1 through 15 (must equal line 34)... 51,507,506,504 16 51,713,833,331
Liabilities 17 Accounts payable and accrued expenses ..... 3,188,750,041 17 3,234,469,783
18 Grants payable ... 0 18 0
19 Deferred revenue ......... 240,159,500 19 313,288,761
20 Tax-exempt bond liabilities ......... 9,365,288,192 20 6,117,070,000
21 Escrow or custodial account liability. Complete Part IV of Schedule D 0 21 0
22 Loans and other payables to current and former officers, directors, trustees, key employees, highest compensated employees, and disqualified
persons. Complete Part II of Schedule L.. 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 13,822,751,449 25 15,458,105,910
26 Total liabilities. Add lines 17 through 25.. 26,616,949,182 26 25,122,934,454
Net Assets or Fund Balance Organizations that follow SFAS 117 (ASC 958), check here MediumBullet and complete lines 27 through 29, and lines 33 and 34.
27 Unrestricted net assets   27  
28 Temporarily restricted net assets ...........   28  
29 Permanently restricted net assets   29  
Organizations that do not follow SFAS 117 (ASC 958), check here MediumBullet and complete lines 30 through 34.
30 Capital stock or trust principal, or current funds ..... 0 30 0
31 Paid-in or capital surplus, or land, building or equipment fund ... 54,349,820 31 56,982,009
32 Retained earnings, endowment, accumulated income, or other funds 24,836,207,502 32 26,533,916,868
33 Total net assets or fund balances ........... 24,890,557,322 33 26,590,898,877
34 Total liabilities and net assets/fund balances ........ 51,507,506,504 34 51,713,833,331
Form 990 (2018)
Form 990 (2018)
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
28,297,651,006
2
Total expenses (must equal Part IX, column (A), line 25) ............
2
25,287,892,835
3
Revenue less expenses. Subtract line 2 from line 1 ..............
3
3,009,758,171
4
Net assets or fund balances at beginning of year (must equal Part X, line 33, column (A)) ..
4
24,890,557,322
5
Net unrealized gains (losses) on investments ...............
5
-1,541,556,176
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
232,139,560
10
Net assets or fund balances at end of year. Combine lines 3 through 9 (must equal Part X, line 33, column (B))
10
26,590,898,877
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 (2018)
Form 990 (2018)
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 the latest information.
OMB No. 1545-0047
2018
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) 2018

Schedule A (Form 990 or 990-EZ) 2018
Page 2
Part II
Support Schedule for Organizations Described in Sections 170(b)(1)(A)(iv), 170(b)(1)(A)(vi), and 170(b)(1)(A)(ix)
(Complete only if you checked the box on line 5, 7, 8, or 9 of Part I or if the organization failed to qualify under Part III. If the organization fails 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) 2014 (b) 2015 (c) 2016 (d) 2017 (e) 2018 (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) 2014 (b) 2015 (c) 2016 (d) 2017 (e) 2018 (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) 2018

Schedule A (Form 990 or 990-EZ) 2018
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) 2014 (b) 2015 (c) 2016 (d) 2017 (e) 2018 (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) 2014 (b) 2015 (c) 2016 (d) 2017 (e) 2018 (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) 2018

Schedule A (Form 990 or 990-EZ) 2018
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) 2018

Schedule A (Form 990 or 990-EZ) 2018
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) 2018

Schedule A (Form 990 or 990-EZ) 2018
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) 2018

Schedule A (Form 990 or 990-EZ) 2018
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 2018 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-2018
(iii)
Distributable
Amount for 2018
1 Distributable amount for 2018 from Section C, line
6
 
2 Underdistributions, if any, for years prior to 2018 (reasonable cause required-- explain in Part VI).
See instructions.
 
3 Excess distributions carryover, if any, to 2018:
a From 2013.......  
b From 2014.......  
c From 2015.......  
d From 2016.......  
e From 2017.......  
fTotal of lines 3a through e  
g Applied to underdistributions of prior years  
h Applied to 2018 distributable amount  
i Carryover from 2013 not applied (see
instructions)
 
j Remainder. Subtract lines 3g, 3h, and 3i from 3f.  
4Distributions for 2018 from Section D, line 7:
$  
a Applied to underdistributions of prior years  
b Applied to 2018 distributable amount  
c Remainder. Subtract lines 4a and 4b from 4.  
5 Remaining underdistributions for years prior to
2018, 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 2018. 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 2019. Add lines
3j and 4c.
 
8 Breakdown of line 7:
a Excess from 2014......  
b Excess from 2015.....  
c Excess from 2016.....  
d Excess from 2017.....  
e Excess from 2018.....  
Schedule A (Form 990 or 990-EZ) (2018)

Schedule A (Form 990 or 990-EZ) 2018
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) 2018


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
2018
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) (2018)
Schedule B (Form 990, 990-EZ, or 990-PF) (2018) Page 2
Name of organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number
94-1105628
Part I
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) (2018)
Schedule B (Form 990, 990-EZ, or 990-PF) (2018)
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) (2018)
Schedule B (Form 990, 990-EZ, or 990-PF) (2018)
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) (2018)

Additional Data


Software ID:  
Software Version:  
SCHEDULE C
(Form 990 or 990-EZ)

Department of the Treasury
Internal Revenue Service
Political Campaign and Lobbying Activities

For Organizations Exempt From Income Tax Under section 501(c) and section 527

SchCMd Bullet Complete if the organization is described below. SchCMd Bullet Attach to Form 990 or Form 990-EZ.
SchCMd BulletGo to www.irs.gov/Form990 for instructions and the latest information.
OMB No. 1545-0047
2018
Open to Public
Inspection
If the organization answered "Yes" on Form 990, Part IV, Line 3, or Form 990-EZ, Part V, line 46 (Political Campaign Activities), then
Round Bullet Section 501(c)(3) organizations: Complete Parts I-A and B. Do not complete Part I-C.
Round Bullet Section 501(c) (other than section 501(c)(3)) organizations: Complete Parts I-A and C below. Do not complete Part I-B.
Round Bullet Section 527 organizations: Complete Part I-A only.
If the organization answered "Yes" on Form 990, Part IV, Line 4, or Form 990-EZ, Part VI, line 47 (Lobbying Activities), then
Round Bullet Section 501(c)(3) organizations that have filed Form 5768 (election under section 501(h)): Complete Part II-A. Do not complete Part II-B.
Round Bullet Section 501(c)(3) organizations that have NOT filed Form 5768 (election under section 501(h)): Complete Part II-B. Do not complete Part II-A.
If the organization answered "Yes" on Form 990, Part IV, Line 5 (Proxy Tax) (see separate instructions) or Form 990-EZ, Part V, line 35c (Proxy Tax) (see separate instructions), then
Round Bullet Section 501(c)(4), (5), or (6) organizations: Complete Part III.
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Part I-A
Complete if the organization is exempt under section 501(c) or is a section 527 organization.

1
Provide a description of the organization’s direct and indirect political campaign activities in Part IV (see instructions for definition of “political campaign activities")

2
Political campaign activity expenditures (see instructions) ....................................................................SchCMd Bullet
$  
3
Volunteer hours for political campaign activities (see instructions) ..................................................................
 

Part I-B
Complete if the organization is exempt under section 501(c)(3).
1
Enter the amount of any excise tax incurred by the organization under section 4955 ................................SchCMd Bullet
$  
2
Enter the amount of any excise tax incurred by organization managers under section 4955 .......................SchCMd Bullet
$  
3
If the organization incurred a section 4955 tax, did it file Form 4720 for this year? .........................................
4a
Was a correction made? ......................................................................................................................
b
If "Yes," describe in Part IV.
Part I-C
Complete if the organization is exempt under section 501(c), except section 501(c)(3).
1
Enter the amount directly expended by the filing organization for section 527 exempt function activities ..... SchCMd Bullet
$  
2
Enter the amount of the filing organization's funds contributed to other organizations for section 527 exempt function activities ............................................................................................................................SchCMd Bullet

$  
3
Total exempt function expenditures. Add lines 1 and 2. Enter here and on Form 1120-POL, line 17b...........SchCMd Bullet

$  
4
Did the filing organization file Form 1120-POL for this year? ...................................................................
5
Enter the names, addresses and employer identification number (EIN) of all section 527 political organizations to which the filing
organization made payments. For each organization listed, enter the amount paid from the filing organization’s funds. Also enter the amount of political contributions received that were promptly and directly delivered to a separate political organization, such as a separate segregated fund or a political action committee (PAC). If additional space is needed, provide information in Part IV.
(a) Name (b) Address (c) EIN (d) Amount paid from filing organization's funds. If none, enter -0-. (e) Amount of political contributions received and promptly and directly delivered to a separate political organization. If none, enter -0-.
1
2
3
4
5
6
For Paperwork Reduction Act Notice, see the instructions for Form 990 or 990-EZ.
Cat. No. 50084S
Schedule C (Form 990 or 990-EZ) 2018

Schedule C (Form 990 or 990-EZ) 2018
Page 2
Part II-A
Complete if the organization is exempt under section 501(c)(3) and filed Form 5768 (election under section 501(h)).
A Check SchCMd Bulletexpenses, and share of excess lobbying expenditures).
B Check SchCMd Bullet
Limits on Lobbying Expenditures
(The term "expenditures" means amounts paid or incurred.)
(a) Filing
organization's
totals
(b) Affiliated group totals
1a Total lobbying expenditures to influence public opinion (grass roots lobbying) ......................    
b Total lobbying expenditures to influence a legislative body (direct lobbying) ...............................    
c Total lobbying expenditures (add lines 1a and 1b) ...................................................................    
d Other exempt purpose expenditures ........................................................................    
e Total exempt purpose expenditures (add lines 1c and 1d) ...............................................    
f Lobbying nontaxable amount. Enter the amount from the following table in both
columns.
   
If the amount on line 1e, column (a) or (b) is:The lobbying nontaxable amount is:
Not over $500,00020% of the amount on line 1e.
Over $500,000 but not over $1,000,000$100,000 plus 15% of the excess over $500,000.
Over $1,000,000 but not over $1,500,000$175,000 plus 10% of the excess over $1,000,000.
Over $1,500,000 but not over $17,000,000$225,000 plus 5% of the excess over $1,500,000.
Over $17,000,000$1,000,000.
g Grassroots nontaxable amount (enter 25% of line 1f) .................................................    
h Subtract line 1g from line 1a. If zero or less, enter -0-. ................................................    
i Subtract line 1f from line 1c. If zero or less, enter -0-. ................................................    
j If there is an amount other than zero on either line 1h or line 1i, did the organization file Form 4720 reporting
section 4911 tax for this year? ...................................................................................................................

4-Year Averaging Period Under section 501(h)
(Some organizations that made a section 501(h) election do not have to complete all of the five
columns below. See the separate instructions for lines 2a through 2f.)
Lobbying Expenditures During 4-Year Averaging Period
Calendar year (or fiscal year
beginning in)
(a) 2015 (b) 2016 (c) 2017 (d) 2018 (e) Total
2a Lobbying nontaxable amount          
b Lobbying ceiling amount
(150% of line 2a, column(e))
 
c Total lobbying expenditures          
d Grassroots nontaxable amount          
e Grassroots ceiling amount
(150% of line 2d, column (e))
 
f Grassroots lobbying expenditures          
Schedule C (Form 990 or 990-EZ) 2018


Schedule C (Form 990 or 990-EZ) 2018
Page 3
Part II-B
Complete if the organization is exempt under section 501(c)(3) and has NOT filed Form 5768 (election under section 501(h)).
For each "Yes" response on lines 1a through 1i below, provide in Part IV a detailed description of the lobbying activity.
(a)
No
Yes
(b)
Amount
1
During the year, did the filing organization attempt to influence foreign, national, state or local legislation, including any attempt to influence public opinion on a legislative matter or referendum, through the use of:
a
Volunteers? ...........................................................................................................
 
No
b
Paid staff or management (include compensation in expenses reported on lines 1c through 1i)? ........
 
No
c
Media advertisements? ...................................................................................................
 
No
 
d
Mailings to members, legislators, or the public? .............................................................................
 
No
 
e
Publications, or published or broadcast statements? ...........................................................
 
No
 
f
Grants to other organizations for lobbying purposes? ..........................................................
 
No
 
g
Direct contact with legislators, their staffs, government officials, or a legislative body? .......................
 
No
 
h
Rallies, demonstrations, seminars, conventions, speeches, lectures, or any similar means? ..................
 
No
 
i
Other activities? ...................................................................................................................
Yes
 
114
j
Total. Add lines 1c through 1i ....................................................................................................
114
2a
Did the activities in line 1 cause the organization to be not described in section 501(c)(3)? .....
 
No
b
If "Yes," enter the amount of any tax incurred under section 4912 ...........................................
 
c
If "Yes," enter the amount of any tax incurred by organization managers under section 4912 ...................
 
d
If the filing organization incurred a section 4912 tax, did it file Form 4720 for this year? ........................
 
 
Part III-A
Complete if the organization is exempt under section 501(c)(4), section 501(c)(5), or section 501(c)(6).
Yes
No
1
Were substantially all (90% or more) dues received nondeductible by members? ...............................................
1
 
 
2
Did the organization make only in-house lobbying expenditures of $2,000 or less? ............................................
2
 
 
3
Did the organization agree to carry over lobbying and political expenditures from the prior year? .................................
3
 
 
Part III-B
Complete if the organization is exempt under section 501(c)(4), section 501(c)(5), or section 501(c)(6) and if either (a) BOTH Part III-A, lines 1 and 2, are answered "No" OR (b) Part III-A, line 3, is answered “Yes."
1
Dues, assessments and similar amounts from members ......................................................................
1
 
2
Section 162(e) nondeductible lobbying and political expenditures (do not include amounts of political expenses for which the section 527(f) tax was paid).
a
Current year .............................................................................................................................
2a
 
b
Carryover from last year ............................................................................................................
2b
 
c
Total ...........................................................................................................................................
2c
 
3
Aggregate amount reported in section 6033(e)(1)(A) notices of nondeductible section 162(e) dues .
3
 
4
If notices were sent and the amount on line 2c exceeds the amount on line 3, what portion of the excess does the organization agree to carryover to the reasonable estimate of nondeductible lobbying and political expenditure next year? ......................................................................................................................
4
 
5
Taxable amount of lobbying and political expenditures (see instructions) .........................................
5
 
Part IV
Supplemental Information
Provide the descriptions required for Part l-A, line 1; Part l-B, line 4; Part l-C, line 5; Part II-A (affiliated group list); Part II-A, lines 1 and 2 (see instructions), and Part ll-B, line 1. Also, complete this part for any additional information.
Return Reference Explanation
SCHEDULE C, PART II-B, LINE 1A THROUGH 1I LOBBYING ACTIVITY BY NONELECTING PUBLIC CHARITIES THE ORGANIZATION ("Kaiser Foundation Hospitals" aka "KFH") IS A MEMBER OF THE KAISER PERMANENTE MEDICAL CARE PROGRAM (KP) AND PARTICIPATED IN AND BENEFITED FROM LOBBYING ACTIVITIES CONDUCTED AT THE REGIONAL AND NATIONAL LEVELS FOR THE BENEFIT OF ITS ENROLLED MEMBERS, THE BROADER COMMUNITY AND FOR THE HEALTH CARE INDUSTRY AS A WHOLE. AS AN ORGANIZATION EXEMPT FROM INCOME TAX UNDER INTERNAL REVENUE CODE SECTION 501(C)(3), KFH HAS A POLICY PROHIBITING ANY OF KFH'S RESOURCES BEING USED IN ANY POLITICAL CAMPAIGNS. THIS POLICY IS CLOSELY MONITORED FOR COMPLIANCE. DURING THE YEAR THIS ORGANIZATION MADE COMMENTS OR STATEMENTS CONCERNING LEGISLATION AND BALLOT INITIATIVES WHICH MAY AFFECT THE HEALTH CARE INDUSTRY. KFH ENGAGED IN CONVERSATIONS WITH AND/OR WRITTEN COMMUNICATIONS TO VARIOUS FEDERAL, STATE, AND LOCAL OFFICIALS REGARDING MATTERS WHICH AFFECTED THE HEALTHCARE INDUSTRY AS A WHOLE. THE AMOUNT OF MONEY INVOLVED IN THE ACTIVITIES IS DETAILED ON LINES A THROUGH I. KP EMPLOYS INDIVIDUALS, INCLUDING ONE OR MORE REGISTERED LOBBYISTS AND/OR MAY RETAIN ONE OR MORE PROFESSIONAL CONSULTANTS TO REPRESENT KFH'S INTERESTS IN VARIOUS LEGISLATIVE AND REGULATORY BODIES AND FROM TIME-TO-TIME TO KEEP INFORMED ABOUT FEDERAL AND STATE LEGISLATION HAVING AN IMPACT ON KP'S CHARITABLE ACTIVITIES AS AN EXEMPT HEALTH MAINTENANCE ORGANIZATION. THESE INDIVIDUALS ATTEMPT TO ENSURE THAT PROPOSED LEGISLATION AND ENACTED LAWS ARE COMPATIBLE WITH THE INTERESTS OF KP, ITS MEMBERS AND ITS PATIENTS BY PERFORMING THE FOLLOWING ACTIVITIES: - COLLECTING, ANALYZING AND DISTRIBUTING WITHIN THE ORGANIZATION, PUBLIC AND PRIVATE POLICY RECOMMENDATIONS REGARDING PROPOSED LEGISLATION THAT AFFECT THE OPERATION OF KFH AND ITS ABILITY TO PROVIDE QUALITY HEALTH AND MEDICAL CARE SERVICES TO ITS MEMBERS AND THE BROADER COMMUNITY IN A COST EFFECTIVE MANNER. - PROVIDING APPROPRIATE INFORMATIONAL MATERIALS TO LEGISLATORS AND THEIR STAFFS THAT PERTAIN TO MATTERS OF COMMON INTEREST IN THE HEALTH CARE COMMUNITY AND IN THE NOT-FOR-PROFIT COMMUNITY. - PREPARING WRITTEN AND ORAL TESTIMONY, APPEARING AT LEGISLATIVE HEARINGS, MONITORING LEGISLATIVE PROCEEDINGS AND MEETING WITH LEGISLATORS AND/OR THEIR STAFFS REGARDING ISSUES PERTINENT TO THE MISSION OF KFH. INDIVIDUALS APPEARING AT SUCH HEARINGS AND MEETINGS FOR AND ON BEHALF OF KFH OFTEN ARE REPRESENTING THE INTERESTS OF COMMON INTEREST GROUPS AS WELL AS THE INTERESTS OF THE MEMBERS AND PATIENTS OF KFH. OTHER EMPLOYEES AND OFFICERS PERFORM SERVICES BY DELIVERING SPEECHES AT VARIOUS PUBLIC AND PRIVATE FUNCTIONS AND IN SERVING AS FACULTY IN HEALTHCARE RELATED EDUCATIONAL PROGRAMS THROUGHOUT THE COMMUNITY.
Schedule C (Form 990 or 990EZ) 2018


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 the latest information.
OMB No. 1545-0047
2018
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 SFAS 116 (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 SFAS 116 (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 SFAS 116 (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) 2018

Schedule D (Form 990) 2018
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
Temporarily restricted 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 .....   1,012,713,183 1,012,713,183
b Buildings ....   24,111,715,770 11,498,045,908 12,613,669,862
c Leasehold improvements   307,837,355 221,585,881 86,251,474
d Equipment ....   3,721,829,009 2,913,733,713 808,095,296
e Other .....   7,803,628,177 4,465,744,056 3,337,884,121
Total. Add lines 1a through 1e. (Column (d) must equal Form 990, Part X, column (B), line 10(c).)..SchDMdBullet 17,858,613,936
Schedule D (Form 990) 2018

Schedule D (Form 990) 2018
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
2,092,052,165 F

(B) PRIVATE EQUITY FUNDS
5,713,328,998 F

(C) RISK PARITY FUNDS
830,668,090 F
(C)
(D)
(E)
(F)
(G)
(H)
Total. (Column (b) must equal Form 990, Part X, col. (B) line 12.)Small Bullet 8,636,049,253
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
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
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
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
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
DUE TO RELATED ENTITIES 5,450,107,406
RESERVE FOR WORKERS COMP RISKS 418,708,156
RESERVE FOR PROF/PUBLIC LIAB 240,147,571
COMMERCIAL PAPER 996,806,174
POST RETIREMENT LIABILITIES 4,708,500,589
OTHER LONG-TERM LIABILITIES 402,485,459
OTHER CURRENT LIABILITIES 84,071,642
BROKER PAYABLES 167,539,742
LOANS PAYABLE TO EXTRNL ENTITY 2,989,739,171
Total. (Column (b) must equal Form 990, Part X, col.(B) line 25.)Small Bullet 15,458,105,910
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) 2018

Schedule D (Form 990) 2018
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) 2018


Additional Data


Software ID:  
Software Version:  




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
2018
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" to 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 region (d) Activities conducted in region (by type) (e.g., 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 region
(f) Total expenditures
for and investments
in region
South America     Investments   92,310,000
East Asia and the Pacific     Investments   1,691,753,000
Europe (Including Iceland and Greenland)     Investments   383,766,194
Middle East and North Africa     Investments   2,816,000
South Asia     Investments   3,011,000
Sub-Saharan Africa     Investments   14,026,000
Central America and the Caribbean     Investments   5,383,045,000
Russia and the Newly Independent States     Investments   1,033,806
           
           
           
           
           
           
           
           
           
3a Sub-total .....     7,571,761,000
b Total from continuation sheets to Part I ...      
c Totals (add lines 3a and 3b)     7,571,761,000
For Paperwork Reduction Act Notice, see the Instructions for Form 990.Cat. No. 50082W Schedule F (Form 990) 2018
Schedule F (Form 990) 2018
Page 2
Part II
Grants and Other Assistance to Organizations or Entities Outside the United States. Complete if the organization answered "Yes" to 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 non-cash
assistance
(h) Description
of non-cash
assistance
(i) Method of
valuation
(book, FMV,
appraisal, other)
Europe (Including Iceland and Greenland) RSCRH GRANT 30,011        
North America RSCRH GRANT 152,672        
Europe (Including Iceland and Greenland) RSCRH GRANT 17,202        
             
             
             
             
             
             
             
             
             
             
             
             
             
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) 2018
Schedule F (Form 990) 2018Page 3
Part III
Grants and Other Assistance to Individuals Outside the United States. Complete if the organization answered "Yes" to 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
non-cash
assistance
(g) Description
of non-cash
assistance
(h) Method of
valuation
(book, FMV,
appraisal, other)
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
               
Schedule F (Form 990) 2018
Schedule F (Form 990) 2018
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) 2018
Schedule F (Form 990) 2018
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) 2018
Additional Data


Software ID:  
Software Version:  



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
2018
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) . . .
    291,950,391 9,485,691 282,464,700 1.120 %
b Medicaid (from Worksheet 3, column a) . . . . .     1,680,779,806 902,071,050 778,708,756 3.080 %
c Costs of other means-tested government programs (from Worksheet 3, column b) . .     3,614,323 1,872,011 1,742,312 0.010 %
d Total Financial Assistance and Means-Tested Government Programs . . . . .     1,976,344,520 913,428,752 1,062,915,768 4.210 %
Other Benefits
e Community health improvement services and community benefit operations (from Worksheet 4).     42,624,855 0 42,624,855 0.170 %
f Health professions education (from Worksheet 5) . . .     137,913,789 26,362,300 111,551,489 0.440 %
g Subsidized health services (from Worksheet 6) . . . .            
h Research (from Worksheet 7) .     121,285,987 81,788,907 39,497,080 0.160 %
i Cash and in-kind contributions for community benefit (from Worksheet 8) . . . .     109,453,119 0 109,453,119 0.430 %
j Total. Other Benefits . .     411,277,750 108,151,207 303,126,543 1.200 %
k Total. Add lines 7d and 7j .     2,387,622,270 1,021,579,959 1,366,042,311 5.410 %
For Paperwork Reduction Act Notice, see the Instructions for Form 990. Cat. No. 50192T Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
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 Heathcare 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
0
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
0
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
370,368,197
6
Enter Medicare allowable costs of care relating to payments on line 5.....
6
437,778,108
7
Subtract line 6 from line 5. This is the surplus (or shortfall)........
7
-67,409,911
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) 2018
Schedule H (Form 990) 2018
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?42Name, 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
930000077
X X   X   X X     A
2 KAISER FDN HOSPITAL- SAN DIEGO(ZION)
4647 ZION AVE
SAN DIEGO,CA92120
http://www.kp.org
0800062
X X   X   X X     A
3 KAISER FDN HOSP - SUNNYSIDE MED CTR
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97105
http://www.kp.org
1073
X X   X     X     D
4 KAISER FOUNDATION HOSPITAL - FONTANA
9961 SIERRA AVE
FONTANA,CA92335
http://www.kp.org
2400159
X X   X   X X     A
5 KAISER FOUNDATION HOSPITAL- ROSEVILLE
1600 Eureka Rd
Roseville,CA95661
http://www.kp.org
030000052
X X   X   X X     A
6 KAISER FDN HOSPITAL - SANTA CLARA
700 LAWRENCE EXPRESSWAY
SANTA CLARA,CA95051
http://www.kp.org
070000661
X X   X   X X     A
7 KAISER FOUNDATION HOSPITAL - OAKLAND
275 W MACARTHUR BLVD
OAKLAND,CA94611
http://www.kp.org
140000052
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     A
9 KAISER FOUNDATION HOSPITAL - HONOLULU
3288 MOANALUA RD
HONOLULU,HI96819
http://www.kp.org
OHCA#31-H
X X   X     X     E
10 KAISER FDN HOSPITAL - SAN FRANCISCO
2425 GEARY BLVD
SAN FRANCISCO,CA94115
http://www.kp.org
220000188
X X   X   X X     A
11 KAISER FOUNDATION HOSPITAL - ANAHEIM
3340 E LA PALMA AVE
ANAHEIM,CA92806
http://www.kp.org
060000091
X X   X   X X     A
12 KAISER FOUNDATION HOSPITAL - VALLEJO
975 SERENO DR
VALLEJO,CA94589
http://www.kp.org
110000026
X X   X   X X     A
13 KAISER FDN HOSPITAL- SOUTH SACRAMENTO
6600 BRUCEVILLE RD
SOUTH SACRAMENTO,CA95823
http://www.kp.org
030000228
X X   X   X X     A
14 KAISER FDN HOSPITAL - WALNUT CREEK
1425 S MAIN ST
WALNUT CREEK,CA94596
http://www.kp.org
140000290
X X   X   X X     A
15 KAISER FDN HOSPITAL - SACRAMENTO
2025 MORSE AVE
SACRAMENTO,CA95825
http://www.kp.org
030000052
X X   X   X X     A
16 KAISER FOUNDATION HOSPITAL- RIVERSIDE
10800 MAGNOLIA AVE
RIVERSIDE,CA92505
http://www.kp.org
250000327
X X   X   X X     B
17 KAISER FOUNDATION HOSPITAL - ONTARIO
2295 S VINEYARD AVE
ONTARIO,CA91761
http://www.kp.org
240000159
X X   X   X X     A
18 KAISER FDN HOSPITAL - SAN LEANDRO
2500 MERCED ST
SAN LEANDRO,CA94577
http://www.kp.org
550002678
X X   X   X X     A
19 KAISER FOUNDATION HOSPITAL - SAN JOSE
250 HOSPITAL PARKWAY
SAN JOSE,CA95119
http://www.kp.org
070000117
X X   X   X X     A
20 KAISER FDN HOSPITAL - BALDWIN PARK
1011 BALDWIN PARK BLVD
BALDWIN PARK,CA91706
http://www.kp.org
930000920
X X   X   X X     B
21 KAISER FOUNDATION HOSPITAL - IRVINE
6640 ALTON PARKWAY
IRVINE,CA92618
http://www.kp.org
060000091
X X   X   X X     A
22 KAISER FDN HOSPITAL - SOUTH BAY
25825 S VERMONT AVE
HARBOR CITY,CA90710
http://www.kp.org
930000079
X X   X   X X     A
23 KAISER FDN HOSPITAL - SANTA ROSA
401 BICENTENNIAL WAY
SANTA ROSA,CA95403
http://www.kp.org
110000213
X X   X   X X     A
24 KAISER FDN HOSPITAL - WOODLAND HILLS
5601 DE SOTO AVE
WOODLAND HILLS,CA91367
http://www.kp.org
930000358
X X   X   X X     B
25 KAISER FOUNDATION HOSPITAL - MODESTO
4601 DALE RD
MODESTO,CA95356
http://www.kp.org
030000393
X X   X   X X     A
26 KAISER FOUNDATION HOSPITAL - FRESNO
7300 N FRESNO ST
FRESNO,CA93720
http://www.kp.org
040000384
X X   X   X X     A
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 FDN HOSPITAL - PANORAMA CITY
13652 CANTARA ST
PANORAMA CITY,CA91402
http://www.kp.org
930000080
X X   X   X X     B
29 KAISER WESTSIDE MEDICAL CENTER
2875 NW STUCKI ROAD
HILLSBORO,OR97124
http://www.kp.org
14-1472
X X   X     X     D
30 KAISER FDN HOSPITAL - W LOS ANGELES
6041 CADILLAC AVE
LOS ANGELES,CA90034
http://www.kp.org
930000081
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 MAUI MEMORIAL MEDICAL CENTER
221 Mahalani Street
Wailuku,HI96793
mauihealthsystem.org
3-H
X X         X     C
34 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
35 KAISER FDN HOSPITAL - SAN RAFAEL
99 MONTECILLO RD
SAN RAFAEL,CA94903
http://www.kp.org
110000357
X X   X   X X     A
36 KAISER FOUNDATION HOSPITAL - RICHMOND
901 NEVIN ST
RICHMOND,CA94801
http://www.kp.org
140000052
X X   X   X X     A
37 KAISER FOUNDATION HOSPITAL - FREMONT
39400 PASEO PADRE PARKWAY
FREMONT,CA94538
http://www.kp.org
140000053
X X   X   X X     A
38 KAISER FDN HOSPITAL - MORENO VALLEY
27300 IRIS AVE
MORENO VALLEY,CA92555
http://www.kp.org
550000810
X X   X   X X     B
39 KAISER FOUNDATION HOSPITAL - MANTECA
1777 W YOSEMITE AVE
MANTECA,CA95336
http://www.kp.org
030000393
X X   X   X X     A
40 KULA HOSPITAL
100 Keokea Place
Kula,HI96790
mauihealthsystem.org
25-H
X X     X   X     C
41 LANAI COMMUNITY HOSPITAL
628 SEVENTH STREET
LANAI CITY,HI96763
mauihealthsystem.org
28-H
X X     X   X     C
42 KAISER FDN HOSPITAL - SD (Clairemont)
9455 CLAIREMOMT MESA BLVD
SAN DIEGO,CA92123
http://www.kp.org
080000062
X X   X   X X     A
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
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-30 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) 2018
Schedule H (Form 990) 2018
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
A-30 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/
b
http://www.kp.org/mfa/
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
Page 6
Part VFacility Information (continued)

Billing and Collections
A-30 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) 2018
Schedule H (Form 990) 2018
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
A-30 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) 2018
Schedule H (Form 990) 2018
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-6 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) 2018
Schedule H (Form 990) 2018
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
B-6 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/
b
http://www.kp.org/mfa/
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
Page 6
Part VFacility Information (continued)

Billing and Collections
B-6 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) 2018
Schedule H (Form 990) 2018
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
B-6 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) 2018
Schedule H (Form 990) 2018
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 Yes  
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 18
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 18
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) 2018
Schedule H (Form 990) 2018
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
https://www.mauihealthsystem.org/
b
https://www.mauihealthsystem.org/
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
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) 2018
Schedule H (Form 990) 2018
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) 2018
Schedule H (Form 990) 2018
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)
D-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) 2018
Schedule H (Form 990) 2018
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
D-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/
b
http://www.kp.org/mfa/
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
Page 6
Part VFacility Information (continued)

Billing and Collections
D-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) 2018
Schedule H (Form 990) 2018
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
D-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) 2018
Schedule H (Form 990) 2018
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-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) 2018
Schedule H (Form 990) 2018
Page 5
Part VFacility Information (continued)

Financial Assistance Policy (FAP)
E-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/
b
http://www.kp.org/mfa/
c
d
e
f
g
h
i
j
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
Page 6
Part VFacility Information (continued)

Billing and Collections
E-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) 2018
Schedule H (Form 990) 2018
Page 7
Part VFacility Information (continued)

Charges to Individuals Eligible for Assistance Under the FAP (FAP-Eligible Individuals)
E-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) 2018
Schedule H (Form 990) 2018
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, 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
A, 1, KFH - LOS ANGELES EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing affordable housing development, banking, business, community capital development, disaster preparedness, government real estate, land use, property management, public utility and transportation also provided input. LINE 6A: Cedars-Sinai Medical Center LINE 6B: ChapCare Medical and Dental Health Center, the Hollywood Chamber of Commerce, and The Wellness Center LINE 11: A. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH Los Angeles participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved; Build the capacity of the primary care workforce and improve appropriate utilization of health care services. - KFH-Los Angeles will continue to support Eisner Pediatric & Family Medical Center with the engagement of KFH-Los Angeles Pediatric Community Fellow and residents and by providing specialty care consults and services to un/underinsured pediatric patients (15 -20 patients per year). - To address access to care for the homeless and underserved population, KFH-Los Angeles radiologists will continue to read over 2,000 x-rays from the JWCH Wesley Health Center Clinic annually. - KFH-Los Angeles will continue to support KHEIR Community Clinics primary and specialty care hub by having physician specialists (Dermatology, Ophthalmology, Sleep Medicine, Neurology) and Internal Medicines Community Medicine Fellows and residents volunteer their time. B. Obesity/HEAL/Diabetes Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. Examples for these strategies include: - KFH-Los Angeles Family Medicine and Pediatrics Community Medicine Fellows continued participation in obesity/overweight and diabetes prevention at Belmont and Hollywood Highs Wellness Centers and help develop STEM-related curriculum to other local LAUSD schools. - KFH-Los Angeles Pediatric and Family Medicine Community Medicine Fellows participation in Belmont and Hollywood Highs Student Wellness Councils to promote healthy eating active, living practices and policies within a school environment and surrounding school community by the provision of health education materials. - Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. For example, KFH-Los Angeles partnership pilot program with The Wellness Center at the Historic General Hospital (LAC+USC) to provide free healthy eating cooking classes and diabetes/overweight prevention health education to members and non-members living in East Los Angeles. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. C. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. As an example, KFH-Los Angeles Community Benefit Manager will continue to participate in the Executive Committee of the East Hollywood/Los Feliz Homeless Coalition (ELFH), the Saban Community Clinic Strategic Planning Committee and in other homeless collaboratives such as: Hollywood4WRD and the Los Angeles County Department of Mental Healths Hollywood Health Neighborhood. Support integration of health care with community-based mental health services. One way KFH Los Angeles will address this strategy is to consider the possibility of providing Kaiser Permanente Health Education classes related to mental and behavioral health to community members at KFH Los Angeles Medical Center Campus, Medical Office Buildings, and in community settings. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Los Angeles will continue to partner with JWCH Wesley Health Center to support the Emergency Department Embedded Homeless Navigator to link homeless individuals to primary, mental health, behavioral health and other homeless supportive services. In addition, KFH-Los Angeles will continue to provide funding to support the integration of health care with community-based community clinics and provide health education materials and/or classes to community partners engaged in the identification and prevention of mental health illness. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. D. Sexually Transmitted Infections Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for STI/HIV management and prevention. KFH-Los Angeles will continue to promote and provide community health education materials, resources and technical training (as appropriate) to community clinics, mental health/counseling centers, and community-based organizations to promote healthy living and the prevention and treatment of sexually-transmitted diseases and/or HIV. Support the provision of high quality health care including preventive services and specialty care for underserved populations. - KFH-Los Angeles will continue to engage its Pediatrics, Family Medicine and Internal Medicine Community Medicine Fellows and residents with community clinics and school-based Wellness Centers to promote healthy lifestyles, including responsible sexual health and prevention of sexually transmitted infections/HIV to at risk youth. - Through its local grant-making and sponsorships, KFH-Los Angeles will continue to support community-based organizations and/or community clinics serving the LGBTQ individuals, homeless youth and adults, and other at-risk populations. Community partners include but not limited to: Latino Equality Alliance, The LGBT Center, TransLatin@ Coalition, Bienestar Human Services, The Wall/Las Memorias, AIDS Project Los Angeles, Planned Parenthood Los Angeles, CHAPCare, Covenant House, St. Johns Well Child & Family Center, Saban Community Clinic, JWCH Wesley Health Center). The health needs that KFH Los Angeles does not intend to directly address are: asthma, cancer, cardiovascular disease, community safety and oral health. A majority of these needs were deemed to be of relatively lower need. Additionally, existing community resources were also considered, and KFH Los Angeles will focus on health needs that can be most effectively addressed given the assets available. The core planning team was involved in this process and these needs were deemed to have lower magnitude and severity ratings. Finally, during the CHNA process, community members ranked health needs, and asthma, cancer, safety, cardiovascular disease, and oral health were in the bottom half of the final list of priori
A, 2, KFH-SAN DIEGO (ZION) & A, 42 KFH-SAN DIEGO PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, discussions/focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs within the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, when applicable, other individuals with expertise of local health needs were consulted. LINE 6A: Kaiser Foundation Hospital - San Diego, Palomar Health, Palomar Medical Center, Palomar Health Downtown Campus, Pomerado Hospital, Rady Children's Hospital , Rady Children's Hospital - San Diego, Scripps Health, Scripps Memorial Hospital La Jolla, Scripps Mercy Hospital, Scripps Green Hospital, Scripps Memorial Hospital Encinitas, Scripps Mercy Hospital Chula Vista, Sharp HealthCare, Sharp Chula Vista Medical Center, Sharp Coronado Hospital, Sharp Grossmont Hospital, Sharp Mary Birch Hospital , Sharp McDonald Center, Sharp Memorial Hospital, Sharp Mesa Vista Hospital, Tri-City Medical Center, Tri-City Medical Center, UCSD Medical Center, UCSD Thornton Hospital, UCSD Hillcrest. LINE 6B: 2-1-1 San Diego, San Diego County Health and Human Services Agency, Resident Leadership Academy, North County Health Services, Palomar Health Community Action CounciL - TODAY Program. LINE 11: A. Obesity/Diabetes Long-term Goal All Community Members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. Strategies - Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. - Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Afresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages. - Increased enrollment and use of federal food programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. B. Cardiovascular Disease Long-term Goal Improve cardiovascular health and quality of life through prevention, detection, and treatment of risk factors for heart attack and stroke. Intermediate Goals - Improve clinical system processes to enable the delivery of quality health care services that address CVD. - Improve linkages between health care services and community-level services to address CVD. - Improve patient access to CVD preventive services including affordable medications and behavioral counseling and support. - Improve access to healthy eating and physical activity opportunities among those with or at risk of CVD. Strategies - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). - Increase healthy eating and active living among vulnerable populations by supporting programs that focus on wellness and promote healthy food choices and exercise. - Support community based initiatives that promote cardiovascular screenings, health and wellness checkup and increase care management related to patient care for vulnerable populations. Expected Outcomes - Improved referrals and coordination between healthcare providers and community resources and programs to address the medical and social needs of at-risk CVD patients. - Improved clinical systems and processes to support CVD population health management (panel management, team based-care, QI infrastructure, data-based decision making, supportive leadership and culture). - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. - Improved referrals and coordination between healthcare providers and community resources and programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. C. Behavioral/Mental Health Long-term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Support community based initiatives that promote positive mental health by fostering community connection to one's neighbors and participation in local activities and create access to safe local public spaces where people can congregate. - SUPPORT INTEGRATION OF HEALTHCARE WITH COMMUNITY-BASED MENTAL HEALTH SERVICES, SUCH AS: INCREASE PATIENT NAVIGATORS AND CASE MANAGERS WHO CAN HELP PATIENTS ACCESS SERVICES, STRENGTHENING OF REFERRAL NETWORKS, AND/OR CO-LOCATION OF SERVICES BETWEEN PRIMARY CARE AND MENTAL HEALTH PROVIDERS. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency and recovery. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings. - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs. - Improved community cohesion, networks and social support. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. The 2016 KFH San Diego CHNA process focused on compiling additional data--both primary and secondary--to better understand and confirm the priority Health Needs first identified in 2013. Through the CHNA process, stakeholders affirmed that Obesity, Diabetes, Cardiovascular Disease and Behavioral/Mental Health persisted as the most pressing Health Needs in 2016. At the same time, stakeholders recommended that Obesity and Diabetes be combined into one Health Need, and that Behavioral/Mental Health become the first priority. Therefore, in 2016, there were no Health Needs considered by the Implementation Strategy Engagement Team (ISET) committee that were subsequently excluded from the KFH San Diego Community Benefits Implementation Strategy. LINE 13A: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. LINE 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD
D, 3, Kaiser Sunnyside Med Ctr Explanations PART V, SECTION B. ********************************************************************** LINE 5: Community input from across the primary and secondary service areas was incorporated into the CHNA process to identify and prioritize health needs. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas. Line 6a: KFH Westside and KFH Sunnyside conducted a joint CHNA. Both KFH hospitals share the same primary service area. line 6b: KFH Hospitals helped found and has participated in the development of Healthy Columbia Willamette, a collaborative effort including 15 area hospitals and health systems as well as four county health departments and two Coordinated Care Organizations (CCOs) Healthy Columbia Willamette was formed to support member organizations in responding to the new ACA federal requirements and to catalyze the collective efforts of health and public health leaders in the Portland metropolitan area to have coordinated and meaningful impact on the health of the region. KPNW Community Benefit staff contributes to the on-going assessment efforts of Healthy Columbia Willamette to expand Kaiser Permanentes community partnerships and improve community health in the Northwest region. Members of Healthy Columbia Willamette collaborative: - Adventist Medical Center - Legacy Health System (5 hospitals) - Oregon Health & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - Clackamas County Public Health Division - Clark County Public Health Department - Multnomah County Health Department - Washington County Public Health Division Line 11: KFH hospitals prioritized and selected five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury line 13a: KP provides a 100% discount to all charity eligible patients regardless of whether they are uninsured or underinsured. The discount amount is not adjusted based on income level. line 13h: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses excluding medical insurance premiums for eligible services over a 12 month period greater than or equal to 10% of their annual household income is eligible for charity care. Line 16G: In 2018, KFH, through its ongoing internal compliance process, discovered that the direct website address (URL) where copies of the financial assistance policy (FAP), FAP application form, and plain language summary of the FAP (PLS) may be obtained was inadvertently not included on the billing statements for two of its forty-one hospital facilities, KFH Sunnyside and Westside Medical Center, as a result of a system update that impacted the billing statements. Upon discovery in February 2018, the billing statements for these two facilities were promptly updated (by March 2018) to include the URL. The billing statements otherwise provided patients with all other required information regarding the FAP for each facility and how to obtain information about the program or assistance in applying for financial assistance. Further, at all times the URL was made known to patients by including the URL on the PLS and providing the PLS to patients at intake or discharge as well as with at least one billing statement. KFH has also implemented processes to provide additional review for the content of billing statements following a system update. Line 16J: The FAP program materials are available on the KP website at www.kp.org//mfa/nw Line 20E: 1) Provided written notice on all patient statements informing patients that MFA is available for those who qualify. 2) Provided the PLS with first patient billing statement.
A, 4, KFH - FONTANA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: Ontario Line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Support evidence-based and promising family and youth development programs in school settings focused on conflict resolution, violence/bullying, mentoring, trauma, and/or suicide prevention. Programs can include 1) student assistance programs (Screening, Assessment, Referral, and Treatment-SAR, Positive Behavioral Interventions & Support; Trauma -Informed Care), 2) direct delivery of services, and 3) parenting education, social support to parents, and encouragement of positive parent-child interactions. KFH-Fontana will address mental health issues among youth by collaborating with the Fontana Unified School District, where the Kaiser Permanente Child and Adolescent Psychiatry staff and SCPMG residents will provide therapy to high school students to address Adverse Childhood Experiences. Support integration of healthcare with community-based mental health services, such as training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. KFH-Fontana will address mental health issues by providing grant support to El Sol Neighborhood Center to enable promotores de salud to educate the broader community about the issue, link to services, and stress the importance of seeking care in San Bernardino. Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. KFH-Fontana will address mental health issues by partnering with the Fontana Unified School District, where the Kaiser Permanente Chemical Dependency Recovery Program and the SCPMG Adolescent Chemical Dependency Ph.D Coordinator will provide substance abuse education by speaking with adolescents and their parents and linking them to substance abuse community resources. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. KFH-Fontana will address mental health issues by collaborating with the National Alliance on Mental Illness (NAMI) San Bernardino Chapter through grant funding support. KFH-Fontana will also explore the opportunity to provide hospital conference room space to NAMI to hold Family Support meetings for those living with a mental health disorder at no cost to community. B. Economic Security Support educational attainment programs focused on: 1) High School dropout prevention; 3) Mentoring for students at-risk, homeless, foster care; 4) College enrollment; 5) Health care workforce pipeline 5) Science, Technology, Engineering, and Mathematics (STEM). KFH-Fontana Human Resources liaison is member of the Inland Health Professions Coalition, which brings K-12, community college and university faculty, hospital and health care agency representatives, county office of education staff, and professional organization and community agency representatives together to identify and facilitate solutions to the educational, social and environmental barriers to enable a seamless health pipeline. Support employment programs focused on: 1) Employment skills development, education, and training through career-employment bridge programs, transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment, on-the-job training. KFH-Fontana will address economic security issues by partnering with the San Bernardino City Unified School District, where Kaiser Permanente Human Resources Director will provide Employment Workshops to parents of students from Arroyo High School to facilitate career exploration, writing a cover letter/resume, including job search techniques. Support programs that focus on 1) Shelter/housing for homeless; 2) rapid re-housing or 3) tenant-based rental assistance for low-income families to create a path to more housing options, to include intake of all needs, case management, and follow -up. KFH-Fontana will address economic security by providing grant support to homeless service providers from throughout San Bernardino County. Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. KFH-Fontana serves on the San Bernardino County Interagency Council on Homelessness, where a nonprofit hospital is represented for the first time. Support cities, schools, community based organizations to provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices. Enroll community members into available food programs (i.e. Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC)). KFH-Fontana will address economic security by providing grant support to Healthy Cities to set up and accept Cal Fresh and WIC benefits to enable community to obtain fresh fruits and vegetables at Farmer's Markets. Support community-based organizations and networks to build their capacity to advance economic security. KFH-Fontana Community Benefit liaison is member of the High Desert Food Collaborative, which will ensure 30 food providers create synergy, communication channels to mutually tap into coordinated equipment/distribution resources, share food surplus, share best practices and explore opportunities for joint funding to better respond to the food security needs in the High Desert Region. Support efforts to assess upstream social and basic needs and coordinate with community based organizations. KFH-Fontana will address economic security issues by partnering with social service, housing, transportation, and food security nonprofits to screen low income residents in response to non-medical social needs and link to basic needs through the Kaiser Permanente Health Leads Program. C. Access to Care Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Fontana participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. Explore opportunities between hospitals and safety net community clinic providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). KFH-Fontana Community Benefit liaison is member of the Community Clinic Association of San Bernardino County, which supports community clinics to efficiently deliver culturally appropriate quality healthcare to the medically indigent, underserved, uninsured and/or underinsured. Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as a) outreach, enrollment, and retention efforts to increase access to health care coverage and b) use of Community Health Workers to connect residents to medical homes, onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. KFH-Fontana will address access to care by providing grant support to SAC Health Systems, Bloomington Community Health Center, Lestonnac Free Clinic, Al Shifa Free Clinic, and Well of Healing Mobile Medical Clinic. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including education on use of
A, 5, KFH - ROSEVILLE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Roseville service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital. - Kaiser Permanente of Greater Sacramento: KFH Roseville, KFH Sacramento, KFH South Sacramento. - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Roseville Medical Center). - UC Davis Health System. Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 35 organizations assisted the KFH-Roseville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Roseville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Roseville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Roseville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Roseville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income population. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Participate in Placer Community Health Initiative to strengthen Placer County's public health system through conducting health assessments, developing improvement plans, and supporting strategic planning. - Provide grants for transportation to medical appointments. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants for a behavioral health navigation program to help clients access services. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to un
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. There is a lack of internal and external resources to leverage in this area. It scored low on all criteria used during prioritization. D. Basic Needs (Economic Security) Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Roseville. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Roseville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 6, KFH - Santa Clara EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems- Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders. Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. Line 6a: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jose Kaiser Foundation Hospitals) - Lucile Packard Children's Hospital Stanford - O'Connor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6b: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Clara has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Santa Clara is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Clara welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Clara will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Support community health workers who assist community members with obtaining appropriate services. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the number of low-income patients who receive behavioral health care services. - Increased integration of primary and behavioral health care services. - Improved access to quality care for youth, families and communities experiencing violence. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Preve
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Santa Clara, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH Santa Clara is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Santa Clara is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimer's Disease Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimer's disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Santa Clara. While KFH Santa Clara did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Santa Clara have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Santa Clara is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Santa Clara believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Santa Clara is better positioned to address this need from a prevention standpoint via strategies related to active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10
A, 7, KFH - OAKLAND EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Oakland has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Oakland is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Oakland welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Oakland will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represented school age youth and college students to health
E. Economic Security Long-term Goal All community members have access to the basic needs necessary to thrive. Intermediate Goals - Increase access to safe, quality affordable housing and support services for the most vulnerable populations affected by homelessness and housing displacement. - Increase opportunities for education, training and employment for vulnerable and low-income populations. - Increase enrollment in and use of public benefit programs among vulnerable and low-income populations, including social non-medical services. - Improve community revitalization and economic health. Strategies Housing and support strategy: - Support innovative solutions to develop affordable, sustainable housing to increase availability and decrease displacement for low and moderate income families Education, training & employment strategies: - Increase availability of job training programs for high risk populations. - Improve educational attainment and college readiness among youth from educationally disadvantaged backgrounds. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Connection to services strategies: - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. - Increase and systematize access to needed social non-medical services. - Increase access to safe, affordable transportation to promote access to necessary services (Active transportation/HEAL). Community revitalization strategy: - Provide support to improve economic outcomes for communities. For example: - Participate in Oakland Thrive Council which preserves and protects affordable housing. - Partner with community college districts and workforce coalitions on strategies to address academic success of youth from educationally disadvantaged backgrounds at the Regional and State level. - Participate in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations in health care. - Support non-profit housing developers who are exploring innovative solutions to the affordable housing shortage. - Support the connection of residents in affordable housing to a range of critical health and human services. - Support programs that provide access to job training programs for high-risk populations. - Support organizations focused on improving academic success of youth from educationally disadvantaged backgrounds. - Support organizations who work with re-entry population to help them successfully access jobs. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support programs that prepare underrepresented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Support Market Match to provide incentives for CalFresh users to purchase produce at farmers markets. - Support the development and use of innovative technology to decrease barriers to enrollment in CalFresh. - Support programs that provide financial literacy support. - Implement a paid summer internship program for underserved high school students at KP medical centers and administrative offices. - Implement KP health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Provide KP workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Explore social impact investing opportunities in service of promoting affordable housing. - At the institutional level, support vendors that hire under/unemployed residents in specific communities and provide living wages and benefits. - Explore implementing policies and standards at the institutional level to procure supplies and services from diverse vendors. - Build capacity of small businesses to be able to contract with KP in target neighborhoods/populations. - At the institutional level, target recruitment activities in underrepresented or lower socio-economic communities, focused primarily on working with local organizations to educate the community on hiring practices and jobs available. - At the institutional level, focus efforts on local hiring. Expected Outcomes - Increased availability and utilization of affordable housing. - Increased enrollment and completion of education and job training programs. - Improved educational outcomes. - Increase in number of culturally and linguistically competent and skilled healthcare providers. - Increased enrollment and participation in public benefit programs. - Increase in referrals and coordination between healthcare providers and social non-medical services. - Improved transportation access to necessary services. Additional Community Benefit Priorities In addition to addressing the selected health needs described above, Kaiser Permanente, as an integrated health care delivery system, dedicates resources that target broader health system needs and upstream determinants of health. Kaiser Permanente deploys dedicated research expertise to conduct, publish, and disseminate high-quality epidemiological and health services research to improve the health and medical care throughout our communities. Access to reliable data is a significant need of the overall health care system and can also be implemented in service of the identified health needs. Deploying a wide range of research methods contributes to building general knowledge for improving health and health care services, including clinical research, health care services research, and epidemiological and translational studies on health care that are generalizable and broadly shared. Conducting high-quality health research and disseminating its findings increases awareness of the changing health needs of diverse communities, addresses health disparities, and improves effective health care delivery and health outcomes in diverse populations disproportionally impacted by heath disparities. Research projects encompass epidemiologic and health services studies as well as clinical trials and program evaluations. They cover a wide range of topics including cardiovascular disease, cancer, diabetes, substance abuse, mental health, maternal and child health, women's health, health care delivery, health care disparities, pharmaco-epidemiology, and studies of the impact of changing health care policy and practice. 2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs to address that best met all of the selection criteria and for which KFH Oakland could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Oakland does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nations cancer burden, along with the availability and accessibility of high-quality screening. Cancer wa
A, 8, KFH - DOWNEY EXPLANATIONS PART V, SECTION B. ********************************************************************** Line 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: PIH Health Hospital - Downey and PIH Health Hospital - Whittier Line 6b: Cerritos College Health Clinic, Ernie Pyle Elementary School, Bellflower, Interfaith Food Center, Santa Fe Springs, Kaiser Permanente Watts Counseling and Learning Center, My Friends House, Partnership for Healthier Communities Collaborative, Plaza de la Raza, TLC Collaborative, Downey Unified School District Line 11: A. Access to Care Support the provision of high quality health care including preventive services and specialty care for underserved populations (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and improve access to health care. Support policies and programs that improve the ability of health care organizations to access upstream factors and coordinate with community-based preventive services. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. KFH Downey will address access to care by partnering with Caring Connections, a nonprofit serving Bellflower Unified School District. KFH Downey Public Affairs Representative is a member of the Caring Connections collaborative which ensures that children and families gain access to medical care regardless of insurance status or ability to pay. Leverage Kaiser Permanente assets to drive coverage and access to health care for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of health care services. KFH Downey Director of Human Resources is a member of the Southeast Los Angeles County Workforce Development Board where she provides expertise on local programs and policies that impact the evolving needs of the healthcare workforce. B. Obesity/HEAL/Diabetes Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments (HEAL Zones). KFH Downey Community Benefit Manager is a founding member of the Healthy Downey initiative which aims to align school and city based healthy eating and active living efforts in the community of Downey. Support multi-level, multi-component activities in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. The Thriving Schools Initiative is a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidenced-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Leverage Kaiser Permanente assets to drive community health, including healthy eating and active living and champion organizational practice changes within Kaiser Permanente that promote health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. KFH Downey Community Benefit Manager serves as a member of the Partnership for Healthy Communities (PHC) coalition, which is made up of representatives from the Los Angeles County Department of Public Health, PIH Health, Interfaith Food Center and staff from the cities of Cerritos, Artesia, Bellflower and Whittier. PHC has a team of 21 trained promotores who are implementing evidence based healthy eating curriculums at nonprofits and through Parks and Recreation programs in all four cities involved. C. Mental Health Support school and youth development organizations in learning about and addressing mental and behavioral health including suicide prevention and trauma-informed care. KFH Downey will address mental health by providing educational programming and resources (such as bully prevention), through programs such as the KP Educational Theatre, to local schools. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH Downey will address mental health by partnering with True Lasting Connections (TLC) Family Resource Center (FRC) in Downey. KFH Downey Public Affairs Director has served for eight years on the advisory board for this FRC who focuses on providing uninsured and underinsured youth access to mental health services. Leverage Kaiser Permanente assets to drive community health and champion organizational practice changes within Kaiser Permanente that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. D. Community Safety/Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution program, and mentoring programs that focus on keeping youth positively engaged in school and the community. Support policies and programs that improve the delivery of services for youth and adults returning to the community from incarceration. KFH Downey collaborates with Black Coffee, a social enterprise based in KFH Downey service area dedicated to providing job training, employment and mentoring to men re-entering the community from incarceration. KFH Downey purchases and serves Black Coffee in our hospital cafeteria. Leverage KP assets, including organizational practices, to promote community safety and prevent violence in communities. KFH Downeys Associate Executive Director of the Kaiser Permanente Watts Counseling and Learning Center serves as a member of the Watts Gang Taskforce whose primary function is to eliminate gang violence, and coordinate resources and services in the Watts Community to help youth stay gang free and in school. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). E. Sexually Transmitted Infections Promote and encourage STI education, condom use, abstinence, testing and treatment for patients and their partners. Support school and youth development organizations in learning about and addressing STD prevention. KFH Downey will address sexual health by providing educational programming and resources (such as STI awareness), through programs such as the KP Educational Theatre, to local schools. The health needs that KFH Downey does not intend to directly address are: asthma, cardiovascular disease, oral health, preventive practices, substance abuse and teen pregnancy. For the most part these needs were deemed to be of relatively lower need based on the defined criteria. Taking existing community resources into consideration, KFH Downey has selected to concentrate on those health needs that we can most effectively address given our assets. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Downey will look for collaboration opportunities that address needs not
E, 9, KFH - HONOLULU EXPLANATIONS PART V, SECTION B. ********************************************************************** Line 5: Key Informants were chosen by the Healthcare Association of Hawaii Advisory Committee through a structured nomination and selection process, which followed a thorough review of the preliminary core indicator data. Key informant interviews were conducted by local consultants, Storyline Consulting. Following is a list of the key informants: Kurt Akamine, Garden Isle Rehabilitation & Healthcare Center Marc Alexander, Hawaii Community Foundation Gino Amar, Kohala Hospital Maile Ballesteros, Stay At Home Healthcare Services Joy Barua, Kaiser Permanente Hawaii Dan Brinkman, Hawaii Health System Corporation, East Hawaii Region Rose Choy, Sutter Health Kahi Mohala Behavioral Health Kathy Clark, Wilcox Memorial Hospital R. Scott Daniels, State Department of Health Thomas Driskill, Spark M. Matsunaga VA Medical Center Tom Duran, CMS Laurie Edmondson, North Hawaii Community Hospital Lynn Fallin, State Department of Health Brenda Fong, Kohala Home Health Care of North Hawaii Community Andrew Garrett, Healthcare Association of Hawaii Beth Giesting, State of Hawaii, Office of the Governor Kenneth Graham, North Hawaii Community Hospital George Greene, Healthcare Association of Hawaii Robert Hirokawa, Hawaii Primary Care Association Mari Horike, Hilo Medical Center Janice Kalanihuia, Molokai General Hospital Lori Karan, MD; State Department of Public Safety Darren Kasai, Kula and Lanai Hospitals Nicole Kerr, Castle Medical Center Peter Klune, Hawaii Health Systems Corporation, Kauai Region Tammy Kohrer, Wahiawa General Hospital Jay Kreuzer, Kona Community Hospital Tony Krieg, Hale Makua Eva LaBarge, Wilcox Memorial Hospital Greg LaGoy, Hospice Maui, Inc. Leonard Licina, Sutter Health Kahi Mohala Behavioral Health Wesley Lo, Hawaii Health Systems Corporation, Maui Region Lorraine Lunow-Luke, Hawaii Pacific Health Sherry Menor-McNamara, Chamber of Commerce of Hawaii Lori Miller, Kauai Hospice Pat Miyasawa, Shriners Hospitals for Children - Honolulu Ramona Mullahey, U.S. Department of Housing and Urban Development Jeffrey Nye, Castle Medical Center Quin Ogawa, Kuakini Medical Center Don Olden, Wahiawa General Hospital Ginny Pressler, MD, State Department of Health Sue Radcliffe, State Department of Health, State Health Planning and Development Agency Michael Robinson, Hawaii Pacific Health Linda Rosen, MD, Hawaii Health Systems Corporation Nadine Smith, Ohana Pacific Management Company Corinne Suzuka, CareResource Hawaii Brandon Tomita, Rehabilitation Hospital of the Pacific Sharlene Tsuda, The Queen's Medical Centers Stephany Vaioleti, Kahuku Medical Center Laura Varney, Hospice of Kona Cristina Vocalan, Hawaii Primary Care Association John White, Shriners Hospitals for Children - Honolulu Rachael Wong, State Department of Human Services Betty J. Wood, Department of Health Barbara Yamashita, City and County of Honolulu, Department of Community Services Ken Zeri, Hospice Hawaii Line 6a: Castle Medical Center Kahi Mohala Behavioral Health Kapiolani Medical Center for Women and Children Kuakini Medical Center Pali Momi Medical Center Rehabilitation Hospital of the Pacific Shriners Hospitals for Children Straub Clinic & Hospital The Queen's Medical Center The Queen's Medical Center - West Oahu Wahiawa General Hospital Line 6b: The Healthcare Association of Hawaii led the statewide effort. Line 11: The two health needs that KFH Honolulu plans to address are Access to Care and Exercise, Nutrition and Weight/Diabetes. As part of the Kaiser Permanente integrated health system, KFH Honolulu has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Honolulu is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Honolulu welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Honolulu will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. The remaining prioritized health needs for Honolulu will not be addressed by KFH Honolulu because they were not ranked as highly as Exercise, Nutrition, Weight and Diabetes, and Equitable Access to Health Services. KFH Honolulu has unique resources and capacity to dedicate to the two chosen health needs, and a number of the strategies developed to address the chosen health needs will impact the other health needs that were not selected in this Implementation Strategy. Additionally, many of the specific health needs identified through the CHNA can be addressed by strategies implemented under the needs selected to address. In addition, there are other strong community partners who are currently addressing these needs below: - Mental Health and Mental Disorders - Cardiovascular Disease and Stroke - Substance Abuse, including Tobacco - Oral Health - Prevention and Safety, including Violence/Injury Prevention - Maternal, Infant and Fetal Health - Respiratory Diseases, including Asthma - Cancers - Immunizations and Infectious Diseases, including HIV/AIDS/STDs The implementation strategy can be found at: https://share.kaiserpermanente.org/wp-content/uploads/2013/10/KFH-HI-IS-Re port.pdf line 13a: KP provides a 100% discount to all charity eligible patients regardless of whether they are uninsured or underinsured. The discount amount is not adjusted based on income level. line 13B: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses for eligible services over a 12 month period greater than or equal to 15% of their annual household income is eligible for charity care. Line 16J: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/HAWAII Line 20E: You may qualify for Kaiser Permanente's Medical Financial Assistance Program if you cannot pay for medically necessary care and meet specific income requirements. Please contact Patient Financial Services or visit our website at kp.org/mfa/Hawaii for an application and detailed program information, including how we determine the Accounts Generally Billed adjustment (Amt Gen Billed Adj).
A, 10, KFH - SAN FRANCISCO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. SFHIP screened 43 published community health assessments completed between 2012 and 2015 to identify gaps in primary data available. Twenty-one of the assessments were included in the data analysis. This review informed the selection of community partners and target populations for community input. The SFHIP identified target populations for which there was limited secondary data or limited data from other assessments as described above. The target populations are listed below. Community conversations with members of these groups included low-income, minority and medically underserved residents: - Formerly incarcerated - Transitional age youth - Seniors - Latinos - Middle Eastern and Arab residents - African American mothers - Filipinos - LGBT - Native Americans - Veterans Using the SFHIP member relationships, community-based organizations representing or serving the target populations were asked to host a community conversation with residents about their health needs. SFDPH staff facilitated 11 community conversations using the Technology of Participation techniques for focused conversations and consensus development. SFDPH staff compiled the themes and identified health needs from the 11 community conversations for inclusion in the CHNA and in the 29 SFDPH Social Determinant of Health and Health Outcome reports. The Health Need In addition to the input from public health experts who serve on SFHIP, two formal key informant interviews with SFDPH staff were conducted, including the County Population Health Branch Director. Key informants were asked about their highest health issue concerns for vulnerable San Franciscans, the top health needs in San Francisco and community assets to protect and enhance. Line 6a: - Chinese Hospital - Dignity Health - Saint Francis Memorial Hospital - Dignity Health - St. Marys Medical Center - Kaiser Permanente KFH San Francisco - Sutter Health - California Pacific Medical Center - University of California San Francisco Medical Center line 6b: SFHIP participants included: - APA Family Support Services - Asian Pacific Islander Health Parity Coalition - San Francisco Community Clinic Consortium - Chicano/Latino/Indigena Health Equity Coalition - Instituto Familiar de la Raza - Bayview Hunters Point Foundation for Community Improvement - San Francisco Human Services Network - San Francisco Unified School District - San Francisco Mayors Office - African American Community Health Equity Coalition - Rafiki Wellness - CAL Insurance and Associates, Inc. - Metta Fund - The San Francisco Foundation - Interfaith Coalition for Immigrants Rights - San Francisco Interfaith Council - San Francisco Department of Public Health - University of California, San Francisco Community Engagement Partners: - Advancing Justice of the Asian Law Caucus - African American Art and Cultural Center - CARECEN - Filipino American Development Foundation - Instituto Familiar de la Raza/Asociacin Mayab - Larkin Street Youth - LGBT Center - Native American Health Center - On Lok 30th Street Senior Center - Swords to Plowshares - Transitions Line 11: As part of the Kaiser Permanente integrated health system, KFH San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Behavioral Health Long-term Goal All community members experience social emotional health and wellbeing and have access to high quality behavioral health care services when needed. Intermediate Goals 1. Expand prevention and support services for mild to moderate behavioral health conditions. 2. Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. 3. Develop a diverse, well trained behavioral health care workforce that provides culturally sensitive behavioral health care. 4. Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services and environments that evidence suggests reduce stress, anxiety and depression. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. For example: - Provide grants to programs at schools and community-based organizations that identify behavioral health needs and connect individuals to services, including programs to help people avoid and recover from substance abuse; programs that support mindfulness, stress reduction, peer support, and a trauma-informed approach to care; and programs that increase access to and from primary and behavioral health care. - Partner with the San Francisco Unified School District, the San Francisco Department of Public Health, and the San Francisco Human Services Network to identify persons with behavioral health needs and the best services to address those needs. - Support depression screening and follow-up as part of population health management initiatives. - Support the use and adoption of screening tools for risk of exposure to trauma - Conduct outreach to underrepresented populations to support entering behavioral health professions. - Support the capacity of clinics, schools and other community-based organizations to provide trauma-informed care. Expected Outcomes Prevention - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs Destigmatization - Increase in help seeking behavior for accessing behavioral health care. Workforce - Increase in the number of culturally and linguistical
2016 Needs Not Selected and Rationale A. Housing Stability Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Francisco. In San Francisco, the discussion focused on Housing Stability and Homelessness which are driven by housing costs and availability of good paying jobs. While KFH San Francisco did not select this need because of the challenges of addressing a need this large given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to transition the homeless to stable housing, promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Safety and violence prevention Safety and Violence Prevention was not ranked as highly as the selected needs. In addition, the Community Benefit Advisory Committee (CBAC) recognized that there are other strong community partners who are currently addressing or are better suited to address Safety and Violence Prevention. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements of the Affordable Care Act and IRS notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Francisco will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. In addition, as KFH San Francisco develops specific implementation strategies and grant criteria, it will acknowledge the connection of housing stability, safety and violence prevention to the selected priority health needs. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 11, KFH - ANAHEIM EXPLANATIONS PART V, SECTION B. ********************************************************************** Line 5: Local stakeholders participated in focus groups or key informant interviews. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. Line 6a: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Anaheim intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). KFH-Anaheim intends to address mental health by collaborating with Cal State Fullerton's Center for Healthy Neighborhoods and other nonprofit organizations through participation on the advisory board to provide expertise regarding parenting classes, early childhood education and teen mental health concerns. Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Anaheim community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/Heal/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. An example of an initiative for this strategy is the Healthy Eating Active Living (HEAL) Zones. HEAL Zones are multi-year, place-based investments that support policy, advocacy and/or system changes in communities. This initiative aims to lower the prevalence of obesity and overweight by increasing access to fresh fruit, vegetables, and healthy beverages and increasing safe places to play and be physically active. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community based effort to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanente's service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Anaheim Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of this work is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange County's active transportation projects and programs to promote healthy communities. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. KFH-Anaheim community medicine fellow and Orange County Family Medicine Residents provide direct and guidance for the diabetes self-management program run by Latino Health Access. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Anaheim recruitment services liaison will continue to serve as a member of the City of Anaheim workforce investment board to share knowledge regarding healthcare jobs of the future, participate on focus groups and serve on the workforce evaluation subcommittee. In addition, KFH-Anaheim recruitment services liaison will continue to partner with Vital Link to coordinate an expert panel and review of Orange County MA and LVN programs (ROP, private and community college) curriculum as well as provide expert speakers at large events. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. This will be accomplished by contributing toward supplier diversity in the community to address economic security by implementing policies and standards to procure supplies and services from a diverse set of providers; working with vendors to support sub-contracting with diverse suppliers/service providers; working with community-based workforce development programs to support a pipeline for diverse suppliers/service provides; and building the capacity of target neighborhoods/populations. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange County's Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH - Anaheim participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehen
A, 12, KFH - VALLEJO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders provided community input through key informant interviews and focus groups. The consultant team interviewed individuals who were identified as having valuable knowledge, information, and expertise relevant to the health needs of the community. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 18 key informant interviews were conducted for the Napa County CHNA. Because the KFH-Vallejo service area also includes Benicia and Vallejo, two cities in Solano County, the 18 Napa County interviews were considered alongside primary data that were collected in Solano County by Valley Vision for the Solano County CHNA. Four interviews (including group interviews) conducted with Benicia and Vallejo residents and stakeholders for the Solano County CHNA, and were included in the analysis because the KFH-Vallejo service area includes these two cities. Additionally, four focus groups were conducted throughout Napa County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as having worse health outcomes or at risk for having worse health outcomes than the general population in Napa County. These subpopulations included youth county-wide, as well as residents in American Canyon and Calistoga. Focus groups were monolingual, conducted in either English or Spanish. Two additional focus groups conducted in Solano County by Valley Vision were also considered in this analysis because they included residents from Benicia and Vallejo, which are part of the KFH-Vallejo service area. line 6a: Kaiser Foundation Hospital-Vallejo collaborated with St. Joseph Health Queen of the Valley Medical Center and St. Helena Hospital on data collection and interpretation for Napa County. Line 6b: The Napa County hospitals, in partnership with the following organizations, made up the Napa County CHNA Advisory Group: - Napa County Health and Human Services Agency - Live Healthy Napa County Line 11: As part of the Kaiser Permanente integrated health system, KFH Vallejo has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vallejo is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vallejo welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vallejo will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). B. Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools, and utilize schools as forums for educational sessions (e.g. convening assemblies). For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Participate in Live Healthy Napa County (LHNC), a public-private partnership that provides Napa County residents with education and resources to drive health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanente's Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Health Care Services Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cannot afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management, addressing socio-economic, ethnic and cultural needs, as well as barriers like housing and transportation. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grants for programs that support children's enrollment in and use of health insurance coverage. - Provide grants for programs that support promoters and/or community health workers to help patients navigate the health care system. - Partner with local community colleges on programs to improve ac
2016 Needs Not Selected and Rationale KFH Vallejo has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vallejo because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vallejo will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Cancers Cancers will not be directly addressed by KFH Vallejo through implementation strategies because the Contributions Committee assigned this health need a low score with respect with to CHNA prioritization, existing county funding, and ability to leverage community assets. However, KFH Vallejo anticipates indirectly addressing this need through strategies aimed to address Access to Care and Coverage and Healthy Eating/Active Living, as these health needs are interrelated. For example, providing high quality medical care to Medi-Cal participants and supporting outreach, enrollment, retention and appropriate utilization of health care coverage programs will increase access to preventative care and screenings, as well as treatment for individuals with cancer. Because healthy eating and an active lifestyle are directly correlated with a decreased risk of cancer, KFH Vallejo also intends to address cancer prevention by increasing access to healthy, affordable foods, decreasing access to unhealthy food and sugar-sweetened beverages, and increasing opportunities for physical activity in the community and in schools. B. Education While KFH Vallejo did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the region, and state. Progress in educational attainment and education quality requires partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vallejo chose to address other health needs in this implementation plan. C. Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Vallejo. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vallejo did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 13, KFH - SOUTH SACRAMENTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-South Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH South Sacramento, KFH Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Roseville Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 37 organizations assisted the KFH-South Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH South Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low -income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support programs to promote integration of care between primary and specialty care. - Provide grants to increase coordination of youth and family services by providing a single point of access and assistance to address the social, emotional, health and academic needs of students. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical acti
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs in IS prioritization processes. It scored lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Affordable and accessible transportation Transportation was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH South Sacramento. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in CHNA prioritization, KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH South Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 14, KFH - WALNUT CREEK EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 55 individuals through focus groups and individual interviews. In all, ASR consulted with 21 professional community representatives of various organizations and sectors through 15 key informant interviews and one focus group (which included six participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (2) - Other health centers or systems (7) - Mental/Behavioral health or violence prevention providers (2) - School system representatives (8) - City or county government representatives (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - Stanford Health Care - ValleyCare - San Ramon Regional Hospital - St. Rose Hospital - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Walnut Creek has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Walnut Creek is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Walnut Creek welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Walnut Creek will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTH CARE ACCESS AND DELIVERY Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. -
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Walnut Creek could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Walnut Creek does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Walnut Creek. While KFH Walnut Creek did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a person's use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Walnut Creek did not select this need because the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Walnut Creek did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 15, KFH - SACRAMENTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, and members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Primary data collection began with interviews with hospital service representatives and interviews of area health experts such as public health and social service representatives. The primary data collected from the first phase of interviews, including initial analysis of socio-demographic data, identified Focus Communities within the KFH-Sacramento service area. These identified Focus Communities were then used to help inform a second phase of data collection which included additional key informant interviews and Focus Groups with medically-underserved, low-income and minority populations where additional data collection was needed. Primary data were collected from May 2015-November 2015. Line 6a: - Dignity Health: Mercy General Hospital, Mercy Hospital of Folsom, Mercy San Juan Medical Center, Methodist Hospital of Sacramento, Sierra Nevada Memorial Hospital, Woodland Memorial Hospital - Kaiser Permanente of Greater Sacramento: KFH Sacramento, KFH South Sacramento, KFH Roseville - Sutter Health Sacramento Sierra Region: Sutter Auburn Faith Hospital, Sutter Center for Psychiatry, Sutter Davis Hospital, Sutter Medical Center - Sacramento, Sutter Sacramento Medical Center) - UC Davis Health System Line 6b: Numerous partner organizations contributed to the CHNA. In particular, the following local health departments contributed data that were used in the CHNA reports: El Dorado County Health and Human Services Agency; Placer County Health and Human Services; Sacramento County Health and Human Services; and Yolo County Health and Human Services. Over 40 organizations assisted the KFH-Sacramento CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Sacramento has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Sacramento is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Sacramento welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Sacramento will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example, - Participate in Medi-Cal Managed care. - Provide subsidized health care coverage to children (18 & under) in low -income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide grants to increase access to health insurance coverage and health care services. - Participate in Healthy Partners Program, which provides primary and preventative health care services to low-income, undocumented adults residing in Sacramento County. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide grants for youth substance abuse outreach and risk reduction. - Provide Regional Health Education classes and materials - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Provide grants to improve navigation to obtain services (e.g. promotores). - Support programs to promote integration of care between primary and specialty care. - Provide grants for programs to connect frequent users of the Emergency Department with case management support services and community resources. - Implement health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers. - Support KP Pals Program at Thomas Edison Institute, which provides 5th grade students with ongoing communication with a healthcare professional mentor. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of healthy systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improve capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical service - Increase in referrals and coordination to social non-medical services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in lo
2016 Needs Not Selected and Rationale A. Disease Prevention and Management Disease Prevention and Management was a lower priority compared to other needs during the IS prioritization processes. It scored low on CHNA prioritization and lower than the selected needs on ability to leverage organizational assets and feasibility. Some of the HEAL and Behavioral Health strategies will address disease prevention (obesity, heart disease, stroke, diabetes). B. Pollution-free Environments Pollution-free Environments was a low priority compared to other needs in both the CHNA and IS prioritization processes. It scored low on all criteria used during prioritization. C. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Sacramento. Economic security was a low priority compared to other needs in the IS prioritization process. It scored low in KP expertise and feasibility and lower than the selected needs in existing or promising approaches and ability to leverage organizational assets. While KFH Sacramento did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
B, 16, KFH - RIVERSIDE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was solicited from stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g. grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Local stakeholders participated in focus groups or key informant interviews to discuss health needs, health barriers, and health assets in their respective community. Line 6a: KFH-Moreno Valley Line 11: Health Need 1: Access to Care Access to Care Long-Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Access to Care Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. - Improve the capacity of health care systems to provide quality health care services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system. Access to Care Strategies - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. - Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community based preventive services. - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies - Provide training for medical providers on the provision of culturally competent care to diverse populations. - Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. - Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members. Access to Care Resources and Partners - Community Health Care Access (formerly Community Surgery Day) for uninsured residents in partnership with community clinics. - Family Medicine Residency Program. - Partners such as the Riverside University Health System, local FQHCs, community clinics, and more. Access to Care Expected Outcomes - Enrollment continues to rise, especially in low-income communities and communities of color. - Individuals who do not qualify for low-cost or no-cost health insurance (e.g., undocumented individuals) have at least one option for seeking medical treatment. - Increased referrals and coordination between health care providers and community-based efforts. - Increased efforts to address health predictors and other upstream factors in community outreach. - Health care organizations have increased opportunities for professional development and infrastructure improvements, especially in areas relating to data analysis, leadership training, and business operations. - There is an increase in the number of medical providers who receive continuing education in providing culturally competent care. - Increased availability of medical care in preferred language, utilizing qualified interpreter services. - Multiple low-cost transportation options are available when traveling to-and-from care. - Increased number of patients accessing care at non-traditional access points. - Greater public understanding of the health care system and coverage options. - New patient members are successfully onboarded and understand their benefits. Health Need 2: Obesity/Diabetes/HEAL Obesity/Diabetes/HEAL Long-Term Goal All community members eat healthy and move more as part of daily life. Obesity/Diabetes/HEAL Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Obesity/Diabetes/HEAL Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes) - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices - Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh, etc. - Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores and addressing violence-free neighborhoods - Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management Obesity/Diabetes/HEAL Resources and Partners - HEAL Zone Initiative - Thriving Schools Initiative - Pediatric Obesity Champion - Partners such as local cities, coalitions, collaboratives, foundations, after-school programs for children, and many more Obesity/Diabetes/HEAL Expected Outcomes - Increased options are available for safe active transportation - The number of people using active transportation has increased - Existing parks are improved to encourage greater use - Local organizations adopt and implement policies and environments that increase availability and encourage consumption of nutritious foods - Reduced unhealthy food consumption in participating organizations - Increased availability of free, clean drinking water across the community and in schools - Increased enrollment of eligible individuals into federal food programs - Increased use of federal food program benefits at farmers' markets - Increased consumption of fruits and vegetables among those receiving federal food program benefits - Increased number of available evidence-based health promotion programs are available in the community at no-or-low cost - Increased attendance at health promotion programs - Improved feelings of self-efficacy and ability to prevent/manage chronic disease - Increased number of people with diabetes who take a self-management course - Increased ability of people with diabetes to manage their blood sugar levels and avoid serious diabetic complications - Improved referrals and coordination between health care providers and community-based resources/programs - Increased collaboration between health care providers and non-traditional partners (e.g., police, local merchants, etc.) Health Need 3: Mental Health Mental Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Mental Health Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Mental Health Strategies - Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Enhance access to high quality substance abuse treatment including medication-assisted treatments to decrease the burden of addiction and promote resiliency an
A, 17, KFH - ONTARIO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in PROVIDING INPUT. Line 6a: KFH-Fontana Line 6b: Community Vital Signs Line 11: A. Mental and Behavioral Health Long-term Goal Increase the number of community members that have optimal levels of mental health/well-being and access to quality mental and behavioral health services Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support - Prevent and reduce violence Strategies - Support 1) Evidence-based and promising family and youth development programs in school setting (i.e. conflict resolution, violence/bullying, mentoring, suicide prevention); 2) Student assistance programs (Screening, Assessment, Referral, and Treatment-SART); Positive Behavioral Interventions & Support; Trauma -Informed Care; 3) Direct delivery of services; 4) Parenting education, social support to parents, and encouragement of positive parent-child interactions. Example resources and partnerships include: Ontario - Montclair Unified School Districts and the Kaiser Permanente Chemical Dependency Recovery Program. - Support integration of healthcare with community-based mental health services (training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers) if grant is proposed from specific organizations including National Alliance on Mental Illness (NAMI) and DBH. Example resources and partnerships include: San Bernardino County Behavioral Health Dr. Ahiba, a physician who is also connected with the NAMI. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of substance abuse, prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) across school districts and universities. Example resources and partnerships include: Ontario Unified School Districts and the Kaiser Permanente Chemical Dependency Recovery Program. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in school and community settings. - Increased screening and identification of mental and behavioral needs in High Schools. - Improved schools and community cohesion and social support - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. B. Economic Security Long-term Goal Increase the number of community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Improve the availability and the quality of affordable housing - Prevent displacement and homelessness - Improve employment opportunities - Reduce food insecurity in the community - Increase education attainment Strategies - Support 1) Career and bridge training/educational opportunities to participate in postsecondary education and obtain employment; 2) Transitional employment programs (time-limited, subsidized, paid jobs) as a bridge to unsubsidized employment; 3) Youth apprenticeship programs that provide high school students with professional opportunities that combine academic and on-the-job training/mentorship. Example resources and partnerships include: San Bernardino County Vital Signs and Kaiser Permanente Human Resources Employment Workshops. - Support 1) Efforts to increase access to permanent housing with supportive services for homeless individuals/families to help them maintain stability and self-sufficiency; 2) Rapid re-housing combined with crisis intervention, needs assessment, case management; 3)Tenant-based rental assistance programs to low-income families for more housing options. Example resources and partnerships include: Homeless Service Provider Collaborations and the Kaiser Permanente Social Medicine Department. - Participate and support a countywide cross-sector Housing Policy Council to focus on affordable housing and community development issues. Example resources and partnerships include: The Interagency Council on Homelessness and Kaiser Permanente Public Affairs - Support cities, schools, community based organizations to 1)Provide healthy food options (including fruits/vegetables, accessible drinking water) and to adopt healthy food policies, including procurement practices; 2) Enroll community members into available food programs (i.e. Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC)); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing and promote fresh fruits and vegetables as healthy food choices. Example resources and partnerships include: Healthy Cities and Kaiser Permanente Nutrition and Food Services - Support community-based organizations and networks to build their capacity to advance economic security. Example resources and partnerships include: High Desert Food Collaborative and Kaiser Permanente Public Affairs - Support efforts to assess upstream social and basic needs and coordinate with community based organizations. Example resources and partnerships include: Health Leads and Kaiser Permanente Regional Program. - Support: 1) Career academies, small learning communities within high schools that focus on specific vocational fields; 2) Dropout prevention programs; 3) Mentoring programs for at-risk students, homeless or youth in foster care; 4) Targeted programs to increase college enrollment, with strong parental engagement; 5) Health care workforce pipeline programs to introduce diverse, underrepresented school age youth and college students to health careers; 5) Support STEM education programs/opportunities focused on science, technology, engineering or mathematics; an interdisciplinary and applied approach coupled with real-world, problem-based learning and exposure. Example resources and partnerships include: Inland Empire Pipeline Convergence and Kaiser Permanente Hippocrates Circle Program. Expected Outcomes - Increased self-sufficiency - Decreased percentage of individuals with no high school diploma - Increased educational attainment - Increased number of people employed - Decreased number of people becoming homeless C. Access to Care Long-term Goal Increase the number of community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the size and capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system Strategies - Explore opportunities between hospitals and community health providers to reduce hospital readmissions (follow up appointments to community clinics upon discharge). Example resources and partnerships include: Community Clinic Association of San Bernardino County and Kaiser Permanente Public Affairs. - Support solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance such as 1) Outreach, enrollment, and retention efforts to increase access to health care coverage; 2) Encourage and integrate use of Community Health Workers to connect residents to medical homes and sign them up for insurance; onboarding / orientation for new patient members, including education about patient centered medical home concept and how to access clinical preventive services. Example resources and partnerships include: El Sol Promotoras and admitting staff in emergency departments who are aware of alternative community resources. - Train new physicians (i.e., Graduate Me
A, 18, KFH - SAN LEANDRO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, Applied Survey Research (ASR) gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH San Leandro has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Leandro is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Leandro welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Leandro will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Implement Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Partner with local safety net clinics and faith-based organizations on SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve nav
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Leandro, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Leandro is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH San Leandro is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Leandro is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Leandro. While KFH San Leandro did not select this need because the Contributions Committee believed it was much less feasible to address given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Leandro believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Leandro is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 19, KFH - SAN JOSE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Coalition contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 162 individuals through a survey, focus groups, and individual interviews. In all, ASR solicited input from over 120 community leaders and representatives of various organizations and sectors. These representatives either work in the health field or improve health conditions by serving those from the target populations. Multiple community leaders participated from each of these types of agencies: - Santa Clara County Public Health Department and Behavioral Health Services - Santa Clara Valley Medical Center (County) clinics - Hospitals and healthcare systems- Health insurance providers - Mental/behavioral health or violence prevention providers - School systems - Nonprofit community-based organizations serving children, youth, seniors, parents, immigrants, those experiencing homelessness, and those suffering from dementia, mental health and substance use disorders Many of these leaders and representatives participated in key informant interviews or focus groups, and others participated in an online survey. line 6A: - El Camino Hospital - Kaiser Permanente South Bay (Santa Clara and San Jos Kaiser Foundation Hospitals) - Lucile Packard Childrens Hospital Stanford - OConnor Hospital - Stanford Health Care - Saint Louise Regional Hospital - Santa Clara County Public Health Department - Sutter Health Line 6B: The Coalition includes partners representing the Santa Clara County Public Health Department, the Hospital Council of Northern & Central California, and the Palo Alto Medical Foundation (PAMF). Line 11: As part of the Kaiser Permanente integrated health system, KFH San Jos has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH San Jose is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Jos welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Jose will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants for programs providing early childhood screening for developmental delays and behavioral problems. - Provide grants to addiction education or programs for youth to prevent and reduce the misuse of alcohol, tobacco, and marijuana use. - Provide grants to support substance abuse prevention and treatment programs for youth and families and aggression-reducing programs focused on skill-building. - Provide grants for behavioral health programs for homeless families. - Partner with community-based organizations to support behavioral health programs, services, and environments that reduce stress, anxiety, and/or depression. - Partner with Santa Clara County Public Health Department on trauma & violence. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Mental health training program participants rotate through community clinics and other community based organizations to provide behavioral health services and training. Expected Outcomes Prevention: - Increased enrollment in programs to improve social/emotional wellness. - Increased screening for behavioral health needs. - Increased participation in drug and alcohol prevention programs. Destigmatization: - Increase in help-seeking behavior for accessing behavioral health care. Workforce: - Increase in the number of culturally and linguistically competent and skilled behavioral healthcare providers. - Increase in the number of people from underrepresented groups enrolling in education and job training programs. Access: - Increase in the number of low-income patients who receive behavioral health care services. - Increased integration of primary and behavioral health care services. - Improved access to quality care for youth, families and communities experiencing violence. B. COMMUNITY AND FAMILY SAFETY Long-term Goal All community members live in safe environments and individuals who are victims or at-risk of violence have the support they need. Intermediate Goals - Improve safety in communities with high rates of violence. - Support prevention and early intervention efforts targeting youth that promote positive youth development and that focus on youth assets and resilience. - Improve safety in families through family violence prevention, screening and treatment efforts. - Improve the quality of responsive care and services for youth and families experiencing violence and/or trauma to break the cycle of violence. Strategies Community safety strategies: - Increase availability of safe parks and public spaces. - Build social cohesion in neighborhoods and community. - Improve law enforcement and community relations. - Promote public understanding of violence as a public health issue. Prevention and early intervention strategies: - Increase availability of education, job training and enrichment programs for
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Behavioral Health, Community and Family Safety, Health Care Access and Delivery, and Healthy Eating, Active Living. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH San Jose, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Birth Outcomes Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of birth outcomes addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Birth outcomes were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH San Jose is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular (Heart /Stroke) Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH San Jose is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Communicable Diseases (Non-Sexually-Transmitted Infections) Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Relatively few community resources were identified to address communicable diseases, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease communicable diseases in the community as well. E. Dementia & Alzheimer's Disease Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. Dementia and Alzheimer's disease were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare access and delivery strategies. F. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Jose. While KFH San Jose did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH San Jos have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. G. Learning Disabilities Learning disabilities include attention deficit disorder (ADD) and attention deficit-hyperactivity disorder (ADHD), and identification on the autism spectrum. ADHD affects 3-7% of American children and often continues into adulthood, making it the most common developmental disorder. Learning disabilities were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from an early intervention standpoint via healthcare and non-medical social services access strategies. H. Respiratory Conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. Respiratory conditions were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. Also, there were not many evidence-based strategies identified to address the need. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH San Jose is better positioned to address asthma management via healthcare access and delivery strategies. I. Sexual Health Data indicate that rates of sexually-transmitted infections (STIs) and teen births in Santa Clara County are similar to California. However, disparities are pervasive and screening rates for HIV and other STIs are lower than the state. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexual health was not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH San Jose believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, as well as increased cultural competency among providers, have the potential to improve sexual health in the community as well. J. Unintentional Injuries Unintentional injuries are defined as those that are not purposely inflicted. The most common unintentional injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintentional injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. Unintentional injuries were not a high priority of the community (i.e., the prioritization score was much lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH San Jose is better positioned to address this need from a prevention standpoint via strategies related to active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS EL
B, 20, KFH - BALDWIN PARK EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing business, chamber of commerce, community-based organizations, economic development, educational institutions, financial institutions, government, public safety, transportation and utility were also involved in providing input. Line 6a: Citrus Valley Health Partners three campuses (Citrus Valley Medical Center-Inter-Community Campus in Covina; Citrus Valley Medical Center-Queen of the Valley Campus in West Covina; and Foothill Presbyterian Hospital in Glendora) and hospice (Citrus Valley Hospice in West Covina) Line 11: A. Obesity/HEAL/Diabetes KFH-Baldwin Parks long-term goal for addressing Obesity/HEAL/Diabetes is that all community members eat healthy and move more as a part of daily life. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. These priorities have guided the development of the following core strategies to address Obesity/HEAL/Diabetes in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support new and improved policies and programs that support active transportation and physical activity (e.g. safe pedestrian bicycle routes and violence prevention initiatives that create safe schools and communities). Support programs and policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Support local governments, schools and/or community-based organizations to enroll community members into available food programs, most importantly CalFresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of CalFresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. KFH-Baldwin Park partners with Southland Farmers Market Association in holding a farmers market every Friday on the medical center campus. The Farmers Market is available to the broad community (including patients and staff). This partnership enables the use of CalFresh and WIC benefits for the purchase of fresh fruits and vegetables as healthy food choices. KFH-Baldwin Park partners with Baldwin Park and West Covina Unified School Districts in implementing the Garden Gourmets program for low-income fourth grade students at nine (9) participating elementary schools. Students are taught to harvest their own vegetables and fresh herbs and encouraged to make healthy choices when purchasing food from local vendors. In addition, the hands on activities in the gardens (KP Baldwin Park Community Garden and Hurst Ranch in West Covina) and use of healthy recipes directly align with their science and health curriculums implemented in the classroom. Support multi-level, multi component initiatives in school settings to produce significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities. An example for this strategy is the Thriving Schools Initiative, a community-based partnership to improve healthy eating, physical activity and school climate in K-12 schools in Kaiser Permanentes service areas, primarily through a focus on policy, systems and environmental changes that support healthy choices and a positive school climate. Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease (obesity, diabetes, and/or heart disease) management and prevention. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. Successful implementation of these strategies is expected to contribute to the following set of outcomes in the community: Adoption and implementation of policies and programs that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages. Increased enrollment and use of federal food programs. Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. B. Access to Care KFH-Baldwin Parks long term goal for addressing Access to Care is that all community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. It aims to visualize this goal by organizing its strategies around the following strategic priorities (or intermediate goals): Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. Enhance individuals' utilization of the community based health delivery system. Improve the capacity of healthcare systems to provide high quality healthcare services, including the social and non-medical needs of their patients. These priorities have guided the development of the following core strategies to address access to care in the community. A large sub-set of these strategies are aligned with the Los Angeles County Community Health Improvement Plan (CHIP) and will enable greater collaboration with public health and community health partners in addressing this health need. Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest. Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations. KFH Baldwin Park aims to address access to care by a) partnering with the East Valley Community Health Center (EVCHC) through the KP Care Night program, where once a month, KFH-Baldwin Park physicians and nurse practitioners provide no-cost primary care services to uninsured and underinsured residents of the San Gabriel Valley, b) partnering with nine school districts in the San Gabriel Valley for the Every Childs Healthy Option (ECHO) Program, where various KFH-Baldwin Park departments including Emergency Room, Pediatrics, Vision Essentials, and Pharmacy provide uninsured children in grades K-12 with year-round, no-cost access to urgent care services (i.e. fractures, breaks, infections, etc) and any follow up appointments and services (i.e. glasses, medication) affiliated with their initial visit at the medical center are also covered. In addition, as part of the largest non-profit health system, KFH-Baldwin Park participates in government-sponsored programs for low-income individuals (i.e., Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provides access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provides financial assistance to low-income individuals who receive care at KFH facilities and cant afford medical expenses and/or cost sharing. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. Support partnerships and net
A, 21, KFH - IRVINE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Local stakeholders participated in focus groups or key informant interviews. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise of local health needs were consulted. In order to increase the diversity of community input, and to acknowledge the growing diversity of Orange County, Asian-Pacific Islander community organization representatives, members from the Arab-American community, and members from the Latino community were included as well. Additionally, other non-traditional stakeholders representing behavioral health, business community, child and family services, economic instability organizations, OC STEM Initiative, and alcohol drug education and prevention also provided input. line 6A: Memorial Care, St. Jude Medical Center, St. Joseph's Medical Center, Hoag Memorial Hospital, and University of California, Irvine. Line 6b: Orange County Health Care Agency, Orange County Health Improvement Plan (OCHIP) work groups. Line 11: A. Mental and Behavioral Health Support school and youth development organizations in learning about and addressing (through sharing of teen assessment tool) mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Irvine intends to share teen assessment tool as a partnership between Kaiser Permanente and the Coalition of Community Health Centers, Orange County Department of Education and other community based organizations to better address teen mental and behavioral health. Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes (Raise, OCDE, Thriving Schools, OC FJF youth violence prevention). Support the development of community-based organizations, leaders, and networks, and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. KFH-Irvine community benefit liaison is a member of the behavioral health work group of the Health Improvement Partnership of Orange County. The goal of this work group is to increase the proportion of residents who experience emotional and mental wellbeing and reducing alcohol and drug misuse in Orange County. Leverage KP assets to drive community health and champion organizational practice changes within KP that promote mental and behavioral health. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving behavioral and mental health and to build the field. B. Obesity/HEAL/Diabetes Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). KFH-Irvine Community Benefit liaison is a member of the active transportation subcommittee of the Alliance for a Healthy Orange County. The goal of the active transportation subcommittee is to identify and build support for active transportation and find sources of funding at the local, state and federal level for Orange County's active transportation projects and programs to promote healthy communities. Support multi-level, multi-component initiatives in community settings to support access to healthy, affordable food and activity-promoting environments. Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of healthy eating and active living. Leverage KP assets to drive community health, including healthy eating and active living and champion organizational practice changes within KP that promote health. C. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. Support local governments, schools and/or community based organizations that increase economic security for individuals and families by expanding opportunities for employment, education and workforce pipeline. An example of this is KFH-Irvine recruitment services liaison will continue to serve as a member of the Orange County Business Council workforce development committee to share knowledge regarding healthcare jobs of the future, participate on focus groups and participate as a guest speaker on work force development expert panels. KFH-Irvine liaison will continue to meet with community based organizations, such as Working Wardrobes, to provide expertise in mock interviews, resume writing and presentations such as the values of hiring a Veteran. Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. D. Access to Care Provide training for medical professionals to improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. An example of this is Health Funders Partnership of Orange County's Health and Wellness Committee, a collaborative between KFH-Anaheim and Irvine and other health care organizations in Orange County. The aim of this partnership is to support local community health centers with health and wellness programs, such as Integrative Medicine, which will improve access to mental and behavioral health services for low-income patients. Kaiser Permanente liaison serves as a funder on the collaborative as well as providing community expertise in participating in formation of initiatives for community clinics to improve access to care. In addition, KFH-Irvine intends on addressing access to care by involving Kaiser Permanente service line leaders in the community to provide diversity training for community based organizations, specifically around health care equality and measures to address disparities in healthcare for African Americans. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH - Irvine participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and cannot afford medical expenses and/or cost sharing. Participate in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-for-Service). Provide heavily subsidized health care coverage. Provide Medical Financial Assistance (i.e. Charity Care). The remaining prioritized health needs not addressed by KFH-Irvine because they demonstrated lower 'Need,'Feasibility' include Housing, Substance Abuse/Use, Oral/Dental Health, Cancer, Cardiovascular Disease, Alzheimer's, Suicide, Maternal & Child Health and HIV/AIDS. While the Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Irvine will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs, or where needs align with current strategy and priorities. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES O
A, 22, KFH - SOUTH BAY EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, non-traditional stakeholders representing anchor institutions/significant employers (e.g., DIRECTV, Edison, Sam's Club), chamber of commerce, civic leaders, educational. Line 6a: Dignity Health St. Mary Medical Center, Long Beach Memorial, Miller Children's & Women's Hospital Long Beach, and Community Hospital Long Beach Line 6b: The Children's Clinic and the City of Long Beach Department of Health and Human Services. Line 11: A. Access to Care Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. KFH-Harbor City will provide Charitable Care and Coverage and grants to nonprofit organizations offering health coverage outreach and enrollment services. Support policies and programs that improve the ability of health care organizations to assess upstream factors and coordinate with community based preventative services. KFH-Harbor City will provide funding support to FQHCs/Community Health Centers to provide employment and housing assistance, and enrollment in CalFresh for underserved populations. Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision, and other health services. To address the integration of clinical care, KFH-Harbor City will award grants to nonprofit organizations and FQHCs/Community Health Centers that provide mental and dental health services. Provide training for medical providers on the provision of culturally competent care to diverse populations (including homeless). KFH-Harbor City will identify Continuing Medical Education (CMEs), symposiums or in-service training and learning opportunities for FQHCs/Community Health Centers to participate. Support the provision of high quality health care (including preventive services and specialty care) for underserved populations. As part of the largest non-profit health system, KFH-Harbor City participates in government-sponsored programs for low-income individuals (i.e. Medi-Cal Managed Care and Medi-Cal Fee-For-Service), provide access and comprehensive health care to low-income individuals and families who do not have access to public or private health coverage through charitable health coverage, and provide financial assistance to low-income individuals who receive care at KFH facilities and can't afford medical expenses and/or cost sharing. Leverage KP assets to drive coverage and access to healthcare for the underserved, build the capacity of the primary care workforce and improve appropriate utilization of healthcare services. KFH-Harbor City coordinates annual Community Surgery and Colonoscopy Screening Days in partnership with FQHCs (Harbor Community Clinic; Harbor City Family Health Care; The Children's Clinic, Serving Children and Their Families; and Wilmington Community Clinic). Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to share information about what works in improving access to health care for the underserved. B. Economic Security Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. KFH-Harbor City's Community Benefit Manager and Physician Champion will participate on a hospital subcommittee of the Harbor City Coalition to End Homelessness to share best practices, resources and training opportunities to serve the homeless population. Support policies that increase economic security for individuals and families by expanding opportunities for employment. KFH-Harbor City will identify a local leader (Human Resources Director) to partner with the Harbor City Workforce Investment Board to recruit and hire individuals in the communities KFH-Harbor City serves. Support local governments, schools, and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and Supplemental Food Program for Women, Infants, and Children (WIC); Promote the use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. In partnership with City of Los Angeles, KFH-Harbor City will establish a Farmer's Market at Ken Malloy Park in Harbor City and offer enrollment in supplemental food programs such as Women Infants and Children (WIC) and Cal Fresh at the existing KFH-Harbor City Farmer's Market. Leverage KP assets to drive community health and champion organizational practice changes within Kaiser Permanente that improve economic security. KFH-Harbor City will partner with local vocational schools, community colleges, workforce investment boards, local hiring halls or community-based workforce development programs to create career pipeline programs in target communities with high rates of unemployment and poverty. C. Injury and Violence Prevention Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community. KFH-Harbor City's Hippocrates Circle Program will assign physician mentors to middle school students to encourage them to enter the health care field; connecting Kaiser Permanente's Educational Theatre Program conflict resolution and anti-bullying performances to local schools. Additionally, KFH-Harbor City's Chief Operating Officer will serve as a member of the advisory board for California State University Dominguez Hills Male Success Alliance Program, which matches professional mentors, provides career guidance and mock interviews for college students and afterschool programs for youth. Support policies and programs that increase diversion from incarceration for low-level offenses among youth and adults, particularly those that result from substance abuse or mental health needs. KFH-Harbor City to provide grants to nonprofit organizations offering school-based diversion programs, namely: Centinela Youth Services' Reducing Violence in Schools through Mediation; Long Beach Bar Association's Short Stop Juvenile Crime Diversion Program; and the California Conference for Equality and Justice, Restorative Justice Programs in Schools and Community. Support new and improved policies and environments that increase the availability and use of safe public spaces, such as parks. In partnership with the City of Los Angeles Parks and Recreation Department, KFH-Harbor City will convene nonprofit and community-based organizations in the Harbor City-Harbor Gateway area to engage youth in positive programs and activities at Los Angeles County Ken Malloy Park to reduce violence in the community. Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the field of community health (including promoting best practices in trauma-informed care). KFH-Harbor City will identify a leader to participate in stakeholder convenings and activities hosted by the City of Long Beach in support of Safe Long Beach Violence Prevention Plan and its initiatives aimed at reducing violence, increasing awareness, and providing resources and assistance. Leverage KP assets to drive community health, including violence prevention; champion organizational practice changes within KP that create safe schools and communities. D. Mental and Behavioral Health Support place-based and multi-sector collaborative efforts that support mental health and behavioral health. KFH-Harbor City will identify and recruit physician volunteers to participate in the Mental Health America's homeless innovations program, a "street medicinecollaborative approach to providing medical and mental health services to homeless individuals in Long Beach. Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. KFH-Harbor City physicians and LCSWs will be identified to speak at parent and youth workshops offered by Behavioral Health Services on various topics such substance abuse and gender identity. Support the development of community-based orga
A, 23, KFH - SANTA ROSA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department, as well as members of medically underserved, low-income, chronically diseased, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 21 key informant interviews were conducted during this needs assessment. Additionally, five focus groups were conducted throughout Sonoma County, reaching 64 residents. These groups were intentionally sampled to reach residents in specific geographic regions identified as areas of high concern in the Portrait of Sonoma County report. These subpopulations included residents in Petaluma, the Boyes Hot Springs in Sonoma Valley, Cloverdale, Roseland in Southwest Santa Rosa, and the Russian River area. Focus groups were monolingual, and the language of facilitation was selected to encourage participation from the target population for each conversation. The SC CHNA Collaborative worked closely with community organizations to ensure that the location and language of facilitation selected was appropriate and convenient for residents in each community. Groups in Cloverdale and the Boyes Hot Springs in Sonoma Valley were conducted in Spanish; all others were conducted in English. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. line 6a: Sonoma County's primary hospitals (KFH-Santa Rosa, St. Joseph Health-Sonoma County, Sutter Health) worked in collaboration with partners from Sonoma County District Hospitals, including Healdsburg Health District, Palm Drive Health Care District, and Sonoma Valley Hospital, to complete a county wide CHNA. Line 6b: Representatives from the primary hospitals, joined by representatives from Sonoma County Department of Health Services, formed the 2016 Sonoma County Community Health Needs Assessment Collaborative. Line 11: As part of the Kaiser Permanente integrated health system, KFH Santa Rosa has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Santa Rosa is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Santa Rosa welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Santa Rosa will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for food distribution programs. - Grant funding for physical activity programs in parks and the community. - Support programs that promote school-based physical activity as well as school wellness policy development and implementation. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example: - Provide grant funding for community health centers, clinics, and coalitions. - Support programs that expand use of patient navigators, promotores or community application assisters. - Provide grant funding for pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Partner with existing organizations and collaboratives focus
2016 Needs Not Selected and Rationale KFH Santa Rosa has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Santa Rosa because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Santa Rosa will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Access to Education Access to Education is an important issue in Sonoma County, particularly in early childhood. In selecting to focus on Early Childhood Development, KFH Santa Rosa intends to support innovative solutions to providing increased access to education in early childhood, such as increasing access to high quality early learning opportunities and supporting early childhood workforce development. Therefore, KFH Santa Rosa chose not to address Access to Education separately. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Santa Rosa. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and existing or promising practices. Ultimately, KFH Santa Rosa did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Oral Health In Sonoma County, oral health is an important issue that is driven in part by lack of access to dental insurance coverage or inadequate utilization of dental care. KFH Santa Rosa does not have extensive expertise in the field of oral health, and instead intends to explore opportunities to increase residents' access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. Therefore, KFH Santa Rosa chose not to address Oral Health as a separate priority area. D. Violence and Unintentional Injury Violence and Unintentional Injury, while a concern in Sonoma County, was the lowest ranked health need in the CHNA prioritization process. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH Santa Rosa chose to address higher-priority health needs. KFH Santa Rosa intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
B, 24, KFH - WOODLAND HILLS EXPLANATIONS PART V, SECTION B. ************************************************************************ LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Additionally, Valley Care Community Consortium's (VCCC) long-established partnerships and collaboration with organizations and county departments was advantageous to identifying representatives who serve within various sectors of the communities of KFH-Woodland Hills. These representatives included community residents, political representatives, county departments, educators, health providers and providers, and business leaders. Line 6a: Simi Valley Hospital, Community Memorial Health System, St. John's Regional Medical Center, and Ventura County Medical Center Line 11: Financial Well-Being Long-term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Prevent displacement and homelessness. - Improve employment opportunities. - Reduce food insecurity in the community. Strategies - Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families. - Support policies that increase economic security for individuals and families by expanding opportunities for employment. - Support the development of culturally relevant and multi-generational community resident's leadership and build their capacity to advance equity and improve economic security. - Support policies that increase economic security by expanding educational opportunities for individuals and their families. Expected Outcomes - Increase access to education opportunities. - Increase access to employment opportunities and workforce training. Healthy Eating Active Living Long-term Goal All Community Members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve linkages between health care services and community-level services. Strategies - Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and prevent obesity/promote healthy eating and active living. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies that are community driven. - Support new and improved community driven policies and environments that support increased physical activity. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to physical activity. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. - Improved referrals and coordination between healthcare providers and community resources and programs. Access to Care Long-term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Improve the capacity of the primary care workforce to meet community needs. - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. Strategies - Support the provision of high quality healthcare (including preventive services, specialty care and integrative medicine) for underserved populations. - Reduce barriers to quality, culturally appropriate care by providing language and literacy interpretation, transportation, non-traditional access points, and/or other supportive services. - Support the development of culturally relevant and multi-generational community resident's leadership and build their capacity to advance equity and improve access to healthcare. Expected Outcomes - Enhanced care integration of clinical, mental, dental, vision and complementary health strategies. - Safety net partners are engaged in a public policy agenda to create conditions that support the health of low-income and underserved individuals and that advance equity, improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to healthcare. Social and Emotional Support Long-term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Enhance access to high quality substance abuse prevention and treatment, including integrated assistance therapies, to promote resiliency and recovery from addiction. - Support community based initiatives that promote social and emotional wellbeing by fostering community connections. - Support the development of culturally relevant and multi-generational community resident leadership and build their capacity to advance equity and reduce stigma surrounding mental and behavioral health. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings. - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs. The remaining prioritized health needs for the Woodland Hills MCA will not be addressed by KFH-Woodland Hills because they demonstrated lower 'Need,'Feasibility' than the selected health needs using the aforementioned strategy grid methodology. The selected health needs (Access to Care, Diabetes/Obesity, Economic Security, Mental/Behavioral Health) demonstrate relatively higher levels of magnitude, severity, and disproportionate impact among vulnerable populations. There are strong community partners mobilizing around these issues and KFH-Woodland Hills has unique resources and capacity to dedicate to work focused on these health needs. The needs that will not be addressed for Woodland Hills are: 1. Cancers Although cancer is a leading cause of death in the United States, the rate of death due to cancer is notably lower in the Woodland Hills MCA (rate of 143.11 per 100,000 population) relative to the state (157.1 per 100,000 population). Furthermore, the incidence of breast, prostate, and lung cancers in this area are lower than rates in the state and nationwide. Alcohol consumption and tobacco usage, which have significant impact on cancer, are additionally lower in the Woodland Hills MCA than the state. 2. Heart Disease and Stroke The prevalence of heart disease is lower in the service area (6.08%) than in the state (6.30%). Furthermore, the rates of both mortality by ischemic heart disease and mortality by stroke are notably lower in the Woodland Hills service area than in the state. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH-Woodland Hills will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE. Line 16j: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/SCAL
A, 25, KFH - MODESTO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. A community survey was administered to 2,927 residents of San Joaquin County in the participants self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6A: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity Health-St. Joseph's Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6B: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Modesto has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Modesto is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Modesto welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Modesto will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Fund community-based organizations to provide health care coverage outreach, enrollment and retention, especially for undocumented populations. - Support diabetes prevention/management for adults and pregnant women. - Fund community clinics to provide behavioral health services (peer groups, promotoras), especially for Spanish speaking and Hmong populations. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support community-based organization staff to assist individuals/families with health system navigation. - Fund 211 for information & referral on primary, specialty and behavioral health care services. - Collaborate with Modesto City Schools, Stanislaus Union School
2016 Needs Not Selected and Rationale A. CVD/Stroke CVD/Stroke was not perceived as a high priority by the community. Many of the Obesity/HEAL/Diabetes and Access to Care strategies will address cardiovascular disease and stroke prevention. In addition, there are many existing programs that address this need; KFH Modesto and other area hospitals conduct ongoing CVD/Stroke prevention, education and screening as part of their clinical and outreach activities. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Modesto. KFH Modesto did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Modesto did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments in community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence/Injury Prevention Violence/injury prevention was categorized as a low priority during the multi voting process conducted to prioritize health needs during the CHNA, and this need was not identified as a priority need during the CHNA community input process. This need will be addressed in part by strategies conducted under Behavioral Health. D. Asthma Asthma was categorized as low priority during the multi voting process conducted to prioritize health needs during the CHNA. KFH Modesto perceives limited ability to leverage organizational assets to address asthma. E. Cancers Cancers were categorized as a medium priority during the multi voting process conducted to prioritize health needs during the CHNA. Cancer prevention is addressed in part through Kaiser Permanente's strategies under Obesity/HEAL/Diabetes and Access to Care. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13H: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 26, KFH - FRESNO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Community input was collected through surveys, focus groups, and key informant interviews in each of the four counties that comprise the KFH Fresno service area (Fresno, Kings, Tulare and Madera Counties). The goal of soliciting community input was to gather the communitys perspective on the priority health needs for each county and any community assets or resources available to address those needs. All three methodologies focused on the same set of questions which asked about the biggest health, social and economic problems facing the community, obstacles to a healthy environment, behaviors that affect health, and barriers that make it hard to access health care. Community input validated a health need when at least two points were assigned using the criteria outlined for each methodology. LINE 6A: - Adventist Health/Central Valley Network - Community Medical Centers - Coalinga Regional District Hospital - Kaweah Delta Medical Center - Madera Community Hospital - Saint Agnes Medical Center - Sierra View Medical Center - Tulare Regional Medical Center - Valley Childrens Hospital Line 6B: Fresno Metro Ministry, a nonprofit established in 1970 with a mission to advocate for the health and well-being of the community, and Centro La Familia Advocacy Services, a nonprofit working to empower low income people to access life sustaining resources through education, training and social services, were contracted to assist with the community outreach efforts. In addition, the Madera County Department of Public Health assisted with the outreach efforts in Madera County. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fresno has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Fresno is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fresno welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fresno will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Fund community-based organization to assist homeless people with obtaining health care coverage. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Provide physician and Kaiser Permanente staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support population health management approaches that Improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Permanente expertise related to population health management via trainings and consultation. - Support community health workers who assist community members with obtaining appropriate services. - Fund school based health center model to link students to non-medical services. - Fund program to provide internships for low-income youth at local health centers, medical centers and hospitals. - Partner with UCSF Fresno Doctors Academy and UCSF/CSU Fresno Health Care Opportunities program to expand participation of Kaiser Permanente providers. - Provide workforce training programs to train current and future health care providers, including physicians, mental health practitioners, physical therapy, pharmacy, nurses, and allied health professionals, with the skills and linguistic and cultural competence to meet the health care needs of diverse communities. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of Health Systems - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical Services - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. Healthy Eating and Active Living (HEAL) Long-term Goal All community mem
2016 Needs Not Selected and Rationale A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Fresno. KFH Fresno did not select this need because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Fresno did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Asthma Although asthma was categorized as a high priority during the CHNA prioritization process, KFH Fresno perceives limited ability to leverage organizational assets to address asthma. Asthma will be addressed in part through strategies implemented under Access to Care and Coverage. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL.
A, 27, KFH - REDWOOD CITY EXPLANATION PART V, SECTION B. ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 103 individuals through focus groups and individual interviews. In all, ASR consulted with 38 professional community representatives of various organizations and sectors through 29 key informant interviews and one focus group (which included nine participants). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (3) - Nonprofit agencies (22) - Faith-based leaders (2) - Business sector (2) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health System - Stanford Health Care - Sutter Health Mills-Peninsula Health Service Line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH Redwood City has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Redwood City is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Redwood City welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Redwood City will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants for programs that offer nutrition education and/or make healthy food available to low-income children, youth, and/or adults, such as food banks, distribution sites, and CalFresh enrollment work. - Collaborate with San Mateo Public Health Department to promote public health policy aimed at increasing access and availability of healthy foods and decreasing access and advertising of unhealthy foods and beverages. - Partner with community-based organizations to increase accessibility to farmers markets (new and/or existing) and to increase the use of EBT (Electronic Benefits Transfer) for SNAP (Supplemental Nutrition Assistance Program) for fresh fruits and vegetables. - Provide grants for programs that assist individuals in enrolling and/or using federal food programs. - Support programs and policies in schools that maximize opportunities for physical activity throughout the day, including through our Thriving Schools initiative. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. - Support local restaurants and caterers that meet healthy food guidelines. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma and/or violence. Examples: - Provide grants to local community-based organizations, community agencies, community stakeholder groups, and/or teen health centers that focus on providing mental health screening and treatment programs. - Provide grants to support substance abuse prevention and treatment programs for youth and families. - Provide grants to support therapeutic interventions for adolescents (e.g., cognitive-behavioral therapy and Mindfulness-Based Stress
2016 Needs Not Selected and Rationale The Community Benefit Advisory Committee (CBAC) was careful to choose a set of health needs that best met all of the selection criteria and on which KFH Redwood City could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Redwood City does not plan to address them at this time. They are listed below in alphabetical order. A. Alzheimer's disease and dementia Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage, and there are relatively few evidence-based practices that have been identified to ameliorate it. B. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. C. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are not many local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. D. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Redwood City did not select this need because it was of somewhat lower community priority than the selected health needs, and there are not many local community assets available to leverage for it. E. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. F. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Redwood City. While KFH Redwood City did not select this need because the CBAC believed it was much less feasible to address this need, given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Additionally, health care providers such as KFH Redwood City have no control over the cost of housing in a thriving economy. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, there are very few local community assets available to leverage for it, and there are relatively few evidence-based practices that have been identified to ameliorate it. I. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH Redwood City did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente has little expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Redwood City did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are very few local community assets and relatively few Kaiser Permanente regional assets available to leverage for it, Kaiser Permanente does not have great expertise in it, and there are few evidence-based practices that have been identified to ameliorate it. K. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. For this reason, and because it was of lower community priority, KFH Redwood City did not select this need. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP
B, 28, KFH - PANORAMA EXPLANATIONS PART V, SECTION B. ************************************************************************ Line 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6a: Valley Presbyterian Hospital and Northridge Hospital Medical Center Line 11: A. Access to Care Long-term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Intermediate Goals - Enhance individuals' utilization of the community-based health delivery system. - Improve the capacity of health care systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. Strategies - Support the provision of high quality health care including preventive services and specialty care for underserved populations. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community-based preventive services. - Support infrastructure improvements that can support the integration of clinical care with mental/behavioral health, oral health, vision and other health services. - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies. - Support policies and programs that improve the delivery care infrastructure and/or implement new models of care provision to improve the capacity of the primary care workforce. Expected Outcomes - Reduced barriers that impede an individual's ability to seek and obtain health care, and comply with medical treatment regimes. - Improved referrals and coordination between health care providers and community resources and programs. - Enhanced care integration of clinical, mental, dental, vision and complementary health strategies. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to health care. B. Economic Security Long-term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Intermediate Goals - Improve employment opportunities. - Reduce food insecurity in the community. Strategies - Support plans and policies that expand the supply of affordable housing for low-income families. - Support the development and implementation of plans to remove or remediate lead paint. - Expand efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability and self-sufficiency. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices, - Support local governments, schools and/or community-based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables. - Support communities (schools, childcare, retailors, etc.) in adopting nutrition policies and practices, including those that limit children's exposure to unhealthy food and beverage marketing. Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to affordable housing, healthy food, and reduction in lead paint. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access the social determinants of health. C. Obesity/HEAL/Diabetes Long-term Goal All community members eat healthy and move more as part of daily life. Intermediate Goals - Improve access to opportunities for physical activity in the community. - Improve access to healthy food options in the community. - Improve linkages between health care services and community-level services. Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes). - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential. - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices. - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores. - Support multi-level, multi component initiatives in school settings to produce a significant and measurable impact on the health of students, staff and teachers in K-12 schools within communities served by Kaiser Permanente (Thriving Schools Initiative). Expected Outcomes - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity. - Improved referrals and coordination between health care providers and community resources and programs. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to collaborate and to promote policy, system and environmental change. D. Mental Health and Behavioral Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health. - Promote positive mental health by fostering community cohesion and social and emotional support. Strategies - Support integration of healthcare with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Support school and youth development organizations in learning about and addressing mental and behavioral health, including suicide prevention and trauma-informed care. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) - Support policies and programs that address early child development and toxic stress, including positive parenting and violence-free homes. Expected Outcomes - Increased access (availability and affordability) of mental and behavioral health services in health care and community settings. - Improved referrals and coordination between health care providers and community resources and programs. - Improved community cohesion, networks and social support. - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. E. Oral Health Long-term Goal Reduce oral health disease and advance overall health through increasing access and improving the prevention and management of oral health across the lifespan. Intermediate Goals - Improve the quality of the oral health care delivery system, focusing on patient-centered care. - Improved oral health policies and programs that increase preventive care and expand services. Strategies - Support infrastructure and capacity building of FQHCs to improve access to quality oral health services. - Support the maintenance and expansion of clinic and community linkages with government, school, and community programs. - Support the integration of oral health into clinical care delivery models. - Support partnerships and networks that sustain and scale change and lift up priorities, evidence and experience of communities, and to build the fie
D, 29, KAISER WESTSIDE MED CTR EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input from across the primary and secondary service areas was incorporated into the CHNA process to identify and prioritize health needs. KPNW staff accounted for community input as part of the CHNA process in the following ways: - Identifying existing sources of primary data/community input (within 3 years prior to CHNA). - Participating in a regional collaboratives community health assessment process. - Conducting 29 community listening sessions and collecting 3000 surveys through the collaborative. - Community input informed the CHNA process across the KPNW region, but the sources and methodology varied across the primary and secondary hospital service areas Line 6a: KFH Westside and KFH Sunnyside conducted a joint CHNA. Both KFH hospitals share the same primary service area. Line 6b: KFH Hospitals helped found and has participated in the development of Healthy Columbia Willamette, a collaborative effort including 15 area hospitals and health systems as well as four county health departments and two Coordinated Care Organizations (CCOs) Healthy Columbia Willamette was formed to support member organizations in responding to the new ACA federal requirements and to catalyze the collective efforts of health and public health leaders in the Portland metropolitan area to have coordinated and meaningful impact on the health of the region. KPNW Community Benefit staff contributes to the on-going assessment efforts of Healthy Columbia Willamette to expand Kaiser Permanentes community partnerships and improve community health in the Northwest region. Members of Healthy Columbia Willamette collaborative: - Adventist Medical Center - Legacy Health System (5 hospitals) - Oregon Health & Science University - PeaceHealth Southwest Medical Center - Providence Health (4 hospitals) - Tuality Community Hospital - Health Share of Oregon (CCO) - Familycare (CCO) - Clackamas County Public Health Division - Clark County Public Health Department - Multnomah County Health Department - Washington County Public Health Division Line 11: KFH hospitals prioritized and selected five health needs to address throughout our service area. Listed below are the five selected needs followed by a high-level description of the strategies we are currently implementing. For a full description of all of KFH hospitals health improvement strategies, please refer to the Implementation Strategy report. A. Access to care KFH Hospitals are primarily addressing access to care through Medicaid, Medical Financial Assistance, Charitable Health Coverage, and Community Access programs, as well as through grant funding to Safety Net clinics and contracted hospitals. B. Nutrition and physical activity related chronic disease KFH Hospitals are primarily addressing chronic disease through regional collaborations promoting healthy eating active living (HEAL) policies and behaviors, and a healthy food access grant initiative, and by awarding grants to community organizations that promote HEAL clinical and community activities. C. Oral health KFH Hospitals are primarily addressing oral health through Dental Medicaid, Dental Financial Assistance, and Charitable Health Coverage programs, as well as the through participation in an oral health funders collaborative and an oral health grant initiative providing supporting local organizations that provide oral health prevention and treatment services. D. Mental health KFH Hospitals are primarily addressing mental health through behavioral health grants and grant initiatives that support both prevention and treatment efforts in adult and school-aged children as well as partnering with Oregon Childrens theater to deliver Kaiser Permanentes Educational Theatre Program which serves children grades K-12 with programming to support health and well-being. E. Maternal and infant health KFH Hospitals are primarily addressing maternal and infant health through providing perinatal care through community access programs, awarding grants to programs that improve perinatal health or provide teen pregnancy prevention, and through collaborations to support and promote breastfeeding. The remaining prioritized health needs will not be addressed because using the criteria described previously, they were not ranked as highly as Nutrition and Physical Activity-related Chronic Disease, Maternal and Infant Health, Access to Health Care, Oral Health, and Mental Health. The region has a unique set of resources and capacity to dedicate to the five selected health needs. In addition, there are other strong community partners and networks who are currently addressing the needs below. The needs that will not be addressed are: - Economic security - Cancer - Tobacco use - Sexually transmitted disease - Injury Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. Line 16G: In 2018, KFH, through its ongoing internal compliance process, discovered that the direct website address (URL) where copies of the financial assistance policy (FAP), FAP application form, and plain language summary of the FAP (PLS) may be obtained was inadvertently not included on the billing statements for two of its forty-one hospital facilities, KFH Sunnyside and Westside Medical Center, as a result of a system update that impacted the billing statements. Upon discovery in February 2018, the billing statements for these two facilities were promptly updated (by March 2018) to include the URL. The billing statements otherwise provided patients with all other required information regarding the FAP for each facility and how to obtain information about the program or assistance in applying for financial assistance. Further, at all times the URL was made known to patients by including the URL on the PLS and providing the PLS to patients at intake or discharge as well as with at least one billing statement. KFH has also implemented processes to provide additional review for the content of billing statements following a system update. Line 16j: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG/MFA/NW Line 20e: 1) Provided written notice on all patient statements informing patients that MFA is available for those who qualify. 2) Provided the PLS with first patient billing statement.
B, 30, KFH - WEST LOS ANGELES PART V, SECTION B. ********************************************************************** Line 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with knowledge, information, and/or expertise relevant to the health needs of the community were consulted, including representatives from state, local, tribal, or other regional governmental public health departments (or equivalent agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, other individuals with expertise in local health needs were consulted where applicable. Line 6a: Cedars-Sinai Medical Center, University of California Los Angeles (UCLA) Medical Center, and Saint Johns Health Center Line 11: A. Access to Care Long Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Strategic Priorities (intermediate goals): - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations. - Improve the capacity of healthcare systems to provide quality healthcare services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. Strategies: Coverage and Access - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage are greatest - Support the provision of high quality healthcare (including preventive services and specialty care) for underserved populations including the reduction of barriers to accessing care Capacity of Healthcare Systems - Support policies and programs that improve the ability of the healthcare organizations to assess upstream factors and coordinate with community-based preventive services Capacity of Primary Care Workforce - Support educational programs to reduce system barriers to improve the capacity of the primary care workforce. Outcomes: - Improved referrals and coordination between healthcare providers and community resources and programs - Reduced barriers that impeded individuals ability to seek and obtain health care - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address access to healthcare B. Economic Security Long Term Goal All community members experience improved economic security, including access to employment, educational and housing opportunities and other factors that influence health, including access to affordable fresh food. Strategic Priorities (intermediate goals) - Improve the availability and quality of affordable housing - Prevent displacement and homelessness - Improve employment opportunities - Reduce food insecurity in the community Strategies: Affordable Housing - Support plans, programs, and policies that promote access to affordable housing for low-income residents and prevents displacements. Displacement and Homelessness - Support efforts to increase access to permanent housing with supportive services for homeless individuals and families to help them maintain stability to self-sufficiency. Employment - Supports policies and programs that increase economic security for individuals and families by expanding opportunities for employment and increasing workers income Food Insecurity - Support local governments, schools and/or community based organizations to enroll community members into available food programs, most importantly Cal Fresh and the Supplemental Food Program for Women, Infants, and Children (WIC); Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables C. Mental Health and Behavioral Health (Including Substance Abuse) Long Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Strategic Priorities (intermediate goals) - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Strategies: Knowledge, Capacity and Infrastructure - Support integration of healthcare with community-based mental health services such as: training of health care providers to identify mental and behavioral health needs, patient navigators who can help patients access services, strengthening of referral networks, and/or co-location of services between primary care and mental health providers. - Increase Access to high quality mental health services to low income populations by supporting community based organizations and schools and removing barriers to care. - Support prevention efforts to increase community awareness and educate youth and adults about the dangers of prescription drugs (including sharing, proper disposal, unintentional overdose, etc.) and substance abuse. Violence and Mental Health - Support the adoption of evidence-based and promising family and youth development programs, such as the provision of trauma-informed care, conflict resolution programs, and mentoring programs that focus on keeping youth positively engaged in school and the community, including suicide prevention Outcomes: - Increased access (availability and affordability) of mental and behavioral health services in healthcare and community settings - Improved screening and identification of mental and behavioral needs among patients. - Improved referrals and coordination between healthcare providers and community resources and programs - Improved capacity, readiness and effectiveness of community-based organizations, community leaders and residents to address mental and behavioral health. D. Obesity/HEAL/Diabetes Long-Term Goal All Community Members eat healthy and move more as part of daily life. Strategic Priorities (intermediate goals) - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Strategies: Physical Activity - Support policies and programs that promote physical activity Healthy Food - Support local governments, schools and/or community based organizations to provide healthy food and water and to adopt health food policies Clinic to Community Integration - Support evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. Outcomes: - Adoption and implementation of policies and environments that increase availability and enable access to healthy food (including fresh produce and safe drinking water) and/or physical activity - Reduced availability and marketing of unhealthy foods and beverages, including sugar-sweetened beverages - Improved patient assessment and care for chronic conditions (obesity, diabetes, and/or heart disease) and social non-medical needs by healthcare providers. - Improved referrals and coordination between healthcare providers and community resources and programs Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. KFHP MEMBERS WHO HAVE A DEDUCTIBLE MUST HAVE INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME TO BE ELIGIBLE FOR CHARITY CARE Line 16j: THE FAP PROGRAM MATERIALS ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/SCAL
A, 31, KFH - VACAVILLE EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Primary data were collected from May 2015-November 2015. Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. Line 6a: - Kaiser Permanente: Kaiser Permanente Vacaville Medical Center - NorthBay Healthcare: NorthBay Medical Center - Sutter Health Sacramento Sierra Region: Sutter Solano Medical Center Line 6b: The Solano Coalition for Better Health and the Solano County Public Health Department were both active contributors to the CHNA Collaborative. In addition, numerous partner organizations contributed to the CHNA. Over 15 organizations assisted the KFH-Vacaville CHNA process through participation in key informant interviews or focus groups. Line 11: As part of the Kaiser Permanente integrated health system, KFH Vacaville has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Vacaville is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Vacaville welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Vacaville will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grant-making, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources are described below for each selected health need. Strategies in bold are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating/Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants for food banks, nutritious cooking classes for youth and healthy eating programs for seniors - Provide grants for advocacy effort and education about the health risks of sugar-sweetened beverages. - Provide grants for programs that support physical activity among youth. - Provide grants for programs that promote physical activity in school curricula. - Deploy physicians and clinicians to speak/educate community members on nutrition and physical activity. - Partner with the Food-Ag-Nutrition Network and the Solano Coalition for Better Health to improve access to health food in Solano County - Support local restaurants and caterers that meet healthy food guidelines. - Provide Kaiser Permanentes Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. Strategies Access strategies - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants for programs that support enrollment in affordable insurance coverage options. - Provide grants for programs that support healthy aging, especially programs that leverage technology and communications tools to make education about aging readily attainable. - Provide grants for programs that support a network of services for children and families (e.g., family resource centers). - Provide Medical Financial Assistance to patients that cant afford the cost of care - Provide subsidized health care coverage to children in low-income families who lack access to other sources of coverage. - Support rotation of residents and trainees in community health centers. - Participate in collaboratives of local health care institutions, community colleges, workforce development organizations, and chambers of commerce to support the pipeline and hiring of diverse populations within health care. Expected Outcomes Access - Increased number of low-income patients who receive health care services/coverage provided by KP. - Increased number of low-income patients that enroll in health care coverage programs. - Increased use of preventative medical services by low utilizers. Capacity of healthy systems - Increased quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services - Increased referrals and coordination between healthcare providers and social non-medical services. - Increased enrollment and participation in public benefit p
2016 Needs Not Selected and Rationale KFH Vacaville has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH Vacaville because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize the impact of organizational resources. A number of community partners have undertaken initiatives to address the additional health needs as outlined below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH Vacaville will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Disease Prevention, Management, and Treatment Disease Prevention, Management, and Treatment refers to clinical treatment and management of chronic and infectious diseases such as cancer, heart disease, and STIs. In implementation planning, KFH Vacaville decided to partially address this need through strategies aimed to address Access to Care and Coverage, as these two health needs are interrelated. By investing in programs that will improve navigation to obtain access to appropriate care within the health care system, and by providing high quality care to Medi-Cal patients, KFH Vacaville will support chronic disease management and early screening for diseases. B. Affordable and Accessible Transportation Transportation needs identified in the KFH Vacaville service area are related to other issues addressed in this implementation plan, including community safety and access to health care. While KFH Vacaville did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Progress in achieving affordable and accessible transportation may require partnering with non-traditional partners, beyond health care providers. To achieve the greatest impact and maximize use of its resources, KFH Vacaville chose to address other health needs in this implementation plan. To the extent that access to transportation is identified as a key barrier to obtaining needed access to physical and behavioral health care, KFH Vacaville may address elements of this need as a method to improve access to preventative care and treatment. C. Economic and Housing Security Economic and Housing Security, defined principally by community residents as deep concerns about housing costs, the need for well-paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Vacaville. Although the Contributions Committee ranked Economic and Housing Security high with respect to criteria such as disparities/equity and CHNA prioritization, this health need was ranked low with respect to KP expertise, feasibility, and ability to leverage community assets. Ultimately, KFH Vacaville did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes of poverty and housing instability are complex, and collaborative partnerships are needed to address this health need. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions that promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 32, KFH - ANTIOCH EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 28 individuals through focus groups and individual interviews. In all, ASR consulted with 10 professional community representatives of various organizations and sectors through four key informant interviews and one focus group (with 6 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Mental/Behavioral health or violence prevention providers (1) - Other nonprofit agencies serving children, seniors, veterans, and/or families (1) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care ValleyCare - UCSF Benioff Childrens Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Antioch has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Antioch is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Antioch welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Antioch will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTH CARE ACCESS AND DELIVERY Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. Examples: - Provide grants for promotores/peer educator programs to connect monolingual non-English-speaking community members to healthcare. - Provide grants to connect low-income families and individuals to healthcare via free clinics. - Provide grants that support integration via the out-posting of behavioral health staff to primary care community clinics. - Collaborate with the East and Central County Access Action Team and the Access to Care Stakeholders group on issues of healthcare access in the community. - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - Support rotation of residents and trainees in community health centers. Expected Outcomes Access: - Increase in the number of low-income patients who receive health care services/coverage. - Increase in the number of low-income patients that enroll in health care coverage programs. Capacity of health systems: - Increase in the quality of care provided by safety net providers through PHASE protocol. - Improved capacity of health systems to provide population health management. - Increased integration of primary and specialty health care services. - Improved capacity of safety net providers to assuming capitated risk. Social non-medical services: - Increase in referrals and coordination to non-medical social services. - Increased enrollment and participation in public benefit programs. Workforce: - Increase in the number of people from underrepresented groups enrolling in education and job training programs. - Increase in the number of culturally and linguistically competent and skilled healthcare providers. B. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Antioch could make an impact in the community. The Contributions Committee thought it was feasible to address a total of three health needs given its local Community Benefit resources. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Antioch does not plan to address them at this time. They are listed below in alphabetical order. A. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Antioch. While KFH Antioch did not select this need because the Contributions Committee believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral health Oral health is essential to overall health. Oral diseases, from cavities to oral cancer, cause pain and disability. Barriers that can limit a person's use of preventive oral health interventions and treatments include: limited access to and availability of dental services; lack of awareness of the need for care; cost; and fear of dental procedures. KFH Antioch did not select this need because the Contributions Committee believed it was somewhat less feasible to address this need than the selected health needs. Also, there are relatively few evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are relatively few Kaiser Permanente regional assets available to leverage for it. C. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH Antioch did not select this need because it was of lower community priority than the selected health needs, and the Contributions Committee believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it. D. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. KFH Antioch did not select this need because it was of much lower community priority than the selected health needs, and the Contributions Committee believed it was less feasible to address this need than the selected health needs. Also, there are not many evidence-based practices that have been identified to ameliorate it, Kaiser Permanente has only moderate expertise in this topic, and there are not many Kaiser Permanente regional assets available to leverage for it. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 34, KFH - SOUTH SAN FRANCISCO EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The HCC contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 127 individuals through focus groups and individual interviews. In all, ASR consulted with 53 professional community representatives of various organizations and sectors through 29 key informant interviews and two focus groups (which included 24 participants total). These representatives either work in the health field or improve health and quality of life conditions by serving those from IRS-identified high-need populations. In the list below, the number in parentheses indicates the number of participants from each sector. - San Mateo County Public Health Department (1) - San Mateo County Health & Hospital System (5) - San Mateo County Supervisors or Commissioners (3) - Other San Mateo County employees (4) - Nonprofit agencies (34) - Faith-based leaders (2) - Business sector (3) - Private practice (1) Line 6a: - Dignity Health Sequoia Hospital - Hospital Consortium of San Mateo County - Kaiser Permanente, San Mateo Area - Lucile Packard Childrens Hospital Stanford - Peninsula Health Care District - Seton Medical Center and Seton Coastside, part of Verity Health - System Stanford Health Care - Sutter Health Mills-Peninsula Health Service line 6b: The HCC also includes members outside of the hospitals. These organizations are the San Mateo County Health Department and the San Mateo County Human Services Agency. Line 11: As part of the Kaiser Permanente integrated health system, KFH South San Francisco has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop, and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH South San Francisco is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH South San Francisco welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH South San Francisco will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For example: - Provide grants to programs that support access to healthy food through home-delivered meals, healthy retail projects, farmers markets, and garden-based education; and to programs that support physical activity in the community and at schools. - Provide grants to programs that encourage walking and biking, physical activity for older adults, and increase the percentage of students who meet Healthy Fitness Zone standards for aerobic capacity. - Participate in collaborative with health care and educational institutions to procure healthy food - Provide grants to support the development of active transportation policies and practices. - Provide KPs Educational Theater, programming that provides education in schools on health and wellness. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and cant afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Provide grants to programs that help low-income communities with health disparities prevent and manage cancer and chronic diseases, provide culturally-appropriate care navigation and connection to medical homes, and provide community-based case management and support services for homeless residents. - Partner with the San Mateo Healthy Communities Collaborative, a coalition of the countys nonprofit hospitals and public health department, to coordinate efforts to address the identified health needs of vulnerable residents. - Provide grants that support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth - Provide subsidized health car
2016 Needs Not Selected and Rationale The Community Benefit Advisory Committee (CBAC) chose a set of health needs that best met all of the selection criteria and for which KFH South San Francisco could make an impact in the community. The CBAC thought it was feasible to address a total of three health needs given its local community benefit resources, understanding that many of the remaining health needs could be addressed through strategies of the top three needs. The remaining health needs did not meet the criteria to the same extent as the chosen needs did. They are listed below in priority order. A. Violence and abuse Violence and intentional injury contribute to poorer physical health for victims, perpetrators, and community members. Crime in a neighborhood causes fear, stress, unsafe feelings, and poor mental health. Witnessing and experiencing violence in a community can cause long-term behavioral and emotional problems in youth. Although there are some ethnic disparities in county statistics on violence and abuse, by almost all measures these issues have been trending down in San Mateo County. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Behavioral Health can address the causes and consequences of violence and abuse. B. Cardiovascular Disease Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and the strategies under Healthy Eating / Active Living have been shown to prevent and reduce the risk of CVD/Stroke. C. Birth outcomes Improving the well-being of mothers, infants, and children is an important public health goal. Data indicators that measure progress in the topic area of birth outcomes include low birthweight, infant mortality, teen births, breastfeeding, and access to prenatal care. Overall, birth outcomes in San Mateo County meet Healthy People 2020 (HP2020) targets and are similar to California. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. D. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. KFH South San Francisco did not select this need because it was of somewhat lower community priority than the selected health needs, and some of the strategies under Access to Care can address it. E. Communicable diseases Communicable diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor communicable diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and strategies under Access to Care can address it. F. Transportation and traffic In the U.S. in 2010, 3.9 million motor vehicle crashes killed and injured nearly 33,000 people, at an estimated cost to the U.S. economy of $242 billion. Vehicle exhaust is a known risk factor for heart disease, stroke, asthma, and cancer. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are not many local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has little expertise in it. G. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH South San Francisco. While KFH South San Francisco did not select this need because the CBAC believed it was much less feasible to address given the resources available, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. H. Alzheimer's disease and dementia Alzheimer's disease is the most common form of dementia, a general term for memory loss and other intellectual abilities serious enough to interfere with daily life. Several factors determine the risk of developing dementia, including age and family history. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and some of the strategies under Access to Care and Behavioral Health can address it. I. Respiratory conditions Respiratory conditions include asthma, chronic obstructive pulmonary disorder (COPD), and others. Asthma in particular is considered a significant public health burden and its prevalence has been rising since 1980. KFH South San Francisco did not select this need because it was of lower community priority than the selected health needs, and the CBAC believed it was less feasible to address this need than the selected health needs. Also, strategies under Access to Care can focus on persons with these conditions. J. Unintentional injuries Unintended injuries are defined as those that are not purposely inflicted. The most common unintended injuries result from falls, motor vehicle crashes, poisonings, and drownings. Although most unintended injuries are predictable and preventable, they are a major cause of premature death and lifelong disability. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need than the selected health needs. Also, there are few local community assets and very few Kaiser Permanente regional assets available to leverage for it, and Kaiser Permanente has only moderate expertise in it. K. Climate change Maintaining a healthy environment is central to increasing quality of life and years of healthy life. Globally, almost 25% of all deaths and the total disease burden can be attributed to environmental factors. KFH South San Francisco did not select this need because it was of much lower community priority than the selected health needs, and the CBAC believed it was much less feasible to address this need locally than the selected health needs. Kaiser Permanente is addressing environmental concerns through national policies focusing on energy use, water conservation, transportation, etc. Line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 35, KFH - SAN RAFAEL EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members and leaders through key informant interviews and focus groups. Individuals identified by the Marin County CHNA Collaborative as having valuable knowledge, information, and expertise relevant to the health needs of the community were interviewed. Interviewees included representatives from the local public health department as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Other individuals from various sectors with expertise of local health needs were also consulted. A total of 20 key informant interviews were conducted during this needs assessment. Additionally, eight focus groups were conducted throughout Marin County. These groups were intentionally sampled to reach specific subpopulations of the county that were identified as high-risk populations by the Marin County CHNA Collaborative. These subpopulations included youth, adults in recovery from substance abuse, individuals experiencing homelessness, and residents in Marin City, Novato, San Geronimo, Canal, and West Marin. Focus groups were monolingual, conducted in either English or Spanish. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Many individuals who participated in focus groups identified as leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Line 6a: As has been done in Marin since 1996, Marin County's hospitals (Marin General, Novato Community Hospital, and KFH-San Rafael) worked in collaboration to complete a county-wide CHNA. Representatives from these institutions, joined by representatives from Marin County Health and Human Services and HMP, formed the 2016 Marin County CHNA Collaborative. line 6b: - Healthy Marin Partnership - Marin County Health and Human Services Line 11: As part of the Kaiser Permanente integrated health system, KFH San Rafael has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH San Rafael is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH San Rafael welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH San Rafael will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. Strategies mentioned below are those recommended by the Contributions Committee to direct community benefit support and investments. A. Healthy Eating Active Living Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g. obesity, diabetes, CVD). Intermediate Goals - Improve healthy eating among residents in low income, under-resourced communities. - Increase physical activity among residents in low income, under-resourced communities. Strategies Healthy eating strategies - Increase access to healthy, affordable foods, including fresh produce, and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. For Example - Grant funding for countywide food recovery and distribution in Marin; healthy eating education programs; and wellness policy and program implementation in schools. - Partner with Healthy Marin Partnership, HEAL Zone 2.0, and the Community Health Initiative of the Petaluma Area to collaboratively address healthy eating active living. - Grant funding for school-based physical activity programs and wellness policy and program implementation in schools. - Participate in Marin County of Education's County-wide Wellness Initiative. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Support sustainable food distributors by purchasing locally produced fruits and vegetables. - Support local restaurants and caterers that meet healthy food guidelines. - Host farmers markets at KP facilities. Expected Outcomes Healthy eating - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs Physical activity - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well trained health care workforce that provides culturally sensitive health care. Strategies Access strategies - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health system strategies - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical service strategies - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low income populations. Workforce strategies - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For Example - Participate in Medi-Cal Managed care and Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide grant funding for: programs that expand the use of patient navigators, promotores or community application assisters, in clinic and community settings. - Provide physician and KP staff volunteers at events that provide surgical, specialty, and diagnostic services to low-income, uninsured people. - National Facility Services in-kind consultation on design and construction for safety net capital projects. - Provide input and expertise to education and community partners to inform curricula, training and health career ladder/pipeline programs. - Partner
2016 Needs Not Selected and Rationale KFH San Rafael has unique resources, expertise, and capacity to dedicate to the four chosen health needs. The remaining health needs prioritized in the 2016 CHNA will not be addressed by KFH San Rafael because the facility has chosen to concentrate resources in health need areas where Kaiser Permanente can align with existing local and regional efforts, and maximize impact of organizational resources. A number of community partners have undertaken initiatives to address the needs, below. While this Implementation Strategy Report responds to the CHNA and Implementation Strategy requirements in the Affordable Care Act and IRS Notices, it is not exhaustive of everything we do to enhance the health of our communities. KFH San Rafael will look for collaboration opportunities that address needs not selected where it can appropriately contribute to addressing those needs. The needs that will not be addressed are: A. Economic and Housing Insecurity Economic and Housing Insecurity, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH San Rafael. KFH San Rafael did not select this need because our expertise is stronger in other areas and thus we may be better positioned to leverage our resources to affect positive change towards other health needs. However, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. B. Oral Health Oral Health, while a concern in Marin County, was the second-lowest ranked health need. Further, KFH San Rafael does not have extensive expertise in the field of oral health. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to increase residents' access to health insurance, which in turn may increase access to dental health care, as well as support residents in eating healthier diets, which addresses some of the causes and impact of poor oral health outcomes. C. Violence and Injury Violence and Injury, while a concern in Marin County, was the lowest ranked health need. Further, the causes of violence and injury are broad, and the solutions extend beyond specific communities across the Region, and State. To achieve the greatest impact and maximize use of its resources, KFH San Rafael chose to address higher-priority health needs. KFH San Rafael intends to explore opportunities to support residents in accessing behavioral health resources, support effective connections to social services, and help prepare community residents to be successful in seeking jobs and careers, in order to address both the causes and impact of violence and injury. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 36, KFH - RICHMOND EXPLANATIONS, PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR consulted with 39 professional community representatives of various organizations and sectors through 21 key informant interviews and two focus group (which included 18 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County and City Public Health (8) - Other health centers or systems (9) - Mental/Behavioral health or violence prevention providers (6) - School system representatives (2) - City or county government representatives (1) - Nonprofit agencies providing basic needs (2) - Other nonprofit agencies serving children, seniors, veterans, and/or families (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of its first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Richmond each has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Richmond is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Richmond welcomes future opportunities to enhance their strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Richmond each will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. ACCESS TO CARE AND COVERAGE Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low-income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low-income and vulnerable populations. - Develop a diverse, well-trained health care workforce that provides culturally sensitive health care. Strategies Access strategies: - Provide high-quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at KP facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity of health systems strategies: - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social non-medical services strategies: - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce strategies: - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed care. - Participate in Medi-Cal Fee for Service. - Provide subsidized health care coverage to children (18 & under) in low-income families (up to 300% FPL) who lack access to other sources of coverage. - Provide Medical Financial Assistance. - Support effort to improving health care access and utilization - Fund programs and/or providers to improve access to care for chronic health conditions (i.e. asthma, diabetes, comorbidities). - Fund programs and/or organizations to conduct targeted outreach and screening for chronic unmanaged health conditions specific to geographic area. - Fund safety net providers (e.g., community clinics) to expand & improve primary care access, navigation, & services. - Fund programs and/or organizations via local grants to provide case management and social services at health care centers. - Participate in Healthy Richmond Collaborative and Oakland and West Contra Costa Clinic Consortium. - Participate in Community Health Center Network (CHCN), a partnership of community health centers committed to enhancing our ability to provide comprehensive, quality health care in a manner respectful of community traditions and values. - Partner with Operation Access, a nonprofit dedicated to providing access to free surgery and specialty care, to enable KP medical volunteers to provide free outpatient consultations, specialty care, and same-day surgery appointments to uninsured patients. - Support via regional grants population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Support community health centers and public hospital organizations to participate successfully in waiver and demonstration programs moving from fee for service to capitation. - Support screening for social non-medical service needs and referrals to community services. - Support pilot demonstration projects with faith-based organizations to connect caregivers and patients with end of life planning and other services. - Support pathway programs to increase the diversity of the healthcare workforce by providing mentorship, academic enrichment, leadership development, and career exposure to disadvantaged and minority youth. - Support via programs that prepare under-represented students for success in the medical school application process. - Support successful recruitment and retention efforts to address workforce shortages in the health care safety net. - Implement health care workforce pipeline programs to introduce diverse, under-represe
2016 Needs Not Selected and Rationale The Contributions Committee was careful to choose a set of health needs that best met all of the selection criteria and for which KFH Richmond could make an impact in the community. The Contributions Committee thought it was feasible to address the health needs listed above, given its local community benefit resources and, in the case of Economic Security for Oakland, the clear and substantial local commitment to addressing the need. The remaining health needs did not meet the criteria to the same extent as the chosen needs did; therefore, KFH Richmond does not plan to address them at this time. They are listed below in alphabetical order. A. Asthma Although Asthma was not selected as a standalone top priority, the Contributions Committee agreed to address asthma under Healthcare Access and Delivery. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Although cancer was not selected as standalone top priority, the Contributions Committee agreed to address cancer under Health Access and Delivery. Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. Kaiser Permanente in the East Bay is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Economic Security Economic Security, defined by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Richmond. KFH Richmond did not select this need because it is much less feasible to address locally than the other selected health needs given the resources required to have an impact. However, we understand that the causes are broad, and the solutions can extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities regionally to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. D. Infectious diseases Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious diseases were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. E. Sexually-Transmitted Infections Sexually- transmitted infections are diseases that are primarily transmitted through direct sexual contact with an infected individual or their discharge (such as blood or semen). They include HIV/AIDS, syphilis, chlamydia, gonorrhea, and genital herpes. Communicable diseases such as sexually transmitted infections are closely monitored by various public health agencies to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Sexually-transmitted infections were not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. Kaiser Permanente in the East Bay believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease sexually-transmitted infections in the community as well. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
A, 37, KFH - FREMONT EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: The Hospitals contracted with Applied Survey Research (ASR) to conduct the primary research. Community input was provided by a broad range of community members through the use of key informant interviews and focus groups. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. In all, ASR gathered community input from 54 individuals through focus groups and individual interviews. In all, ASR consulted with 44 professional community representatives of various organizations and sectors through 18 key informant interviews and three focus groups (which included 26 participants). These representatives either work in the health field or improve health conditions by serving those from the target populations. In the list below, the number in parentheses indicates the number of participants from each sector. - County Public Health (5) - Other health centers or systems (11) - Mental/Behavioral health or violence prevention providers (12) - School system representatives (2) - City or county government representatives (3) - Nonprofit agencies providing basic needs (11) Line 6a: - John Muir Health - Kaiser Foundation Hospital - Antioch - Kaiser Foundation Hospital - Walnut Creek - Kaiser Foundation Hospital - Oakland - Kaiser Foundation Hospital - Richmond - Kaiser Foundation Hospital - Fremont - Kaiser Foundation Hospital - San Leandro - St. Rose Hospital - San Ramon Regional Hospital - Stanford Health Care - ValleyCare - UCSF Benioff Children's Hospital Oakland - Washington Hospital Healthcare System Line 6b: While there was no formal collaboration between the Hospitals and other organizations, the Hospitals invited representatives from the public health departments of the City of Berkeley, County of Alameda, and the County of Contra Costa to one of their first joint meetings. These representatives presented local public health data and shared about local efforts to improve health outcomes. The Hospitals discussed these issues with these public health representatives and increased their knowledge of the health needs in their respective communities. Line 11: As part of the Kaiser Permanente integrated health system, KFH Fremont has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities. - Leverage or enhance public health department activities. - Advance increased general knowledge through education or research that benefits the public. - Otherwise would not become the responsibility of government or another tax-exempt organization. KFH Fremont is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Fremont welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Fremont will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. HEALTHY EATING ACTIVE LIVING Long-term Goal All community members eat better and move more as part of daily life in order to prevent and reduce the impact of chronic conditions (e.g., obesity, diabetes, cardiovascular disease). Intermediate Goals - Improve healthy eating among residents in low-income, under-resourced communities. - Increase physical activity among residents in low-income, under-resourced communities. Strategies Healthy eating strategies: - Increase access to healthy, affordable foods (including fresh produce), and decrease access to unhealthy food. - Increase access to free, safe drinking water. - Reduce access to and appeal of sugar sweetened beverages. - Increase enrollment in and use of federal food programs. Physical activity strategies: - Increase access to safe parks and public spaces. - Increase opportunities for active transportation. - Increase access to physical activity opportunities in the community. - Increase access to physical activity opportunities in schools. Examples: - Provide grants to increase access to affordable, healthy foods in schools, workplaces, community settings, and programs that serve low-income persons. - Support Thriving Schools, an initiative that targets resources to schools in low income neighborhoods to improve the health and wellness of students and employees through improved nutrition, increased physical activity, and access to health care. - Participate in the Alameda County Building Blocks Collaborative and other coalitions to support policies that promote healthy eating and encourage access to affordable, healthy foods. - Provide grants for use of promotores (i.e., peer educators) through safety net clinics to assist with enrollment in SNAP. - Provide grants to food banks and other local nonprofit organizations in underserved neighborhoods to assist in SNAP enrollment. - Participate in coalitions to support evidence-based, community-driven advocacy efforts to influence infrastructure and policies that increase the use of safe public spaces. - Support institutional healthy food procurement. - Provide KP's Educational Theater, programming that provides education in schools on health and wellness. - Design new KP facilities in ways that promote active transportation, whenever possible. Expected Outcomes Healthy eating: - Increased consumption of fruits and vegetables. - Increased consumption of water. - Decreased consumption of sugar sweetened beverages (SSBs). - Increased enrollment and participation in federal food programs. Physical activity: - Increased use of parks and public spaces. - Increased walking and biking to school and work. - Increased physical activity. B. BEHAVIORAL HEALTH Long-term Goal All community members experience social/emotional health and wellbeing and have access to high-quality behavioral health care services when needed. Intermediate Goals - Expand prevention and support services for mild to moderate behavioral health conditions. - Decrease stigma associated with seeking behavioral health services among vulnerable and diverse populations. - Develop a diverse, well-trained behavioral health care workforce that provides culturally sensitive behavioral health care. - Increase access to culturally and linguistically appropriate behavioral health services for vulnerable and low-income populations. Strategies Prevention strategies: - Provide screening and identification related to behavioral health needs among low-income, vulnerable, and uninsured populations and connect them with the appropriate services or support. - Support opportunities to prevent and reduce the misuse of drugs and alcohol. - Provide access to programs, services or environments that evidence suggests improves overall social/emotional wellness. Destigmatization strategies: - Support opportunities to reduce stigma through education and outreach in school, community and workforce settings. Workforce strategies: - Support the recruitment, hiring and retention of a diverse, culturally competent behavioral health care workforce in the clinical and community-based settings. - Increase access to training and education for diverse populations currently underrepresented in the behavioral health care workforce. Access strategies: - Provide high-quality behavioral health care to Medi-Cal participants. - Promote integration of care between primary and behavioral health care. - Improve navigation to appropriate care within the health care system and support services in the community. - Increase the capacity to respond appropriately to individuals and/or communities that have experienced trauma
2016 Needs Not Selected and Rationale The Contributions Committee was careful to recommend a set of health needs that could make an impact in the community: Healthy Eating, Active Living, Behavioral Health, Community and Family Safety, and Health Care Access and Delivery. Therefore, the remaining health needs for this area (listed below in alphabetical order) will not be addressed by KFH Fremont, because these needs did not meet the criteria to the same extent that the chosen needs did, and more specifically for the following reasons. A. Asthma is a chronic inflammatory disorder of the airways characterized by episodes of reversible breathing problems due to airway narrowing and obstruction. These episodes can range in severity from mild to life threatening. Asthma affects people of every race, sex, and age; however, significant disparities in asthma morbidity and mortality exist, in particular for low-income and minority populations. Asthma was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, few evidence-based strategies were identified that could be applied to this health need. KFH Fremont is better positioned to address asthma management via healthcare access and delivery strategies. B. Cancer Cancer is the second most common cause of death in the United States. Behavioral and environmental factors play a large role in reducing the nation's cancer burden, along with the availability and accessibility of high-quality screening. Cancer was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. KFH Fremont is better positioned to address drivers of cancer via strategies related to healthy eating and active living, and ethnic disparities in cancer incidence and mortality rates via healthcare access and delivery strategies. C. Cardiovascular Disease/Stroke Nationally, more than one in three adults (81.1 million) lives with one or more types of cardiovascular disease. In addition to being the first and third leading causes of death in the U.S., heart disease and stroke result in serious illness and disability, decreased quality of life, and hundreds of billions of dollars in economic loss every year. KFH Fremont is better positioned to address drivers of these needs via strategies related to healthy eating and active living. Kaiser Permanente believes that strategies intended to address the community's healthy eating and active living needs have the potential to decrease cardiovascular disease and stroke in the community as well. D. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Fremont. While KFH Fremont did not select this need because the Contributions Committee believed it was much less feasible to address this need given limited resources, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure, and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. E. Infectious Disease Infectious diseases remain a major cause of illness, disability, and death. Various public health agencies closely monitor infectious diseases to identify outbreaks and epidemics, provide preventive treatment and/or targeted education programs, and allocate resources effectively. Infectious Disease was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. This need is already being monitored and addressed by the county public health department. KFH Fremont believes that certain healthcare access and delivery strategies, such as screenings and vaccinations, have the potential to decrease infectious disease in the community as well. F. Maternal and Child Health Improving the well-being of mothers, infants, and children is an important public health goal. The topic area of maternal and child health addresses a wide range of conditions, health behaviors, and health systems indicators that affect the health, wellness, and quality of life of women, children, and families. The risk of maternal and infant mortality and pregnancy-related complications can be reduced by increasing access to quality preconception (before pregnancy) and interconception (between pregnancies) care. Maternal/child health was not a high priority of the community (i.e., the prioritization score was lower) compared to other needs. In addition, relatively few community resources were identified, providing fewer opportunities for leverage. KFH Fremont is better positioned to address this need from a prevention standpoint via healthcare access and delivery strategies and via strategies related to healthy eating and active living. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
B, 38, KFH - MORENO VALLEY EXPLANATIONS PART V, SECTION B. ************************************************************************ LINE 5: Community input was solicited from stakeholders that represented broad interests in the community, including, the health care sector (e.g. hospitals, clinics and providers), mental health, nonprofit and community-based organizations (e.g grassroots, food pantries, coalitions), county and city agencies and programs (e.g. public health department, city planners, school districts), public health experts and professionals, social service providers (e.g. family assistance, children services, domestic violence) and academic institutions (e.g. colleges and universities). Local community stakeholders participated in focus groups or key informant interviews to discuss health needs, health barriers, and health assets in their respective community. Stakeholders with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from state, local, tribal, or other regional governmental public health departments (or equivalent department or agency) as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. LINE 6A: KFH-Moreno Valley collaborated with KFH-Riverside. LINE 11: Health Need 1: Access to Care Access to Care Long-Term Goal All community members have access to timely, coordinated, high quality health care from a trained and diverse workforce. Access to Care Intermediate Goals - Increase coverage and access to comprehensive, quality health care services for low income and uninsured populations - Improve the capacity of health care systems to provide quality health care services, including the social and non-medical needs of their patients. - Improve the capacity of the primary care workforce to meet community needs. - Enhance individuals' utilization of the community based health delivery system Access to Care Strategies - Support targeted outreach, enrollment, and retention efforts to increase access to health care coverage, particularly among communities of color and immigrant populations, where disparities in both access to care and health care coverage is greatest - Develop solutions that address the health care needs of people who do not qualify for low-cost or no-cost health insurance, including but not limited to undocumented individuals. - Support policies and programs that improve ability of the health care organizations to assess upstream factors and coordinate with community based preventive services - Improve the quality improvement (QI) infrastructure of health care organizations by supporting capacity to use data, leadership training, business operations and through other infrastructure building strategies - Provide training for medical providers on the provision of culturally competent care to diverse populations. - Reduce barriers to access to care by providing language interpretation, transportation, non-traditional access points, and/or other supportive services. - Support policies and programs that improve public understanding of the health care delivery system and the onboarding and orientation for new patient members Access to Care Resources and Partners - Community Health Care Access (formerly Community Surgery Day) for uninsured residents in partnership with community clinics - Family Medicine Residency Program - Partners such as the Riverside University Health System, local FQHCs, community clinics, and more. Access to Care Expected Outcomes - Enrollment continues to rise, especially in low-income communities and communities of color - Individuals who do not qualify for low-cost or no-cost health insurance (e.g., undocumented individuals) have at least one option for seeking medical treatment - Increased referrals and coordination between health care providers and community-based efforts - Increased efforts to address health predictors and other upstream factors in community outreach - Health care organizations have increased opportunities for professional development and infrastructure improvements, esp. data analysis, leadership training, and business operations - There is an increase in the number of medical providers who receive continuing education in providing culturally competent care - Increased availability of medical care in preferred language, utilizing qualified interpreter services - Multiple low-cost transportation options are available when traveling to-and-from care - Increased number of patients accessing care at non-traditional access points - Greater public understanding of the health care system and coverage options - New patient members are successfully onboarded and understand their benefits Health Need 2: Obesity/Diabetes/HEAL Obesity/Diabetes/HEAL Long-Term Goal All Community Members eat healthy and move more as part of daily life. Obesity/Diabetes/HEAL Intermediate Goals - Improve access to opportunities for physical activity in the community - Improve access to healthy food options in the community - Improve linkages between health care services and community-level services Obesity/Diabetes/HEAL Strategies - Support new and improved policies and environments that support active transportation and physical activity (e.g. safe pedestrian bicycle routes) - Support policies that prioritize underserved neighborhoods for park investments and encourage communities to use parks to their full potential - Support local governments, schools and/or community based organizations to provide healthy food options (including accessible drinking water) and to adopt healthy food policies, including procurement practices - Support local governments, schools and/or community-based organizations to enroll community members into available food programs such as WIC, Cal Fresh, etc. - Promote use of Cal Fresh and WIC benefits at farmer's markets for purchasing fresh fruits and vegetables - Support programs that improve referral of patients to evidence-based health promotion programs that teach self-management and empowerment techniques for chronic disease management and prevention. - Support collaboration between health care providers and community-level services to support patients' needs related to upstream determinants of health, such as access to healthy food at local grocery stores and addressing violence-free neighborhoods - Support programs-particularly evidence-based programs-that address diabetes prevention, education, and self-management. Obesity/Diabetes/HEAL Resources and Partners - HEAL Zone Initiative - Thriving Schools Initiative - Pediatric Obesity Champion - Partners such as local cities, coalitions, collaboratives, foundations, after-school programs for children, and many more. Obesity/Diabetes/HEAL Expected Outcomes - Increased options are available for safe active transportation - The number of people using active transportation has increased - Existing parks are improved to encourage greater use - Local organizations adopt and implement policies and environments that increase availability and encourage consumption of nutritious foods - Reduced unhealthy food consumption in participating organizations - Increased availability of free, clean drinking water across the community and in schools - Increased enrollment of eligible individuals into federal food programs - Increased use of federal food program benefits at farmers' markets - Increased consumption of fruits and vegetables among those receiving federal food program benefits - Increased number of available evidence-based health promotion programs are available in the community at no-or-low cost - Increased attendance at health promotion programs - Improved feelings of self-efficacy and ability to prevent/manage chronic disease - Increased number of people with diabetes who take a self-management course - Increased ability of people with diabetes to manage their blood sugar levels and avoid serious diabetic complications - Improved referrals and coordination between health care providers and community-based resources/programs - Increased collaboration between health care providers and non-traditional partners (e.g., police, local merchants, etc.) Health Need 3: Mental Health Mental Health Long-Term Goal All community members have optimal levels of mental health and well-being and access to high quality mental and behavioral health care services when needed. Mental Health Intermediate Goals - Improve the knowledge, capacity and infrastructure of health care, organizations and communities to address mental and behavioral health - Promote positive mental health by fostering community cohesion and social and emotional support Mental Health Strategies - Support integration of health care with community-based mental health services, such as: training of health care providers to identify mental and behavioral health needs, pati
A, 39, KFH - MANTECA EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 5: Community input was provided by a broad range of community members through the use of key informant interviews, focus groups, and/or surveys. Individuals with the knowledge, information, and expertise relevant to the health needs of the community were consulted. These individuals included representatives from local public health departments as well as leaders, representatives, or members of medically underserved, low-income, and minority populations. Additionally, where applicable, other individuals with expertise of local health needs were consulted. A community survey was administered to 2,927 residents of San Joaquin County in the participant's self-identified dominant language (English or Spanish) or verbally in other languages (Hmong or Cambodian). Approximately 10% of surveys were administered in Spanish. The survey was available online and in a paper version. Among all respondents, 19.2% were under age 25 and 7.2% were over age 60. Respondents were 71.7% female, 43.0% identified as Latino, and 26.6% spoke Spanish at home. A total of 34 individuals identified by the Core Planning Group as having valuable knowledge, information, and expertise were interviewed. Interviewees included representatives from the local public health department, as well as leaders, representatives, and members of medically underserved, low-income, minority populations, and those with a chronic disease. Other individuals from various sectors with expertise in local health needs were also consulted. To maximize resources and strengthen relationships, all interviews were conducted by members of the Core Planning Group. Additionally, 29 focus groups were conducted throughout the County, reaching 348 residents. To maximize resources and leverage relationships with community groups and residents, these groups were facilitated by local volunteers who had been trained by MIG staff. Community partners provided invaluable assistance in recruiting and enrolling focus group participants. Individuals who participated in focus groups included leaders, representatives, or members of medically underserved, low-income, chronically diseased, and minority populations. Participants also represented a breadth of geographic regions, racial/ethnic subpopulations, and age categories. Line 6a: The core Planning group consisted of the following organizations: - Community Medical Centers - Community Partnership for Families of San Joaquin - Dameron Hospital Association - Dignity Health - St. Joseph's Medical Center - First 5 San Joaquin - Health Net - Health Plan of San Joaquin - San Joaquin County Public Health Services - Sutter Tracy Community Hospital Line 6b: The other partner organizations that are members of the San Joaquin County Community Health Assessment Committee and participated in the assessment include: Community Partnership for Families, First 5 San Joaquin, Community Medical Centers, Inc., San Joaquin County Public Health Services, Health Net of California, Health Plan of San Joaquin, Scan Health Plan, San Joaquin County Office of Education, National Alliance on Mental Illness (NAMI), Catholic Charities, California Center for Public Health Advocacy, Lao Family Community Empowerment, Inc., St. Mary's Dining Room, Wallach & Associates, San Joaquin County Behavioral Health Services, Community Development, City of Stockton, Delta Health Care, El Concilio, City of Tracy Parks and Recreational Services, Tracy Unified School District, Counseling and More, Journey Christian Church, Reich's Pharmacy, City of Tracy City Council, Child Abuse Prevention Council, Stockton City Council, San Joaquin County Probation, Emergency Food Bank San Joaquin, Family Resource & Referral, San Joaquin County Data Co-Op, Regional Transit Division, County Office of Education, People and Congregations Together (PACT), University of the Pacific, Business Council of San Joaquin County, Asian-American Chamber of Commerce, San Joaquin Hispanic Chamber of Commerce, League of Women Voters of San Joaquin County, UC Cooperative Extension, San Joaquin County Housing Authority, Aging and Community Services, San Joaquin Council of Governments, and Business Forecasting Center. Line 11: As part of the Kaiser Permanente integrated health system, KFH Manteca has a long history of working internally with Kaiser Foundation Health Plan, The Permanente Medical Group, and other Kaiser Foundation Hospitals, as well as externally with multiple stakeholders, to identify, develop and implement strategies to address the health needs in the community. These strategies are developed so that they: - Are available broadly to the public and serve low-income individuals. - Reduce geographic, financial, or cultural barriers to accessing health services, and if they ceased would result in access problems. - Address federal, state, or local public health priorities - Leverage or enhance public health department activities - Advance increased general knowledge through education or research that benefits the public - Otherwise would not become the responsibility of government or another tax-exempt organization KFH Manteca is committed to enhancing its understanding about how best to develop and implement effective strategies to address community health needs and recognizes that good health outcomes cannot be achieved without joint planning and partnerships with community stakeholders and leaders. As such, KFH Manteca welcomes future opportunities to enhance its strategic plans by relying on and building upon the strong community partnerships it currently has in place. KFH Manteca will draw on a broad array of strategies and organizational resources to improve the health of vulnerable populations within our communities, such as grantmaking, in-kind resources, collaborations and partnerships, as well as several internal KFH programs. The goals, outcomes, strategies, and examples of resources planned are described below for each selected health need. A. Access to Care and Coverage Long-term Goal All community members have access to high quality, culturally and linguistically appropriate health care services in coordinated delivery systems. Intermediate Goals - Increase access to comprehensive health care services for low income and vulnerable populations. - Improve the capacity of health care systems to provide quality health care services. - Increase access to social non-medical services that support health for low income and vulnerable populations. - Develop a diverse, well -trained health care workforce that provides culturally sensitive health care. Strategies Access - Provide high quality medical care to Medi-Cal participants. - Provide access to comprehensive health care coverage to low-income individuals and families. - Provide financial assistance to low-income individuals who receive care at Kaiser Permanente facilities and can't afford medical expenses and/or cost sharing. - Support outreach, enrollment, retention and appropriate utilization of health care coverage programs. - Increase access to primary and specialty care. Capacity and Health Systems Management - Increase capacity of systems and individuals to adopt population health management. - Increase capacity of systems to participate in value-based care. - Improve navigation to obtain access to appropriate care within the health care system. - Promote integration of care between primary and specialty care, including behavioral health care. Social Non-medical Services - Increase and systematize access to needed social non-medical services. - Provide support to increase enrollment in public benefit programs (including federal food programs) among vulnerable and low-income populations. Workforce - Increase access to training and education for diverse populations currently underrepresented in the health care workforce. - Support the recruitment, hiring and retention of a diverse, culturally competent health care workforce in the clinical and community based settings. For example: - Participate in Medi-Cal Managed Care and Medi-Cal Fee for Service - Partner with Healthier Communities Coalition (HCC), San Joaquin Hospital, and Community Medical Centers to increase access to quality care for Medi-Cal recipients, particularly for migrant and Pacific Islander populations. Support targeted outreach and enrollment for specific populations for programs for which they are eligible. - Collaborate with Catholic Charities on disseminating promotoras model in San Joaquin County. - Partner with California School Based Health Alliance to support school based health center model dissemination to provide access to services on school campuses. - Support organizations that provide navigation to free and reduced cost services for specialty care. - Support population health management approaches that improve health outcomes for safety net patients with diabetes and hypertension. - Provide access to Kaiser Pe
2016 Needs Not Selected and Rationale While there is an important relationship between education and health, this need was not selected to address as KFH Manteca does not have the experience or organizational assets to leverage to make a meaningful contribution to addressing education. Furthermore, other organizations in the community are working to address this need. A. Youth growth and development Youth growth and development refers to the healthy physical, social, and emotional development of young people and lays a foundation for physical and mental/behavioral health and chronic disease prevention. KFH Manteca has limited organizational expertise or resources to leverage in this area and other agencies in the service area are addressing this need. B. Economic Security Economic Security, defined principally by community residents as deep concerns about housing costs, the need for good paying jobs, and affordable public transportation, was identified in each of the communities served by KFH Manteca. KFH Manteca did not select this need locally because the facility alone does not have the resources to make a meaningful contribution to address economic security. While KFH Manteca did not select this need, we understand that the causes are broad, and the solutions extend beyond specific communities across the Region, and State. Investments into community infrastructure and solving the crisis of affordable housing requires many non-traditional partners, beyond health care providers. Kaiser Permanente intends to explore opportunities to support innovative solutions to promote affordable housing, prepare community residents to be successful in seeking jobs and careers, and support effective connections to social services, to address both the causes and impact of economic security. C. Violence and injury This need will be addressed in part by strategies conducted under Behavioral Health. KFH Manteca does not have the same expertise as it has in the other selected health need areas and other agencies are implementing strategies to prevent violence and injury. D. Access to housing While access to housing is important to overall health and well being, access to housing was ranked as a moderate priority in the CHNA report. KFH Manteca does not have sufficient local resources or to leverage in this area. Housing is a component of overall economic security and will likely be addressed by Kaiser Permanente's overall commitment as an organization to addressing this important need. E. Oral health KFH Manteca does not offer dental services and does not have oral health expertise in house. Oral health scored next to last in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on a prevention level). F. Asthma/air quality Asthma/air quality scored lowest of all health needs in the CHNA analysis of secondary data (in terms of severity, disparities, impact, and ability to intervene on prevention level). KFH Manteca perceives limited ability to leverage organizational assets to address asthma. line 13a: KP PROVIDES A 100% DISCOUNT TO ALL CHARITY ELIGIBLE PATIENTS REGARDLESS OF WHETHER THEY ARE UNINSURED OR UNDERINSURED. THE DISCOUNT AMOUNT IS NOT ADJUSTED BASED ON INCOME LEVEL. Line 13h: A PATIENT OF ANY HOUSEHOLD INCOME LEVEL WITH INCURRED OUT-OF-POCKET MEDICAL AND PHARMACY EXPENSES FOR ELIGIBLE SERVICES OVER A 12 MONTH PERIOD GREATER THAN OR EQUAL TO 10% OF THEIR ANNUAL HOUSEHOLD INCOME IS ELIGIBLE FOR CHARITY CARE. THIS CRITERIA MAY APPLY FOR SPECIFIC PRODUCTS / BENEFITS. Line 16J: THE FAP PROGRAM MATERIALS FOR NORTHERN CALIFORNIA REGION ARE AVAILABLE ON THE KP WEBSITE AT WWW.KP.ORG//MFA/NCAL
C, 33,40,41 MHS, KULA, LANAI EXPLANATIONS PART V, SECTION B. ********************************************************************** LINE 2: IN JULY 2017 MAUI HEALTH SYSTEM TOOK OVER THE OPERATIONS OF THE THREE STATE FACILITIES (MAUI MEMORIAL MEDICAL CENTER, KULA HOSPITAL, AND LANAI COMMUNITY HOSPITAL) ON THE ISLANDS OF MAUI AND LANAI. THE GROUP OF FACILITIES IS NOW KNOWN AS MAUI HEALTH SYSTEM, A KAISER FOUNDATION HOSPITALS, LLC (MHS). LINE 5: COMMUNITY INPUT WAS PROVIDED BY A BROAD RANGE OF COMMUNITY MEMBERS THROUGH THE KEY INFORMANT INTERVIEWS. INDIVIDUALS WITH KNOWLEDGE, INFORMATION, AND EXPERTISE RELEVANT TO THE HEALTH NEEDS OF THE COMMUNITY WERE CONSULTED. THESE INDIVIDUALS INCLUDED REPRESENTATIVES FROM THE STATE, LOCAL, TRIBAL, OR OTHER REGIONAL GOVERNMENTAL PUBLIC HEALTH DEPARTMENTS (OR EQUIVALENT DEPARTMENT OR AGENCY) AS WELL AS LEADERS, REPRESENTATIVES, OR MEMBERS OF MEDICALLY UNDERSERVED, LOW-INCOME, AND MINORITY POPULATIONS. ADDITIONALLY, WHERE APPLICABLE, OTHER INDIVIDUALS WITH EXPERTISE OF LOCAL HEALTH NEEDS WERE CONSULTED. THE QUALITATIVE DATA USED IN THIS ASSESSMENT CONSIST OF KEY INFORMANT INTERVIEWS COLLECTED IN 2014 BY STORYLINE CONSULTING, AND FOLLOW UP INTERVIEWS CONDUCTED IN 2017 BY THE CENTER FOR COMMUNITY HEALTH AND EVALUATION. KEY INFORMANTS ARE INDIVIDUALS RECOGNIZED FOR THEIR KNOWLEDGE OF COMMUNITY HEALTH IN ONE OR MORE HEALTH AREAS. IN SEPTEMBER OF 2014, 17 KEY INFORMANTS WHO HAD BEEN IDENTIFIED BY THE HEALTHCARE ASSOCIATION OF HAWAII ADVISORY COMMITTEE WERE INTERVIEWED FOR THEIR KEY KNOWLEDGE ABOUT COMMUNITY HEALTH NEEDS, BARRIERS, STRENGTHS, AND OPPORTUNITIES (INCLUDING THE NEEDS FOR VULNERABLE AND UNDERSERVED POPULATIONS). IN MANY CASES, THE VULNERABLE POPULATIONS ARE DEFINED BY RACIAL/ETHNIC GROUPS, AND THIS ASSESSMENT. INTERVIEW TOPICS WERE NOT RESTRICTED TO THE HEALTH AREA FOR WHICH A KEY INFORMANT WAS NOMINATED. IN ADDITION, IN DECEMBER 2017, FIVE INDIVIDUALS WERE INTERVIEWED IN ORDER TO CORROBORATE AND UPDATE PAST FINDINGS AND TO LEARN ABOUT EMERGING NEEDS. LINE 6a: OTHER HOSPITAL FACILITIES THAT PARTICIPATED IN THE CHNA PROJECT WERE: CASTLE MEDICAL CENTER, SUTTER HEALTH KAHI MOHALA BEHAVIORAL HEALTH, KAISER PERMANENTE MEDICAL CENTER, KAPIOLANI MEDICAL CENTER FOR WOMEN & CHILDREN, KUAKINI MEDICAL CENTER, MOLOKAI GENERAL HOSPITAL, NORTH HAWAII COMMUNITY CENTER, PALI MOMI MEDICAL CENTER, REHABILITATION HOSPITAL OF THE PACIFIC, SHRINERS HOSPITAL FOR CHILDREN HONOLULU, STRAUB CLINIC & HOSPITAL, THE QUEENS MEDICAL CENTER, THE QUEENS MEDICAL CENTER WEST OAHU, WAHIAWA GENERAL HOSPITAL, WILCOX MEMORIAL HOSPITAL. LINE 6b: THE FOLLOWING ORGANIZATIONS SHARED INSIGHT AND KNOWLEDGE ABOUT HEALTHCARE, PUBLIC HEALTH, AND THEIR RESPECTIVE COMMUNITIES AS PART OF THIS GROUP. GARDEN ISLE REHABILITATION & HEALTHCARE CENTER, HAWAII COMMUNITY FOUNDATION, KOHALA HOSPITAL, STAY AT HOME HEALTHCARE SERVICES, KAISER PERMANENTE HAWAII, HAWAII HEALTH SYSTEM CORPORATION, EAST HAWAII REGION, STATE DEPARTMENT OF HEALTH, SPARK M. MATSUNAGA VA MEDICAL CENTER, CMS, NORTH HAWAII COMMUNITY HOSPITAL, STATE DEPARTMENT OF HEALTH, KOHALA HOME HEALTH CARE OF NORTH HAWAII COMMUNITY, HEALTHCARE ASSOCIATION OF HAWAII, STATE OF HAWAII, OFFICE OF THE GOVERNOR, NORTH HAWAII COMMUNITY HOSPITAL, HAWAII PRIMARY CARE ASSOCIATION, HILO MEDICAL CENTER, STATE DEPARTMENT OF PUBLIC SAFETY, HAWAII HEALTH SYSTEMS CORPORATION, KAUAI REGION, KONA COMMUNITY HOSPITAL, HALE MAKUA, HOSPICE MAUI, INC., HAWAII PACIFIC HEALTH, CHAMBER OF COMMERCE OF HAWAII, KAUAI HOSPICE, U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT, STATE DEPARTMENT OF HEALTH, STATE HEALTH PLANNING AND DEVELOPMENT AGENCY, OHANA PACIFIC MANAGEMENT COMPANY, CARERESOURCE HAWAII, KAHUKU MEDICAL CENTER, HOSPICE OF KONA, STATE DEPARTMENT OF HUMAN SERVICES, CITY AND COUNTY OF HONOLULU, DEPARTMENT OF COMMUNITY SERVICES, AND HOSPICE HAWAII. Line 11: MHS IS COMMITTED TO ENHANCING ITS UNDERSTANDING ABOUT HOW BEST TO DEVELOP AND IMPLEMENT EFFECTIVE STRATEGIES TO ADDRESS COMMUNITY HEALTH NEEDS AND RECOGNIZES THAT GOOD HEALTH OUTCOMES CANNOT BE ACHIEVED WITHOUT JOINT PLANNING AND PARTNERSHIPS WITH COMMUNITY STAKEHOLDERS AND LEADERS. AS SUCH, MHS WELCOMES FUTURE OPPORTUNITIES TO ENHANCE ITS STRATEGIC PLANS BY RELYING ON AND BUILDING UPON THE STRONG COMMUNITY PARTNERSHIPS IT CURRENTLY HAS IN PLACE. MHS WILL DRAW ON A BROAD ARRAY OF STRATEGIES AND ORGANIZATIONAL RESOURCES TO IMPROVE THE HEALTH OF VULNERABLE POPULATIONS WITHIN OUR COMMUNITIES, SUCH AS IN-KIND RESOURCES, COLLABORATIONS AND PARTNERSHIPS, AS WELL AS SEVERAL INTERNAL KFH PROGRAMS. THE GOALS, OUTCOMES, STRATEGIES, AND EXAMPLES OF RESOURCES PLANNED ARE DESCRIBED BELOW FOR EACH SELECTED HEALTH NEED. HEALTH NEEDS MHS PLANS TO ADDRESS ARE ACCESS TO CARE, CANCERS, AND MENTAL HEALTH AND MENTAL DISORDERS. A. ACCESS TO CARE: ACCESS TO HIGH QUALITY, CULTURALLY COMPETENT, AFFORDABLE HEALTHCARE AND HEALTH SERVICES THAT PROVIDE A COORDINATED SYSTEM OF COMMUNITY CARE IS ESSENTIAL TO THE PREVENTION AND TREATMENT OF MORBIDITY AND INCREASES THE QUALITY OF LIFE, ESPECIALLY FOR THE MOST VULNERABLE. MAUI COUNTY BENCHMARKS POORLY COMPARED TO THE STATE ON ACCESS INDICATORS. ALTHOUGH MANY RESIDENTS HAVE HEALTH INSURANCE COVERAGE, THERE IS A SHORTAGE OF PRIMARY AND SPECIALTY CARE PROVIDERS. LONG-TERM GOAL ALL COMMUNITY MEMBERS HAVE ACCESS TO HIGH QUALITY, CULTURALLY AND LINGUISTICALLY APPROPRIATE HEALTH CARE SERVICES IN COORDINATED DELIVERY SYSTEMS. INTERMEDIATE GOALS INCREASE ACCESS TO COMPREHENSIVE HEALTH CARE SERVICES FOR ALL COMMUNITY MEMBERS. INCREASE ACCESS TO SOCIAL NON-MEDICAL SERVICES THAT SUPPORT HEALTH, PARTICULARLY FOR LOW INCOME AND VULNERABLE POPULATIONS. STRATEGIES: COVERAGE & ACCESS ENHANCE THE PHYSICIAN, HEALTH CARE PROFESSIONAL, AND ANCILLARY SUPPORT WORKFORCE TO SERVE THE NEEDS OF THE PEOPLE OF MAUI AND LANAI. PROVIDE HIGH QUALITY CARE TO UNDERSERVED POPULATIONS THROUGH PROGRAMS INCLUDING MEDICAL FINANCIAL ASSISTANCE, WHICH PROVIDES FINANCIAL ASSISTANCE TO LOW INCOME INDIVIDUALS WHO CANT AFFORD MEDICAL EXPENSES AND/OR COST SHARING. SUPPORT PROMISING, CULTURALLY COMPETENT MODELS FOR MANAGING NON-MEDICAL NEEDS. EXPLORE ADDITIONAL STRATEGIES TO ADDRESS HEALTH CARE PROVIDER SHORTAGES. CLINIC-COMMUNITY INTEGRATION EXPLORE OPPORTUNITIES TO SUPPORT INTEGRATION OF OUR PARTNERS HEALTHCARE PROVISION WITH COMMUNITY-BASED PROGRAMS AND SERVICES. POLICY, SYSTEMS & ENVIRONMENTAL CHANGE CONSIDER THE LEVERAGING OF OUR PARTNERS EXPERIENCE TO SUPPORT EFFORTS TO CHANGE POLICY, SYSTEMS AND ENVIRONMENTS THROUGH PARTNERSHIPS, CONVENING, STRATEGIC COMMUNICATIONS, AND ADVOCACY, WITH AN EMPHASIS ON ADDRESSING HISTORICAL INEQUITIES. B. CANCERS: SCREENING AND EARLY TREATMENT OF CANCERS SAVES AND PROLONGS LIVES. REDUCING BEHAVIORAL RISK FACTORS (E.G., OBESITY, PHYSICAL INACTIVITY, SMOKING, AND UL LIGHT EXPOSURE) CAN CONTRIBUTE TO REDUCING THE INCIDENCE OF CANCER. MAUI COUNTY BENCHMARKS WELL COMPARED TO THE STATE ON MORBIDITY FROM ALL CANCERS AND INCIDENCE OF SPECIFIC TYPES OF CANCER. HOWEVER, WHITES AND ASIANS HAVE HIGHER RATES OF CANCER MORTALITY (OVERALL) THAN THE COUNTY, AND NATIVE HAWAIIAN AND PACIFIC ISLANDERS EXPERIENCE THE HIGHEST MORTALITY FROM BREAST CANCER, WITH RATES AROUND FOUR TIMES HIGHER THAN THE COUNTY RATE. LONG-TERM GOAL COMMUNITY MEMBERS HAVE ACCESS TO HIGH QUALITY, CULTURALLY AND LINGUISTICALLY APPROPRIATE CANCER SCREENING AND HEALTH CARE SERVICES IN COORDINATED DELIVERY SYSTEMS. INTERMEDIATE GOALS INCREASE ACCESS TO SCREENING SERVICES FOR ALL COMMUNITY MEMBERS. INCREASE ACCESS TO SOCIAL NON-MEDICAL SERVICES THAT SUPPORT HEALTH, PARTICULARLY FOR LOW INCOME AND VULNERABLE POPULATIONS. STRATEGIES: COVERAGE & ACCESS ENHANCE THE PHYSICIAN, HEALTH CARE PROFESSIONAL, AND ANCILLARY SUPPORT WORKFORCE TO SERVE THE NEEDS OF THE PEOPLE OF MAUI AND LANAI. PROVIDE HIGH QUALITY CARE TO UNDERSERVED POPULATIONS THROUGH PROGRAMS INCLUDING MEDICAL FINANCIAL ASSISTANCE, WHICH PROVIDES FINANCIAL ASSISTANCE TO LOW INCOME INDIVIDUALS WHO CANT AFFORD MEDICAL EXPENSES AND/OR COST SHARING. CLINIC-COMMUNITY INTEGRATION EXPLORE OPPORTUNITIES TO SUPPORT INTEGRATION OF OUR PARTNERS HEALTHCARE PROVISION WITH COMMUNITY-BASED PROGRAMS AND SERVICES TO SUPPORT PATIENTS WITH CANCER. POLICY, SYSTEMS, & ENVIRONMENTAL CHANGE CONSIDER THE LEVERAGING OF OUR PARTNERS EXPERIENCE TO SUPPORT EFFORTS TO CHANGE POLICY, SYSTEMS AND ENVIRONMENTS THROUGH PARTNERSHIPS, CONVENING, STRATEGIC COMMUNICATIONS, AND ADVOCACY, WITH AN EMPHASIS ON ADDRESSING HISTORICAL EQUITIES. C. MENTAL HEALTH AND MENTAL DISORDERS: MENTAL HEALTH AND WELL-BEING IS ESSENTIAL TO LIVING A MEANINGFUL AND PRODUCTIVE LIFE. MENTAL HEALTH AND WELL-BEING PROVIDES PEOPLE WITH THE NECESSARY SKILLS TO COPE WITH AND MOVE ON FROM DAILY STRESSORS AND LIFES DIFFICULTIES ALLOWING FOR IMPROVED PERSONAL WELLNESS, MEANINGFUL SOCIAL RELATIONSHIPS, AND CONTRIBUTIONS TO COMMUNITIES OR SOCIETY. MAUI COUNTY BENCHMARKS POORLY COMPARED TO THE STATE ON TWO CORE MENTAL HEALTH INDICATORS (SUICIDE AND ACCESS TO MENTAL HEALTH CARE PROVIDERS). RESIDENTS OF NATIVE HAWAIIAN AND PACIFIC ISLANDER DESCENT HAVE MUCH HIGHER RATES OF
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
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?11
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 SUNNYBROOK SURGICAL CENTER
10180 SOUTHEAST SUNNYSIDE RD
CLACKAMAS,OR97015
AMBULATORY SURGERY
4 CENTER FOR HEALTH RESEARCH
3800 N INTERSTATE AVE
PORTLAND,OR97227
RESEARCH CENTER
5 INTERSTATE SURGICAL CENTER
3500 N INTERSTATE AVE
PORTLAND,OR97227
AMBULATORY SURGERY
6 SANTA CLARA PHF
3840 HOMESTEAD RD
SANTA CLARA,CA95051
MENTAL HEALTH
7 SKYLINE SURGICAL CENTER
5135 SKYLINE ROAD SOUTH
SALEM,OR97306
AMBULATORY SURGERY
8 BROOKSIDE RESIDENTIAL TREATEMENT CENTER
10180 SOUTHEAST SUNNYSIDE RD
PORTLAND,OR97015
INPATIENT MENTAL HEALTH SVCS
9 KULA HOSPITAL - 35N
100 KEOKEA PLACE
KULA,HI96790
SKILLED NURSING & INTERMEDIATE CARE FACILITY
10 LANAI COMMUNITY HOSPITAL 43-N
628 SEVENTH STREET
LANAI CITY,HI96763
SKILLED NURSING & INTERMEDIATE CARE FACILITY
11 KULA HOSPITAL - IMR-7
100 KEOKEA PLACE
KULA,HI96790
IMMEDIATE CARE FACILITY FOR INDIVIDUALS WITH INTELLECTUAL DISABILITIES
Schedule H (Form 990) 2018
Schedule H (Form 990) 2018
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 KP's medical financial assistance policy; (1) means tested (income-based), (2) high medical expenses and (3) situations where the patient has been prequalified. Means-tested: A patient of a household income less than or equal to KFH's means testing criteria as a percentage of the Federal Poverty Guidelines (FPG) is eligible for financial assistance. Note: Assets are not used in eligibility determination. High Medical Expenses: A patient of any household income level with incurred out-of-pocket medical and pharmacy expenses for eligible services over a 12 month period greater than or equal 10% of annual household income is eligible for financial assistance. Prequalification: A patient is presumed to meet the program eligibility criteria and is not required to provide personal, financial and other information to verify financial status when he or she: 1. Is enrolled in a Community MFA (CMFA) program to which patients have been referred and prequalified through (1) federal, state or local government, (2) a partnering community-based organization, or (3) at a KFH sponsored community health event, or 2. Is enrolled in a KP Community Benefit program designed to support access to care for low-income patients and prequalified by designated KFH/HP personnel, or 3. Is enrolled in a credible means-tested health coverage program (e.g., Medicare Low Income Subsidy Program), or 4. Was granted a prior medical financial assistance award within the last 30 days. 1 - Part I Line 7 ********************************************************************** The losses attributed to providing charity care (medical financial assistance and charitable health coverage) and participation in select government or community sponsored health coverage programs are calculated using a cost-based methodology for patients in those programs. The cost-based loss is generated through the standard systems used to report on market segments for KFHP/KFH's commercial business lines. In order to calculate the percentages reported in column (f) bad debt was excluded.
1 - Part III Line 8 ********************************************************************** None of the amounts reported on Part III, line 7 has been treated as community benefit. The Medicare hospital cost reports are the source document to capture the Medicare revenue and Medicare allowable costs. To determine the direct costs, the cost report takes inputs from the general ledger by hospital location and applies a step-down methodology to allocate overhead costs. The costs are then passed through additional cost report computations to determine allowable Medicare costs. The total allowable Medicare cost is subtracted from the total revenue by region to determine the Medicare surplus or shortfall.
1 - Part III Line 9b ********************************************************************** When a patient/guarantor indicates an inability to pay (charity care), the patient/guarantor will be evaluated for charity care in accordance with established criteria outlined in the Medical Financial Assistance (MFA) policy. In addition, outside collection agencies will cancel and return on a retrospective basis any accounts that either would have qualified or now qualify for charity care according to the criteria outlined in the MFA policy.
2 - needs assessment ********************************************************************** IN CALIFORNIA, HAWAII, AND OREGON, EACH KFH MEDICAL CENTER IS REQUIRED TO CONDUCT A COMMUNITY NEEDS ASSESSMENT EVERY THREE YEARS. THE ASSESSMENTS MAY BE CONDUCTED INDIVIDUALLY BY EACH HOSPITAL OR IN COLLABORATION WITH OTHER HOSPITALS, COMMUNITY-BASED AGENCIES AND PUBLIC SERVICE ORGANIZATIONS. EACH NEEDS ASSESSMENT PROVIDES A SUMMARY OF THE NEEDS ASSESSMENT PROCESS UNDERTAKEN INCLUDING THE METHODOLOGIES AND DATA SOURCES UTILIZED, INDIVIDUALS AND ORGANIZATIONS CONSULTED, A COMPLETE LISTING OF THE NEEDS IDENTIFIED AND DESCRIPTION OF THE METHOD USED TO PRIORITIZE NEEDS FOR INCLUSION IN THE INDIVIDUAL COMMUNITY BENEFIT PLANS. THE MOST RECENT NEEDS ASSESSMENTS WERE COMPLETED IN 2016.
3 - patient education of eligibility for assistance ********************************************************************** IN CALIFORNIA, HAWAII, AND OREGON, INFORMATION REGARDING ASSISTANCE IS WIDELY AVAILABLE THROUGHOUT THE FACILITIES TO ALL PATIENTS. INFORMATION REGARDING THE AVAILABILITY OF KAISER PERMANENTE'S MEDICAL FINANCIAL ASSISTANCE PROGRAM (MFAP) IS POSTED IN THE EMERGENCY DEPARTMENTS, AND ADMITTING AREAS OF ALL KAISER PERMANENTE HOSPITALS. THE POSTED INFORMATION CONTAINS CONTACT INFORMATION FOR FURTHER ASSISTANCE. KAISER PERMANENTE ADMISSION AND DISCHARGE STAFF ARE ALSO A SOURCE OF INFORMATION FOR PATIENTS THAT EXPRESS FINANCIAL HARDSHIP OR REQUEST MEDICAL FINANCIAL ASSISTANCE. THIS STAFF CAN PROVIDE A COPY OF THE FINANCIAL ASSISTANCE POLICY SUMMARY, PROGRAM APPLICATION, OR CONNECT A PATIENT WITH A FINANCIAL COUNSELOR WHO CAN ASSIST PATIENTS IN DETERMINING ELIGIBILITY FOR GOVERNMENT PROGRAMS OR THE MFAP. PATIENT DISCHARGE PACKETS ALSO INCLUDE A COPY OF THE MFAP POLICY SUMMARY. IN ADDITION, MFAP INFORMATION, INCLUDING THE POLICY, POLICY PLAIN LANGUAGE SUMMARY AND APPLICATION, CAN ALSO BE FOUND ON THE PUBLICLY ACCESSIBLE KP MEDICAL FINANCIAL ASSISTANCE WEBSITE. ALL PATIENT BILLING STATEMENTS INCLUDE INFORMATION THAT FINANCIAL ASSISTANCE IS AVAILABLE AS WELL AS WHERE TO GET ADDITIONAL INFORMATION OR ASSISTANCE. THE MFAP POLICY PLAIN LANGUAGE SUMMARY IS ALSO INCLUDED WITH THE FIRST HOSPITAL BILLING STATEMENT TO ALL PATIENTS. THE PROGRAM POLICY, POLICY PLAIN LANGUAGE SUMMARY, AND APPLICATION ARE AVAILABLE WITHOUT CHARGE IN ENGLISH AS WELL AS ALL THE LANGUAGES THAT MEET THE LIMITED ENGLISH PROFICIENCY POPULATION CRITERIA (LESSER OF 1,000 INDIVIDUALS OR 5% OF THE COMMUNITY). LANGUAGES SUPPORTED INCLUDE, BUT ARE NOT LIMITED TO SPANISH, CHINESE, JAPANESE, KOREAN, LAOTIAN, TAGALOG, RUSSIAN, FARSI AND VIETNAMESE.
4 - community information ********************************************************************** KFH SERVES COMMUNITIES IN CALIFORNIA, HAWAII, AND OREGON. THE COMMUNITIES WE SERVE ARE DIVERSE AND INCLUDE BOTH LESS POPULOUS AND DENSELY POPULATED CITIES AND COUNTIES. OUR COMMUNITIES ARE DIVERSE IN MANY WAYS INCLUDING INCOME, RATE OF UNINSURED, HIGH SCHOOL GRADUATION AND LIMITED ENGLISH PROFICIENCY. OUR FACILITIES AND THE PEOPLE WHO WORK WITHIN THEM ARE LOCATED WITHIN, AND ARE PART OF OUR COMMUNITIES. KFH owns and operates 42 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon. In California, KFH medical centers are located in the cities of Anaheim, Antioch, Baldwin Park, Downey, Fontana, Fremont, Fresno, Harbor City, Irvine, Los Angeles, Manteca, Modesto, Moreno Valley, Oakland, Ontario, Panorama City, Redwood City, Richmond, Riverside, Roseville, Sacramento, San Diego, San Francisco, San Jose, San Leandro, San Rafael, Santa Clara, Santa Rosa, South Sacramento, South San Francisco, Vacaville, Vallejo, Walnut Creek, West Los Angeles, and Woodland Hills. In Hawaii, the Moanalua Medical Center is located in the City of Honolulu on the island of Oahu. In Oregon, the Sunnyside Medical Center is located in the City of Clackamas and Kaiser westside medical center in Hillsboro. Ncal scal Hawaii nw ---- ---- ------ -- Total population in area (mil)* 12.4 22.4 1.4 3.4 Median Household Income**** $78,332 $67,332 $74,426 $62,068 below 100% fpl* 13.7% 16.36% 10.8% 14.47% w/o public or private health ins* 9.26% 14.38% 5.19% 9.75% Limited English Proficiency* 16.37% 20.45% 12.64% 6.74% High School Graduation Rate** 84.3%** 82.3%** 81.5%**^ 77.2**^ Unemployment Rate (%)*** 3.6% 3.9% 2.0% 3.8% (SOURCE: US CENSUS 2010 AMERICAN COMMUNITY SURVEY S2701, CPO3, AND DP03 LIMITED TO APPROXIMATE KAISER SERVICE AREAS (MSA) IN EACH OF THE 4 REGIONS. (INCLUDES THE ENTIRE STATE OF HAWAII) * US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY: 2012-16 ** CALIFORNIA DEPARTMENT OF EDUCATION; 2014-2015. **^ US Department of Education, EDFacts; Accessed via DATA.GOV. Additional data analysis by CARES. 2014-15. *** US DEPARTMENT OF LABOR, BUREAU OF LABOR STATISTICS: 2017 - JUNE **** KAISER PERMANENTE UTILITY FOR CARE DATA ANALYSIS, ESRI 2018, HOUSEHOLD-WEIGHTED MEDIAN OF HOUSEHOLD INCOME MEDIANS FOR THE BLOCK GROUPS IN KP'S REGIONAL SERVICE AREAS (PREVIOUSLY REPORTED AS MEMBER-WEIGHTED MEDIAN OF MEDIAN HOUSE HOLD INCOME) ***** US CENSUS BUREAU, AMERICAN COMMUNITY SURVEY. 2012-16 KAISER PERMANENTE'S COMMITMENT TO THE COMMUNITY AND PROMOTION OF COMMUNITY HEALTH Since our beginnings, we have been committed to helping shape the future of health care. Kaiser Permanente is dedicated to care innovations, clinical research, health education and the support of community health. KFH is committed to the belief that good health is a fundamental right shared by all, and we recognize that good health extends beyond the doctor's office and the hospital. Like our approach to medicine, our work in the community takes a prevention-focused, evidence-based approach. We go beyond traditional corporate philanthropy or grant-making to leverage financial resources with medical research, physician expertise, and clinical practices. Historically, we have focused our investments in three areas-Health Access, Healthy Communities, and Health Knowledge-to address critical health issues in our communities. For many years, we have worked collaboratively with other organizations to address serious public health issues such as obesity, access to care, and violence. We have conducted Community Health Needs Assessments (CHNA) to better understand each community's unique needs and resources. The CHNA process informs our community investments and helps us develop strategies aimed at making long-term, sustainable change-and it allows us to deepen the strong relationships we have with other organizations that are working to improve community health. THE KFHP/KFH BOARD HAS A STANDING COMMUNITY BENEFIT COMMITTEE OF THE BOARD OF DIRECTORS TO OVERSEE THE PROGRAM-WIDE COMMUNITY BENEFIT PROGRAM. KAISER PERMANENTE ALSO HAS A NATIONAL EXECUTIVE OF KFHP AND KFH TO LEAD KAISER PERMANENTE'S COMMUNITY BENEFIT PROGRAM AS A FULL-TIME ASSIGNMENT. BECHARA CHOUCAIR, MD IS THE SENIOR VICE PRESIDENT FOR COMMUNITY HEALTH AND BENEFIT, AND CHIEF COMMUNITY HEALTH OFFICER REPORTING TO THE CEO AND CHAIRMAN OF THE BOARD.
5 - promotion of community health ********************************************************************** KFH's principal purpose is to provide hospital, medical, and surgical care, including emergency services, extended care and home health care to members of the public without regard to age, sex, race, religion or national origin, or to the individual's ability to pay. KFH SHARES THE KAISER PERMANENTE MISSION, OF PROVIDING AFFORDABLE HIGH QUALITY HEALTH CARE TO OUR MEMBERS, AND IMPROVING THE HEALTH OF OUR MEMBERS AND THE COMMUNITIES WE SERVE. KFH's general community benefits include: Emergency departments - KFH operates full-time emergency departments in each of its 42 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii, and Oregon. Emergency medical services are available to all individuals regardless of their ability to pay. Care provided to all patients - Hospital care is provided to individuals with health care coverage from any private or government-sponsored health plan, insured and uninsured referrals from safety net and other public health partnerships, and uninsured patients admitted through the emergency department. Open Medical Staff Privileges - Staff privileges in the hospitals are available to community practitioners who are not affiliated with a Permanente Medical Group. Reinvestment of Surplus Revenues - KFHP pays KFH for hospital services and surplus revenues are reinvested IN THE furtherance OF THE EXEMPT PURPOSE, for capital replacement or expansion of facilities and equipment, debt amortization, improvement in patient care and services, and other community benefit services including charity care, medical education and research. In addition, KFH is committed to operating to intentionally protect and preserve the environment and scarce resources. Poor environmental quality contributes to disease and economic insecurity. Kaiser Foundation Hospitals has therefore committed itself to protecting and improving the natural environment as a key component of our mission to improve healthcare quality and affordability. To fulfill this commitment, Kaiser Foundation Hospitals maintains a structure for environmental stewardship that enables the organization to continuously improve its environmental performance. This structure includes clearly defined roles, responsibilities, plans and routines, and has resulted in five organization-wide focus areas that have been selected based on their ability to have the most impact on the environmental forces that shape environmental- and human-health: 1. Finding safe alternatives to harmful industrial chemicals 2. Responding to climate change 3. Promoting sustainable farming and food choices 4. Reducing, reusing, and recycling to eliminate waste 5. Conserving water In each of these focus areas, Kaiser Foundation Hospitals has established ambitious goals, implemented initiatives, achieved measurable improvements, and regularly reported progress to our Board of Directors, our staff, and the communities we serve.
6 - affiliated health care system ********************************************************************** Kaiser Permanente is a not for profit, integrated health care delivery system comprised of Kaiser Foundation Hospitals, Kaiser Foundation Health Plan, and The Permanente Medical Groups. For more than 70 years, Kaiser Permanente has been dedicated to providing high-quality, affordable health care services and to improving the health of our members and the communities we serve. Kaiser Foundation Hospitals (KFH) and Kaiser Foundation Health Plan, Inc. (KFHP), with its five principal operating tax-exempt subsidiary health plans-Kaiser Foundation Health Plan of Colorado; Kaiser Foundation Health Plan of Georgia, Inc.; Kaiser Foundation Health Plan of the Mid-Atlantic States, Inc.; Kaiser Foundation Health Plan of the Northwest; and Kaiser Foundation Health Plan of Washington, are nonprofit corporations that are part of the integrated health care delivery system known as the Kaiser Permanente Medical Care Program or "Kaiser Permanente." Kaiser Permanente is an integrated health care delivery system that combines the provision and financing of health care services. People who elect to enroll in a Kaiser Permanente health plan receive a full range of prepaid health care services, including hospital care, professional care in hospitals and physicians' offices, x-ray and laboratory services, physical therapy, emergency, ambulance transportation, preventive services, health education and certain prescribed drugs. More comprehensive drug coverage is also provided through a separate coverage rider. Persons enroll in Kaiser Permanente through KFHP or one of the Health Plan subsidiaries ("Health Plan"). Health Plan provides and arranges comprehensive health care services for members on a predominantly prepaid basis and fulfills its contractual obligations to group and individual members by contracting with KFH, in CA, HI, and OR based regions, and a Permanente Medical Group to provide the required health care services. KFHP and KFH are separate corporations governed by identical boards of directors. KFH accepts responsibility to provide or arrange necessary hospital services and facilities for Health Plan members. KFH owns and operates 42 licensed hospitals, including five licensed hospitals with multiple campuses in California, Hawaii and Oregon. KFH provides emergency and in-patient services to all persons in the community regardless of membership or ability to pay. Staff privileges are available on a nondiscriminatory basis to physicians in the communities served. KFH also contracts with other community hospitals to provide hospital services to members for specialized care and other services.
7 - state filing of community benefit report ********************************************************************** KFH annually prepares and submits a Consolidated Community Benefit Plan to the California Office of Statewide Health Planning and Development in compliance with Health and Safety Code Section 127340 et seq. The consolidated plan includes a hospital-specific community benefit plan for each individual medical center campus in California. KFH also annually prepares and submits a comprehensive Community benefit report to the Department of Human Services, Office for Oregon Health Policy and Research for the Sunnyside Medical Center located in the City of Clackamas.
Schedule H (Form 990) 2018
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
2018
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) 10000 Degrees
1650 Los Gamos Dr110
San Rafael,CA94903
95-3667812 501(c)(3) 20,000       Project Support
(2) 18 Reasons
3150 18th St 315
San Francisco,CA94110
45-3059509 501(c)(3) 30,000       Project Support
(3) 3 Strands Global Inc
3941 Park Dr
El Dorado Hills,CA95762
27-4594317 501(c)(3) 40,000       Project Support
(4) A Better Way - Berkeley
3200 Adeline St
Berkeley,CA94703
93-1190792 501(c)(3) 100,500       Project Support
(5) A Community of Friends
3701 Wilshire Blvd
Los Angeles,CA90010
95-4203106 501(c)(3) 7,000       Project Support
(6) A New Way of Life Re-Entry Project
9512 S Central Ave
Los Angeles,CA90002
95-4782503 501(c)(3) 10,000       Project Support
(7) A Step Beyond
340 N Escondido Blvd
Escondido,CA92025
46-2857532 501(c)(3) 10,000       Project Support
(8) A World Fit For Kids
678 S LaFayette P Pl
Los Angeles,CA90057
33-0550994 501(c)(3) 45,000       Project Support
(9) ABC Unified School District
16700 Norwalk Blvd
Cerritos,CA90703
95-2380644 Govt or Public 45,000       Project Support
(10) Abode Services
40849 Fremont Boulevard
Fremont,CA94538
94-3087060 501(c)(3) 150,000       Project Support
(11) Acknowledge Alliance
2483Old Middlefield
Mountain View,CA94043
77-0393676 501(c)(3) 50,000       General Operating Support
(12) Adaptive Physical Education
1455 Madison Avenue
Redwood City,CA94061
46-3037547 501(c)(3) 10,000       General Operating Support
(13) Adelante Mujeres
2030 Main St Ste A
Forest Grove,OR97116
03-0473181 501(c)(3) 70,000       Project Support
(14) Adelante Youth Alliance
805 N Madison Avenue
Pasadena,CA91104
15-4819333 501(c)(3) 20,001       Conference Support
(15) Adolescent Counseling Services Inc
643 Bair Island Rd
Redwood City,CA94063
53-0192551 501(c)(3) 20,000       General Operating Support
(16) Afghan Coalition
39155 Liberty St D460
Fremont,CA94538
94-3398311 501(c)(3) 40,000       Project Support
(17) African Family Holistic Health Org
PO BOX 86041
portland,OR97286
46-1947669 501(c)(3) 20,000       Project Support
(18) AIDS Services Foundation of Orange County
17982 Sky Park Circle
Irvine,CA92614
33-0126481 501(c)(3) 15,000       Project Support
(19) Al Wooten Jr Youth and Adult Cult-Edu Ctr
9106 S Western Ave
Los Angeles,CA90047
95-4295918 501(c)(3) 20,750       Conference Support
(20) Alameda Boys & Girls Club Inc
1900 Third St
Alameda,CA94501
94-1312299 501(c)(3) 23,500       Other;Event Support\Annual Fundraiser
(21) Alameda County Health Pathway Partnership
1000 San Leandro Blvd
San Leandro,CA94577
82-0767399 Government or P 30,000       Project Support
(22) Alameda County Public Health Department
1000 BRdway 500
Oakland,CA94607
94-6000501 Government or P 103,000       Conference Support
(23) Alameda Health Consortium
101 Callan Ave 300
San Leandro,CA94577
51-0189590 501(c)(3) 132,500       Other
(24) Alameda Health System Foundation
350 Frank Ogawa Plz 900
Oakland,CA94612
94-3103136 501(c)(3) 171,000       Event Support\Cultural Event
(25) Alano Club of Portland
909 NW 24th Avenue
Portland,OR97210
93-0370227 501(c)(3) 39,500       Project Support
(26) Albert Schweitzer Fellowship Inc
330 Brookline Avenue
Boston,MA02215
13-1982786 501(c)(3) 45,000       General Operating Support
(27) Alexander Montgomery Foundation
105 Seminary Rd
San Anselmo,CA94960
81-3850170 501(c)(3) 90,000       Project Support
(28) Alexandria House
426 S Alexandria Ave
Los Angeles,CA90020
95-4809755 501(c)(3) 25,000       Project Support
(29) All Hands Raised
2069 NE Hoyt St
Portland,OR97232
93-1149789 501(c)(3) 55,000       Project Support
(30) Alliance for a Healthier Generation Inc
Unit 16 PO Box 4800
Portland,OR97208
27-2028308 501(c)(3) 405,916       Project Support
(31) Alma Family Services
900 Corp Ctr Dr
Monterey Park,CA91754
95-2959331 501(c)(3) 30,000       Project Support
(32) Alonzo King's Lines Contemporary Ballet
26 7th St
San Francisco,CA94103
94-2933309 501(c)(3) 7,600       Event Support\Cultural Event
(33) Al-Shifa Clinic Inc
2034 B Mallory St
San Bernardino,CA92407
33-0855769 501(c)(3) 15,000       General Operating Support
(34) ALTAMED HEALTH SERVICES CORP
2040 Camfield Avenue
Los Angeles,CA90040
95-2810095 501(c)(3) 120,371       Research / Project Support
(35) Alternatives in Action
2640 International Blvd
Oakland,CA94601
94-3210413 501(c)(3) 40,000       Project Support
(36) Alum Rock Counseling Center
777 N 1st St 444
San Jose,CA95112
23-7367637 501(c)(3) 133,000       Project Support
(37) Always Knocking Inc
4001 Sumner Ln
Carmichael,CA95608
26-4635991 501(c)(3) 20,000       Other
(38) Alzheimer Association
455 N Sherman St 500
Denver,CO80203
13-3039601 501(c)(3) 13,100       Conference Support
(39) Alzheimers Disease Assn of Kern Cty Inc
4203 Buena Vista Rd
Bakersfield,CA93311
77-0017561 501(c)(3) 30,000       Project Support
(40) Alzheimer's Orange County
2515 McCabe Way Suite 200
Irvine,CA92614
95-3702013 501(c)(3) 40,000       Project Support
(41) Ambrose Recreation and Park District
3105 Willow Pass Road
Bay Point,CA94565
94-1622656 Government or P 10,000       Project Support
(42) Ambulatory Surgery Access Coalition
1119 Market St400
San Francisco,CA94103
94-3180356 501(c)(3) 383,000       Project Support
(43) America SCORES Bay Area
1885 Mission St
San Francisco,CA94103
48-1272959 501(c)(3) 40,000       Project Support
(44) American Cancer Society
0330 Sw Curry St
Portland,OR97239
13-1788491 501(c)(3) 37,500       Project Support
(45) American Diabetes Association Inc
5060 Shoreham Pl
San Diego,CA92103
13-1623888 501(c)(3) 6,585       Event Support\Annual Fundraiser
(46) American Friends Service Committee
1501 Cherry Street
Philadelphia,PA19102
23-1352010 501(c)(3) 25,000       Project Support
(47) American Heart Association
816 South Figueroa
Los Angeles,CA90017
13-5613797 501(c)(3) 324,354       Project Support
(48) American National Red Cross
11355 Ohio Avenue
Los Angeles,CA90025
53-0196605 501(c)(3) 557,200       Project Support
(49) Ann Martin Center
1375 55th St
Emeryville,CA94608
94-6099000 501(c)(3) 30,000       Project Support
(50) Antelope Valley Boys & Girls Club
45404 Division Street
Lancaster,CA93535
95-4290055 501(c)(3) 10,000       Project Support
(51) Antelope Valley College Foundation
3041 West Avenue K
Lancaster,CA93536
95-4398700 501(c)(3) 12,000       General Operating Support
(52) Antelope Valley Community Clinic
45104 10th St West
Lancaster,CA93534
26-0574826 501(c)(3) 8,000       Event Support\Annual Fundraiser
(53) Antelope Valley Partners for Health
44226 10th Street West
Lancaster,CA93534
47-0957404 501(c)(3) 7,850       Event Support\Health Fair
(54) Antioch Unified School District
510 G St
Antioch,CA94509
86-1134505 Government or P 90,000       Project Support
(55) Antioch Unified School District
3377 Deer Valley Rd 239
Antioch,CA94531
16-1693220 Government or P 15,900       Project Support
(56) APAPA Community Education Foundation
4000 Truxel Rd Ste 3
Sacramento,CA95834
55-0849384 501(c)(3) 9,740       Other
(57) APLA Health & Wellness
611 S Kingsley Dr
Los Angeles,CA90005
84-1661910 501(c)(3) 10,000       Project Support
(58) ARIZONA STATE UNIVERSITY
PO Box 876011
Tempe,AZ85287
86-0183151 501(c)(3) 53,618       Research / Project Support
(59) ARIZONA UNIVERSITY OF
887 N Euclid
Tucson,AZ85721
07-6148513 501(c)(3) 6,476       Research / Project Support
(60) Arroyo Vista Family Health Foundation
6000 N Figueroa St
Los Angeles,CA90042
95-3514918 501(c)(3) 18,620       Event Support\Dinner
(61) Ashby Village Inc
821 Catalina Ave
Berkeley,CA94707
27-2174330 501(c)(3) 40,000       Project Support
(62) Asian & Pacific Islander Wellness Center
730 Polk St 4th Fl
San Francisco,CA94109
94-3096109 501(c)(3) 50,000       Project Support
(63) Asian American Drug Abuse Program Inc
2900 Crenshaw Blvd
Los Angeles,CA90016
95-2848695 501(c)(3) 10,000       Project Support
(64) Asian Americans Advancing Justice LA
1145 Wilshire Blvd
Los Angeles,CA90017
95-3854152 501(c)(3) 99,200       Project Support
(65) Asian Americans for Community Involvement
2400 Moorpark Ave 300
San Jose,CA95128
94-2292491 501(c)(3) 50,000       Project Support
(66) Asian Art Museum Fdn Of San Francisco
200 Larkin St
San Francisco,CA94102
94-1704765 501(c)(3) 90,000       Event Support\Cultural Event
(67) Asian Health & Service Center
3430 SE Powell Blvd
Portland,OR97202
93-1192100 501(c)(3) 83,333       Project Support
(68) Asian Health Services
101 8th St 100
Oakland,CA94607
94-2235908 501(c)(3) 46,200       Project Support
(69) Asian Pacific American Network of Oregon
2788 SE 82nd Ave Ste 203
Portland,OR97266
80-0252850 501(c)(3) 30,750       Project Support
(70) Axis Community Health Inc
5925 W LasPositas Blvd
Pleasanton,CA94588
94-2232394 501(c)(3) 40,000       Project Support
(71) Bakersfield City School Dist Edu Fdn
1300 Baker Street
Bakersfield,CA93305
77-0235399 501(c)(3) 70,000       General Operating Support
(72) Baldwin Park Unified School District
3699 North Holly Ave
Baldwin Park,CA91706
95-6000213 Govt or Public 74,032       Project Support
(73) Bartz-Altadonna Community Health Center
43322 Gingham Ave
Lancaster,CA93535
27-3261289 501(c)(3) 15,000       Project Support
(74) Battle Ground HealthCare
11117 NE 189th St
Battle Ground,WA98604
27-3148590 501(c)(3) 8,000       General Operating Support
(75) Bay Area Anti-Trafficking Coalition
2493 Elliot St 4
Santa Clara,CA95051
45-2549797 501(c)(3) 18,000       General Operating Support
(76) Bay Area Community Resource
77 Upper Fremont Dr
San Rafael,CA94901
94-2346815 501(c)(3) 27,500       Project Support
(77) Bay Area Community Services (BACS)
629 Oakland Ave
Oakland,CA94611
94-1708069 501(c)(3) 20,000       Project Support
(78) BAYLOR COLLEGE OF MEDICINE
One Baylor Plaza BCM 310
Houston,TX77030
74-1613878 501(c)(3) 32,328       Research / Project Support
(79) Bear Valley Community Healthcare Dist Fdn
41820 Garstin Drive
Big Bear Lake,CA92315
33-0714985 501(c)(3) 10,000       Project Support
(80) Beats Rhymes and Life
450 Santa Clara Ave
Oakland,CA94610
45-2382705 501(c)(3) 85,000       General Operating Support
(81) Beneficent Technology Inc DBA Benetech
480 California Ave 201
Palo Alto,CA94306
77-0555413 501(c)(3) 90,000       Project Support
(82) Benicia Community Action Council
480 MILITARY EAST
BENICIA,CA94510
68-0294153 501(c)(3) 10,000       Project Support
(83) Bienestar Human Services Inc
5326 E Beverly Blvd
Los Angeles,CA90022
95-4505737 501(c)(3) 10,600       Event Support\Annual Fundraiser
(84) Bill Wilson Center
3490 The Alameda
Santa Clara,CA95050
94-2221849 501(c)(3) 20,000       Project Support
(85) Black Women for Wellness
4340 11th Ave
Los Angeles,CA90008
95-4624707 501(c)(3) 27,250       Project Support
(86) Blanchet House of Hospitality
310 NW Glisan St
Portland,OR97209
93-6031009 501(c)(3) 15,000       Project Support
(87) Board of Trustees of the Glide Foundation
330 Ellis St
San Francisco,CA94102
94-1156481 501(c)(3) 35,000       Project Support
(88) BOSTON MEDICAL CENTER CORPORATION
1 Boston Medical Center Pl
Boston,MA02118
04-3314093 501(c)(3) 13,459       Research / Project Support
(89) BOSTON UNIVERSITY
One Silber Way
Boston,MA02215
04-2103547 501(c)(3) 148,541       Research / Project Support
(90) BOSTON VA RESEARCH INSTITIUTE
5 Post Office Square 16-28
Boston,MA02109
04-3081524 501(c)(3) 7,025       Research / Project Support
(91) Boys & Girls Club of Coachella Valley
42600 Cook St
Palm Desert,CA92211
95-6122699 501(c)(3) 15,000       Project Support
(92) Boys & Girls Club of Fontana
7723 Almeria Ave
Fontana,CA92334
33-0443344 501(c)(3) 10,000       Project Support
(93) Boys & Girls Club of Placer Cty (Auburn)
679 Lincoln Way
Auburn,CA95603
68-0321820 501(c)(3) 15,000       Other
(94) Boys & Girls Club of San Fernando Valley
11251 Glenoaks Blvd
Pacoima,CA91331
95-2468448 501(c)(3) 6,500       Project Support
(95) Boys & Girls Club of the Foothills
600 S Shamrock Ave
Monrovia,CA91016
95-4453545 501(c)(3) 8,000       Project Support
(96) Boys & Girls Club of Tracy Inc
753 W Lowell Ave
Tracy,CA95376
68-0028682 501(c)(3) 40,000       Project Support
(97) Boys & Girls Club of W San Gabriel Valley
328 S Ramona Ave
Monterey Park,CA91754
95-2782501 501(c)(3) 10,000       Project Support
(98) Boys & Girls Clubs North San Mateo County
201 W Orange Ave
S San Francisco,CA94080
94-1497000 501(c)(3) 33,230       Event Support\Annual Fundraiser;Event Support\Lunc
(99) Boys & Girls Clubs of Fresno County
540 N Augusta St
Fresno,CA93701
94-1149171 501(c)(3) 45,000       Project Support
(100) Boys & Girls Clubs of Metro Los Angeles
800 S Figueroa St
Los Angeles,CA90017
81-0851473 501(c)(3) 20,000       General Operating Support
(101) Boys & Girls Clubs of Silicon
518 Valley Way
Milpitas,CA95035
94-1294898 501(c)(3) 25,000       Project Support
(102) Boys & Girls Clubs of the Peninsula
401 Pierce Rd
Menlo Park,CA94025
94-1552134 501(c)(3) 20,000       General Operating Support
(103) Boys and Girls Club of Carson
1950 E 220th St Ste 207
Carson,CA90810
33-0475452 501(c)(3) 7,500       Project Support
(104) Boys and Girls Club of the Coastside
600 Church St
Half Moon Bay,CA94019
94-3193725 501(c)(3) 10,000       General Operating Support
(105) Boys and Girls Clubs of Greater Sacramento
5212 Lemon Hill Ave
Sacramento,CA95824
68-0338324 501(c)(3) 16,000       Event Support\Annual Fundraiser
(106) BoysGirls Clubs of Napa Valley
1515 Pueblo Ave
Napa,CA94558
94-6033413 501(c)(3) 30,000       Project Support
(107) Breathe California of Sac-Emigrant Trails
909 12th St Ste 100
Sacramento,CA95814
94-1641240 501(c)(3) 19,610       Event Support\Annual Fundraiser
(108) Brentwood School - Los Angeles CA
100 S Barrington Pl
Los Angeles,CA90049
95-1426236 501(c)(3) 7,500       Board Matching Gift
(109) Bridge to Home SCV
23752 Newhall Ave
Santa Clarita,CA91321
95-4587823 501(c)(3) 8,000       Project Support
(110) Bright Prospect
1460 E Holt Ave Ste 74
Pomona,CA91767
52-2363234 501(c)(3) 10,000       Project Support
(111) Brighter Beginnings
3478Buskirk Ave105
Pleasant Hill,CA94523
94-2949749 501(c)(3) 80,000       Project Support
(112) Buddhist Tzu Chi Foundation
1100 S ValleyCenter Ave
San Dimas,CA91773
94-2952782 501(c)(3) 24,000       Project Support
(113) Buddhist Tzu Chi Medical Foundation
3898 N Ann Ave
Fresno,CA93727
95-4457939 501(c)(3) 87,500       Project Support
(114) Building A Generation
932 W Cypress Avenue
Redlands,CA92373
54-2104001 501(c)(3) 20,000       Project Support
(115) Building Opportunity for Self-Sufficiency
1918 UNIVERSITY AVE 2A
BERKELEY,CA94704
51-0173390 501(c)(3) 30,000       Project Support
(116) CA Aquatic Therapy & Wellness Ctr Inc
6801 Long Beach Blvd
Long Beach,CA90805
95-2382016 501(c)(3) 10,000       Project Support
(117) CA Consortium For Urban Indian Health Inc
1016LincolnBlvd111
San Francisco,CA94129
20-4878959 501(c)(3) 75,000       General Operating Support
(118) CA St Uni Dominguez Hills Phil Fdn
1000 East Victoria Street
Carson,CA90747
47-3097839 501(c)(3) 10,000       Project Support
(119) Cajon Valley Union School District
750 E Main St
El Cajon,CA92020
95-6000428 Govt or Public 75,000       Project Support
(120) California Association of Food Banks
1624 Franklin St Ste 722
Oakland,CA94612
68-0392816 501(c)(3) 195,000       Project Support
(121) California Black Health Network
520 9th st ste 210
Sacramento,CA95814
95-3794688 501(c)(3) 33,703       Conference Support
(122) California Black Women's Health Project
9800 S La Cienega Blvd
Inglewood,CA90301
95-4702923 501(c)(3) 15,000       Project Support
(123) California Coverage and Health Initiatives
1107 9th St 601
Sacramento,CA95814
47-4034471 501(c)(3) 85,000       General Operating Support
(124) California Exposition & State Fair
1600 Exposition Blvd
Sacramento,CA95815
94-6032535 Government or P 60,000       Other
(125) California Food Policy Advocates Inc
205 S BRdway 402
Los Angeles,CA90012
94-3163142 501(c)(3) 125,000       Project Support
(126) California Health Collaborative
1680 W Shaw Ave
Fresno,CA93711
94-2862660 501(c)(3) 70,000       Project Support
(127) California Lutheran University
60 W Olsen Rd
Thousand Oaks,CA91360
95-2962604 501(c)(3) 75,000       Responsive
(128) California Pan-Ethnic Health Network
1221 Preservation Pkwy
Oakland,CA94612
94-3306223 501(c)(3) 134,935       Conference Support
(129) California Primary Care Association
1231 I St Ste 400
Sacramento,CA95814
94-3215565 501(c)(3) 428,334       Project Support
(130) California School Based Health Alliance
1203 Preservation Park Wy
Oakland,CA94612
94-3201896 501(c)(3) 150,000       Project Support
(131) California State Uni - Northridge Fdn
18111 Nordhoff Street
Northridge,CA91330
95-6196006 501(c)(3) 54,500       General Operating Support
(132) California State Uni San Marcos Fdn
333 Twin Oaks V Rd
San Marcos,CA92096
80-0390564 501(c)(3) 25,000       Project Support
(133) California WIC Association
3120 Freeboard Dr
West Sacramento,CA95691
68-0271696 501(c)(3) 100,000       General Operating Support;Project Support
(134) California Youth Connection
1611 Telegraph Ave 1100
Oakland,CA94612
94-3141616 501(c)(3) 75,000       Project Support
(135) Camarena Health
730 North I St 202
Madera,CA93637
94-2503904 501(c)(3) 690,000       Project Support
(136) Cambodian Association of America
2390 Pacific Ave
Long Beach,CA90806
95-3528706 501(c)(3) 7,500       Project Support
(137) Caminar
2600S ElCaminoReal200
San Mateo,CA94403
94-1639389 501(c)(3) 387,500       Project Support
(138) Canal Alliance
91 Larkspur St
San Rafael,CA94901
94-2832648 501(c)(3) 20,000       Event Support\Cultural Event
(139) Cancer CAREpoint
2505 Samaritan Drive
San Jose,CA95124
27-3029691 501(c)(3) 30,000       Project Support
(140) Cancer Kids of San Joaquin County
PO Box 1592
Woodbridge,CA95258
20-4448693 501(c)(3) 10,000       General Operating Support
(141) CANCER PREVENTION INSTITUTE
2201 Walnut Avenue
Fremont,CA94538
23-7427232 Government or P 16,551       Research subcontractor
(142) Cancer Support Comm Valley Inc
530 Hampshire Rd
Westlake Village,CA91361
77-0205691 501(c)(3) 20,000       Project Support
(143) Canopy
3921 E Bayshore Rd
Palo Alto,CA94303
01-0565752 501(c)(3) 75,000       Project Support
(144) CAPC-COCO
2120 Diamond Blvd 120
Concord,CA94520
68-0046163 501(c)(3) 51,500       Project Support
(145) Care Harbor
18436 Hawthorne Blvd
Torrance,CA90504
27-2984870 501(c)(3) 25,000       Event Support\Health Fair
(146) Caregivers
1765 Goodyear Ave
Ventura,CA93003
77-0081692 501(c)(3) 20,000       Project Support
(147) Casa P Ctrs for Children and Families
1722 S Lewis Road
Camarillo,CA93012
77-0195022 501(c)(3) 20,000       Project Support
(148) Cascade Aids Project Inc
520 NW Davis St Ste 215
Portland,OR97209
93-0903383 501(c)(3) 9,500       Project Support
(149) Castro Valley Unified School District
4400 Alma Ave
Castro Valley,CA94546
94-1694282 Government or P 30,000       Project Support
(150) Catholic Charities
1450 North D St
San Bernardino,CA92405
95-3516461 501(c)(3) 25,000       Project Support
(151) Catholic Charities - Diocese of Oakland
433 Jefferson St
Oakland,CA94607
94-2677202 501(c)(3) 137,000       Project Support
(152) Catholic Charities CYO
990 Eddy St
San Francisco,CA94109
94-1498472 501(c)(3) 25,000       Project Support
(153) Catholic Charities -Diocese of Stockton
1106 N El Dorado St
Stockton,CA95202
94-1629114 501(c)(3) 175,000       Project Support
(154) Catholic Charities of Los Angeles Inc
1531 James Wood Blvd
Los Angeles,CA90015
95-1690973 501(c)(3) 19,200       Event Support\Dinner
(155) Catholic Charities of Oregon
2740 SE Powell Blvd 5
Portland,OR97217
93-0386801 501(c)(3) 96,290       Project Support
(156) Catholic Charities of Santa Clara County
2625 Zanker Rd
San Jose,CA95134
94-2762269 501(c)(3) 30,000       Project Support
(157) Catholic Charities of the Diocese-Fresno
149 N Fulton St
Fresno,CA93701
94-1678938 501(c)(3) 10,000       Project Support
(158) Catholic Charities-Diocese of Santa Rosa
PO Box 4900
Santa Rosa,CA95402
94-2479393 501(c)(3) 85,000       Project Support
(159) Catholic Community Services
PO Box 20400
Salem,OR97307
93-0903773 501(c)(3) 92,406       Project Support
(160) CBDIO
744 N Abby St
Fresno,CA93701
77-0337939 501(c)(3) 24,500       Project Support
(161) Center For Elders Independence
510-17th St 400
Oakland,CA94612
94-3123446 501(c)(3) 50,000       Project Support
(162) Center for Human Services
2000 W Briggsmore AveI
Modesto,CA95350
94-1725620 501(c)(3) 95,000       Project Support
(163) Center for Intercultural Org
700 N Killingsworth St
Portland,OR97217
74-3098100 501(c)(3) 34,958       Project Support
(164) Center for Living and Learning
14549 Archwood St
Van Nuys,CA91405
95-4406897 501(c)(3) 16,330       Project Support
(165) Center for Oral Health
309 E 2nd Street
Pomona,CA91766
94-3000350 501(c)(3) 14,950       Conference Support
(166) Center For Youth Wellness
3450 Third St
San Francisco,CA94124
45-2527627 501(c)(3) 90,000       Project Support
(167) Centinela Youth Services Inc
11539 Hawthorne Blvd
Hawthorne,CA90250
95-3821576 501(c)(3) 10,000       Project Support
(168) Central American Resource Ctr
2845 West 7th Street
Los Angeles,CA90005
95-3867724 501(c)(3) 9,450       Event Support\Dinner
(169) Central City Concern Inc
232 NW 6th Avenue
Portland,OR97209
93-0728816 501(c)(3) 463,094       Capital Fund Support
(170) Central Coast All United for a Sust Eco
2021 Sperry Ave Suite 9
Ventura,CA93003
77-0578864 501(c)(3) 40,000       Responsive
(171) Central Coast YMCA
27 Sudden St
Watsonville,CA95076
77-0202335 501(c)(3) 30,000       Project Support
(172) Central Valley Health Network Inc
1451 River Park Dr216
Sacramento,CA95815
68-0429643 501(c)(3) 125,000       General Operating Support
(173) Centro Community Partners
825 Washington St 228
Oakland,CA94607
45-2992960 501(c)(3) 60,000       General Operating Support
(174) Centro de Salud La Comunidad Inc
1275 30th Street
San Diego,CA92154
95-2801772 501(c)(3) 25,000       Project Support
(175) Centro de Servicios of Alameda County
525 H St
Union City,CA94587
94-2489691 501(c)(3) 10,000       Other
(176) Centro La Familia Advocacy Services Inc
302 Fresno St 102
Fresno,CA93706
77-0310310 501(c)(3) 24,500       Project Support
(177) Centro Latino Americano
944 W 5th Ave
Eugene,OR97402
93-0638731 501(c)(3) 20,000       Project Support
(178) Chaffey Joint Union High School District
211 W Fifth Street
Ontario,CA91762
95-6000560 Govt or Public 10,000       Project Support
(179) Chapa-De Indian Health Program Inc
11670 Atwood Rd
Auburn,CA95603
94-2583156 501(c)(3) 50,000       Project Support
(180) Charles Drew Uni of Medicine & Science
1731 E 120th Street
Los Angeles,CA90059
95-6151774 501(c)(3) 55,432       Event Support\Health Fair
(181) Child & Family Center
21545 Centre P Pkwy
Santa Clarita,CA91350
95-3941342 501(c)(3) 14,626       Project Support
(182) Child Abuse Council of Sacramento
4700 Roseville Rd
North Highlands,CA95660
94-2833431 501(c)(3) 30,000       Other
(183) Child Advocates of San Bernardino County
851 S Mt Vernon Ave
Colton,CA92324
33-0362613 501(c)(3) 15,000       General Operating Support
(184) Child Parent Institute
3650 Standish Ave
Santa Rosa,CA95407
94-2541640 501(c)(3) 20,000       Project Support
(185) Children & Nature Network
808 14TH AVE SE
MINNEAPOLIS,MN55414
14-1959018 501(c)(3) 95,000       Project Support
(186) Children Now
1404 Franklin St Ste 700
Oakland,CA94612
94-3059243 501(c)(3) 150,000       Project Support
(187) Children's Cancer Association
1200 NW Naito Pkwy
Portland,OR97209
93-1181662 501(c)(3) 15,000       Project Support
(188) Children's Dental Center
300 E Buckthorn St
Inglewood,CA90301
95-4533883 501(c)(3) 24,500       Project Support
(189) Children's Dental Foundation
455 E Columbia St
Long Beach,CA90806
95-2111124 501(c)(3) 10,000       Project Support
(190) Children's Fund Incorporated
348 Hospitality Ln
San Bernardino,CA92408
33-0193286 501(c)(3) 20,000       Other
(191) Children's Hospital & Research Ctr Oakland
747 52nd St
Oakland,CA94609
94-0382330 501(c)(3) 500,000       Scholarships
(192) Childrens Initiative
4438 Ingraham Street
San Diego,CA92109
77-0587835 501(c)(3) 34,200       Project Support
(193) Children's Institute
1411 SW Morrison St
Portland,OR97205
93-1095351 501(c)(3) 24,000       Project Support
(194) Chinatown Service Center
767 N Hill St
Los Angeles,CA90012
95-2918844 501(c)(3) 39,350       General Operating Support
(195) Christian Couns Svc of East Valley Inc
101 E Redlands Blvd
Redlands,CA92373
33-0063237 501(c)(3) 20,000       Project Support
(196) Chula Vista Elementary School District
84 East J Street
Chula Vista,CA91910
95-6000613 Govt or Public 93,719       Project Support
(197) Ciel Community Services
1550 W HILLVIEW CT
Gilroy,CA95020
47-1225256 501(c)(3) 24,000       Project Support
(198) City of Carson
3 Civic Plaza Drive
Carson,CA90745
95-2513547 Govt or Public 7,500       General Operating Support
(199) City of El Monte
11333 Valley Boulevard
El Monte,CA91731
95-6000705 Govt or Public 12,500       Project Support
(200) City of Folsom Parks & Recreation
1100 Blue Ravine Rd
Folsom,CA95630
46-3748740 Government or P 10,000       Other
(201) City of Fremont
3300 Capitol Ave Bldg B
Fremont,CA94538
94-6027361 Government or P 94,000       Project Support
(202) CITY OF HOPE
1500 East Duarte Road
Duarte,CA91010
95-3435919 501(c)(3) 27,446       Research / Project Support
(203) City of Madera
205 West 4th St
Madera,CA93637
94-6000365 Government or P 50,000       Project Support
(204) City of Montclair
5111 Benito Street
Montclair,CA91763
95-6005731 Govt or Public 10,000       Project Support
(205) City of Oakland Office of the Mayor
250 Frank Ogawa Plz3315
Oakland,CA94612
94-6000384 Government or P 50,000       General Operating Support
(206) City of Perris
101 North D Street
Perris,CA92570
95-6000761 Govt or Public 25,000       Project Support
(207) City of Portland Oregon
1120 SW 5th Ave 8th Fl
Portland,OR97204
93-6008836 Govt or Public 110,000       Project Support
(208) City of Richmond
440 Civic Ctr Plaza 360
Richmond,CA94804
94-6000403 Government or P 30,000       Project Support
(209) City of Riverside
3900 Main Street
Riverside,CA92522
95-6000769 Govt or Public 9,000       Conference Support
(210) City of Sacramento
915 I St
Sacramento,CA95814
94-6000410 501(c)(3) 82,500       Project Support
(211) City of San Pablo
13880 San Pablo Ave
San Pablo,CA94806
94-6000423 Government or P 60,000       Project Support
(212) City of Selma
1710 Tucker St
Selma,CA93662
94-6000431 Government or P 10,000       Project Support
(213) City Team Ministries
722 Washington St
Oakland,CA94607
94-1501265 501(c)(3) 10,000       Event Support\Cultural Event
(214) Clackamas County
2051 Kaen Rd 367
Oregon City,OR97045
93-6002286 Govt or Public 78,016       Project Support
(215) Clackamas Education Service District
13455 SE 97th Ave
Clackamas,OR97015
93-6000229 Govt or Public 52,350       Project Support
(216) Clackamas Service Center
8800 SE 80th Avenue
Portland,OR97206
93-0626175 501(c)(3) 30,000       Project Support
(217) Clackamas Volunteers in Medicine
700 Molalla Avenue
Oregon City,OR97045
37-1621141 501(c)(3) 8,000       General Operating Support
(218) Clark County Public Health
PO Box 9825
Vancouver,WA98666
91-6001299 Govt or Public 83,333       Project Support
(219) CLEVELAND CLINIC FOUNDATION
PO Box 931517
Cleveland,OH44193
34-0714585 501(c)(3) 102,646       Research / Project Support
(220) Clinicas de Salud Del Pueblo Inc
1166 K Street
Brawley,CA92227
95-2657324 501(c)(3) 25,000       Project Support
(221) Coachella Valley Rescue Mission
47470 Van Buren St
Indio,CA92201
95-2684844 501(c)(3) 25,000       Project Support
(222) Coachella Valley Volunteers in Medicine
82915 Avenue 48
Indio,CA92201
26-3312826 501(c)(3) 25,000       Project Support
(223) Coal for Humane Immigrant Rights of LA
2533 W 3rd St
Los Angeles,CA90057
95-4421521 501(c)(3) 14,600       Event Support\Annual Fundraiser
(224) Coalition for Family Harmony
1030 North Ventura Road
Oxnard,CA93030
95-3433822 501(c)(3) 45,000       Responsive
(225) Coalition to Abolish Slavery & Trafficking
5042 Wilshire Blvd
Los Angeles,CA90036
10-0008533 501(c)(3) 85,000       General Operating Support
(226) Coastal Kids Home Care
1172 South Main St 125
Salinas,CA93901
20-2549984 501(c)(3) 20,000       Project Support
(227) Coastal Watershed Council
107 Dakota Ave 4
Santa Cruz,CA95060
68-0368798 501(c)(3) 10,000       Project Support
(228) Coastside Adult Day Health Center
925 Main St
Half Moon Bay,CA94019
94-2935784 501(c)(3) 10,000       General Operating Support
(229) Code For America Labs Inc
155 9th St
San Francisco,CA94103
27-1067272 501(c)(3) 95,000       Project Support
(230) Collective Impact
1050 McAllister St
San Francisco,CA94115
20-8964069 501(c)(3) 15,000       General Operating Support
(231) COLUMBIA UNIVERSITY MEDICAL CTR
722 W 168th St
New York,NY10032
80-0496512 501(c)(3) 20,305       Research / Project Support
(232) Comm Action Board of Santa Cruz County
406 Main St 207
Watsonville,CA95076
94-2523780 501(c)(3) 185,000       Project Support
(233) Comm Action Ptr of San Bernardino Cty
696 Tippecanoe Ave
San Bernardino,CA92408
95-2376882 501(c)(3) 15,000       Project Support
(234) Comm Child Care Council of Sonoma Cty Inc
131 A Stony Cir300
Santa Rosa,CA95401
94-2274620 501(c)(3) 20,550       Project Support
(235) Comm Coal for Subt Abuse Prevention & Tmt
8101 S Vermont Ave
Los Angeles,CA90044
95-4298811 501(c)(3) 19,100       Event Support\Awards Ceremony
(236) Comm Health Assn Inland Southern Region
621 E Carnegie Dr
San Bernardino,CA92408
30-0666184 501(c)(3) 8,980       Conference Support
(237) Comm Health Initiative Napa County Inc
2140 Jefferson St D
Napa,CA94559
25-1924934 501(c)(3) 130,000       Project Support
(238) Comm Health Partnership of Santa Clara Cty
1401 Parkmoor Ave 200
San Jose,CA95126
77-0352645 501(c)(3) 355,000       Event Support\Dinner
(239) Comm Research Initiative On AIDS Inc
981 Mission St
San Francisco,CA94103
13-3632234 501(c)(3) 15,000       Other
(240) Comm Serv Education and Research Fund
5380 Elvas Ave 219
Sacramento,CA95819
23-7003581 501(c)(3) 35,000       Project Support
(241) Common Threads
3811 Bee Caves Rd Ste 108
Austin,TX78746
20-0106847 501(c)(3) 10,000       Project Support
(242) Commonweal
PO Box 316
Bolinas,CA94924
94-2366094 501(c)(3) 20,000       Conference Support
(243) Communities Initiatives
1000 BRdway 480
Oakland,CA94607
94-3255070 501(c)(3) 92,368       Event Support\Annual Fundraiser
(244) Community Action Marin
555 Northgate Dr 201
San Rafael,CA94903
94-6136365 501(c)(3) 38,610       Project Support
(245) Community Action of Napa Valley
2310 Laurel St 1
Napa,CA94559
94-1610851 501(c)(3) 35,807       Project Support
(246) Community Action Organization
1001 SW Baseline St
Hillsboro,OR97123
93-0554941 501(c)(3) 35,000       Project Support
(247) Community Action Partnership of Sonoma Cty
141 Stony Cir210
Santa Rosa,CA95401
94-1648949 501(c)(3) 108,000       Project Support
(248) Community Against Sexual Harm
3101 1st Ave
Sacramento,CA95817
46-1498182 501(c)(3) 20,000       Other
(249) Community Alliance of Tenants
2710 NE 14th Ave
Portland,OR97212
31-1571929 501(c)(3) 20,000       Project Support
(250) Community Alliance with Family Farmers Fdn
PO Box 363
Davis,CA95617
94-2914745 501(c)(3) 95,000       Project Support
(251) Community Bridges
519 Main St
Watsonville,CA95076
94-2460211 501(c)(3) 15,000       Project Support
(252) Community Clinic Assn of LA County
700 S Flower St
Los Angeles,CA90017
95-4576023 501(c)(3) 21,755       Conference Support
(253) Community Clinic Consortium
3720 Barrett Ave
Richmond,CA94805
20-0782029 501(c)(3) 375,000       Project Support
(254) Community Cycling Center
1805 NE 2nd Ave
Portland,OR97212
93-1127186 501(c)(3) 15,000       Project Support
(255) Community Family Guidance Center
10929 South St Ste 208B
Cerritos,CA90703
95-3083776 501(c)(3) 50,000       Project Support
(256) Community Foundation Sonoma County
1030 Apollo Way
Santa Rosa,CA95407
46-5607272 501(c)(3) 95,000       Project Support
(257) Community Foundation Sonoma County
120 Stony Point Rd220
Santa Rosa,CA95401
68-0003212 501(c)(3) 10,000       Project Support
(258) Community Health Alliance of Pasadena
455 W Montana Street
Pasadena,CA91103
95-4536824 501(c)(3) 11,740       Event Support\Annual Fundraiser
(259) Community Health Center Network Inc
101 Callan Ave 300
San Leandro,CA94577
94-3253662 501(c)(3) 165,000       Project Support
(260) Community Health Partners
PO Box 2853
Longview,WA98632
91-2016542 501(c)(3) 23,000       Project Support
(261) Community Health Systems Inc
22675 Alessandro Bl
Moreno Valley,CA92553
33-0056551 501(c)(3) 345,000       General Operating Support
(262) Community Housing Partnership
20 Jones St 200
San Francisco,CA94102
94-3112338 501(c)(3) 150,000       Project Support
(263) Community Integration Services Inc
10100 Balboa Blvd
Granada Hills,CA91344
20-2300297 501(c)(3) 8,000       Project Support
(264) Community Link Capital Region
8001 Folsom Blvd100
Sacramento,CA95826
94-1201196 501(c)(3) 145,000       Project Support
(265) Community Matters
120Stoney Point Rd120
Santa Rosa,CA95401
68-0369720 501(c)(3) 50,000       Project Support
(266) Community Medical Centers Inc (EIP)
7210 Murray Drive
Stockton,CA95210
94-2437106 501(c)(3) 50,000       Project Support
(267) Community Partners
1000 N Alameda St
Los Angeles,CA90012
95-4302067 501(c)(3) 289,316       Project Support
(268) Community Recovery Resources
730 Sunrise Ave
Grass Valley,CA95945
94-2275091 501(c)(3) 20,900       Event Support\Annual Fundraiser
(269) Community Resources for Independent Living
439 A St
Hayward,CA94541
94-2598873 501(c)(3) 50,000       Project Support
(270) Community SeniorServ Inc
1200 N Knollwood Circle
Anaheim,CA92801
95-2771715 501(c)(3) 25,000       Other
(271) Community Services Unlimited
6569 S Vermont Ave
Los Angeles,CA90044
95-3218396 501(c)(3) 10,000       Project Support
(272) Community Settlement Assn of Riverside
4366 Bermuda Avenue
Riverside,CA92507
95-0642985 501(c)(3) 25,000       Project Support
(273) Community's Child Inc
25520 Woodward Avenue
Lomita,CA90717
20-2871854 501(c)(3) 7,500       Project Support
(274) Comprehensive Community Health Ctrs Inc
801 S Chevy Chase Dr
Glendale,CA91205
42-1553807 501(c)(3) 10,000       Project Support
(275) Concrn
3507 Ross Rd
Palo Alto,CA94303
81-1567495 501(c)(3) 20,000       Project Support
(276) Contra Costa Child Care Council
1035 Detroit Ave 500
Concord,CA94518
94-2383037 501(c)(3) 92,500       Project Support
(277) Contra Costa Childrens and Families
1485 Civic Court 1200
Concord,CA94520
68-0474731 Government or P 95,000       Project Support
(278) Contra Costa Crisis Center
PO BOX 3364
Walnut Creek,CA94598
94-1747227 501(c)(3) 50,000       Project Support
(279) Contra Costa Family Justice Alliance
256 24th St
Richmond,CA94804
47-4082871 501(c)(3) 291,900       Other
(280) Contra Costa Health Serv Public Health Div
597 Center Ave 110
Martinez,CA94553
94-6000509 Government or P 40,000       Project Support
(281) Cope Family Center
707 Randolph St
Napa,CA94559
94-2322399 501(c)(3) 30,000       Project Support
(282) Copper Mountain College Foundation
6162 Rotary Way
Joshua Tree,CA92252
95-3778234 501(c)(3) 10,000       Project Support
(283) CORA Comm Overcoming Relatsionship Abuse
2211 Palm Avenue
San Mateo,CA94403
94-2481188 501(c)(3) 15,144       Event Support\Annual Fundraiser
(284) Cornerstone Community Development Corp
1395 Bancroft Ave
San Leandro,CA94577
94-3100741 501(c)(3) 9,760       Event Support\Annual Fundraiser;Event Support\Cult
(285) Coro Southern California Inc
1000 N Alameda St
Los Angeles,CA90012
95-4274561 501(c)(3) 9,561       Event Support\Dinner
(286) County of Alameda Family Justice Center
470 27th St
Oakland,CA94612
26-1141080 501(c)(3) 95,000       Project Support
(287) County of Kern
1800 Mt Vernon Ave
Bakersfield,CA93306
95-6000925 Govt or Public 30,000       Project Support
(288) County of San Mateo
222 West 39th Ave
San Mateo,CA94403
94-6000532 Government or P 165,500       Project Support
(289) County of Santa Clara
2325 Enborg Ln 320
San Jose,CA95128
94-6000533 Government or P 168,000       Project Support
(290) County of Solano
601 Texas St 210
Fairfield,CA94533
94-6000538 Government or P 300,000       Project Support
(291) County of Yolo Health Department
25 N Cottonwood St
Woodland,CA95695
94-6000548 Government or P 50,000       Project Support
(292) Court Appointed Special Adv of Kern Cty
1717 Columbus Street
Bakersfield,CA93305
77-0344298 501(c)(3) 30,000       Project Support
(293) Cowlitz County Health Department
207 Fourth Avenue N
Kelso,WA98626
91-6001310 Govt or Public 67,385       Project Support
(294) Crisis House
1034 N Magnolia Avenue
El Cajon,CA92020
33-0217339 501(c)(3) 35,000       Project Support
(295) Cristo Rey San Jose High School
1389 East Santa Clara St
San Jose,CA95116
46-2594689 501(c)(3) 30,000       Project Support
(296) CruzMed Foundation Inc
1975 Soquel Dr215
Santa Cruz,CA95065
45-2774675 501(c)(3) 20,000       Project Support
(297) CSU Fullerton Auxiliary Svcs Corporation
1121 State College Blvd
Fullerton,CA92831
95-2081258 501(c)(3) 40,000       General Operating Support
(298) CSULA Auxiliary Services Inc
5151 State Uni Dr
Los Angeles,CA90032
95-4016653 501(c)(3) 8,908       Event Support\Annual Fundraiser
(299) Ctr for AIDS Research Edu & Serv-Sac
1500 21st St
Sacramento,CA95811
68-0162903 501(c)(3) 50,000       Project Support
(300) Ctr for Individual and Family Counseling
5445 Laurel Blvd
North Hollywood,CA91607
51-0204566 501(c)(3) 10,000       Project Support
(301) Cty Behavioral Hlth Directors Assn of CA
2125 19th St 2nd Fl
Sacramento,CA95818
68-0232359 501(c)(4) 13,175       Conference Support
(302) Cty of Los Angeles Dept of Public Health
5555 Fergusion Dr100-50
Commerce,CA90022
95-6000927 Government or P 20,000       Donation support for the LA Cty Health Survey
(303) Cty of Santa Cruz Health Serv Agency
4450 Capitola Rd 106
Capitola,CA95010
94-6000534 Government or P 65,532       Project Support
(304) Curry Senior Center
333 Turk St
San Francisco,CA94102
23-7362588 501(c)(3) 29,200       Event Support\Awards Ceremony;Event Support\Annual
(305) DANA-FARBER CANCER INSTITUTE
450 Brookline Avenue
Boston,MA02215
04-2263040 501(c)(3) 253,682       Research / Project Support
(306) David and Margaret Home Inc
1350 Third Street
La Verne,CA91750
95-1660346 501(c)(3) 10,000       Project Support
(307) DayBreak Adult Care Centers
510 17th St 200
Oakland,CA94612
20-4704743 501(c)(3) 20,000       Project Support
(308) De La Salle North Catholic High School
7528 N Fenwick Avenue
Portland,OR97217
93-1287554 501(c)(3) 15,000       Project Support
(309) Delta Health Care and Management Serv Corp
4662 Precissi Ln 200
Stockton,CA95207
94-2529117 501(c)(3) 188,000       Project Support
(310) DENVER HEALTH & HOSPITAL AUTHORITY
777 Bannock Street
Denver,CO80204
84-1343242 501(c)(3) 287,183       Research / Project Support
(311) Department of Health & Human Services
8600 Rockville Pike
Bethesda,MD20894
52-0821668 Government or P 150,000       Conditional gift to process the donated terminolog
(312) Dependency Advocacy Center
312 Clay St 2nd Floor
Oakland,CA94607
26-2855259 501(c)(3) 40,000       Project Support
(313) Desarrollo Familiar Inc
205 39th St
Richmond,CA94805
94-2751073 501(c)(3) 103,000       Project Support
(314) Desert AIDS Project
1695 N Sunrise Way
Palm Springs,CA92262
33-0068583 501(c)(3) 25,000       Project Support
(315) Destination Home
3180 Newberry Dr 200
San Jose,CA95118
82-3353174 501(c)(3) 50,000       Project Support
(316) Dientes Community Dental Care
5300 Soquel Ave 103
Santa Cruz,CA95062
77-0311752 501(c)(3) 21,500       Project Support
(317) Direction Service
1144 Gateway Loop
Springfield,OR97477
93-0800692 501(c)(3) 30,000       Project Support
(318) Discovery Counseling Center
16275 Monterey RD C
Morgan Hill,CA95037
91-2153275 501(c)(3) 20,000       Project Support
(319) Diversity In Health Training Institute
1900 Embarcadero Cove305
Oakland,CA94606
35-2432876 501(c)(3) 150,000       Project Support
(320) Dixon Family Services
155 North Second St
Dixon,CA95620
68-0041829 501(c)(3) 15,000       Project Support
(321) DOVES of Big Bear Valley Inc
41943 Big Bear Blvd
Big Bear Lake,CA92315
33-0109115 501(c)(3) 10,000       Project Support
(322) Downtown Sacramento Foundation
980 9th St 200
Sacramento,CA95814
45-2853432 501(c)(3) 12,500       Other
(323) Downtown Streets Inc
1671 The Alameda 306
San Jose,CA95126
20-5242330 501(c)(3) 142,130       Project Support
(324) Downtown Women's Center
442 S San Pedro St
Los Angeles,CA90013
31-1597223 501(c)(3) 8,500       Event Support\Annual Fundraiser
(325) Dreamcatchers Empowerment Network
1125 Missouri St 302
Fairfield,CA94533
71-0877008 501(c)(3) 10,000       Project Support
(326) Dress for Success Oregon
1532 NE 37th Ave
Portland,OR97232
93-1250115 501(c)(3) 15,000       Project Support
(327) Drew Child Development Corporation Inc
1770 E 118th Street
Los Angeles,CA90059
95-4134752 501(c)(3) 6,000       Event Support\Awards Ceremony
(328) DREXEL UNIVERSITY
3201 Arch Street
Philadelphia,PA19104
23-1352630 501(c)(3) 76,700       Research / Project Support
(329) Drivers for Survivors Inc
39270Paseo Padre Pkwy355
Fremont,CA94538
45-4906163 501(c)(3) 6,836       Other;Event Support\Annual Fundraiser
(330) DUKE UNIVERSITY
2024 W Main St
Durham,NC27705
56-0532129 501(c)(3) 112,751       Research / Project Support
(331) DUKE UNIVERSITY
2200 W Main Street
Durham,NC27705
58-0532129 501(c)(3) 27,891       Research / Project Support
(332) Dunwoody United Methodist Church Inc
1548 Mt Vernon Rd
Dunwoody,GA30338
58-1994231 501(c)(3) 10,000       Board Matching Gift
(333) Earth Island Institute
5323 Rosalind Ave
Richmond,CA94805
94-2889684 501(c)(3) 115,000       Project Support
(334) East Bay Agency for Children
303 Van Buren St
Oakland,CA94610
94-1358309 501(c)(3) 139,900       General Operating Support
(335) East Bay Asian Local Development Corp
1825 San Pablo Ave 200
Oakland,CA94612
51-0171851 501(c)(3) 110,000       General Operating Support
(336) East Bay Bicycle Coalition
466 Water St
Oakland,CA94607
94-2585652 501(c)(3) 23,000       Project Support
(337) East Bay Children's Law Offices Inc
7700 Edgewater Dr 210
Oakland,CA94621
26-4504468 501(c)(3) 50,000       Project Support
(338) East Bay College Fund
300 Frank Ogawa Plz 430
Oakland,CA94612
54-2103707 501(c)(3) 7,300       Event Support\Cultural Event
(339) East Los Angeles Women's Center
1431 S Atlantic Blvd
Los Angeles,CA90022
51-0204577 501(c)(3) 25,000       General Operating Support
(340) East San Gabriel V Coal for the Homeless
1345 Turnbull Rd
Hacienda Heights,CA91745
95-4508436 501(c)(3) 12,000       Project Support
(341) Eco Urban Gardens
4647 Kingswell Ave
Los Angeles,CA90027
47-4933807 501(c)(3) 10,000       Project Support
(342) Ecology Center
2530 San Pablo Ave H
Berkeley,CA94702
94-1703351 501(c)(3) 95,000       Project Support
(343) Ecumenical Counc of the Pasadena A Ch
444 E Washington Blvd
Pasadena,CA91104
95-1644608 501(c)(3) 8,670       Event Support\Annual Fundraiser
(344) Ecumenical Ministries of Oregon
0245 SW Bancroft St
Portland,OR97239
93-0625359 501(c)(3) 35,000       Project Support
(345) Eden I&R Inc
570 B St
Hayward,CA94541
94-2339050 501(c)(3) 100,000       General Operating Support
(346) Eden Youth & Family Center
680 West Tennyson Rd
Hayward,CA94544
94-2442586 501(c)(3) 50,000       Project Support
(347) Edgewood Center for Children and Families
1801 Vicente St
San Francisco,CA94116
94-1186168 501(c)(3) 39,000       Project Support
(348) EduCare Foundation
16134 Wyandotte Street
Van Nuys,CA91406
95-4285350 501(c)(3) 10,000       Project Support
(349) Education Leadership Foundation
4290 East Ashlan Ave
Fresno,CA93726
26-0417563 501(c)(3) 15,000       Project Support
(350) Education Outside
135 Van Ness Ave
San Francisco,CA94102
46-0590185 501(c)(3) 30,000       Project Support
(351) Educational Service District 112
2500 NE 65th Avenue
Vancouver,WA98661
91-0847188 Govt or Public 50,000       Project Support
(352) EJCW
909 12th St 200
Sacramento,CA95814
20-2539559 501(c)(3) 20,000       Other
(353) El Centrito Family Learning Centers
450 South K St Suite 111
Oxnard,CA93030
31-1652255 501(c)(3) 20,000       Project Support
(354) El Centro de Amistad Inc
566 S Brand Blvd
San Fernando,CA91340
95-3498639 501(c)(3) 10,000       Project Support
(355) El Centro de Libertad
500 Allerton St
Redwood City,CA94062
94-3189174 501(c)(3) 10,000       General Operating Support
(356) El Monte-South El Monte Emergency Rcs Assn
10900 Mulhall St
El Monte,CA91731
95-6097318 501(c)(3) 8,000       Project Support
(357) El Nido Family Centers
440 Shatto Pl
Los Angeles,CA90020
95-3186429 501(c)(3) 23,750       Project Support
(358) Elevate Your GAME
2019 E 120th Street
Los Angeles,CA90059
68-0533404 501(c)(3) 50,000       Project Support
(359) Elica Health Centers
1860 Howe Ave 440
Sacramento,CA95825
37-1424390 501(c)(3) 50,000       Project Support
(360) Elk Grove Food Bank Services
9820 Dino Dr140
Elk Grove,CA95624
38-3664737 501(c)(3) 30,000       Other
(361) Elk Grove Unified School District
9510ElkGrove-FlorinRd
Elk Grove,CA95624
94-6002501 Government or P 133,168       Other
(362) Emerald Cities Collaborative Inc
1140 Connecticut AveNW
Washington,DC20036
27-0920269 501(c)(3) 125,000       Project Support
(363) Emergency Food Bank
7 W Scotts Ave
Stockton,CA95203
68-0002165 501(c)(3) 10,000       Other
(364) EMORY UNIVERSITY
1462 Clifton Road
Atlanta,GA30322
58-0566256 501(c)(3) 37,690       Research / Project Support west contra costa county
(365) Encompass Community Services
380 Encinal St 200
Santa Cruz,CA95060
23-7275290 501(c)(3) 187,985       Project Support
(366) Encoreorg
PO Box 29542
San Francisco,CA94129
94-3274339 501(c)(3) 95,000       Project Support
(367) End 68 Hours of Hunger
3336 NorthTexas StJ187
Fairfield,CA94533
45-0998251 501(c)(3) 20,000       Project Support
(368) Enterprise Community Partners Inc
101 Montgomery St
San Francisco,CA94104
52-1231931 501(c)(3) 187,000       Project Support
(369) Environmental Health Coalition
2727 Hoover Ave
National City,CA91950
95-3798792 501(c)(3) 45,000       Project Support
(370) Esperanza Community Housing Corporation
3655 S Grand Ave
Los Angeles,CA90007
95-4230345 501(c)(3) 14,760       Event Support\Annual Fundraiser
(371) ESSENTIA INSTITUTE OF RURAL HEALTH
502 E 2nd Street
Duluth,MN55805
27-1291124 501(c)(3) 31,599       Research / Project Support
(372) Essential Access Health
3600 Wilshire Blvd
Los Angeles,CA90010
95-2564024 501(c)(3) 84,250       Event Support\Dinner
(373) Every Neighborhood Partnership
2044 E Nees AVE
Fresno,CA93720
87-0814198 501(c)(3) 28,000       Project Support
(374) Exonerated Nation co The Praxis Project
1900 Fruitvale Ave3D
Oakland,CA94601
30-0044814 501(c)(3) 75,000       Project Support
(375) Fairfield Community Services Foundation
1000 Webster St
Fairfield,CA94533
68-0344658 501(c)(3) 15,000       Project Support
(376) Faith In Action
3303 Whitemarsh Ln
Fairfield,CA94534
68-0431992 501(c)(3) 15,000       Project Support
(377) Familias en Accion
2710 NE 14th Ave
Portland,OR97212
93-1284335 501(c)(3) 15,000       Project Support
(378) Families First Inc
9343 Tech Center Drive
Sacramento,CA95826
94-2295953 501(c)(3) 46,980       Other
(379) Families Forward
8 Thomas
Irvine,CA92618
33-0086043 501(c)(3) 40,000       Project Support
(380) Families in Schools
1545 Wilshire Blvd
Los Angeles,CA90017
95-4818894 501(c)(3) 9,500       Conference Support
(381) Family Alliance for the Mentally Ill
7545 N Del Mar Ave 105
Fresno,CA93711
77-0319190 501(c)(3) 24,800       Project Support
(382) Family Assistance Program
15075 7th Street
Victorville,CA92395
33-0107971 501(c)(3) 20,000       Project Support
(383) Family Equality Council
475 Park Ave S RM 2100
New York,NY10016
52-1438455 501(c)(3) 9,000       Event Support\Annual Fundraiser
(384) Family Foundations Counseling Services
2610 W Shaw Ln 104
Fresno,CA93711
27-3301215 501(c)(3) 98,000       Project Support
(385) Family HealthCare Network
305 E Center Avenue
Visalia,CA93291
94-2525145 501(c)(3) 95,000       Project Support
(386) Family Resource & Referral Ctr-San Joaquin
509 W Weber Ave 101
Stockton,CA95203
94-1691503 501(c)(3) 90,000       Project Support
(387) Family Service Agency of San Bernardino
1669 North E St
San Bernardino,CA92405
95-1641436 501(c)(3) 15,000       Project Support
(388) Family Service Agency of the Central Coast
104 Walnut Ave 208
Santa Cruz,CA95060
94-1716354 501(c)(3) 15,500       Project Support
(389) Family Service Association
21250 B Springs Rd
Moreno Valley,CA92557
95-1803694 501(c)(3) 40,000       Project Support
(390) Family Service Association of Redlands
612 Lawton Street
Redlands,CA92374
95-1655614 501(c)(3) 10,000       Project Support
(391) Family Support Services of the Bay Area
303 Hegenberger Rd 400
Oakland,CA94621
94-3108205 501(c)(3) 96,250       Project Support
(392) Farmers Market Fund
240 N BRdway Ste 129
Portland,OR97227
45-3804465 501(c)(3) 15,000       Project Support
(393) Farmworker Housing Development Corp
1274 Fifth St Ste 1-A
Woodburn,OR97071
93-1055994 501(c)(3) 20,000       Project Support
(394) Fdn for California Community Colleges
1102 Q St Ste 4800
Sacramento,CA95811
68-0412350 501(c)(3) 15,000       Other
(395) FIRM Fresno
1940 N Fresno St
Fresno,CA93703
77-0357297 501(c)(3) 150,000       Project Support
(396) First 5 Alameda County
1115 Atlantic Avenue
Alameda,CA94501
83-0383617 Government or P 19,500       Conference Support
(397) First African Methodist Episcopal Church
7000 Coliseum Way
Oakland,CA94621
47-1848414 501(c)(3) 20,000       Other
(398) First Place for Youth
426 17th St 100
Oakland,CA94612
94-3341034 501(c)(3) 20,000       Project Support
(399) First Step Communities
139 Blakeslee Way
FOLSOM,CA95630
35-2537631 501(c)(3) 10,000       Other
(400) Fiscal Agent - YMCA of the East Bay
2330 BRdway
Oakland,CA94612
94-1156635 501(c)(3) 158,000       Project Support
(401) FISH of Cowlitz County
PO Box 135
Longview,WA98632
23-7452250 501(c)(3) 14,300       Project Support
(402) Flourish Agenda
1714 Franklin St 100-321
Oakland,CA94612
33-0488726 501(c)(3) 95,000       Project Support
(403) Folsom Cordova Unified School District
1965 Birkmont Dr
Rancho Cordova,CA95742
94-6002505 Government or P 30,000       Other
(404) Food Alliance
1829 NE Alberta 5
Portland,OR97211
91-1747155 501(c)(3) 21,000       Project Support
(405) Food Bank of Contra Costa and Solano
4010 Nelson Ave
Concord,CA94520
94-2418054 501(c)(3) 169,750       Project Support
(406) Food Finders Inc
3744 N Industry Ave
Lakewood,CA90712
33-0412749 501(c)(3) 15,000       Event Support\Annual Fundraiser
(407) Food for Thought
6550 RailRd Ave
Forestville,CA95436
68-0181095 501(c)(3) 20,000       Project Support
(408) Food Forward Inc
7412 Fulton Ave
North Hollywood,CA91605
90-0678872 501(c)(3) 20,000       General Operating Support
(409) FOOD Inc
4010 E Amendola Drive
Fresno,CA93725
77-0320851 501(c)(3) 105,000       Project Support
(410) Food Literacy Center
2973 Third Avenue
Sacramento,CA95817
45-3973268 501(c)(3) 26,000       Event Support\Annual Fundraiser
(411) FOOD Share Inc
4156 Southbank Rd
Oxnard,CA93036
77-0018162 501(c)(3) 40,000       Responsive
(412) Foodbank of Southern California
1444 San Francisco Ave
Long Beach,CA90813
95-3557056 501(c)(3) 10,000       Project Support
(413) Foodwhat Incorporated
FoodWhat 1156 High St
Santa Cruz,CA95064
81-2590280 501(c)(3) 20,000       Project Support
(414) Foothill AIDS Project
233 West Harrison Ave
Claremont,CA91711
33-0341665 501(c)(3) 22,500       Project Support
(415) Foothill Family Service
2500 E Foothill Blvd
Pasadena,CA91107
95-1690990 501(c)(3) 16,000       Project Support
(416) Foothill Family Shelter Inc
1501 W Ninth St Ste D
Upland,CA91786
33-0341818 501(c)(3) 20,000       Project Support
(417) Foothill Unity Center Inc
790 W Chestnut Avenue
Monrovia,CA91016
95-4310817 501(c)(3) 28,000       Project Support
(418) Foothill-De Anza Community Colleges Fddn
12345 El Monte Rd
Los Altos Hills,CA94022
94-3258220 501(c)(3) 40,000       Project Support
(419) Forget Me Not Children's Services
5345 Highway 12 West
Santa Rosa,CA95407
26-3464770 501(c)(3) 39,960       Project Support
(420) Foster Youth in Action
2140 Shattuck Ave 504
Berkeley,CA94704
26-3757824 501(c)(3) 15,000       Conference Support
(421) Foundation for Clovis Schools
1450 Herndon Ave
Clovis,CA93611
77-0140576 501(c)(3) 50,000       Project Support
(422) Foundation for Students Rising Above
PO BOX 192492
San Francisco,CA94119
81-0615887 501(c)(3) 55,000       Project Support
(423) Fred Finch Youth Center
3800 Coolidge Ave
Oakland,CA94602
94-0474080 501(c)(3) 112,500       General Operating Support
(424) FRED HUTCHINSON CANCER RESEARCH CTR
1100 Fairview Ave N
Seattle,WA98109
23-7156071 501(c)(3) 314,543       Research / Project Support
(425) Free Clinic of Southwest Washington
4100 Plomondon St
Vancouver,WA98661
91-1707542 501(c)(3) 33,000       Project Support
(426) Fresh Approach
5060 Commercial Cir C
Concord,CA94520
26-2438206 501(c)(3) 120,000       Project Support
(427) Fresh Lifelines for Youth Inc (FLY)
568 Valley Way
Milpitas,CA95035
52-2234595 501(c)(3) 30,000       Project Support
(428) Fresh Producers Inc
4625 44th St
Sacramento,CA95820
20-8747234 501(c)(3) 20,000       Other
(429) Fresno American Indian Health Project
1551 E Shaw Avenue 139
Fresno,CA93710
45-1504597 501(c)(3) 368,520       General Operating Support
(430) Fresno Barrios Unidos
4415 E Tulare Ave
Fresno,CA93702
77-0363955 501(c)(3) 15,000       Project Support
(431) Fresno Building Healthy Communities
4991 E McKinley Ave107
Fresno,CA93727
81-3711032 501(c)(3) 6,000       Project Support
(432) Fresno Center for New Americans
4879 E Kings Canyon Rd
Fresno,CA93727
77-0280265 501(c)(3) 24,500       Project Support
(433) Fresno County Economic Opportunities Comsn
1920 Mariposa Mall 300
Fresno,CA93721
94-1606519 501(c)(3) 10,000       Project Support
(434) Fresno Metropolitan Ministry
4270 N Blackstone Ave212
Fresno,CA93726
94-2181848 501(c)(3) 95,000       Project Support
(435) Fresno Police Chaplaincy
905 N Fulton St
Fresno,CA93728
77-0304652 501(c)(3) 40,000       Project Support
(436) Fresno Unified School District
1833 E St
Fresno,CA93721
94-6002206 Government or P 75,000       Project Support
(437) Fresno United Neighborhoods
1515 E Divisadero St
Fresno,CA93721
77-0348220 501(c)(3) 30,000       Project Support
(438) Friends For Youth Inc
1741 BRdway
Redwood City,CA94402
94-2961034 501(c)(3) 20,000       General Operating Support
(439) Friends of Santa Cruz State Parks
1543 Pacific Ave
Santa Cruz,CA95060
51-0183410 501(c)(3) 75,000       Project Support
(440) Friends of the Los Angeles Free Clinic
8405 Beverly Blvd
Los Angeles,CA90048
95-3433824 501(c)(3) 13,500       Event Support\Dinner
(441) Friends of Zenger Farm
11741 SE Foster Rd
Portland,OR97226
93-1269630 501(c)(3) 140,346       Project Support
(442) Future Leaders of America
450 S K St 205
Santa Barbara,CA93030
77-0071036 501(c)(3) 70,000       Responsive
(443) Gardner Family Health Network Inc
160 EVirginia St100
San Jose,CA95112
94-1743078 501(c)(3) 40,000       Project Support
(444) Garfield Health Center
210 N Garfield Ave
Monterey Park,CA91754
76-0733752 501(c)(3) 7,500       Project Support
(445) Gay & Lesbian Center of Bakersfield
902 18th Street
Bakersfield,CA93301
45-3709449 501(c)(3) 18,000       Project Support
(446) Gay and Lesbian Comm Svcs Ctr of OC
1605 N Spurgeon St
Santa Ana,CA92701
95-2934041 501(c)(3) 25,000       Project Support
(447) Geisinger Health System
100 N Academy Ave
Danville,PA17822
23-6291113 501(c)(3) 146,686       Research / Project Support
(448) Gender Health Center
2020 29th St Ste 201
Sacramento,CA95817
26-3839452 501(c)(3) 85,000       Project Support
(449) Genesys Works
101 2nd St 500
San Francisco,CA94105
46-1568087 501(c)(3) 15,000       Event Support\Cultural Event
(450) George Mark Children's House
2121 George Mark Ln
San Leandro,CA94578
94-3255845 501(c)(3) 9,000       Other;Event Support\Annual Fundraiser
(451) George Washington University
2033 K St NW Ste 300
Washington,MI20052
53-0196584 501(c)(3) 348,464       Project Support
(452) Girl Scouts of Northern California
1650 Harbor Bay Pkwy100
Alameda,CA94502
94-1551410 501(c)(3) 30,000       Project Support
(453) Girls Inc of Northwest Oregon
4800 SW Macadam Ave
Portland,OR97239
54-2073930 501(c)(3) 15,000       Project Support
(454) Girls Incorporated of Alameda County
510 16th St
Oakland,CA94612
94-1558073 501(c)(3) 15,900       Event Support\Cultural Event
(455) Girls on the Run - Bay Area
3543 18th St 31
San Francisco,CA94110
71-0890558 501(c)(3) 25,000       Project Support
(456) Girls On The Run Napa Valley Incorporated
3299 Claremont Ave 6
Napa,CA94588
55-0906534 501(c)(3) 24,000       Project Support
(457) Give Every Child A Chance
322 Sun West Place
Manteca,CA95337
68-0399384 501(c)(3) 45,000       Project Support
(458) Glendale Youth Alliance Inc
1255 S Central Ave
Glendale,CA91204
95-4453585 501(c)(3) 31,250       Project Support
(459) Global Center For Success Inc
1055 Azuar Drive
Vallejo,CA94592
71-0896807 501(c)(3) 20,000       Project Support
(460) Global Education Fund - Boulder CO
PO Box 548
Boulder,CO80306
84-1437310 501(c)(3) 5,300       Board Matching Gift
(461) Golden Gate National Parks Conservancy
201 Fort Mason
San Francisco,CA94123
94-2781708 501(c)(3) 150,000       Project Support
(462) Golden State Opportunity Foundation
553 S Clarence St
Los Angeles,CA90033
47-4325738 501(c)(3) 75,000       Project Support
(463) Golden Valley Health Centers
737 West Childs Avenue
Merced,CA95341
94-2196086 501(c)(3) 50,000       Project Support
(464) Goodwill Industries of Southern California
342 N San Fern Rd
Los Angeles,CA90031
95-1641441 501(c)(3) 10,000       Project Support
(465) Gospel Center Rescue Mission Inc
445 S San Joaquin Street
Stockton,CA95203
94-1375835 501(c)(3) 75,000       Project Support
(466) Greater Hayward Area Recreation & Park Fdn
1099 E St
Hayward,CA94541
94-2901655 501(c)(3) 125,000       Project Support
(467) Greenlining Institute
360 14th St 2nd floor
Oakland,CA94612
94-3173571 501(c)(3) 168,950       Project Support
(468) Growing Gardens
2203 NE Oregon St
Portland,OR97232
93-1213728 501(c)(3) 15,000       Project Support
(469) GRYD Foundation
1933 S Broadway
Los Angeles,CA90007
45-4927250 501(c)(3) 45,000       General Operating Support
(470) Guide Dogs for the Blind
32901 SE Kelso Rd
Boring,OR97009
94-1196195 501(c)(3) 15,000       Project Support
(471) HABITAT FO-002
2619 Broadway
Oakland,CA64612
94-3053687 501(c)(3) 12,000       Donation for Team Building event
(472) Habitat for Humanity of Sonoma County
3273 Airway Dr Ste E
Santa Rosa,CA95403
68-0041170 501(c)(3) 63,406       Event Support\Annual Fundraiser
(473) Hacienda Community Development Corporation
6700 NE Killingsworth St
Portland,OR97218
93-0979064 501(c)(3) 20,000       Project Support
(474) Hamburger Home
7120 Franklin Ave
Los Angeles,CA90046
95-1693616 501(c)(3) 30,000       Project Support
(475) Harbor Area Gang Alternatives
309 W Opp St
Wilmington,CA90744
33-0322451 501(c)(3) 10,000       Project Support
(476) Harbor City-Harbor Gtwy Boys & Girls Club
1220 W 256th St
Harbor City,CA90710
33-0450797 501(c)(3) 14,300       General Operating Support
(477) Harbor Community Clinic Inc
593 W Sixth Street
San Pedro,CA90731
23-7103245 501(c)(3) 12,500       Project Support
(478) Harm Reduction Services
2800 Stockton Blvd
Sacramento,CA95817
68-0300656 501(c)(3) 20,000       Other
(479) Harm Reduction Therapy Center
45 Franklin St
San Francisco,CA94102
94-3363781 501(c)(3) 20,000       Project Support
(480) Harvard Pilgrim Health Care
401 Park Dr Ste 401
Boston,MA02215
04-2452600 501(c)(3) 216,457       Research Subcontract
(481) Haven Hills Inc
PO Box 260
Canoga Park,CA91305
95-3196247 501(c)(3) 23,167       Project Support
(482) Hawthorne School District
14120 S Hawthorne Blvd
Hawthorne,CA90250
95-6001545 Govt or Public 39,500       Project Support
(483) Haynes Family of Programs
233 W Baseline Road
La Verne,CA91750
95-1506150 501(c)(3) 8,000       Project Support
(484) Health Care Foundation for Ventura County
3291 Loma Vista Road
Ventura,CA93003
47-1535937 501(c)(3) 24,500       Responsive
(485) Health Care Without Harm
12355 Sunrise Valley Dr
Reston,VA20191
52-2358837 501(c)(3) 184,449       Project Support
(486) Health Career Connection
300 Frank Ogawa Plaza
Oakland,CA94612
25-1904312 501(c)(3) 90,000       Project Support
(487) Health Education Council
3950 Industrial Blvd
West Sac,CA95691
68-0249296 501(c)(3) 375,954       Project Support
(488) HEALTH RESEARCH INC
PO Box 2966
Buffalo,NY14240
14-1402155 501(c)(3) 1,025,565       Research / Project Support
(489) Healthcare Foundation Northern Sonoma Cty
111 Monte Vista AveA
Healdsburg,CA95448
68-0474109 501(c)(3) 40,000       Project Support
(490) Healthier Kids Foundation Santa Clara Cty
4040 Moorpark Ave 100
San Jose,CA95117
77-0545774 501(c)(3) 20,000       Project Support
(491) HEALTHPARTNERS INSTITUTE
8170 33rd Avenue S
Minneapolis,MN55440
41-1670163 501(c)(3) 686,277       Research / Project Support
(492) HealthRIGHT 360
1833 Fillmore St
San Francisco,CA94115
94-6129071 501(c)(3) 44,220       Event Support\Annual Fundraiser
(493) Healthy Aging Association
3500 Coffee Road 19
Modesto,CA95355
77-0546574 501(c)(3) 30,000       Project Support
(494) Healthy Comm Forum- the Greater Sac Region
819 19th St
Sacramento,CA95811
68-0377256 501(c)(3) 235,500       Event Support\Annual Fundraiser
(495) Healthy Hearts Institute
62 Treatro Ave 265
Pittsburg,CA94565
47-1316443 501(c)(3) 10,000       Project Support
(496) Help Others Provide Encouragemt Ministries
520 South Union Road
Manteca,CA95337
68-0235846 501(c)(3) 90,000       Capital Fund Support
(497) Helpline Youth Counseling
14181 Telegraph Road
Whittier,CA90604
23-7113824 501(c)(3) 40,000       Project Support
(498) HENRY FORD HEALTH SYSTEM FOUNDATION
1 Ford Place 2F
Detroit,MI48202
23-7383042 501(c)(3) 96,036       Research / Project Support
(499) Hersmile
294 Crestview Ave
Martinez,CA94553
47-0992161 501(c)(3) 20,000       Project Support
(500) Hidden Genius Project Inc
2934 Telegraph Ave
Oakland,CA94609
46-0689949 501(c)(3) 110,000       General Operating Support
(501) Hidden Harvest Corporation
85-711 Peter Rabbit Ln
Coachella,CA92236
33-0821743 501(c)(3) 15,000       Project Support
(502) High Desert Second Chance
16666 Smoke Tree St Bldg
Hesperia,CA92345
46-4690286 501(c)(3) 15,000       General Operating Support
(503) Hillsides
815 Colorado Blvd
Los Angeles,CA90041
95-1644002 501(c)(3) 8,600       Event Support\Annual Fundraiser
(504) Hinds Hospice
2490 W Shaw Ave Ste 101
Fresno,CA93711
77-0071360 501(c)(3) 21,899       Project Support
(505) HIP Housing
800 South Claremont St
San Mateo,CA94402
94-2154614 501(c)(3) 150,000       Project Support
(506) Hispanas Organized for Political Equality
634 S Spring St
Los Angeles,CA90014
95-4718409 501(c)(3) 91,000       Event Support\Annual Fundraiser
(507) Holy Family Day Homes of San Francisco
299 Dolores St
San Francisco,CA94103
94-1156492 501(c)(3) 7,500       Event Support\Annual Fundraiser
(508) Home Ownership for Personal Emp Inc
1155 E San Antonio Dr
Long Beach,CA90807
33-0618316 501(c)(3) 10,000       Project Support
(509) Homeboy Industries
130 W Bruno St
Los Angeles,CA90012
95-4800735 501(c)(3) 20,000       Event Support\Annual Fundraiser
(510) Homeless Health Care Los Angeles
2330 Beverly Blvd
Los Angeles,CA90057
95-4074970 501(c)(3) 9,000       Event Support\Annual Fundraiser
(511) Homeless Prenatal Program Inc
2500 18th St
San Francisco,CA94110
94-3146280 501(c)(3) 25,000       Project Support
(512) Hope of the Valley Rescue Mission
11134 Sepulveda B
Mission Hills,CA91345
27-2053273 501(c)(3) 10,000       Project Support
(513) Houchin Community Blood Bank
11515 Bolthouse Drive
Bakersfield,CA93311
95-1726412 501(c)(3) 24,500       Project Support
(514) House of Ruth Inc
599 N Main Street
Pomona,CA91768
95-3276033 501(c)(3) 29,000       Project Support
(515) Huckleberry Youth Programs Inc
3310 Geary Blvd
San Francisco,CA94118
94-1687559 501(c)(3) 135,500       Project Support
(516) Human Solutions Inc
12350 SE Powell Blvd
Portland,OR97236
93-0977166 501(c)(3) 30,000       Project Support
(517) Hunger Action Los Angeles
961 S Mariposa Ave
Los Angeles,CA90006
20-5142259 501(c)(3) 49,140       Project Support
(518) ICAHN SCHOOL OF MEDICINE AT MOUNT SINAI
1 Gustave L Levy Place
New York,NY10029
13-6171197 501(c)(3) 60,354       Research / Project Support
(519) ICNA Relief USA Programs Inc
2180 W Crescent Ave
Anaheim,CA92801
04-3810161 501(c)(3) 25,000       Project Support
(520) Immigrant & Refugee Community Organization
631 NE 102nd Ave
Portland,OR97220
93-0806295 501(c)(3) 32,500       Project Support
(521) Imtasik Family Counseling Services Inc
6809 Indiana Ave
Riverside,CA92506
46-5525893 501(c)(3) 20,000       Project Support
(522) INDIA COMMUNITY CENTER INC
525 Los Coches
Milpitas,CA95035
52-2351119 501(c)(3) 16,200       Project Support
(523) INDIANA UNIVERSITY
2166 Avenida De La Playa
La Jolla,CA92037
33-0100208 501(c)(3) 79,803       Research / Project Support
(524) Info Line of San Diego County
3860 Calle Fortunada
San Diego,CA92123
33-1029843 501(c)(3) 68,570       Project Support
(525) Inland Valley Council of Churches
1753 N Park Ave
Pomona,CA91768
95-2674837 501(c)(3) 20,000       Project Support
(526) Instituto Familiar De La Raza Inc
2919 Mission St
San Francisco,CA94110
94-2523608 501(c)(3) 44,600       Project Support
(527) Instituto Laboral De La Raza
2947 - 16th St
San Francisco,CA94103
94-2890401 501(c)(3) 8,500       Other
(528) Insure the Uninsured Project
1107 Ninth St
Sacramento,CA95814
27-4159194 501(c)(3) 175,825       Conference Support
(529) Integrated Community Healthcare Solutions
1505 E 17th St Ste 209
Santa Ana,CA92705
03-0437935 501(c)(3) 25,000       Project Support
(530) Integrative Medical Clinic Foundation
175 Concourse Blvd
Santa Rosa,CA95403
68-0445149 501(c)(3) 6,000       Project Support
(531) Interface Children Family Services
4001 Mission Oaks Blvd
Camarillo,CA93012
95-2944459 501(c)(3) 80,000       Responsive
(532) International Institute of the Bay Area
39155 Liberty St D450
Fremont,CA94538
94-1156554 501(c)(3) 40,000       Project Support
(533) International Pre-Diabetes Center Inc
14500 Roscoe Blvd
Panorama City,CA91402
47-1341290 501(c)(3) 10,000       Project Support
(534) Jacobs & Cushman San Diego Food Bank
9850 Distribution Ave
San Diego,CA92121
20-4374795 501(c)(3) 12,500       Project Support
(535) Jacob's Heart Children's Cancer Supp Serv
680 West Beach St
Watsonville,CA95076
68-0413822 501(c)(3) 15,000       Project Support
(536) Jamboree Housing Corporation
17701 Cowan Ave Ste 200
Irvine,CA92614
33-0413518 501(c)(3) 40,000       Project Support
(537) Janet Goeske Foundation
5257 Sierra Street
Riverside,CA92504
33-0023938 501(c)(3) 25,000       Project Support
(538) Jefferson Union High School District
2780 Junipero Serra
Daly City,CA94015
94-3083772 Government or P 32,765       Event Support\Annual Fundraiser
(539) Jewish Community Free Clinic
50 Montgomery Dr
Santa Rosa,CA95404
94-3386103 501(c)(3) 30,000       Project Support
(540) Jewish Family & Children's Svc of LB
3801 E Willow Street
Long Beach,CA90815
95-2273033 501(c)(3) 10,000       Project Support
(541) Jewish Family & Community Serv East Bay
2484 Shattuck Ave 210
Berkeley,CA94706
94-3250304 501(c)(3) 30,000       Project Support
(542) Jewish Family Service of San Diego
8804 Balboa Ave
San Diego,CA92123
95-1644024 501(c)(3) 74,500       Project Support
(543) JOHNS HOPKINS UNIVERSITY
1101 E 33rd Street
Baltimore,MD21218
52-0595110 501(c)(3) 888,071       Research / Project Support
(544) Join A Center for Involvement
PO Box 16490
Portland,OR97292
93-1090005 501(c)(3) 30,000       Project Support
(545) Jubilee Reach - Bellevue WA
14200 Southeast 13th Pl
Bellevue,WA98007
20-4074712 501(c)(3) 7,500       Board Matching Gift
(546) Jumpstart for Young Children Inc
1625 W Olympic Blvd
Los Angeles,CA90015
04-3262046 501(c)(3) 30,000       General Operating Support
(547) Junior Achievement of Northern California
3003 Oak Rd 130
Walnut Creek,CA94597
94-1322179 501(c)(3) 14,440       Project Support
(548) Jurupa Unified School District
4850 Pedley Road
Jurupa Valley,CA92509
33-0740037 Govt or Public 44,541       Project Support
(549) Just Health 510
1701 San Pablo Ave
Oakland,CA94612
30-0923764 501(c)(3) 20,000       Project Support
(550) JWCH Institute Inc
5650 Jillson Street
Commerce,CA90040
95-2289916 501(c)(3) 8,500       Event Support\Dinner
(551) K to College
7730 Pardee Ln
Oakland,CA94621
51-0671019 501(c)(3) 19,000       Other
(552) Kaboom
4301 Connecticut AveNW
Washington,DC20008
52-1970904 501(c)(3) 505,000       Project Support
(553) Kainos Home and Training Center
3631 Jefferson Ave
Redwood City,CA94062
23-7408490 501(c)(3) 10,000       General Operating Support
(554) KairosPDX
PO Box 12190
Portland,OR97212
46-0987167 501(c)(3) 24,000       Project Support
(555) Kaiser Permanente School of Medicine Inc
100 S Los Robles 301
Pasadena,CA91101
81-4053028 501(c)(3) 43,526,387       General Operating Support
(556) Keaton Raphael Memorial for Neuroblastoma
2260 Douglas Blvd 140
Roseville,CA95661
68-0406980 501(c)(3) 10,000       Other
(557) Kennedy King Memorial College Scholarship
532 Eagle Nest Drive
Martinez,CA94553
94-1677726 501(c)(3) 19,510       Other
(558) Kern County Children and Families Com
2724 L Street
Bakersfield,CA93301
77-0529128 Govt or Public 30,000       Project Support
(559) Kidpower
20047 Stanton Ave
Castro Valley,CA94546
77-0226712 501(c)(3) 54,400       Project Support
(560) Kids Community Clinic of Burbank
400 W Elmwood Ave
Burbank,CA91506
95-4791296 501(c)(3) 14,400       General Operating Support
(561) KidsFirst
124 Main St
Roseville,CA95678
68-0195225 501(c)(3) 25,000       Research / Project Support
(562) Kingdom Causes Bellflower
16429 Bellflower Blvd
Bellflower,CA90706
95-4849998 501(c)(3) 44,985       Event Support\Dinner
(563) Kiva Microfunds
875 Howard St340
San Francisco,CA94103
71-0992446 501(c)(3) 85,000       Project Support
(564) Korean Hlth Edu Information and Rch Ctr
3727 W 6th St
Los Angeles,CA90020
95-4074660 501(c)(3) 9,024       Event Support\Annual Fundraiser
(565) LA Family Housing Corporation
7843 Lankershim B
North Hollywood,CA91605
95-3920560 501(c)(3) 12,500       Project Support
(566) LA Works Inc
570 West Ave 26
Los Angeles,CA90065
95-4329727 501(c)(3) 10,000       Event Support\Annual Fundraiser
(567) LA Brotherhood Crusade
200 E Slauson Avenue
Los Angeles,CA90011
95-2543819 501(c)(3) 18,250       Event Support\Annual Fundraiser
(568) La Clinica De La Raza Inc
PO Box 22210
Oakland,CA94623
94-1744108 501(c)(3) 407,988       Project Support
(569) La Familia Counseling Service
22366 Fuller Ave
Hayward,CA94541
94-2297155 501(c)(3) 95,000       Project Support
(570) La Luz Bilingual Center
17560 Greger St
Sonoma,CA95476
68-0228235 501(c)(3) 20,000       Project Support
(571) La Maestra Family Clinic Inc
4060 Fairmount Avenue
San Diego,CA92105
33-0473171 501(c)(3) 50,000       Project Support
(572) LA Promise Fund
202 W 1st St
Los Angeles,CA90012
20-4562686 501(c)(3) 15,000       Event Support\Annual Fundraiser
(573) LA River Revitalization Corporation
525 S Hewitt Street
Los Angeles,CA90013
27-2245545 501(c)(3) 9,400       Event Support\Annual Fundraiser
(574) LA Trade Technical College Fdn
400 W WA Blvd
Los Angeles,CA90015
95-3813527 501(c)(3) 9,650       Event Support\Annual Fundraiser
(575) Laguna Beach Community Clinic
362 Third Street
Laguna Beach,CA92651
95-2637633 501(c)(3) 20,000       General Operating Support
(576) Larkin Street Youth Services
134 Golden Gate Ave
San Francisco,CA94102
94-2917999 501(c)(3) 60,000       Project Support
(577) LA's Best
200 N St Ste M-120
Los Angeles,CA90012
95-4311058 501(c)(3) 46,380       Event Support\Dinner
(578) Latino Community Foundation
235 Montgomery St
San Francisco,CA94104
81-0564400 501(c)(3) 10,500       Other;Event Support\Annual Fundraiser
(579) Latino Ctr For Prvnt & Act In Hlth & Welf
450 W 4th St Ste 130
Santa Ana,CA92701
33-0562943 501(c)(3) 45,000       Project Support
(580) Latino Leadership Council
2945 Bell Rd 274
Auburn,CA95603
27-0970476 501(c)(3) 80,000       Project Support
(581) Latino Network
410 NE 18th Ave
Portland,OR97232
73-1675402 501(c)(3) 80,948       Project Support
(582) Latino Physicians of California
400 Capitol Mall
Sacramento,CA95814
45-3502281 501(c)(3) 25,000       Project Support
(583) LAUSD STEM Academy of Hollywood
1309 N Wilton Place
Los Angeles,CA90028
95-6001908 Govt or Public 6,820       Event Support\Health Fair
(584) Lawndale Elementary School District
4161 West 147th Street
Lawndale,CA90260
95-6001837 Govt or Public 44,999       Project Support
(585) Leadership for Urban Renewal Network Inc
553 S Clarence St
Los Angeles,CA90033
27-0584116 501(c)(3) 14,820       Conference Support
(586) League of Volunteers of Newark California
8440 Central Ave s A/B
Newark,CA94560
94-2638329 501(c)(3) 15,000       Other
(587) Leaven Program
2220 Boynton Ave Ste A
Fairfield,CA94533
26-3653717 501(c)(3) 60,000       General Operating Support
(588) Legal Aid of Sonoma County
144 South E St 100
Santa Rosa,CA95404
68-0008581 501(c)(3) 85,000       Project Support
(589) LIFE Courses Inc
PO Box 27550
Oakland,CA94602
45-4177065 501(c)(3) 10,000       Other
(590) Life Lab Science Program
1156 High St
Santa Cruz,CA95064
94-2778848 501(c)(3) 15,000       Project Support
(591) LifeLong Medical Care
2344 Sixth St
Berkeley,CA94710
94-2502308 501(c)(3) 121,300       Other;Event Support\Dinner
(592) LifeMoves
181 Constitution Dr
Menlo Park,CA94025
77-0160469 501(c)(3) 89,500       General Operating Support
(593) LifeWorks Of Sonoma County
1260 N Dutton Ave105
Santa Rosa,CA95401
68-0375462 501(c)(3) 115,000       Project Support
(594) Lighthouse Counseling Resource Ctr
427 A St 400
Lincoln,CA95648
35-2252834 501(c)(3) 29,700       Event Support\Annual Fundraiser
(595) LightHouse Social Service Centers
1003 E Cooley Dr Ste 205
Colton,CA92324
75-3147113 501(c)(3) 15,000       Project Support
(596) Lincoln Child Center
1266 14th St
Oakland,CA94607
94-1156501 501(c)(3) 255,500       Project Support
(597) Links Foundation Inc
1200MassachusettsAveNW
Washington,DC20005
52-1170830 501(c)(3) 75,000       Project Support
(598) Literacy Lab
120a Linden St
Oakland,CA94607
47-2116172 501(c)(3) 15,000       General Operating Support
(599) Live Oak School District
984-1 Bostwick Ln
Santa Cruz,CA95062
94-6002633 Government or P 30,000       Project Support
(600) Livermore Area Recreation and Park Dist
4444 East Ave
Livermore,CA94550
94-6000849 Government or P 20,000       Project Support
(601) Livermore Valley Joint Unified School Dist
685 E Jack London Blvd
Livermore,CA94550
94-2175582 Government or P 20,000       Project Support
(602) Living Room Center Inc
1207 Celevland Ave
Santa Rosa,CA95401
58-2675876 501(c)(3) 24,200       Project Support
(603) Livingston Community Health
1140 Main St
Livingston,CA95334
94-1719656 501(c)(3) 50,000       Project Support
(604) Loaves and Fishes of Contra Costa
835 Ferry St
Martinez,CA94553
68-0018077 501(c)(3) 32,500       Event Support\Annual Fundraiser
(605) Long Beach Bar Foundation Inc
3515 Linden Avenue
Long Beach,CA90807
33-0585482 501(c)(3) 7,500       Project Support
(606) Los Angeles Center for Law and Justice
5301 Whittier Blvd
Los Angeles,CA90022
95-2690540 501(c)(3) 6,750       Event Support\Awards Ceremony
(607) Los Angeles Child Guidance Clinic
3031 S Vermont Ave
Los Angeles,CA90007
95-1690974 501(c)(3) 10,000       Event Support\Annual Fundraiser
(608) Los Angeles Christian Health Centers
202 W 1st St
Los Angeles,CA90012
95-4315734 501(c)(3) 8,150       Event Support\Annual Fundraiser
(609) Los Angeles City College Foundation
855 N Vermont Ave
Los Angeles,CA90029
95-6207819 501(c)(3) 24,500       Project Support
(610) Los Angeles Conservation Corps
605 W Olympic Blvd
Los Angeles,CA90015
95-4002138 501(c)(3) 30,000       Project Support
(611) Los Angeles Education Partnership
202 West First St
Los Angeles,CA90012
95-3909218 501(c)(3) 338,946       Event Support\Annual Fundraiser
(612) Los Angeles LGBT Center
1625 N Schrader Blvd
Los Angeles,CA90028
95-3567895 501(c)(3) 8,500       Event Support\Annual Fundraiser
(613) Los Angeles Neighborhood Land Trust
1541 Wilshire Blvd
Los Angeles,CA90017
38-3687836 501(c)(3) 84,820       Event Support\Annual Fundraiser
(614) Love Overwhelming
PO Box 42
Kelso,WA98626
46-4721592 501(c)(3) 105,785       Project Support
(615) Lower Columbia Comm Action Council Inc
1526 Commerce
Longview,WA98632
91-0814141 501(c)(3) 30,000       Project Support
(616) Lower Columbia School Gardens
PO Box 785
Longview,WA98626
46-4549009 501(c)(3) 15,000       Project Support
(617) Madera County Food bank
225 South Pine St 101
Madera,CA93637
77-0513488 501(c)(3) 15,000       Project Support
(618) Madera Unified School District
769 South Pine St
Madera,CA93637
35-2247260 Government or P 74,460       Project Support
(619) MAGEE-WOMENS RESEARCH INSTITUTE AND
3339 Ward Street
Pittsburgh,PA15213
25-0965420 501(c)(3) 33,004       Research / Project Support
(620) Magical Bridge Foundation
650 Gilman St
Palo Alto,CA94601
81-2377796 501(c)(3) 75,000       Project Support
(621) Mama's Kitchen
3960 Home Avenue
San Diego,CA92105
33-0434246 501(c)(3) 25,000       Project Support
(622) Mandel Marketplace Inc
1364 7th St
Oakland,CA94607
11-3754129 501(c)(3) 30,000       Project Support
(623) March of Dimes Foundation
1220 SW Morrison
Portland,OR97205
13-1846366 501(c)(3) 68,800       Annual Fundraiser
(624) Marin Child Care Council
555 Northgate Dr 105
San Rafael,CA94903
94-2605281 501(c)(3) 25,000       Project Support
(625) Marin Community Clinic
9 Commercial Blvd 100
Novato,CA94949
94-2237120 501(c)(3) 12,000       Event Support\Annual Fundraiser
(626) Marion County Health Department
3180 Center St NE
Salem,OR97301
93-6002307 Govt or Public 83,327       Project Support
(627) Marjaree Mason Center Inc
1600 M St
Fresno,CA93721
94-1156639 501(c)(3) 50,000       Project Support
(628) MARSHFIELD CLINIC RESEARCH
1000 N OAK AVE
MARSHFIELD,WI54449
81-2822823 For profit 16,917       Research / Project Support
(629) Marthas Pantry
5701 MacArthur Blvd
Vancouver,WA98661
38-3794358 501(c)(3) 8,000       Project Support
(630) Martin Luther King Jr Freedom Center
12500 Campus Drive
Oakland,CA94619
94-3390034 501(c)(3) 120,500       General Operating Support
(631) Martin Luther King Jr Comm Health Fdn
1680 E 120th Street
Los Angeles,CA90059
45-4433505 501(c)(3) 24,350       Event Support\Luncheon
(632) Mary's Mercy Center
641 Roberds Avenue
San Bernardino,CA92411
33-0632426 501(c)(3) 10,000       Project Support
(633) MASSACHUSETTS GENERAL HOSPITAL
399 Revolution Drive
Somerville,MA02145
04-1564655 501(c)(3) 170,176       Research / Project Support
(634) McAlister Institute for Trmt and Edu Inc
1400 N Johnson Ave
El Cajon,CA92020
95-3140767 501(c)(3) 35,000       Project Support
(635) MD ANDERSON CANCER CENTER
7000 Fannin
Houston,TX77030
74-1587488 501(c)(3) 93,736       Research / Project Support
(636) Meals on Wheels Diablo Region
1300 Civic Drive
Walnut Creek,CA94596
68-0044205 501(c)(3) 10,000       Project Support
(637) Meals on Wheels of San Francisco Inc
1375 Fairfax Avenue
San Francisco,CA94124
94-1741155 501(c)(3) 24,050       Event Support\Annual Fundraiser
(638) Meals On Wheels of Solano County
95 Marina Center
Suisun City,CA94585
94-2453452 501(c)(3) 20,000       Project Support
(639) Medical Education Cooperation with Cuba
1714 Franklin St
Oakland,CA94612
31-1603765 501(c)(3) 50,000       Project Support
(640) Medical Missions Adventures
11540 Bonham A
Lake View Terrace,CA91342
04-3661520 501(c)(3) 10,000       Project Support
(641) Medical University of South Carolina
179 Ashley Ave MSC 001
Charleston,SC29425
57-6028985 501(c)(3) 125,888       Research / Project Support
(642) Medshare International
2937 Alvarado St
San Leandro,CA94577
58-2433968 501(c)(3) 109,850       Event Support\Annual Fundraiser
(643) MEMORIAL SLOAN KETTERING CANCER CENTER
633 3rd Ave
New York,NY10065
20-2212588 501(c)(3) 14,577       Research / Project Support
(644) Mend-Meet Each Need with Dignity
10641 N San Fernando Road
Pacoima,CA91331
23-7306337 501(c)(3) 28,254       Project Support
(645) Menifee Valley Boys & Girls Club
26301 Garbani Road
Menifee,CA92584
46-2167670 501(c)(3) 25,000       Project Support
(646) Mental Health Advocacy Services Inc
3255 Wilshire Blvd
Los Angeles,CA90010
95-3371166 501(c)(3) 10,000       General Operating Support
(647) Mental Health America of Los Angeles
506 West Jackman Street
Lancaster,CA93534
95-1881491 501(c)(3) 23,500       Project Support
(648) Mental Health Assoc of San Mateo Cty
2686 Spring St
Redwood City,CA94063
94-6034112 501(c)(3) 15,000       General Operating Support
(649) Mentis
709 Franklin St
Napa,CA95405
94-1236934 501(c)(3) 30,000       Project Support
(650) Mentoring in Medicine & Science Inc
333 Hegenberger Rd 208
Oakland,CA94621
27-3263074 501(c)(3) 99,500       Project Support
(651) Mercy House Living Centers
807 N Garfield St
Santa Ana,CA92701
33-0315864 501(c)(3) 20,000       Project Support
(652) Mercy Housing California
2512 River Plaza Dr
Sacramento,CA95833
94-3081666 501(c)(3) 50,000       Project Support
(653) Mexican American Bar Foundation
6100 Ctr Dr Ste 1130
Los Angeles,CA90045
95-4358513 501(c)(3) 9,000       Event Support\Annual Fundraiser
(654) Mexican American Legal Defense & Edu Fund
634 S Spring St
Los Angeles,CA90014
74-1563270 501(c)(3) 19,220       Board Matching Gift
(655) MICHIGAN STATE UNIVERSITY
426 Auditorium Rd
East Lansing,MI48824
38-6005984 Government or P 27,032       Research / Project Support
(656) Mid-Peninsula Boys & Girls Club
200 North Quebec St
San Mateo,CA94401
94-1431583 501(c)(3) 30,000       General Operating Support
(657) Mind Body Awareness Project
465 Elwood 2
Oakland,CA94610
91-2167480 501(c)(3) 25,000       Project Support
(658) Mission City Community Network Inc
8527 Sepulveda Blvd
North Hills,CA91343
95-4226189 501(c)(3) 10,000       Project Support
(659) Mission Edge San Diego
2820 Roosevelt Rd
San Diego,CA92106
27-2938491 501(c)(3) 24,000       Project Support
(660) Mission Neighborhood Health Center
240 Shotwell St
San Francisco,CA94110
94-2284365 501(c)(3) 9,500       Event Support\Annual Fundraiser
(661) MISSSEY
424 Jefferson St
Oakland,CA94607
26-4513862 501(c)(3) 15,000       General Operating Support
(662) Mixteco Indigena Comm Organizing Project
520 W Fifth St Suite G
Oxnard,CA93030
30-0045901 501(c)(3) 75,000       Responsive
(663) Modesto Neiighborhood Inc
924 15th Street Ste A
Modesto,CA95354
45-3419360 501(c)(3) 20,000       Project Support
(664) Momentum Alliance
221 NW 2nd Ave
Portland,OR97209
45-4176224 501(c)(3) 20,000       Project Support
(665) Momentum for Mental Health
438 N White Rd
San Jose,CA95127
94-1496052 501(c)(3) 90,000       Project Support
(666) MOMS Orange County
1128 W Santa Ana Blvd
Santa Ana,CA92703
33-0518078 501(c)(3) 25,000       Project Support
(667) Montclair Community Foundation
5111 Benito Street
Montclair,CA91763
26-4180900 501(c)(3) 10,000       Project Support
(668) Monument Crisis Center
1990 Market
Concord,CA94520
41-2111171 501(c)(3) 32,500       Project Support
(669) Monument Impact
1760 Clayton Rd
Concord,CA94520
94-3370919 501(c)(3) 36,450       Event Support\Annual Fundraiser
(670) Mothers Club Family Learning Center
980 N Fair Oaks Avenue
Pasadena,CA91103
23-7275324 501(c)(3) 8,700       Event Support\Annual Fundraiser
(671) Motion Pacific Dance
131 Front St E
Santa Cruz,CA95060
46-5251353 501(c)(3) 6,700       Project Support
(672) Mountain Communities Boys and Girls Club
607 Forest Shade Rd
Crestline,CA92325
33-0653707 501(c)(3) 10,000       Project Support
(673) Mountainbrook Community Church
1775 Calle Joaquin
SanLuisObispo,CA93405
95-3414433 501(c)(3) 11,159       Board Matching Gift
(674) Mujeres Unidas Y Activas
3543 18th St 23
San Francisco,CA94110
20-2986926 501(c)(3) 35,000       Other
(675) MULTICARE HEALTH SYSTEM
514 Martin Luther King
Tacoma,WA98405
91-1352172 501(c)(3) 185,000       Research / Project Support
(676) Museum of the African Diaspora
685 Mission St
San Francisco,CA94105
94-3338239 501(c)(3) 75,000       Other
(677) Muslim Educational Trust Inc
POBox 283
Portland,OR97207
93-1151949 501(c)(3) 20,000       Project Support
(678) Mutual Assist Network of Del Paso Heights
811 Grand Avenue A3
Sacramento,CA95838
68-0332694 501(c)(3) 40,000       Other
(679) My Sister's House
5770 Freeport Blvd48
Sacramento,CA95818
68-0464114 501(c)(3) 22,020       Event Support\Cultural Event
(680) NAMI ACS dba NAMI Alameda County South
4974 Omar St
Fremont,CA94538
46-1028709 501(c)(3) 30,000       Project Support
(681) NAMI California
1851 Heritage Ln150
Sacramento,CA95815
94-2676057 501(c)(3) 70,180       Project Support
(682) NAMI Inland Valley
18320 Madrone St
Hesperia,CA92345
38-4058820 501(c)(3) 10,000       General Operating Support
(683) NAMI Orange County
1810 E 17th St
Santa Ana,CA92705
95-3726369 501(c)(3) 24,500       Project Support
(684) NAMI- San Mateo County
1650 Borel Place130
San Mateo,CA94402
94-2650681 501(c)(3) 20,000       General Operating Support
(685) NAMI Santa Clara County
1150 S Bascom Ave 24
San Jose,CA95128
94-2430956 501(c)(3) 30,000       Project Support
(686) NAMI Sonoma County
182 Farmers Ln 202
Santa Rosa,CA95405
68-0041644 501(c)(3) 56,320       Project Support
(687) NAMI-Ventura County
5251 Verdugo Rd Ste K
Camarillo,CA93012
77-0037450 501(c)(3) 8,155       Project Support
(688) Napa Emergency Women's Services
1141 Pear Tree Ln 220
Napa,CA94558
94-2745889 501(c)(3) 20,000       Project Support
(689) Napa Solano SaneSart
1141 Pear Tree Ln 220
napa,CA94558
68-0285816 501(c)(3) 75,000       Project Support
(690) Napa Valley Child Advocacy Network Inc
1909 Jefferson St
Napa,CA94559
56-2498308 501(c)(3) 15,000       Project Support
(691) Napa Valley Community Housing
150 Camino Dorado
Napa,CA94558
94-2442233 501(c)(3) 22,070       Project Support
(692) Narika
1904 Franklin St
Oakland,CA94612
94-3162871 501(c)(3) 10,000       Project Support
(693) National Coalition of 100 Black Women
PO Box 24231
Oakland,CA94605
94-3298877 501(c)(3) 13,580       Other
(694) National Health Foundation
515 S Figueroa St
Los Angeles,CA90071
23-7314808 501(c)(3) 13,300       Event Support\Dinner
(695) National Hispanic Health Foundation
1920 L St NW Suite 725
Washington,DC20036
26-0051902 501(c)(3) 9,000       Event Support\Dinner
(696) NATIONAL JEWISH CENTER
1400 Jackson Street
Denver,CO80206
74-2044647 501(c)(3) 104,443       Research / Project Support
(697) National Kidney Foundation Inc
2403 Sidney St
Pittsburgh,PA15203
13-1673104 501(c)(3) 27,810       Board Matching Gift
(698) National Medical Fellowships Inc
347 Fifth Ave Ste 510
New York,NY10016
01-0963657 501(c)(3) 13,750       Event Support\Awards Ceremony
(699) National Multiple Sclerosis Society
4200 Innslake Drive
Glen Allen,VA23060
13-5661935 501(c)(3) 8,125       Board Matching Gift
(700) Neighborhood Homework House
777 East Alosta Blvd
Azusa,CA91702
95-4713600 501(c)(3) 7,500       Project Support
(701) Neighborhood House Inc
7780 SW Capitol Hwy
Portland,OR97219
93-0386875 501(c)(3) 15,000       Project Support
(702) Neighborhood Housing Services of LA County
3926 Wilshire Blvd
Los Angeles,CA90010
95-3938955 501(c)(3) 11,500       Project Support
(703) Neighborhood Legal Services of LA County
1102 E Chevy Chase Dr
Glendale,CA91205
95-2408642 501(c)(3) 8,875       Event Support\Annual Fundraiser
(704) New Haven Unified School District
34200Alvarado-Niles Rd
Union City,CA94587
94-1717886 Government or P 50,000       General Operating Support
(705) New Horizons Caregivers Group
3129 Hacienda B
Hacienda Heights,CA91745
75-3132090 501(c)(3) 8,169       Project Support
(706) Next Door Solutions to Domestic Violence
234 East Gish Rd 200
San Jose,CA95112
94-2420708 501(c)(3) 40,000       Project Support
(707) Niroga Institute
111 Fairmount Ave
Oakland,CA94611
20-2620278 501(c)(3) 230,000       Project Support
(708) North Bay Children's Center
932 C St
Novato,CA94949
94-3024246 501(c)(3) 177,500       Project Support
(709) North by Northeast Community Health Center
714 NE Alberta St
Portland,OR97211
72-1618287 501(c)(3) 52,795       Project Support
(710) North County Health Project Inc
150 Valpreda Road
San Marcos,CA92069
95-2847102 501(c)(3) 37,500       Project Support
(711) North County Lifeline Inc
3142 Vista Way Ste 400
Oceanside,CA92056
95-2794253 501(c)(3) 25,000       Project Support
(712) North Marin Community Services
680 Wilson Ave
Novato,CA94947
94-1735064 501(c)(3) 105,000       Project Support
(713) North Valley Community Foundation
240 Main St 260
Chico,CA95928
68-0161455 501(c)(3) 202,500       Project Support
(714) Northeast Community Clinic
2550 West Main St
Alhambra,CA91801
95-2687213 501(c)(3) 30,000       General Operating Support
(715) Northeast Valley Health Corporation
1172 N Maclay Avenue
San Fernando,CA91340
23-7120632 501(c)(3) 37,360       Project Support
(716) Northern California Center for Well-Being
101 Brookwood AveA
Santa Rosa,CA95404
93-1144835 501(c)(3) 52,180       Event Support\Health Fair
(717) NORTHERN CALIFORNIA INSTITUTE FOR RESEARCH
4150 Clement St
San Francisco,CA94121
94-3084159 501(c)(3) 140,050       Research / Project Support
(718) Northwest Family Services
6200 SE King Rd
Portland,OR97222
93-0841022 501(c)(3) 35,001       Project Support
(719) Northwest Housing Alternatives
13819 McLoughlin Blvd
Milwaukie,OR97222
93-0814473 501(c)(3) 15,000       Project Support
(720) Northwest Human Services
681 Center St NE
Salem,OR97301
93-0605570 501(c)(3) 30,000       Project Support
(721) Northwest Pilot Project Inc
1430 SW BRdway Ste 200
Portland,OR97201
93-0635871 501(c)(3) 30,000       Project Support
(722) NORTHWESTERN UNIVERSITY
750 N Lake Shore Drive
Chicago,IL60611
36-2167817 501(c)(3) 48,328       Research / Project Support
(723) NYU WINTHROP HOSPITAL
259 1ST ST
MINEOLA,NY11501
11-1633486 501(c)(3) 41,151       Research / Project Support
(724) Oakland California Youth Outreach Inc
303 Hegenberger Rd 301
Oakland,CA94621
27-4707108 501(c)(3) 50,000       Project Support
(725) Oakland Community Land Trust
101 BRdway 205
Oakland,CA94607
32-0285788 501(c)(3) 75,000       Project Support
(726) Oakland Ed Fund
4521 Webster St
Oakland,CA94609
43-2014630 Government or P 42,000       Project Support
(727) Oakland Military Institute
3877 Lusk St
Oakland,CA94608
91-2073068 501(c)(3) 20,000       Other
(728) Oakland Museum of California
1000 Oak St
Oakland,CA94607
45-3138892 501(c)(3) 6,800       Event Support\Cultural Event
(729) Oakland Parks And Recreation Foundation
PO Box 13267
Oakland,CA94661
94-2751052 501(c)(3) 96,083       Project Support
(730) Oakland Police Activities League
9600 Sunnyside St
Oakland,CA94603
94-2826718 501(c)(3) 24,000       Project Support
(731) Oakland School for the Arts
530 18th St
Oakland,CA94612
68-0463892 501(c)(3) 20,000       Other
(732) Oakland Unified School District
1000 BRdway 680
Oakland,CA94607
94-6000385 Government or P 10,000       Project Support
(733) OCHIN
1881 SW Naito Parkway
Portland,OR97201
20-0195556 501(c)(3) 949,416       Research / Project Support
(734) Odd Fellow- Rebekah Children's Home of CA
290 IOOF Avenue
Gilroy,CA95020
94-1167402 501(c)(3) 50,000       Project Support
(735) OLE Health
1100 Trancas St 300
Napa,CA94558
23-7221695 501(c)(3) 120,000       Project Support
(736) On The Move
780 Lincoln Ave
Napa,CA94558
75-3149095 501(c)(3) 165,000       Project Support
(737) One in Long Beach Inc
2017 E 4th Street
Long Beach,CA90814
95-3523149 501(c)(3) 10,000       General Operating Support
(738) One Step a la Vez
421 Sespe Ave
Fillmore,CA93015
45-4604852 501(c)(3) 8,155       Project Support
(739) OneOC
1901 E Fourth St
Santa Ana,CA92705
95-2021700 501(c)(3) 60,000       Project Support
(740) On-Site Dental Care Foundation Inc
3180 Newberry Dr200
San Jose,CA95118
77-0495262 501(c)(3) 55,000       Other
(741) Ontario-Montclair School District
950 W D Street
Ontario,CA91762
95-6002267 Govt or Public 15,000       General Operating Support
(742) Open Heart Kitchen of Livermore Inc
1141 Catalina Dr 137
Livermore,CA94550
94-3396038 501(c)(3) 43,875       Event Support\Annual Fundraiser
(743) Operation Safe House Inc
9685 Hayes Street
Riverside,CA92503
33-0326090 501(c)(3) 25,000       Project Support
(744) Optimal Hospice Foundation
1315 Boughton Drive
Bakersfield,CA93308
95-3334909 501(c)(3) 18,000       Project Support
(745) Orange County Assn for Mental Health
822 W Town Country Road
Orange,CA92868
95-2036972 501(c)(3) 27,650       Project Support
(746) Orangewood Foundation
1575 East 17th Street
Santa Ana,CA92705
95-3616628 501(c)(3) 25,000       Project Support
(747) Oregon Childrens Theatre Company
1939 NE Sandy Blvd
Portland,OR97232
93-1029151 501(c)(3) 15,000       Project Support
(748) Oregon College Of Oriental Medicine
75 NW Couch St
Portland,OR97209
93-0845182 501(c)(3) 15,000       Project Support
(749) OREGON HEALTH & SCIENCE UNIVERSITY
3181 SW Sam Jackson Prk
Portland,OR97239
93-1176109 501(c)(3) 404,400       Research / Project Support
(750) Oregon Oral Health Coalition
9140 SW Pioneer Ct
Wilsonville,OR97070
30-0449673 501(c)(3) 19,775       Project Support
(751) Oregon Public Health Institute
310 SW Fourth Ave
Portland,OR97204
93-1259522 501(c)(3) 150,647       Project Support
(752) Oregon School-Based Health Alliance
310 SW 4th Ave
Portland,OR97204
36-4588657 501(c)(3) 50,000       Project Support
(753) Outside In
1132 SW 13th Ave
Portland,OR97205
93-0567549 501(c)(3) 94,000       Project Support
(754) Pacifica Resource Center
1809 Palmetto Avenue
Pacifica,CA94044
81-1496989 501(c)(3) 15,000       Project Support
(755) Painted Brain Inc
1180 S Beverly Dr
Los Angeles,CA90035
81-3945595 501(c)(3) 15,000       Project Support
(756) Pajaro Valley Community Health Trust
85 Nielson St
Watsonville CA,CA95076
94-1149702 501(c)(3) 79,000       Project Support
(757) Pajaro Valley Prevention & Students Assist
335 East Lake Avenue
Watsonville,CA95076
77-0269322 501(c)(3) 98,000       Project Support
(758) Pajaro Valley Unified School District
294 Green Valley Rd
Watsonville,CA95076
77-0375541 Government or P 20,000       Project Support
(759) Palmdale Community Foundation
38300 Sierra Highway
Palmdale,CA93550
95-4669404 501(c)(3) 20,000       Project Support
(760) Palmdale School District
39139 10th Street East
Palmdale,CA93550
95-6002342 Govt or Public 42,709       Project Support
(761) Palo Alto Medical Foundation Res Instit
795 E Camino Real
Palo Alto,CA94301
94-1156581 501(c)(3) 351,459       Research Subcontract
(762) Para Los Ninos
5000 Hollywood Blvd
Los Angeles,CA90027
95-3443276 501(c)(3) 8,200       Event Support\Annual Fundraiser
(763) Parent Teacher Home Visit Project Inc
2411 15th streeet A
Sacramento,CA95818
51-0477445 501(c)(3) 24,000       Other
(764) PARTI Program
2576 Gumdrop Dr
Lake Balboa,CA91406
76-0832431 501(c)(3) 10,000       Project Support
(765) Partners For A Hunger Free Oregon
712 SE Hawthorne Blvd
Portland,OR97214
20-4970868 501(c)(3) 15,000       Project Support
(766) Partners In Care Foundation Inc
732 Mott St
San Fernando,CA91340
95-3954057 501(c)(3) 8,002       Event Support\Awards Ceremony
(767) Partnership for Children and Youth
1300 BRdway 601
Oakland,CA94612
04-3653529 501(c)(3) 150,000       Project Support
(768) Partnerships for Trauma Recovery
1936 University Ave191
Berkeley,CA94704
47-3948973 501(c)(3) 29,580       Project Support
(769) Pasadena Educational Foundation
351 S Hudson Ave
Pasadena,CA91101
23-7149451 501(c)(3) 33,350       Project Support
(770) Pasadena Senior Center
85 E Holly Street
Pasadena,CA91103
95-2085393 501(c)(3) 22,836       Conference Support
(771) PATH Ventures
340 North Madison Ave
Los Angeles,CA90004
20-1892523 501(c)(3) 15,800       Project Support
(772) Pathways Volunteer Hospice
4645 Woodruff Ave
Lakewood,CA90713
33-0241726 501(c)(3) 50,000       Project Support
(773) PDI of the North Coast Inc
1380 19th Hole Drive
Windsor,CA95492
34-3012430 501(c)(3) 20,000       Project Support
(774) Peace Over Violence
1015 Wilshire Blvd
Los Angeles,CA90017
51-0179305 501(c)(3) 13,800       Event Support\Annual Fundraiser
(775) Pearl Buck Center Inc
3690 W 1st Ave
Eugene,OR97402
93-0584827 501(c)(3) 15,000       Project Support
(776) Pediatric and Family Medical Center
1530 S Olive St
Los Angeles,CA90015
95-1690966 501(c)(3) 9,155       Event Support\Awards Ceremony
(777) Peninsula Conflict Resolution Center
1660 S Amphlett 219
San Mateo,CA94402
77-0144000 501(c)(3) 25,000       General Operating Support
(778) Peninsula Ctr forBlind&VisuallyImpaired
3315 Mission Dr B
Santa Cruz,CA95065
94-1196206 501(c)(3) 24,900       Project Support
(779) Peninsula Family Connections
220 Twin Dolphin Dr
Redwood City,CA94065
94-3315163 501(c)(3) 10,000       General Operating Support
(780) Peninsula Family Service
24 Second Avenue
San Mateo,CA94401
94-1186169 501(c)(3) 15,000       General Operating Support
(781) Peninsula Volunteer's Inc
800 Middle Avenue
Menlo Park,CA94025
94-1294939 501(c)(3) 25,000       Project Support
(782) PENNSYLVANIA STATE UNIVERSITY
500 University Drive
Hershey,PA17033
27-4628784 Government or P 204,290       Research / Project Support
(783) Petaluma People Services Center
1500 Petaluma Blvd S
Petaluma,CA94952
94-2271299 501(c)(3) 21,250       Project Support
(784) Physician Medical Forum
13323 Campus Drive
Oakland,CA94619
30-0086728 501(c)(3) 60,000       Project Support
(785) PitCCh In Foundation
PO Box 38
Alpine,NJ07620
27-2988945 501(c)(3) 15,000       Project Support
(786) Pittsburg Unified School District
3200 Loveridge Rd
Pittsburg,CA94565
52-1771225 Government or P 6,500       Project Support
(787) Placer County Office of Education - Auburn
360 Nevada St
Auburn,CA95603
94-6002096 Government or P 21,000       Other
(788) Placer Food Bank
8284 Industrial Ave
Roseville,CA95678
94-1740316 501(c)(3) 122,260       Project Support
(789) Planned Parenthood Los Angeles
400 W 30TH ST
LOS ANGELES,CA90007
95-2408623 501(c)(3) 17,814       General Operating Support
(790) Planned Parenthood Pasadena Hlth Ctr
2333 Lake Avenue
Altadena,CA91001
95-1916050 501(c)(3) 16,000       Event Support\Annual Fundraiser
(791) Planned Parenthood Shasta Diablo Inc
2185 Pacheco St
Concord,CA94520
94-1575233 501(c)(3) 64,120       Project Support
(792) Planting Justice
3463 San Pablo Avenue
Oakland,CA94608
27-0334905 501(c)(3) 85,000       General Operating Support
(793) Play 4 All Park Inc
425 Merchant St 200
Vacaville,CA95688
46-5558996 501(c)(3) 125,000       Responsive
(794) Playworks Education Energized
460 E Carson Plz Dr
Carson,CA90746
94-3251867 501(c)(3) 260,000       Project Support
(795) Plaza Community Center
4018 City Terrace Dr
Los Angeles,CA90063
95-1691302 501(c)(3) 20,000       Project Support
(796) Pogo Park
2604 Roosevelt Ave
Richmond,CA94804
32-0318691 501(c)(3) 25,000       Project Support
(797) Portland Leadership Foundation
809 N Russell 203
Portland,OR97227
26-4224606 501(c)(3) 50,000       Project Support
(798) Portland Meet Portland
1320 SE 122nd Ave
Portland,OR97233
47-2471876 501(c)(3) 20,000       Project Support
(799) Portland Public Schools (PPS)
501 N Dixon St
Portland,OR97227
93-6000830 Govt or Public 29,500       Project Support
(800) PORTLAND VA RESEARCH FOUNDATION INC
PO BOX 19832
PORTLAND,OR97280
94-3090170 501(c)(3) 123,926       Research / Project Support
(801) Portland Workforce Alliance
7100 SE Division St
Portland,OR97206
27-2964874 501(c)(3) 10,000       Project Support
(802) Positive Resource Center
785 Market St
San Francisco,CA94103
94-3078431 501(c)(3) 24,000       Event Support\Awards Ceremony;Event Support\Annual
(803) Positive Results Corporation
1128 W Gardena Blvd
Gardena,CA90247
95-4455668 501(c)(3) 12,500       Project Support
(804) Poverello House
412 F St
Fresno,CA93706
77-0007985 501(c)(3) 110,000       Project Support
(805) PRO Youth & Families Inc
5299 Auburn Blvd
Sacramento,CA95841
94-2795430 501(c)(3) 46,000       Project Support
(806) Project Access Now
714 SW 20th Place
Portland,OR97205
20-8928388 501(c)(3) 452,536       Project Support;General Operating Support
(807) Project Access Inc
344 20th St 414
Oakland,CA94612
33-0834635 501(c)(3) 25,000       Project Support
(808) Project Angel Food
922 Vine Street
Los Angeles,CA90038
95-4115863 501(c)(3) 18,000       Project Support
(809) Project Avary
PO Box 150088
San Rafael,CA94915
68-0433289 501(c)(3) 20,000       Project Support
(810) Project Quest
2901 E Burnside
Portland,OR97214
93-1121778 501(c)(3) 15,000       Project Support
(811) Project Sister Family Services
363 S Park Ave Ste 303
Pomona,CA91766
23-7116161 501(c)(3) 20,000       Project Support
(812) Project Tf
785 Market St 850
San Francisco,CA94103
45-5026246 501(c)(3) 7,030       Other
(813) Proud Ground
5288 N Interstate Avenue
Portland,OR97217
93-1290320 501(c)(3) 20,000       Project Support
(814) Providence Health Systems
5251 NE Glisan St
Portland,OR97213
93-0386906 501(c)(3) 45,000       Project Support
(815) Public Good Projects - San Diego CA
811 25th St 107
San Diego,CA92102
46-2717584 501(c)(3) 10,000       Board Matching Gift
(816) Public Health Advocates
6702 Inglewood Ave
Stockton,CA95207
95-4723901 501(c)(3) 270,000       Project Support
(817) Public Health Foundation Enterprises Inc
13300 Crossroads
City of Industry,CA91746
95-2557063 501(c)(3) 80,000       Project Support
(818) Public Health Institute
555 12th St 10th floor
Oakland,CA94607
94-1646278 501(c)(3) 353,500       Project Support
(819) R F K Inst of Comm and Family Med
544 N Avalon Blvd
Wilmington,CA90744
33-0531975 501(c)(3) 10,000       Project Support
(820) ROADS Foundation Inc
121 S Long Beach Blvd
Compton,CA90221
45-0572757 501(c)(3) 40,000       Responsive
(821) Rafiki Coalition for Health and Wellness
601 Cesar Chavez St
San Francisco,CA94124
94-3098879 501(c)(3) 40,000       Project Support
(822) Rancho Los Amigos Foundation Inc
7601 E Imperial Highway
Downey,CA90242
95-3849600 501(c)(3) 9,250       Event Support\Annual Fundraiser
(823) RAND CORP
1776 Main St
Santa Monica,CA90401
95-1958142 501(c)(3) 91,159       Research / Project Support
(824) Rape Trauma Services
1860 El Camino Real
Burlingame,CA94010
94-3215045 501(c)(3) 15,000       Project Support
(825) Ravenswood Education Foundation
2120 Euclid Avenue
East Palo Alto,CA94303
26-0166433 501(c)(3) 20,000       General Operating Support
(826) Reach Out and Read Oregon
707 SW Gaines St
Portland,OR97239
04-3481253 501(c)(3) 50,000       Project Support
(827) Reading Partners
180 Grand Ave 800
Oakland,CA94612
77-0568469 501(c)(3) 13,890       Other;Event Support\Annual Fundraiser
(828) REDF
2 Embarcadero Ctr
San Francisco,CA94111
54-2132153 501(c)(3) 260,000       General Operating Support
(829) Redwood City Police Activities League Inc
3399 Bay Rd
Redwood City,CA94063
94-3229506 501(c)(3) 10,000       General Operating Support
(830) Redwood Community Health Coalition
1310 Redwood Way 135
Petaluma,CA94954
94-3220029 501(c)(3) 409,500       Project Support
(831) Redwood Empire Food Bank
3990 Brickway Blvd
Santa Rosa,CA95403
68-0121855 501(c)(3) 29,820       Event Support\Annual Fundraiser
(832) Regents of the UC Berkeley
417-K University Hall
Berkeley,CA94720
94-6002123 501(c)(3) 112,000       Event Support\Awards Ceremony
(833) Regents of the UC Davis
1 Shields Ave
Davis,CA95616
94-6036494 501(c)(3) 3,368,895       Research / Project Support
(834) REGENTS OF THE UC Santa Cruz
1156 High St
Santa Cruz,CA95064
94-1539563 501(c)(3) 408,888       Research / Project Support
(835) Regents of the Uni of CA at San Diego
9500 Gilman Dr MC 0857
La Jolla,CA92093
95-6006144 501(c)(3) 100,000       Project Support
(836) REGENTS OF THE UNIVERSITY OF MICHIGAN
3003 S State Street
Ann Arbor,MI48109
38-6006309 Government or P 249,927       Research / Project Support
(837) REGENTS OF THE UNIVERSITY OF Minnesota
200 Oak St SE
Minneapolis,MN55455
06-1793666 Government or P 89,460       Research / Project Support
(838) Regional Parks Foundation
2950 Peralta Oaks Court
Oakland,CA94605
23-7011877 501(c)(3) 95,000       Project Support
(839) Regional Task Force on the Homeless Inc
4699 Murphy Canyon Rd
San Diego,CA92123
11-3723093 501(c)(3) 50,000       Project Support
(840) ReImagine Mack Road Foundation
75 Quinta Court D
Sacramento,CA95823
46-4193875 501(c)(3) 81,000       Other
(841) Renaissance Entrepreneurship Center
275 5th St
San Francisco,CA94103
94-2793122 501(c)(3) 90,000       Project Support
(842) Representation Project
PO Box 1750
Ross,CA94957
45-1611066 501(c)(3) 9,220       Event Support\Cultural Event
(843) Rescue Mission Alliance
15572 7th St
Victorville,CA92395
23-7278002 501(c)(3) 20,000       General Operating Support
(844) RESEARCH FOUNDATION FOR THE STATE Univ NY
402 Crofts Hall
Buffalo,NY14260
14-1368361 501(c)(3) 16,564       Research / Project Support
(845) RESEARCH TRIANGLE INSTITUTE
3040 Cornwalis
Durham,NC27709
56-0686338 501(c)(3) 105,726       Research / Project Support
(846) Resources for Community Development
2220 Oxford St
Berkeley,CA94704
94-2952466 501(c)(3) 30,000       Project Support
(847) Returning Veterans Project
PO Box 14035
Portland,OR97293
20-4034255 501(c)(3) 15,000       Project Support
(848) Richmond Area Multi-Services Inc
639 14th Avenue
San Francisco,CA94118
23-7389436 501(c)(3) 40,000       Project Support
(849) Richmond Main Street Initiative Inc
1015 Nevin Ave 105
Richmond,CA94801
68-0481132 501(c)(3) 10,000       General Operating Support
(850) Richmond Police Activities League Inc
2200 Macdonald Ave
Richmond,CA94801
94-2826455 501(c)(3) 16,600       Event Support\Luncheon
(851) RightWay Foundation
3650 W MLK Jr Blvd
Los Angeles,CA90008
90-0761009 501(c)(3) 10,000       Project Support
(852) Rio Vista CARE Inc
628 Montezuma St
Rio Vista,CA94571
68-0063763 501(c)(3) 22,000       Project Support
(853) River to Coast Children's Services
16300 First St
Guerneville Ca,CA95446
94-2378459 501(c)(3) 20,000       Project Support
(854) Riverside Area Rape Crisis Center
1845 Chicago Ave
Riverside,CA92507
95-3245057 501(c)(3) 15,000       Project Support
(855) Riverside Free Clinic
3504 Mission Inn Avenue
Riverside,CA92501
46-5407059 501(c)(3) 10,000       Project Support
(856) Roberts Family Development Center
770 Darina Ave
Sacramento,CA95815
68-0470557 501(c)(3) 40,540       Event Support\Annual Fundraiser
(857) Roots Community Health Center
9925 International Blvd5
Oakland,CA94603
26-2583954 501(c)(3) 7,500       Research / Project Support
(858) Rosewood Initiative
16126 SE Stark St
Portland,OR97233
27-3823320 501(c)(3) 120,000       Project Support
(859) RotaCare Bay Area Inc
514 Valley Way
Milpitas,CA95035
77-0328723 501(c)(3) 45,840       Project Support
(860) Rubicon Programs Inc
2500 Bissell Ave
Richmond,CA94804
94-2301550 501(c)(3) 103,605       Other;Project Support
(861) Ruby's Place
1180 B St
Hayward,CA94541
94-2212241 501(c)(3) 30,000       Project Support
(862) RUSH UNIVERSITY MEDICAL CENTER
1653 W Congress Parkway
Chicago,IL60612
36-2174823 501(c)(3) 22,023       Research / Project Support
(863) Ryse Inc
205 41ST ST
RICHMOND,CA94805
26-0692904 501(c)(3) 43,850       Other;Event Support\Annual Fundraiser
(864) SAC Health System
250 S G Street
San Bernardino,CA92410
33-0664371 501(c)(3) 10,000       Project Support
(865) Sac Native American Health Ctr Inc
2020 J St
Sacramento,CA95811
20-4287737 501(c)(3) 50,000       Project Support
(866) Sac Neighborhood Housing Services Inc
2411 Alhambra Blvd200
Sacramento,CA95817
68-0118032 501(c)(3) 20,000       Other
(867) Sacramento Ballet
2420 N St 101
Sacramento,CA95816
94-1674349 501(c)(3) 12,000       Other
(868) Sacramento Children's Home
2750 Sutterville Rd
Sacramento,CA95820
94-1156588 501(c)(3) 20,000       Other
(869) Sacramento City Unified School District
5735 47th Avenue
Sacramento,CA95824
94-6002491 Government or P 218,000       Project Support
(870) Sacramento Food Bank & Family Services
3333 Third Avenue
Sacramento,CA95817
94-3315566 501(c)(3) 95,000       Project Support
(871) Sacramento Loaves and Fishes
1351 No C St
Sacramento,CA95813
68-0189897 501(c)(3) 25,000       Other
(872) Sacramento Self-Help Housing
PO Box 188445
Sacramento,CA45810
68-0217383 501(c)(3) 20,000       Other
(873) Sacred Heart Community Service
1381 South First St
San Jose,CA95110
23-7179787 501(c)(3) 15,000       Project Support
(874) Safe Alternatives for Everyone Inc
28910 Pujol Street
Temecula,CA92590
91-1962947 501(c)(3) 20,000       Project Support
(875) Safe Alternatives to Violent Environments
1900 Mowry Ave Ste 201
Fremont,CA94538
94-2520559 501(c)(3) 38,500       Project Support
(876) Safe Passages
250 Frank Ogawa Plz6306
Oakland,CA94612
20-4535835 501(c)(3) 100,000       Project Support
(877) Safe Routes to School National Partnership
PO Box 44328
Fort Washington,MD20749
46-2694434 501(c)(3) 200,000       General Operating Support
(878) Salem Free Clinics
1300 BRdway St NE 104
Salem,OR97301
20-3549992 501(c)(3) 23,000       Project Support
(879) Salem Harvest Inc
PO Box 483
Salem,OR97308
45-3043885 501(c)(3) 8,000       Project Support
(880) Salem Hospital
PO Box 140001
Salem,OR97309
93-0579722 501(c)(3) 1,891,800       General Operating Support
(881) Salem Schools Foundation
223 Commercial St NE
Salem,OR97301
93-0831467 501(c)(3) 10,000       Project Support
(882) Salem-Keizer Coalition for Equality
3850 Portland Rd NE
Salem,OR97301
65-1203900 501(c)(3) 50,000       Project Support
(883) Samaritan Counseling Center
1126 W Foothill Blvd
Upland,CA91786
95-3160005 501(c)(3) 15,000       Project Support
(884) Samaritan House
4031 Pacific Boulevard
San Mate,CA94403
23-7416272 501(c)(3) 30,000       Project Support
(885) Samuel Dixon Family Health Center Inc
25115 W Ave Stanford
Valencia,CA91355
95-4278726 501(c)(3) 15,000       Project Support
(886) San Bernardino City Unified School Dist
777 N F Street
San Bernardino,CA92410
95-2285577 Govt or Public 20,000       Project Support
(887) San Bernardino Sexual Assault Svcs Inc
444 Arrowhead Ave
San Bernardino,CA92401
95-3543081 501(c)(3) 25,000       General Operating Support
(888) San Diego Hunger Coalition
4305 Uni Ave Ste 545
San Diego,CA92105
30-0507718 501(c)(3) 75,000       Project Support
(889) San Diego LGBT Comm Ctr
3909 Centre Street
San Diego,CA92103
23-7332048 501(c)(3) 50,000       Project Support
(890) SAN DIEGO STATE UNIVERSITY
5250 Campanile Drive
San Diego,CA92182
33-0373293 Government or P 280,392       Research / Project Support
(891) San Fernando Community Hospital
732 Mott St Ste 100
San Fernando,CA91340
51-0142144 501(c)(3) 10,000       General Operating Support
(892) San Fernando V Comm Mental Hlth Ctr Inc
16360 Roscoe Blvd
Van Nuys,CA91406
95-6194487 501(c)(3) 12,000       General Operating Support
(893) San Francisco AIDS Foundation
1035 Market St 400
San Francisco,CA94103
94-2927405 501(c)(3) 59,000       Other;Event Support\Annual Fundraiser
(894) San Francisco Community Clinic Consortium
2720 Taylor St430
San Francisco,CA94133
94-2897258 501(c)(3) 341,500       General Operating Support
(895) San Francisco General Hospital Foundation
2789 25th St 2028
San Francisco,CA94110
94-3189424 501(c)(3) 209,250       Project Support
(896) San Francisco -Marin Food Bank
900Pennsylvania Ave
San Francisco,CA94107
94-3041517 501(c)(3) 135,000       Project Support
(897) San Francisco Parks Alliance
1663 Mission St
San Francisco,CA94103
23-7131784 501(c)(3) 170,000       Project Support
(898) San Francisco Public Health Foundation
25 Van Ness Ave
San Francisco,CA94102
94-3117093 501(c)(3) 59,220       Event Support\Annual Fundraiser
(899) San Gabriel Unified School District
408 Junipero Serra Dr
San Gabriel,CA91776
95-6000777 Govt or Public 8,000       Project Support
(900) San Gabriel Valley Fdn for Dental Health
14101 E Nelson Ave
La Puente,CA91746
95-4590029 501(c)(3) 8,000       Project Support
(901) San Joaquin County Office of Education
2922 Transworld Drive
Stockton,CA95206
68-0006282 Government or P 70,000       Project Support
(902) San Joaquin General Hospital
500 West Hospital Rd
French Camp,CA95231
94-6000531 Government or P 165,000       Project Support
(903) San Jose Children's Discovery Museum
180 Woz Way
San Jose,CA95110
94-2870828 501(c)(3) 30,000       Project Support
(904) San Juan Unified School District
3738 Walnut Avenue
Carmichael,CA95608
94-6002533 Government or P 110,000       Project Support
(905) San Leandro Boys and Girls Club
401 Marina Boulevard
San Leandro,CA94577
94-6003779 501(c)(3) 52,000       Other;Event Support\Annual Fundraiser
(906) San Leandro Unified School District
895 East 14th St200
San Leandro,CA94577
94-6002608 Government or P 20,000       Project Support
(907) San Mateo Cty Sheriff's Activities League
3151 Edison Way
Redwood City,CA94063
45-0617342 501(c)(3) 20,000       General Operating Support
(908) San Mateo Police Activities League
200 Franklin Parkway
San Mateo,CA94403
31-1593896 501(c)(3) 15,000       General Operating Support
(909) San Pablo Economic Development Corporation
13830 San Pablo AveD
San Pablo,CA94806
27-5395012 501(c)(3) 49,556       Project Support
(910) Santa Clara City Library Fdn & Friends
2635 Homestead Rd
Santa Clara,CA95051
91-2125234 501(c)(3) 12,000       Other
(911) Santa Clarita Valley Boys and Girls Club
24909 Newhall Avenue
Newhall,CA91321
95-2572622 501(c)(3) 10,000       General Operating Support
(912) Santa Clarita Valley Comm on Aging Inc
22900 Market Street
Santa Clarita,CA91321
95-3081997 501(c)(3) 10,000       Other
(913) Santa Cruz Community Health Centers
125 Water St A2
Santa Cruz,CA95060
23-7428303 501(c)(3) 90,000       Project Support
(914) Santa Cruz Cty Veterans Memorial Bldg
846 Front St
Santa Cruz,CA95060
77-0385016 501(c)(3) 8,984       Project Support
(915) Santa Rosa Community Health Centers
3569 Round Barn Circle
Santa Rosa,CA95403
68-0365296 501(c)(3) 348,000       Project Support
(916) Santa Rosa Junior College District
1501 Mendocino Ave
Santa Rosa,CA95401
94-6033759 Government or P 21,322       Project Support
(917) Satellite Affordable Housing Associates
1835 Alcatraz Ave
Berkeley,CA94703
94-3186770 501(c)(3) 27,500       Event Support\Health Fair;Other
(918) Save Black Boys
1842 N Bullis Rd Ste Q
Compton,CA90221
47-2096517 501(c)(3) 7,500       Project Support
(919) Scotts Valley Educational Foundation
216-E Mt Hermon Rd
Scotts Valley,CA95066
77-0006718 501(c)(3) 15,000       Project Support
(920) SEATTLE CHILDRENS HOSPITAL
2001 Eighth Avenue
Seattle,WA98121
91-1156519 501(c)(3) 334,279       Research / Project Support
(921) Second Harvest Food Bank Santa Cruz County
800 Ohlone Parkway
Watsonville,CA95076
77-0326685 501(c)(3) 95,000       Project Support
(922) Second Harvest San Joaquin&Stanislaus Cty
1220 Vanderbilt Circle
Manteca,CA95337
68-0376587 501(c)(3) 30,000       Project Support
(923) Second Harvest- Santa Clara&San Mateo
4001 N 1st St
San Jose,CA95134
94-2614101 501(c)(3) 145,000       Project Support
(924) Second Harvest-SantaClara & SanMateo
6840 Via Del Oro 210
San Jose,CA95119
77-0031679 501(c)(3) 50,000       Project Support
(925) Self Enhancement Inc
3920 N Kerby Avenue
Portland,CA97239
93-1086629 501(c)(3) 50,000       Project Support
(926) Seneca Family Of Agencies
6925 Chabot Rd
Oakland,CA94618
94-2971761 501(c)(3) 158,000       Project Support
(927) Senior Coastsiders
925 Main St
Half Moon Bay,CA94019
94-3119310 501(c)(3) 10,000       General Operating Support
(928) Senior Support of the Tri-Valley
5353 Sunol Blvd
Pleasanton,CA94566
20-3225569 501(c)(3) 20,000       Project Support
(929) Seniors First
12183 Locksley Ln 205
Auburn,CA95602
68-0430154 501(c)(3) 22,500       Other
(930) Serotonin Surge Charities
1955 Cowell Boulevard
Davis,CA95618
68-0411254 501(c)(3) 24,375       Event Support\Annual Fundraiser
(931) Serving Seniors
525 14th St Ste 200
San Diego,CA92101
95-2850121 501(c)(3) 25,000       Project Support
(932) SF Chapter of the National Black MBA Assoc
2163 Aldengate Way 275
Hayward,CA94545
94-3154540 501(c)(3) 9,550       Other;Event Support\Awards Ceremony
(933) SF Planning & Urban Research Association
SPUR 654 Mission St
San Francisco,CA94105
94-1498232 501(c)(3) 40,000       Project Support
(934) Shanti Project Inc
3170 23rd St
San Francisco,CA94110
94-2297147 501(c)(3) 28,550       Project Support
(935) Share Inc
2306 NE Andresen Rd
Vancouver,WA98661
91-1205119 501(c)(3) 45,000       Project Support
(936) Sharefest Community Development Inc
638 S Beacon St
San Pedro,CA90731
20-5651596 501(c)(3) 10,000       Project Support
(937) Shelter Inc of Contra Costa County
PO Box 5368
Concord,CA94524
68-0117241 501(c)(3) 30,000       Project Support
(938) Shelter Partnership Inc
520 So Grand Ave
Los Angeles,CA90071
95-3976214 501(c)(3) 13,750       Event Support\Annual Fundraiser
(939) ShelterCare
499 West 4th
Eugene,OR97401
23-7115003 501(c)(3) 92,437       Project Support
(940) Sierra Forever Families
8928 Volunteer Ln100
Sacramento,CA95826
68-0002878 501(c)(3) 20,000       Other
(941) Sierra Health Fdn Ctr for Health ProgMgmt
2409 Merced St 101
Fresno,CA93721
45-5282243 501(c)(3) 15,000       Project Support
(942) Sierra Vista Child & Family Services
100 Poplar Ave
Modesto,CA95354
94-2158023 501(c)(3) 149,392       Project Support
(943) Silicon Valley Bicycle Coalition
96 N Third St 375
San Jose,CA95112
77-0338658 501(c)(3) 15,000       Event Support\Cultural Event
(944) SMART PATIENTS INC
999 3rd St
Seattle,WA98104
For Profit 54,648       Research / Project Support
(945) Smile Unto Him
1317 W Foothill Blvd
Upland,CA91786
47-3989669 501(c)(3) 15,000       Project Support
(946) SOCIAL ADVOCATES FOR YOUTH
2447 Summerfield Rd
Santa Rosa,CA95405
94-1711490 501(c)(3) 35,000       Project Support
(947) Social Good Fund
333 Estudillo Ave205
San Leandro,CA94577
46-1323531 501(c)(3) 20,000       Event Support\Annual Fundraiser;Project Support
(948) Social Justice Learning Institute Inc
600 Centinela Ave
Inglewood,CA90302
26-3413373 501(c)(3) 10,000       Project Support
(949) Society of St Vincent de Paul
PO Box 42157
Portland,OR97242
93-0456525 501(c)(3) 30,000       Project Support
(950) Soil Born Farm Urban Agriculture Project
2140 Chase Drive
Rancho Cordova,CA95670
20-0774693 501(c)(3) 41,389       Event Support\Health Fair
(951) Solano Coalition for Better Health
744 Empire St 210
Fairfield,CA94533
94-3189914 501(c)(3) 96,250       Project Support
(952) Solano County Office of Education
5100 Business Center Dr
Fairfield,CA94534
94-6002197 Government or P 30,000       Project Support
(953) Solano Family & Children's Council
421 Executive Court N
Fairfield,CA94534
94-2369308 501(c)(3) 22,000       Project Support
(954) Soldiers Project
4605 Lankershim B
North Hollywood,CA91602
27-2815356 501(c)(3) 10,000       Project Support
(955) Somali American Council of Oregon
1511 SE 122nd Ave A
Portland,OR97233
32-0338616 501(c)(3) 20,000       Project Support
(956) Sonoma County Office of Education
5340 SkyLn Blvd
Santa Rosa,CA95403
94-6002635 Government or P 62,000       Project Support
(957) SOSMentor
22935 Ventura Blvd
Woodland Hills,CA91302
95-4722980 501(c)(3) 28,875       Event Support\Annual Fundraiser
(958) South Bay Family Healthcare Center
23430 Hawthorne Blvd
Torrance,CA90505
23-7049937 501(c)(3) 20,000       General Operating Support
(959) South Central Family Health Center
1111 E Vernon Ave
Los Angeles,CA90011
95-3877793 501(c)(3) 10,000       Project Support
(960) South Central Prevention Coalition
3701 Stocker St
Los Angeles,CA90008
95-4761546 501(c)(3) 10,000       Project Support
(961) South County Community Health Center Inc
1885 Bay Rd
East Palo Alto,CA94303
94-3372130 501(c)(3) 95,000       Capital Fund Support
(962) South Hayward Parish
27287 Patrick Ave
Hayward,CA94544
94-2250549 501(c)(3) 25,000       Project Support
(963) South West Community Health Center
7754 SW Capitol Hwy
Portland,OR97219
74-3050497 501(c)(3) 24,500       Project Support
(964) Southern CA Assn of Non-profit Housing Inc
501 Shatto Pl
Los Angeles,CA90020
95-4019655 501(c)(3) 7,500       Conference Support
(965) Southern CA Ctr for Nonprofit Management
1000 N Alameda St
Los Angeles,CA90012
95-3357253 501(c)(3) 10,000       Conference Support
(966) Southern California Grantmakers
1000 N Alameda St
Los Angeles,CA90012
95-2831058 501(c)(3) 9,550       Conference Support
(967) Southwest Community Church of Palm Desert
44175 Washington St
Indian Wells,CA92210
95-2816362 501(c)(3) 7,000       Board Matching Gift
(968) Sow A Seed Community Foundation
35 East 10th Street D1
Tracy,CA95377
11-3821058 501(c)(3) 60,000       Project Support
(969) Spanish peaking Unity Council-Alameda Cty
1900 Fruitvale Ave 2A
Oakland,CA94601
94-1670490 501(c)(3) 90,000       Project Support
(970) Special Olympics Northern California Inc
3480 Buskirk Ave
Pleasant Hill,CA94523
68-0363121 501(c)(3) 50,000       Event Support\Health Fair
(971) Special Olympics Southern California
1600 Forbes Way
Long Beach,CA90810
95-4538450 501(c)(3) 25,000       Project Support
(972) Special Service for Groups Inc
905 E 8th St
Los Angeles,CA90021
95-1716914 501(c)(3) 84,000       Project Support
(973) SPOON Foundation
135 SE Main Ste 201
Portland,OR97214
26-0712302 501(c)(3) 15,000       Project Support
(974) St Francis Center of Redwood City
151 Buckingham Ave
Redwood City,CA94063
94-3052056 501(c)(3) 15,000       General Operating Support
(975) St Joseph Center
204 Hampton Drive
Venice,CA90291
95-3874381 501(c)(3) 8,300       Event Support\Annual Fundraiser
(976) St Anthony Foundation
150 Golden Gate Ave
San Francisco,CA94102
94-1513140 501(c)(3) 60,000       Project Support
(977) St Barnabas Senior Center of Los Angeles
675 S Carondelet St
Los Angeles,CA90057
95-1641435 501(c)(3) 30,000       Project Support
(978) St Jeanne de Lestonnac Free Clinic
1215 E Chapman Avenue
Orange,CA92866
95-3499011 501(c)(3) 85,000       Event Support\Annual Fundraiser
(979) St John's Program for Real Change
2443 Fair Oaks Blvd
Sacramento,CA95825
68-0132934 501(c)(3) 36,300       Other
(980) St Johns Well Child and Family Ctr Inc
808 W 58th Street
Los Angeles,CA90037
95-4067758 501(c)(3) 50,000       Project Support
(981) St Joseph's Medical Center of Stockton
1800 North California St
Stockton,CA95204
51-0432777 501(c)(3) 9,192,158       Research / Project Support
(982) St Mary's Dining Room
545 W Sonora Street
Stockton,CA95203
94-2687280 501(c)(3) 50,000       Project Support
(983) St Vincent de Paul of Contra Costa County
2210 Gladstone Drive
Pittsburg,CA94565
94-1448577 501(c)(3) 42,500       Project Support
(984) St Vincent de Paul Society
503 Giuseppe Court 8
Roseville,CA95678
68-0205405 501(c)(3) 30,920       Event Support\Dinner
(985) St Vincent de Paul Village Inc
3350 E Street
San Diego,CA92102
33-0492302 501(c)(3) 35,000       Project Support
(986) Stand Up Placer
11115 B Avenue
Auburn,CA95603
94-2578871 501(c)(3) 27,050       Event Support\Annual Fundraiser
(987) Stand for Families Free of Violence
1410 Danzig Plaza
Concord,CA94520
94-2476576 501(c)(3) 105,150       Event Support\Annual Fundraiser
(988) Stanford Uni Board of Trustees of the Leland
326 Galvez St
Stanford,CA94305
94-1156365 501(c)(3) 235,724       Board Matching Gift
(989) Stanislaus County Health Services Agency
251 E Hackett Road
Modesto,CA95358
94-6000540 Government or P 50,000       Project Support
(990) Stanislaus County Police Activities League
1325 Beverly Drive
Modesto,CA95351
77-0333848 501(c)(3) 85,000       Project Support
(991) Stanislaus Multi-Cultural Comm Health
601 S MLK Drive
Modesto,CA95351
31-1751288 501(c)(3) 180,000       Project Support
(992) StarVista
610 Elm St 212
San Carlos,CA94070
94-3094966 501(c)(3) 90,648       Event Support\Annual Fundraiser
(993) State Center Community College Foundation
390 W Fir Ave 300
Clovis,CA93611
77-0190269 501(c)(3) 30,000       Project Support
(994) Stiles Hall
2400 Bancroft Way
Berkeley,CA94704
94-1156636 501(c)(3) 105,000       Project Support
(995) Store to Door
7730 SW 31st Ave
Portland,OR97219
94-3105555 501(c)(3) 15,001       Project Support
(996) Streams in the Desert Foundation Inc
16020 Apple V Rd
Apple Valley,CA92307
84-1179212 501(c)(3) 10,000       General Operating Support
(997) Strong Food LA Kitchen
230 West Avenue 26
Los Angeles,CA90031
46-1639779 501(c)(3) 10,000       Project Support
(998) Student Health Svcs Support Fund
333 S Beaudry Ave
Los Angeles,CA90017
95-4262448 501(c)(3) 256,600       Event Support\Annual Fundraiser
(999) Sunnyvale Community Services
725 Kifer Rd
Sunnyvale,CA94086
94-1713897 501(c)(3) 40,000       Project Support
(1000) Susan G Komen Foundation Inc
1500 SW 1st Ave
Portland,OR97201
93-1068897 501(c)(3) 50,000       Project Support
(1001) Susan G Komen Breast Cancer Foundation
2817 McGaw Ave
Irvine,CA92614
33-0487943 501(c)(3) 20,000       Project Support
(1002) Sustainable Agriculture Education
2150 Allston Way 320
Berkeley,CA94704
91-2161389 501(c)(3) 50,000       Project Support
(1003) Sustainable Economic Enterprises Of LA
6255 W Sunset Blvd
Los Angeles,CA90028
95-4597000 501(c)(3) 45,000       General Operating Support
(1004) SUTTER WEST BAY HOSPITALS
2333 BUCHANAN ST
SAN FRANCISCO,CA94115
94-0562680 501(c)(3) 44,765       Research / Project Support
(1005) Swords to Plowshares Veterans Rights Org
1060 Howard St
San Francisco,CA94103
94-2260626 501(c)(3) 39,350       General Operating Support
(1006) Sylvan Union School District
605 Sylvan Ave
Modesto,CA95350
32-0454900 Government or P 75,000       Project Support
(1007) THE Clinic Inc
3834 S Western Ave
Los Angeles,CA90062
23-7351622 501(c)(3) 10,000       Project Support
(1008) Take Wings Foundation
762 Fulton St
San Francisco,CA94102
71-0877586 501(c)(3) 8,500       Event Support\Cultural Event
(1009) Tarzana Treatment Centers Inc
18646 Oxnard Street
Tarzana,CA91356
94-2219349 501(c)(3) 12,000       General Operating Support
(1010) The 100 Mile Club Inc
2191 Fifth St Ste 211
Norco,CA92860
20-8425786 501(c)(3) 40,000       Project Support
(1011) The 4th Dimension Recovery Center
3807 NE MLK JR Blvd
Portland,OR97212
46-2702985 501(c)(3) 20,000       Project Support
(1012) The Abundant Table
1012 W Ventura Blvd
Camarillo,CA93010
26-2243787 501(c)(3) 8,332       Project Support
(1013) The Alameda County Community Food Bank
7900 Edgewater Drive
Oakland,CA94621
94-2960297 501(c)(3) 160,000       Project Support
(1014) The Anti-Recidivism Coalition
1320 E 7th St 260
Los Angeles,CA90021
46-2140915 501(c)(3) 75,000       Other
(1015) The Boomerang Foundation
PO Box 1853
Soquel,CA95073
27-0524692 501(c)(3) 15,000       Project Support
(1016) The Bread Project
1615 University Ave
Berkeley,CA94703
94-3363920 501(c)(3) 30,000       Project Support
(1017) The CA Health Care SafetyNet Institute
70 Washington St 215
Oakland,CA94607
94-2970752 501(c)(3) 297,692       General Operating Support
(1018) The Catalyst Foundation
44758 Elm Ave Suite I
Lancaster,CA93534
77-0357456 501(c)(3) 12,000       Project Support
(1019) The Center at Blessed Sacrament
6636 Selma Ave
Los Angeles,CA90028
20-3022534 501(c)(3) 30,000       Project Support
(1020) The Center for Popular Research Edu&Policy
4799 Shattuck Ave
Oakland,CA94609
41-2099500 501(c)(3) 20,000       Project Support
(1021) The Children's Book Bank
2680 SW Ravensview Dr
Portland,OR97201
26-1600475 501(c)(3) 15,000       Project Support
(1022) The Children's Clinic
701 E 28th St Ste 200
Long Beach,CA90806
95-1643332 501(c)(3) 10,000       Project Support
(1023) The Children's Ctr of the Antelope Valley
45111 Fern Avenue
Lancaster,CA93534
95-4212759 501(c)(3) 20,000       Project Support
(1024) The Children's Partnership
811 Wilshire Blvd
Los Angeles,CA90017
46-4106389 501(c)(3) 150,000       General Operating Support
(1025) The Davis Street Community Center Inc
3081 Teagarden St
San Leandro,CA94577
94-3121699 501(c)(3) 11,000       Event Support\Annual Fundraiser;Other
(1026) The Fit Kids Foundation Inc
2682 Middlefield Rd
Redwood City,CA94063
27-4987709 501(c)(3) 28,000       General Operating Support
(1027) The Fresno Police Activities League
5132 N Palm PMB 380
Fresno,CA93704
77-0319341 501(c)(3) 40,000       Project Support
(1028) The Gathering Inn
201 Berkeley Avenue
Roseville,CA95678
84-1657746 501(c)(3) 209,500       Project Support
(1029) THE GREENHOUSE
2201 Northview Dr200
Sacramento,CA95833
30-0116551 501(c)(3) 15,000       Other
(1030) The HEAL Project
498 Kelly Ave
Half Moon Bay,CA94019
27-0192940 501(c)(3) 20,000       General Operating Support
(1031) The Health Communication Research Inst
5025 J St Ste 311
Sacramento,CA95819
68-0195121 501(c)(3) 50,000       Other
(1032) The Health Trust
3180 Newberry Dr 200
San Jose,CA95118
94-6050231 501(c)(3) 50,000       Project Support
(1033) The Learning Centers at Fairplex
1101 West McKinley Avenue
Pomona,CA91768
95-4686764 501(c)(3) 15,000       Project Support
(1034) The LGBT Sanctuary Palm Springs Inc
1301 Palm C Blvd
Palm Springs,CA92262
46-2867323 501(c)(3) 10,000       Project Support
(1035) The Mindful Project
124 Washington Ave B
Richmond,CA94801
47-5066819 501(c)(3) 95,000       Project Support
(1036) The Mission Continues
1141 S Seventh St
St Louis,MO63104
20-8742553 501(c)(3) 25,000       Event Support\Cultural Event
(1037) The Nonprofit Association of Oregon
5100 SW Macadam Ave
Portland,OR97239
93-0685385 501(c)(3) 24,950       Project Support
(1038) The Oregon Community Foundation
1221 SW Yamhill St
Portland,OR97205
23-7315673 501(c)(3) 300,000       Project Support
(1039) The R W and V of Church of Our Saviour
4368 Santa Anita Avenue
El Monte,CA91731
95-1765149 501(c)(3) 10,000       Project Support
(1040) The Regents of UCLA
10889 Wilshire Blvd
Los Angeles,CA90095
95-6006143 501(c)(3) 675,000       Project Support
(1041) The Robby Poblete Foundation
420 Virginia St 1C
Vallejo,CA94590
82-0740692 501(c)(3) 20,000       Project Support
(1042) The Salvation Army
2626 Pacific Street
Highland,CA92346
94-1156347 501(c)(3) 109,200       Project Support
(1043) The Sheriffs Community Impact Program
2350 Northrop Avenue
Sacramento,CA95825
27-3457087 501(c)(3) 24,000       Other
(1044) The Translatin Coalition
3055 Wilshire Blvd
Los Angeles,CA90010
27-3801872 501(c)(3) 30,730       Other
(1045) The Trust For Public Land
101 Montgomery St
San Francisco,CA94104
23-7222333 501(c)(3) 195,000       General Operating Support
(1046) The Village Family Services Inc
6736 Laurel Blvd
North Hollywood,CA91606
95-4625826 501(c)(3) 12,000       Project Support
(1047) The Young Artists Conservatory of Music
500 Davis St
Vacaville,CA95688
20-2734913 501(c)(3) 24,000       Project Support
(1048) Thessalonika Family Services
38950 Mesa Road
Temecula,CA92592
95-3551068 501(c)(3) 25,000       Project Support
(1049) Think Dignity
3525 30th Street
San Diego,CA92104
33-1146733 501(c)(3) 25,000       Project Support
(1050) THINK Together
550 Valley Way
Milpitas,CA95035
33-0781751 501(c)(3) 90,000       Project Support
(1051) Tiba Foundation
1161 Mission St
San Francisco,CA94103
20-1102853 501(c)(3) 7,960       Other;Event Support\Annual Fundraiser
(1052) Tiburcio Vasquez Health Center Inc
22331 Mission Blvd
Hayward,CA94541
23-7118361 501(c)(3) 145,000       Project Support
(1053) Tides Center
764 P Street Suite 012
Fresno,CA93721
94-3213100 501(c)(3) 252,754       Project Support
(1054) Time for Change Foundation
2164 Mountain Ave
San Bernardino,CA92405
52-2405277 501(c)(3) 25,000       Project Support
(1055) TLCS Inc
650 Howe Ave
Sacramento,CA95825
94-2777955 501(c)(3) 37,016       Other
(1056) Tracy Interfaith Ministries
311 W Grant Line Rd
Tracy,CA95378
94-3150638 501(c)(3) 7,500       Project Support
(1057) Transition Projects
665 NW Hoyt St
Portland,OR97204
93-0591582 501(c)(3) 45,000       Project Support
(1058) Tri-City Health Center
40910 Fremont Blvd
Fremont,CA94538
23-7255435 501(c)(3) 60,000       Event Support\Annual Fundraiser;Event Support\Heal
(1059) Trillium Family Services Foundation
3415 SE Powell Blvd
Portland,OR97202
93-0386966 501(c)(3) 60,000       Project Support
(1060) Triumph Cancer Foundation
947 Enterprise Drive
Sacramento,CA95825
45-3968833 501(c)(3) 8,875       Event Support\Annual Fundraiser
(1061) Tri-Valley Haven For Women
3663 Pacific Ave
Livermore,CA94550
94-2462357 501(c)(3) 10,000       Project Support
(1062) Tri-Valley Non-Profit Alliance
883 Almaden Ct
Livermore,CA94551
47-4672151 501(c)(3) 25,000       Project Support
(1063) TRUSTEES OF THE UNIVERSITY OF Pennsylvania
3451 Walnut St
Philadelphia,PA19104
23-1352685 501(c)(3) 145,741       Research / Project Support
(1064) Tucker Maxon School
2860 SE Holgate Blvd
Portland,OR97202
93-0391592 501(c)(3) 15,000       Project Support
(1065) Turning Point Foundation
557 East Thompson Blvd
Ventura,CA93001
77-0213467 501(c)(3) 20,000       Project Support
(1066) Uncommon Good
211 W Foothill Blvd
Claremont,CA91711
95-4792792 501(c)(3) 10,000       Project Support
(1067) Uni Muslim Medical Assn Inc
711 W Florence Ave
Los Angeles,CA90044
95-4666712 501(c)(3) 10,000       Project Support
(1068) Union Station Homeless Services
825 E Orange Grove Blvd
Pasadena,CA91104
95-3958741 501(c)(3) 18,000       Event Support\Annual Fundraiser
(1069) United Cambodian Community
2201 E Anaheim St
Long Beach,CA90804
95-3442295 501(c)(3) 7,500       Project Support
(1070) United Jewish Appeal Fed of Ventura Cty
7620 Foothill Rd
Ventura,CA93004
95-3848761 501(c)(3) 75,000       Responsive
(1071) United Negro College Fund Inc
229 Peachtree St
Atlanta,GA30303
13-1624241 501(c)(3) 36,500       Annual Fundraiser
(1072) United Samaritans Foundation
220 S Broadway
Turlock,CA95380
77-0393321 501(c)(3) 35,000       Project Support
(1073) United States Veterans Initiative
800 West Sixth St
Los Angeles,CA90017
95-4382752 501(c)(3) 59,000       Project Support
(1074) United Way Inc
1150 S Olive St
Los Angeles,CA90015
95-2274801 501(c)(3) 500,000       Responsive
(1075) United Way of Cowlitz County
1338 Commerce Ave
Longview,WA98632
91-0609306 501(c)(3) 15,000       Project Support
(1076) United Way of Fresno County
4949 E Kings Canyon Rd
Fresno,CA93727
94-1156514 501(c)(3) 50,000       Project Support
(1077) United Way of Kern County Inc
5405 Stockdale Hghwy
Bakersfield,CA93309
95-2274560 501(c)(3) 30,000       Project Support
(1078) United Way of Santa Cruz County
4450 Capitola Rd 106
Capitola,CA95010
94-1422471 501(c)(3) 70,000       Project Support
(1079) United Way of the Bay Area
550 Kearny St1000
San Francisco,CA94108
94-1312348 501(c)(3) 170,000       Project Support
(1080) United Way of the Stanislaus Area
422 McHenry Ave
Modesto,CA95354
94-1212129 501(c)(3) 240,000       Project Support
(1081) Univ of Colorado Denver Acc 2-0-27117
12850 E MONTVIEW BLVD C
AURORA,CO80045
84-6040298 501(c)(3) 6,627       Research / Project Support
(1082) UNIVERSITY OF ALABAMA
1720 2nd Avenue
Birmingham,AL35294
63-6001138 Government or P 151,237       Research / Project Support
(1083) University of California San Francisco
1855 Folsom St548
San Francisco,CA94143
94-6036493 501(c)(3) 284,532       Event Support\Workforce/Knowledge Dissemination
(1084) UNIVERSITY OF CHICAGO
6030 S Ellis
Chicago,IL60637
36-2177139 Government or P 68,663       Research / Project Support
(1085) UNIVERSITY OF FLORIDA HEALTH
PO BOX 113201
GAINESVILLE,FL32611
59-6002052 Government or P 197,204       Research / Project Support
(1086) University of Hawaii
2440 Campus Road
Honolulu,HI96822
99-6000354 Govt or Public 43,782       Research Subcontract
(1087) UNIVERSITY OF MARYLAND
3101 Chesapeake Bldg
College Park,ME20742
31-1678679 501(c)(3) 21,938       Research / Project Support
(1088) UNIVERSITY OF MASSACHUSETTS WORCESTER
55 Lake Ave North
Worcester,MA01655
04-6013152 Government or P 64,106       Research / Project Support
(1089) UNIVERSITY OF NORTH CAROLINA
104 Airport Drive
Chapel Hill,NC27599
56-6001393 Government or P 141,437       Research / Project Support
(1090) UNIVERSITY OF PITTSBURGH
123 University Place
Pittsburgh,PA15213
25-0965591 Government or P 81,125       Research / Project Support
(1091) UNIVERSITY OF SOUTH FLORIDA
3802 SPECTRUM BLVD STE 100
TAMPA,FL33612
59-2959590 501(c)(3) 79,829       Research / Project Support
(1092) UNIVERSITY OF SOUTHERN CALIFORNIA
2250Alcazar St CSC219
Los Angeles,CA90033
95-1642394 501(c)(3) 17,344       Research / Project Support
(1093) UNIVERSITY OF TENNESSEE
910 Madison Ave
Memphis,TN38163
62-1844686 Government or P 19,290       Research / Project Support
(1094) University of the Pacific
3601 Pacific Ave
Stockton,CA95211
94-1156266 501(c)(3) 74,999       Project Support
(1095) UNIVERSITY OF WASHINGTON
4333 Brooklyn Ave NE
Seattle,WA98195
91-6001537 Government or P 1,079,554       Research / Project Support
(1096) Unusual Suspects Theatre Co
3719 Verdugo Road
Los Angeles,CA90065
95-4661312 501(c)(3) 24,500       Project Support
(1097) UpValley Family Centers of Napa Valley
1440 Spring St
St Helena,CA94574
80-0023012 501(c)(3) 35,000       Project Support
(1098) Urban Community Action Projects
2880 Hulen Place
Riverside,CA92507
04-3656147 501(c)(3) 25,000       Project Support
(1099) Urban Compass
11100 S Central Ave
Los Angeles,CA90059
20-2438382 501(c)(3) 50,000       Project Support
(1100) URBAN DESIGN 4 HEALTH INC
353 Rockingham St
Rochester,NY14620
11-3756463 501(c)(3) 178,158       Research / Project Support
(1101) Urban Ed Academy Inc
1485 Bayshore Blvd
San Francisco,CA94124
46-1329910 501(c)(3) 15,000       General Operating Support
(1102) Urban Habitat Program
2000 Franklin St
Oakland,CA94612
20-0275424 501(c)(3) 97,200       Project Support
(1103) Urban League of Portland
10 N Russell St
Portland,OR97227
93-0395590 501(c)(3) 90,000       Project Support
(1104) Vacaville Neighborhood Boys & Girls Club
100 Holly Ln
Vacaville,CA95688
13-4223488 501(c)(3) 25,000       Project Support
(1105) Valley Care Community Consortium Inc
7515 Van Nuys Blvd
Van Nuys,CA91405
20-5569606 501(c)(3) 18,875       Project Support
(1106) Valley Community Healthcare
6801 Coldwater Av
North Hollywood,CA91605
23-7050082 501(c)(3) 26,400       Project Support
(1107) Valley Economic Development Center Inc
5121 Van Nuys Blvd
Sherman Oaks,CA91403
95-3139419 501(c)(3) 10,000       Project Support
(1108) Valley Health Team Inc
21890 Colorado Avenue
San Joaquin,CA93660
94-2217261 501(c)(3) 324,928       Project Support
(1109) Valley Spectrum Support Services
1901 Harrison St 1100
Oakland,CA94612
90-0905512 501(c)(3) 95,000       Project Support
(1110) Valley Village
20830 Sherman Way
Winnetka,CA91306
23-7314159 501(c)(3) 15,000       Project Support
(1111) VCCool
490 N Ventura Ave
Ventura,CA93001
26-2180702 501(c)(3) 8,155       Project Support
(1112) Venice Family Clinic
604 Rose Ave
Venice,CA90291
95-2769432 501(c)(3) 8,750       Event Support\Annual Fundraiser
(1113) Ventura County Community Foundation
4001 Mission Oaks Blvd
Camarillo,CA93012
77-0165029 501(c)(3) 150,000       Responsive
(1114) Victor Valley College Dist Fdn Inc
18422 Bear Valley Rd
Victorville,CA92395
51-0141667 501(c)(3) 10,000       Project Support
(1115) Vision Y Compromiso
2536 Edwards Ave
El Cerrito,CA94530
32-0071651 501(c)(3) 143,000       Conference Support
(1116) Vista Community Clinic
1000 Vale Terrace Drive
Vista,CA92084
95-2815615 501(c)(3) 25,000       Project Support
(1117) Vista Hill Foundation
8910 Clairemont M Blvd
San Diego,CA92123
95-1944230 501(c)(3) 25,000       Project Support
(1118) VITALANT
270 Masonic Ave
San Francisco,CA94118
86-0098929 501(c)(3) 50,878       Research / Project Support
(1119) Volunteer Center of Sonoma County Inc
153 Stony Circle100
Santa Rosa,CA95401
94-1751375 501(c)(3) 50,000       Project Support
(1120) Volunteer Centers of Santa Cruz County
1740 17th Avenue
Santa Cruz,CA95062
94-1702678 501(c)(3) 7,000       Project Support
(1121) Volunteers In Medicine Clinic
2260 Marcola Rd
Springfield,OR97477
93-1276816 501(c)(3) 23,000       Project Support
(1122) WAKE FOREST UNIVERSITY HEALTH SCIENCES
Medical Center Blvd
WINSTONSALEM,NC27157
22-3849199 501(c)(3) 8,592       Research / Project Support
(1123) Walnut Avenue Family & Women's Center
303 Walnut Avenue
Santa Cruz,CA95060
94-1186197 501(c)(3) 25,000       Project Support
(1124) Warming Center Program
317 Centennial St
Santa Cruz,CA95060
82-2706806 501(c)(3) 20,000       Responsive
(1125) Washington State University
240 French Admin Bldg
Pullman,WA99164
91-6001108 Govt or Public 232,424       Project Support
(1126) Washington State University Foundation
PO Box 641927
Pullman,WA99164
91-1075542 501(c)(3) 7,500       Board Matching Gift
(1127) WEAVE Incorporated
1900 K St
Sacramento,CA95811
94-2493158 501(c)(3) 105,250       Other
(1128) Weigh of Life
968 23rd St
Richmond,CA94804
20-3752206 501(c)(3) 10,000       Other
(1129) Well of Healing Mobile Medical Clinic
7625 East Ave
Fontana,CA92336
33-0831503 501(c)(3) 20,000       Project Support
(1130) Wellness & Prevention Foundation
300 Corte Mira Vista
San Clemente,CA92673
47-2443093 501(c)(3) 25,000       Project Support
(1131) Wellness Together
3101 I St Ste 202
Sacramento,CA95816
81-1653329 501(c)(3) 6,877       Conference Support
(1132) WellSpace Health
777 12th St 250
Sacramento,CA95814
94-1713704 501(c)(3) 495,884       Project Support
(1133) Wender Weis Foundation for Children
555 Bryant St 300
Palo Alto,CA94301
77-0381972 501(c)(3) 9,300       Event Support\Cultural Event
(1134) West County Community Services
16390 Main St
Guerneville,CA95446
94-2277740 501(c)(3) 88,000       Responsive
(1135) West Covina Unified School District
1717 W Merced Avenue
West Covina,CA91790
95-6003481 Govt or Public 11,415       Project Support
(1136) West End YMCA
1150 East Foothill Blvd
Upland,CA91786
95-1727678 501(c)(3) 10,000       Project Support
(1137) West Oakland Health Council Inc
700 Adeline
Oakland,CA94607
94-1667294 501(c)(3) 1,510,000       Project Support
(1138) Western Center on Law and Poverty
3701 Wilshire Blvd
Los Angeles,CA90010
95-2897721 501(c)(3) 8,680       Event Support\Annual Fundraiser
(1139) WESTERN UNIVERSITY
309 E 2ND ST
Pomona,CA91766
95-3127273 501(c)(3) 97,403       Research / Project Support
(1140) Westminster Free Clinic
5560 Napoleon Ave
Oak Park,CA91377
77-0563241 501(c)(3) 20,000       Project Support
(1141) Westside Family Health Center
1711 Ocean Park Blvd
Santa Monica,CA90405
95-2931931 501(c)(3) 10,000       Project Support
(1142) White Pony Express
3380 Vincent Rd
Pleasant Hill,CA94523
46-5220565 501(c)(3) 10,000       Project Support
(1143) White Rose Educational Fund
PO Box 4647
Portland,OR97208
93-6031782 501(c)(3) 7,500       Project Support
(1144) Willamette Family Inc
687 Cheshire Ave
Eugene,OR97402
93-0569684 501(c)(3) 92,857       Project Support
(1145) Wilmington Community Clinic
1009 N Avalon Blvd
Wilmington,CA90744
95-3137803 501(c)(3) 11,400       Project Support
(1146) WIND Youth Services
815 S St
Sacramento,CA95811
23-7348227 501(c)(3) 32,100       Other
(1147) Wise & Healthy Aging
1527 4th St 2nd Fl
Santa Monica,CA90401
95-2788014 501(c)(3) 47,300       Event Support\Annual Fundraiser
(1148) Women Against Gun Violence
10401 Venice Blvd
Los Angeles,CA90034
95-4738754 501(c)(3) 9,350       Event Support\Annual Fundraiser
(1149) Women Crowned In Glory Corporation
7120 Hayvenhurst Ave
Van Nuys,CA91406
95-4808038 501(c)(3) 8,155       Project Support
(1150) Women Helping Women
2803 McGaw Avenue
Irvine,CA92614
33-0576900 501(c)(3) 40,000       Project Support
(1151) Women's Economic Ventures
333 S Salinas St
Santa Barbara,CA93103
95-3674624 501(c)(3) 75,000       Responsive
(1152) Women's Empowerment
1590 North A St
Sacramento,CA95811
03-0520643 501(c)(3) 15,000       Other
(1153) Working Wardrobes for a New Start
1851 Kettering St
Irvine,CA92614
33-0669145 501(c)(3) 40,000       Project Support
(1154) Worksite Wellness LA
5955 S Western Ave
Los Angeles,CA90047
55-0802354 501(c)(3) 24,500       Project Support
(1155) WorldWideWomen Foundation
100 Tiburon Blvd220
Mill Vallley,CA94941
35-2534984 501(c)(3) 45,000       Other;Conference Support
(1156) YALE UNIVERSITY
150 Munson Street
New Haven,CT06520
06-0646973 501(c)(3) 97,787       Research / Project Support
(1157) Year Up Inc
80 Sutter St
San Francisco,CA94104
04-3534407 501(c)(3) 24,750       Other
(1158) Yes Nature to Neighborhoods
3029 Macdonald Ave
Richmond,CA94804
03-0458294 501(c)(3) 20,000       Project Support
(1159) YMCA of Greater Long Beach
5835 E Carson
Lakewood,CA90713
95-1643396 501(c)(3) 15,000       Conference Support
(1160) YMCA of Metropolitan LA
625 New Hampshire Ave
Los Angeles,CA90005
95-1644052 501(c)(3) 63,000       Event Support\Cultural Event
(1161) YMCA Of San Francisco
1601 Ln St
San Francisco,CA94124
94-0997140 501(c)(3) 20,180       Other;Event Support\Annual Fundraiser
(1162) YMCA of Silicon Valley
80 Saratoga Avenue
Santa Clara,CA95051
94-1156318 501(c)(3) 50,000       Project Support
(1163) Yolo County Childrens Alliance
600 A St Y
Davis,CA95616
68-0526185 501(c)(3) 120,500       Project Support
(1164) Yolo Healthy Aging Alliance
600 A St C
Davis,CA95616
46-1075195 501(c)(3) 10,000       Other
(1165) Young & Healthy
136 West Peoria Street
Pasadena,CA91103
95-4527969 501(c)(3) 5,500       Event Support\Annual Fundraiser
(1166) Youth ALIVE
3300 Elm St
Oakland,CA94609
94-3143254 501(c)(3) 47,500       Event Support\Cultural Event
(1167) Youth For Christ USA Inc
1102 North School Street
Stockton,CA95205
94-1708137 501(c)(3) 40,000       Project Support
(1168) Youth Law Center
832 Folsom St 700
San Francisco,CA94107
94-1715280 501(c)(3) 85,000       Project Support
(1169) Youth Leadership Institute
1363 Lincoln Ave 1
San Rafael,CA94901
68-0184712 501(c)(3) 30,000       Project Support
(1170) Youth Policy Institute Inc
6464 Sunset Blvd
Los Angeles,CA90028
52-1278339 501(c)(3) 9,000       Event Support\Annual Fundraiser
(1171) Youth Radio
1701 BRdway
Oakland,CA94612
94-3180825 501(c)(3) 90,000       Project Support
(1172) Youth Speaks Inc
1663 Mission St604
San Francisco,CA94103
91-2134499 501(c)(3) 20,000       Event Support\Health Fair
(1173) Youth Uprising
8711 MacArthur Blvd
Oakland,CA94605
20-3321544 501(c)(3) 150,000       Project Support
(1174) YWCA Clark County
3609 MAIN ST
Vancouver,WA98663
91-0569882 501(c)(3) 9,250       Project Support
(1175) ZERO BREAST CANCER
30 N San Pedro Rd
San Rafael,CA94903
68-0386016 501(c)(3) 36,845       Research / Project Support
2
Enter total number of section 501(c)(3) and government organizations listed in the line 1 table ................. Bullet Image
1171
3
Enter total number of other organizations listed in the line 1 table ........................ . Bullet Image
4
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50055P
Schedule I (Form 990) 2018

Schedule I (Form 990) 2018
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 588 1,094,100      
(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) 2018



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
2018
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 in 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 in 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
 
No
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) 2018

Schedule J (Form 990) 2018
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
1Gregory Adams
EVP, Group President
(i)

(ii)
0
-------------
1,224,496
0
-------------
3,466,327
0
-------------
4,391,419
0
-------------
1,114,562
0
-------------
29,740
0
-------------
10,226,544
0
-------------
4,383,200
2Ramon F Baez
Director
(i)

(ii)
0
-------------
208,500
0
-------------
0
0
-------------
13,681
0
-------------
13,477
0
-------------
0
0
-------------
235,658
0
-------------
0
3David Barger
Director
(i)

(ii)
0
-------------
198,500
0
-------------
0
0
-------------
0
0
-------------
16,825
0
-------------
0
0
-------------
215,325
0
-------------
0
4Mary Ann Barnes
Regional President Hawaii
(i)

(ii)
0
-------------
0
0
-------------
308,588
0
-------------
8,811
0
-------------
0
0
-------------
0
0
-------------
317,399
0
-------------
0
5Anthony Barrueta
SVP, Government Relations
(i)

(ii)
0
-------------
466,975
0
-------------
816,008
0
-------------
41,259
0
-------------
195,741
0
-------------
22,918
0
-------------
1,542,901
0
-------------
0
6Raymond Baxter
SVP, CB Research & Hlth Policy
(i)

(ii)
0
-------------
0
0
-------------
263,245
0
-------------
12,283
0
-------------
127,536
0
-------------
0
0
-------------
403,064
0
-------------
0
7Kristin Bear
Assistant Secretary
(i)

(ii)
0
-------------
224,025
0
-------------
83,765
0
-------------
11,667
0
-------------
5,055
0
-------------
19,370
0
-------------
343,882
0
-------------
0
8Kathryn Helen Beiser
SVP Chf Communications Officer
(i)

(ii)
0
-------------
417,895
0
-------------
50,000
0
-------------
207,254
0
-------------
369,422
0
-------------
28,115
0
-------------
1,072,686
0
-------------
0
9Vanessa Benavides
SVP,Chf Compliance & Priv. Off
(i)

(ii)
0
-------------
421,624
0
-------------
370,023
0
-------------
48,416
0
-------------
183,971
0
-------------
19,954
0
-------------
1,043,988
0
-------------
0
10Regina M Benjamin MD MBA
Director
(i)

(ii)
0
-------------
207,500
0
-------------
0
0
-------------
9,234
0
-------------
15,542
0
-------------
0
0
-------------
232,276
0
-------------
0
11Chuck Bevilacqua
SVP Health Plan Svc & Admin
(i)

(ii)
0
-------------
715,238
0
-------------
766,170
0
-------------
24,773
0
-------------
207,104
0
-------------
25,430
0
-------------
1,738,715
0
-------------
0
12Chandrika Bhalla
SVP, CFO - NCAL
(i)

(ii)
0
-------------
493,657
0
-------------
371,553
0
-------------
119,748
0
-------------
98,224
0
-------------
28,018
0
-------------
1,111,200
0
-------------
81,503
13Maryann Bodayle
Assistant Secretary
(i)

(ii)
0
-------------
156,315
0
-------------
17,468
0
-------------
2,229
0
-------------
7,903
0
-------------
9,726
0
-------------
193,641
0
-------------
0
14Christopher Boyd
SVP & Area Mgr - Santa Clara
(i)

(ii)
0
-------------
410,577
0
-------------
188,552
0
-------------
104,662
0
-------------
109,074
0
-------------
24,566
0
-------------
837,431
0
-------------
62,675
15Lisa L Caplan
SVP, Care Delivery Tech Svcs
(i)

(ii)
0
-------------
406,761
0
-------------
459,242
0
-------------
42,250
0
-------------
94,358
0
-------------
12,515
0
-------------
1,015,126
0
-------------
0
16William Caswell
Interim Regional President -HI
(i)

(ii)
0
-------------
562,199
0
-------------
455,711
0
-------------
196,231
0
-------------
17,540
0
-------------
23,470
0
-------------
1,255,151
0
-------------
0
17Bechara Choucair
SVP, Chief Cmty Health Officer
(i)

(ii)
0
-------------
488,611
0
-------------
447,310
0
-------------
50,083
0
-------------
195,449
0
-------------
22,241
0
-------------
1,203,694
0
-------------
11,111
18Greg Christian
SVP, Area Mgr - San Bernadino
(i)

(ii)
0
-------------
425,406
0
-------------
221,896
0
-------------
21,263
0
-------------
67,303
0
-------------
23,231
0
-------------
759,099
0
-------------
0
19Judith Coffey
SVP, Area Mgr, Marin/Sonoma
(i)

(ii)
0
-------------
366,151
0
-------------
210,583
0
-------------
53,080
0
-------------
55,806
0
-------------
26,312
0
-------------
711,932
0
-------------
0
20Jeffrey Collins
SVP, Area Manager - East Bay
(i)

(ii)
0
-------------
435,786
0
-------------
293,320
0
-------------
468,384
0
-------------
53,865
0
-------------
27,057
0
-------------
1,278,412
0
-------------
8,607
21Charles Columbus
SVP, Chief HR Officer
(i)

(ii)
0
-------------
631,086
0
-------------
1,173,014
0
-------------
332,549
0
-------------
321,997
0
-------------
36,511
0
-------------
2,495,157
0
-------------
219,637
22Diane Comer
SVP, Business Info Officer
(i)

(ii)
0
-------------
398,458
0
-------------
516,455
0
-------------
41,176
0
-------------
36,324
0
-------------
25,475
0
-------------
1,017,888
0
-------------
0
23Mark Costa
SVP, Area Mgr - Orange County
(i)

(ii)
0
-------------
426,323
0
-------------
250,718
0
-------------
138,288
0
-------------
36,746
0
-------------
25,337
0
-------------
877,412
0
-------------
78,555
24Patrick Courneya
EVP, Chief Medical Officer
(i)

(ii)
0
-------------
568,297
0
-------------
747,685
0
-------------
44,538
0
-------------
306,208
0
-------------
21,868
0
-------------
1,688,596
0
-------------
0
25Richard Daniels
EVP, CIO
(i)

(ii)
0
-------------
779,116
0
-------------
1,417,230
0
-------------
1,138,362
0
-------------
43,582
0
-------------
36,058
0
-------------
3,414,348
0
-------------
758,987
26George DiSalvo
SVP, CFO - SCAL
(i)

(ii)
0
-------------
565,822
0
-------------
645,191
0
-------------
897,443
0
-------------
81,497
0
-------------
22,006
0
-------------
2,211,959
0
-------------
700,503
27Jeffery E Epstein
Director
(i)

(ii)
0
-------------
218,500
0
-------------
0
0
-------------
8,395
0
-------------
11,038
0
-------------
0
0
-------------
237,933
0
-------------
0
28Elizabeth Finley
SVP, Area Manager - San Diego
(i)

(ii)
0
-------------
418,219
0
-------------
239,111
0
-------------
92,826
0
-------------
-29,707
0
-------------
23,071
0
-------------
743,520
0
-------------
0
29Deborah Friberg
Bus Planning & Corp Dev't Exec
(i)

(ii)
0
-------------
247,081
0
-------------
76,753
0
-------------
55,238
0
-------------
63,541
0
-------------
29,646
0
-------------
472,259
0
-------------
3,309
30Daniel Garcia
SVP, Chief Compliance Officer
(i)

(ii)
0
-------------
0
0
-------------
249,390
0
-------------
61,503
0
-------------
-67,932
0
-------------
0
0
-------------
242,961
0
-------------
52,426
31Sandra Golze
Assistant Secretary - NCAL
(i)

(ii)
0
-------------
0
0
-------------
141,941
0
-------------
0
0
-------------
-54,019
0
-------------
0
0
-------------
87,922
0
-------------
0
32Bernice Gould
Assistant Secretary
(i)

(ii)
0
-------------
196,867
0
-------------
39,296
0
-------------
2,363
0
-------------
9,977
0
-------------
10,381
0
-------------
258,884
0
-------------
0
33George Halvorson
Chairman
(i)

(ii)
0
-------------
0
0
-------------
0
0
-------------
27,324
0
-------------
-49,993
0
-------------
0
0
-------------
-22,669
0
-------------
18,272
34Thomas Hanenburg
SVP, COO - NCAL
(i)

(ii)
0
-------------
562,524
0
-------------
335,642
0
-------------
173,180
0
-------------
122,130
0
-------------
26,501
0
-------------
1,219,977
0
-------------
94,050
35Corwin Harper
SVP, Area Mgr - Central Valley
(i)

(ii)
0
-------------
393,252
0
-------------
207,661
0
-------------
18,421
0
-------------
84,775
0
-------------
30,219
0
-------------
734,328
0
-------------
0
36Patricia A Harvey
SVP, Qlty, Reg, & Clinical Ops
(i)

(ii)
0
-------------
363,020
0
-------------
284,224
0
-------------
452,143
0
-------------
84,926
0
-------------
17,581
0
-------------
1,201,894
0
-------------
0
37Leslie S Heisz
Director
(i)

(ii)
0
-------------
217,500
0
-------------
0
0
-------------
17,787
0
-------------
12,475
0
-------------
0
0
-------------
247,762
0
-------------
0
38David F Hoffmeister
Director
(i)

(ii)
0
-------------
210,000
0
-------------
0
0
-------------
12,880
0
-------------
13,054
0
-------------
0
0
-------------
235,934
0
-------------
0
39Kimberly Horn
Regional President - MAS
(i)

(ii)
0
-------------
650,775
0
-------------
575,667
0
-------------
486,415
0
-------------
403,996
0
-------------
33,216
0
-------------
2,150,069
0
-------------
333,565
40Judith A Johansen JD
Director
(i)

(ii)
0
-------------
244,800
0
-------------
0
0
-------------
15,524
0
-------------
-18,131
0
-------------
0
0
-------------
242,193
0
-------------
0
41Laurel Junk
SVP, Enterprise Shared Svcs
(i)

(ii)
0
-------------
521,274
0
-------------
823,587
0
-------------
208,960
0
-------------
163,523
0
-------------
17,535
0
-------------
1,734,879
0
-------------
0
42Kim J Kaiser
Director
(i)

(ii)
0
-------------
234,100
0
-------------
0
0
-------------
13,160
0
-------------
-11,160
0
-------------
0
0
-------------
236,100
0
-------------
0
43Kathryn Lancaster
EVP & CFO
(i)

(ii)
0
-------------
1,042,302
0
-------------
1,776,268
0
-------------
402,535
0
-------------
332,280
0
-------------
21,033
0
-------------
3,574,418
0
-------------
0
44Janet Liang
Regional President - NCAL
(i)

(ii)
0
-------------
860,060
0
-------------
837,204
0
-------------
454,446
0
-------------
293,763
0
-------------
33,196
0
-------------
2,478,669
0
-------------
338,491
45Roland Lyon
Regional President - Colorado
(i)

(ii)
0
-------------
511,190
0
-------------
131,138
0
-------------
51,182
0
-------------
148,954
0
-------------
29,666
0
-------------
872,130
0
-------------
0
46Gerald McCall
SVP, Operations
(i)

(ii)
0
-------------
542,011
0
-------------
484,508
0
-------------
106,248
0
-------------
-34,784
0
-------------
31,362
0
-------------
1,129,345
0
-------------
0
47Colleen McKeown
SVP, Area Manager Group - NCAL
(i)

(ii)
0
-------------
425,343
0
-------------
188,877
0
-------------
75,004
0
-------------
51,831
0
-------------
23,444
0
-------------
764,499
0
-------------
0
48Thomas Meier
SVP, Corporate Treasurer
(i)

(ii)
0
-------------
462,542
0
-------------
633,581
0
-------------
115,824
0
-------------
8,208
0
-------------
33,258
0
-------------
1,253,413
0
-------------
0
49Julie Miller-Phipps
Regional President - SCAL
(i)

(ii)
0
-------------
886,797
0
-------------
882,077
0
-------------
255,643
0
-------------
-58,044
0
-------------
22,985
0
-------------
1,989,458
0
-------------
0
50Susan Mullaney
Regional President - WA
(i)

(ii)
0
-------------
589,674
0
-------------
453,549
0
-------------
177,325
0
-------------
246,089
0
-------------
27,441
0
-------------
1,494,078
0
-------------
80,283
51Janet O'Hollaren
VP, COO
(i)

(ii)
0
-------------
422,336
0
-------------
614,398
0
-------------
38,316
0
-------------
116,324
0
-------------
27,105
0
-------------
1,218,479
0
-------------
0
52Donald Orndoff
SVP, NFS
(i)

(ii)
0
-------------
435,028
0
-------------
536,354
0
-------------
176,170
0
-------------
169,668
0
-------------
32,416
0
-------------
1,349,636
0
-------------
117,119
53Wade Overgaard
SVP, Health Plan Ops - CA
(i)

(ii)
0
-------------
710,701
0
-------------
791,077
0
-------------
167,682
0
-------------
-31,321
0
-------------
32,894
0
-------------
1,671,033
0
-------------
0
54Edward Y W Pei
Director
(i)

(ii)
0
-------------
219,000
0
-------------
0
0
-------------
14,531
0
-------------
-16,551
0
-------------
0
0
-------------
216,980
0
-------------
0
55Margaret E Porfido JD
Director
(i)

(ii)
0
-------------
258,500
0
-------------
0
0
-------------
20,262
0
-------------
-9,170
0
-------------
0
0
-------------
269,592
0
-------------
0
56Michael Anthony Rembis
CEO & Hosp Admin'tor - MHS
(i)

(ii)
0
-------------
510,865
0
-------------
162,300
0
-------------
474,978
0
-------------
251,054
0
-------------
26,660
0
-------------
1,425,857
0
-------------
0
57Frank Richardson
Assistant Secretary - HI
(i)

(ii)
0
-------------
247,384
0
-------------
41,345
0
-------------
12,398
0
-------------
32,664
0
-------------
29,545
0
-------------
363,336
0
-------------
0
58Christine Robisch
SVP, Ops, Nat'l Op Strat & Imp
(i)

(ii)
0
-------------
462,710
0
-------------
294,432
0
-------------
21,563
0
-------------
67,827
0
-------------
17,164
0
-------------
863,696
0
-------------
0
59Rochelle Roth
Assistant Secretary
(i)

(ii)
0
-------------
142,213
0
-------------
41,179
0
-------------
2,123
0
-------------
-99,618
0
-------------
15,147
0
-------------
101,044
0
-------------
0
60Michael Rowe
SVP, Chf Bus Dev & Strat Exec
(i)

(ii)
0
-------------
620,286
0
-------------
645,762
0
-------------
162,119
0
-------------
220,935
0
-------------
28,395
0
-------------
1,677,497
0
-------------
105,679
61Kathleen Marie Scheirman
SVP, Application Svcs Group
(i)

(ii)
0
-------------
424,568
0
-------------
478,263
0
-------------
112,006
0
-------------
121,666
0
-------------
24,314
0
-------------
1,160,817
0
-------------
69,220
62Jacqueline Sellers
Assistant Secretary
(i)

(ii)
0
-------------
199,568
0
-------------
72,157
0
-------------
28,607
0
-------------
20,496
0
-------------
14,766
0
-------------
335,594
0
-------------
0
63Richard Shannon MD
Director
(i)

(ii)
0
-------------
210,000
0
-------------
0
0
-------------
0
0
-------------
34,412
0
-------------
0
0
-------------
244,412
0
-------------
0
64James Simpson
Regional President - GA
(i)

(ii)
0
-------------
473,839
0
-------------
540,497
0
-------------
174,830
0
-------------
194,400
0
-------------
36,906
0
-------------
1,420,472
0
-------------
0
65Arthur Southam
EVP, Health Plan Operations
(i)

(ii)
0
-------------
1,041,658
0
-------------
1,897,457
0
-------------
431,827
0
-------------
536,245
0
-------------
36,844
0
-------------
3,944,031
0
-------------
0
66Michael Sutten
SVP, Info Technology & CTO
(i)

(ii)
0
-------------
419,771
0
-------------
472,448
0
-------------
169,030
0
-------------
93,434
0
-------------
30,621
0
-------------
1,185,304
0
-------------
0
67Paul Swenson
SVP, Chief Strategy Officer
(i)

(ii)
0
-------------
623,669
0
-------------
599,262
0
-------------
47,816
0
-------------
220,816
0
-------------
24,376
0
-------------
1,515,939
0
-------------
0
68Cynthia A Telles PHD
Director
(i)

(ii)
0
-------------
238,000
0
-------------
0
0
-------------
13,108
0
-------------
1,559
0
-------------
0
0
-------------
252,667
0
-------------
0
69Bernard Tyson
Chairman & CEO
(i)

(ii)
0
-------------
1,652,487
0
-------------
12,577,609
0
-------------
1,479,757
0
-------------
2,132,546
0
-------------
41,234
0
-------------
17,883,633
0
-------------
2,110,403
70David Thomas Underriner
Regional President Hawaii
(i)

(ii)
0
-------------
356,254
0
-------------
200,000
0
-------------
69,946
0
-------------
266,438
0
-------------
14,054
0
-------------
906,692
0
-------------
0
71Alfonse Upshaw
SVP,Corporate Controller & CAO
(i)

(ii)
0
-------------
438,858
0
-------------
356,406
0
-------------
18,380
0
-------------
99,558
0
-------------
28,853
0
-------------
942,055
0
-------------
0
72Ronald Vance
Interim Regional Pres - CO
(i)

(ii)
39,000
-------------
0
0
-------------
0
0
-------------
0
0
-------------
0
0
-------------
0
39,000
-------------
0
0
-------------
0
73Max Villalobos
COO - North County
(i)

(ii)
0
-------------
345,685
0
-------------
155,323
0
-------------
7,631
0
-------------
10,532
0
-------------
20,341
0
-------------
539,512
0
-------------
0
74Cesar Villalpando
SVP, Enterprise Shared Svcs
(i)

(ii)
0
-------------
0
0
-------------
507,016
0
-------------
318,765
0
-------------
-73,340
0
-------------
0
0
-------------
752,441
0
-------------
318,765
75Eugene Washington MD
Director
(i)

(ii)
0
-------------
206,000
0
-------------
0
0
-------------
0
0
-------------
13,686
0
-------------
0
0
-------------
219,686
0
-------------
0
76Matthew Weber
Assistant Secretary
(i)

(ii)
0
-------------
297,969
0
-------------
89,615
0
-------------
155,565
0
-------------
61,466
0
-------------
29,657
0
-------------
634,272
0
-------------
0
77Vita Willett
SVP, Area Manager - Riverside
(i)

(ii)
0
-------------
424,289
0
-------------
285,420
0
-------------
114,537
0
-------------
18,291
0
-------------
24,284
0
-------------
866,821
0
-------------
75,085
78Ruth Williams-Brinkley
Regional President - Northwest
(i)

(ii)
0
-------------
615,973
0
-------------
0
0
-------------
310,189
0
-------------
353,268
0
-------------
24,075
0
-------------
1,303,505
0
-------------
0
79John Yamamoto
Assistant Secretary
(i)

(ii)
0
-------------
343,000
0
-------------
272,278
0
-------------
70,440
0
-------------
-4,254
0
-------------
28,604
0
-------------
710,068
0
-------------
0
80Philip Young
Assistant Secretary
(i)

(ii)
0
-------------
313,756
0
-------------
116,955
0
-------------
17,543
0
-------------
57,128
0
-------------
27,859
0
-------------
533,241
0
-------------
0
81Hong-Sze Yu
VP, Brd & Corp Gov & Asst Secy
(i)

(ii)
0
-------------
249,307
0
-------------
94,714
0
-------------
17,313
0
-------------
60,176
0
-------------
25,870
0
-------------
447,380
0
-------------
0
82Mark Zemelman
SVP, General Counsel & Secy
(i)

(ii)
0
-------------
677,594
0
-------------
1,100,476
0
-------------
280,462
0
-------------
-12,297
0
-------------
34,354
0
-------------
2,080,589
0
-------------
0
Schedule J (Form 990) 2018

Schedule J (Form 990) 2018
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 4B SUPPLEMENTAL NONQUALIFIED RETIREMENT PLAN PAYMENTS: Gregory Adams $ 4,338,278 Chandrika Bhalla 100,860 Christopher Boyd 79,719 William Caswell 69,826 Charles Columbus 284,645 Mark Costa 96,435 Richard Daniels 1,089,124 George DiSalvo 852,892 Elizabeth Finley 53,443 Thomas Hanenburg 131,642 Patricia A. Harvey 74,516 Kimberly Horn 459,771 Kathryn Lancaster 351,081 Janet Liang 409,673 Gerald Mccall 73,627 Colleen Mckeown 52,120 Thomas Meier 72,501 Julie Miller-Phipps 224,210 Susan Mullaney 153,632 Donald Orndoff 149,555 Wade Overgaard 140,509 Michael Rowe 135,952 Kathleen Marie Scheirman 89,167 Arthur Southam 380,395 Bernard Tyson 999,157 Vita Willett 90,867 John Yamamoto 50,791 Mark Zemelman 232,150 SOME OF THE PARTICIPANTS LISTED IN SCHEDULE J, PART II PARTICIPATED IN NONQUALIFIED SUPPLEMENTAL RETIREMENT PLANS. UNDER THESE PLANS, THE ORGANIZATION MAKES ANNUAL CONTRIBUTIONS TO A NOTIONAL ACCOUNT ON BEHALF OF EACH PARTICIPANT. CONTRIBUTIONS VARY BY POSITION, LEVEL AND PAY, AND VEST OVER TIME BASED ON AGE AND/OR SERVICE. PARTICIPANT ACCOUNTS ARE CREDITED WITH A FIXED RATE OF INTEREST, INVESTED IN AVAILABLE MUTUAL FUNDS OR A COMBINATION OF BOTH. CERTAIN OFFICERS ACCRUE A BENEFIT THAT VESTS BASED ON AGE AND SERVICE AND TARGETS A PERCENTAGE OF FINAL AVERAGE PAY LESS PRIOR PLAN OFFSETS. UNVESTED AMOUNTS ARE SUBJECT TO RISK OF FORFEITURE.
Schedule J, Part I, Line 7 Non-fixed payments: THE ORGANIZATION PROVIDED NON-FIXED PAYMENTS TO SOME OF THE PERSONS LISTED. PAYMENTS WERE MADE UNDER INCENTIVE PLANS, BASED ON ATTAINMENT OF ORGANIZATIONAL PERFORMANCE GOALS AND INDIVIDUAL PERFORMANCE, DESIGNED TO SUPPORT THE ORGANIZATION'S MISSION TO PROVIDE HIGH-QUALITY, AFFORDABLE CARE AND IMPROVE THE HEALTH OF ITS MEMBERS AND THE COMMUNITIES IT SERVES.
SCHEDULE J, PART I, LINE 8 CERTAIN AMOUNTS REPORTED IN FORM 990, PART VII, WERE PAID OR ACCRUED PURSUANT TO A CONTRACT THAT WAS SUBJECT TO THE INITIAL CONTRACT EXCEPTION DESCRIBED IN REGULATIONS SECTION 53.4958-4(A)(3). FIXED PAYMENTS WERE PAID TO OR ACCRUED FOR TWO INDIVIDUALS IN 2018.
SCHEDULE J, PART II, COLUMN C THE ACTUARIAL VALUE FOR SOME INDIVIDUALS' DEFINED BENEFIT PLAN DECLINED IN 2018, RESULTING IN NEGATIVE VALUES IN COLUMN (C) IN SOME INSTANCES. Certain board members are eligible for a retiree medical benefit following retirement from the board. While this benefit is subject to change and may be reduced or eliminated, the 2018 change in the actuarial determined value of this benefit for each board member has been included in Form 990, Part VII, Column (f) and Schedule J, Part II, Column C. Amounts for this benefit have also been deferred for prior years. The actuarial increase or decrease in value may change for various reasons, including continued service, age, and changes in assumptions.
SCHEDULE J, PART II, COLUMN F AMOUNTS INCLUDED IN SCHEDULE J, PART II, COLUMN F INCLUDE AMOUNTS PREVIOUSLY REPORTED AS DEFERRED COMPENSATION, AS WELL AS, DISTRIBUTIONS FROM A 457(B) PLAN THAT WERE PREVIOUSLY REPORTED AS REPORTABLE COMPENSATION IN ACCORDANCE WITH FORM 990 INSTRUCTIONS.
PART VII, LINE 5 COMPENSATION FROM AN UNRELATED ORGANIZATION ONE OFFICER RECEIVED COMPENSATION FROM AN UNRELATED ORGANIZATION, ALVAREZ & MARSAL HOLDINGS, LLC.
Schedule J (Form 990) 2018
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 the latest information.
OMB No. 1545-0047
2018
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 CSCDA CHFFA Variable
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 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
2012 CALIFORNIA STATEWIDE COMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMQ8 05-03-2017 1,528,834,768 REFUNDING OF PROJECTS (2002C,2011,   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMP0 05-03-2017 812,493,279 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 0 237,500,000
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 602,245,616 500,000,000
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 5,674,726 0
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 1,535,276,850 596,570,889 0
11 Other spent proceeds ............. 213,060,000 0 0 500,000,000
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2011 2009 2009 2014
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue? .... X     X   X X  
15 Were the bonds issued as part of an advance refunding issue? .....   X   X   X   X
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) 2018

Schedule K (Form 990) 2018
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        
6 Total of lines 4 and 5 .............        
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          
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) 2018

Schedule K (Form 990) 2018
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 Variable have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
Part I: 2003 CSCDA bonds refunded bonds issued from October 1983, November 1985, and May 1993.
Part I: 2008 CSCDA bonds refunded bonds issued March 2004.
Part I: 2017 CHHFA bonds refunded tax-exempt eligible project spending from bonds issued May 2002, May 2006, February 2007, May 2009, May 2011, and April 2012.
Part II, Line 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
Part II, Line 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
Part III, Lines 4 and 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C: BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2018

Additional Data


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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 the latest information.
OMB No. 1545-0047
2018
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 CSCDA CHFFA Variable
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 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
2012 CALIFORNIA STATEWIDE COMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMQ8 05-03-2017 1,528,834,768 REFUNDING OF PROJECTS (2002C,2011,   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMP0 05-03-2017 812,493,279 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 0 237,500,000
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 602,245,616 500,000,000
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 5,674,726 0
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 1,535,276,850 596,570,889 0
11 Other spent proceeds ............. 213,060,000 0 0 500,000,000
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2011 2009 2009 2014
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue? .... X     X   X X  
15 Were the bonds issued as part of an advance refunding issue? .....   X   X   X   X
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) 2018

Schedule K (Form 990) 2018
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        
6 Total of lines 4 and 5 .............        
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          
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) 2018

Schedule K (Form 990) 2018
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 Variable have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
Part I: 2003 CSCDA bonds refunded bonds issued from October 1983, November 1985, and May 1993.
Part I: 2008 CSCDA bonds refunded bonds issued March 2004.
Part I: 2017 CHHFA bonds refunded tax-exempt eligible project spending from bonds issued May 2002, May 2006, February 2007, May 2009, May 2011, and April 2012.
Part II, Line 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
Part II, Line 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
Part III, Lines 4 and 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C: BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2018

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 the latest information.
OMB No. 1545-0047
2018
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 CSCDA CHFFA Variable
 
52-1643828 13033FK74 06-08-2006 600,000,000 FINANCE HEALTH CARE FACILITIES   X   X   X
D 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
2012 CALIFORNIA STATEWIDE COMNTYS DEV AUTH
 
68-0164610 1307955G8 04-18-2012 1,007,791,119 FINANCE HEALTH CARE FACILITIES   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMQ8 05-03-2017 1,528,834,768 REFUNDING OF PROJECTS (2002C,2011,   X   X   X
2017 CALIFORNIA HEALTH FACILITIES FINANCING AUTH
 
52-1643828 13032UMP0 05-03-2017 812,493,279 FINANCE HEALTH CARE FACILITIES   X   X   X
Part
Proceeds
A B C D
1 Amount of bonds retired .................. 60,000,000 800,000,000 0 237,500,000
2 Amount of bonds legally defeased .............. 0 0 0 0
3 Total proceeds of issue .................. 213,060,000 1,639,884,612 602,245,616 500,000,000
4 Gross proceeds in reserve funds ............. 0 0 0 0
5 Capitalized interest from proceeds ............. 0 88,159,219 5,674,726 0
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 1,535,276,850 596,570,889 0
11 Other spent proceeds ............. 213,060,000 0 0 500,000,000
12 Other unspent proceeds ............. 0 0 0 0
13 Year of substantial completion ............. 2011 2009 2009 2014
Yes No Yes No Yes No Yes No
14 Were the bonds issued as part of a current refunding issue? .... X     X   X X  
15 Were the bonds issued as part of an advance refunding issue? .....   X   X   X   X
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) 2018

Schedule K (Form 990) 2018
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        
6 Total of lines 4 and 5 .............        
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          
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) 2018

Schedule K (Form 990) 2018
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 Variable have multiple issuers and therefore multiple EIN numbers. The EIN number reported matched the reported CUSIP.
Part I: 2003 CSCDA bonds refunded bonds issued from October 1983, November 1985, and May 1993.
Part I: 2008 CSCDA bonds refunded bonds issued March 2004.
Part I: 2017 CHHFA bonds refunded tax-exempt eligible project spending from bonds issued May 2002, May 2006, February 2007, May 2009, May 2011, and April 2012.
Part II, Line 1: We will continue to report the 2009 put rolls of the 2008C and 2002E bonds as the current outstanding debt, with the amount of premium from their sales shown in Part II, Line 1, "Amount of bonds retired".
Part II, Line 3: Difference between total proceeds (Part II Line 3) and issue price (Part I), for all applicable bond issues, is due to interest earned on the construction fund.
Part III, Lines 4 and 5: At bond-financed facilities, there is 0% private use reported due to a policy of maintaining adequate equity contributions at each facility.
PART IV, LINE 2C: BOND ISSUER NAME: 2004 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 01/14/2009 BOND ISSUER NAME: 2002 CALIFORNIA STATEWIDE CMNTYS DEV AUTH REBATE DATE COMPUTATION WAS PERFORMED: 11/27/2012
Schedule K (Form 990) 2018

Additional Data


Software ID:  
Software Version:  

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 the latest information.
OMB No. 1545-0047
2018
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 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 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) 2018
Schedule L (Form 990 or 990-EZ) 2018
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) ANGELA PATRICIA BENNAGE FAM. Mbr OF Fmr Key Empl. 176,409 COMPENSATION   No
(2) CAROL MCMENAMY FAMILY MEMBER OF KEY EMPLOYEE 158,924 COMPENSATION   No
(3) JOSHUA SCRUGGS FAM. Mbr OF Fmr Key Empl. 118,957 COMPENSATION   No
(4) CHRIS ZIPPERT FAMILY MEMBER OF KEY EMPLOYEE 99,519 COMPENSATION   No
(5) SUBSTANTIAL CONTRIBUTOR SUBSTANTIAL CONTRIBUTOR 14,100,052 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) 2018


Additional Data


Software ID:  
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
2018
Open to Public
Inspection
Name of the organization
KAISER FOUNDATION HOSPITALS
 
Employer identification number

94-1105628
Return Reference Explanation
FORM 990, PART V, LINE 4B - FOREIGN COUNTRIES CONTINUED INDONESIA ISRAEL JAPAN KENYA REPUBLIC OF KOREA MALAYSIA NIGERIA PAKISTAN PHILIPINES POLAND RUSSIA TAIWAN THAILAND TURKEY URUGUAY FORM 990, PART VI, LINE 1A The Executive Committee, composed of the Directors that are the chairs of the Board's other standing committees, has authority to act for the Board between meetings except it has no authority to: a. Fill vacancies on the Board or the Committee; b. Fix the compensation of Directors for serving on the Board or any committee; c. Adopt, amend or repeal Bylaws; d. Amend or repeal any resolution of the Board which by its express terms cannot be amended or repealed by the Executive Committee; e. Appoint committees of the Board or appoint the members thereof; or f. Approve any aspect of a transaction involving the company when a Director has a material financial interest in that transaction, except as expressly provided by the law. FORM 990, PART VI, LINE 4 SIGNIFICANT CHANGES TO GOVERNING DOCUMENTS: The Bylaws of the Corporation were materially amended in 2018 as follows: On March 8, 2018, Article E, Sections E-1.c. and E-6 were amended to update the committee name and to reframe the strategy, impact and public recognition sections to focus on community health. On September 25, 2018, Article E, Sections E-5.A and E-5.C.1.B.a were amended to clarify the scope of the Committees responsibility relating to financial reporting; specifically, regarding the entities for which it is responsible and the types of financial statements that are subject to the Committees review. FORM 990, PART VI, LINE 5 DIVERSION OF ASSETS Approximately $1.5 million in fraudulent payments are believed to have been made by two former employees over 4 years. Both employees have been terminated and the matter has been referred to law enforcement. Policies and procedures have been implemented to mitigate risk of potential occurrences.
FORM 990, PART VI, LINE 11B Form 990 Review Process: 1. Key information necessary for the preparation of the tax return is obtained and/or confirmed with internal sources including regional finance, executive compensation, community benefits, treasury, government relations, and legal. 2. Prior to finalization, the return is reviewed by an external tax advisor. 3. Once signed by an external tax advisor, the return and underlying data are reviewed by an officer or a member of management designated by an officer for signature and filing. 4. Copies are then provided to board members prior to filing.
FORM 990, PART VI, LINE 12C COMPLIANCE ENFORCEMENT A. REGULARLY AND CONSISTENTLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - KAISER PERMANENTE REGULARLY MONITORS COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY IN 3 KEY WAYS: A1. THE KAISER PERMANENTE COMPLIANCE HOTLINE IS AVAILABLE TO ALL EMPLOYEES AND VENDORS TO REPORT ACTUAL OR POTENTIAL CONFLICTS OF INTEREST. ALL CALLS ARE ANSWERED BY A THIRD PARTY AND PROVIDED TO KAISER PERMANENTE'S NATIONAL COMPLIANCE OFFICE FOR REVIEW AND APPROPRIATE ACTION. EMPLOYEES CAN REPORT ANONYMOUSLY. RETALIATION IS PROHIBITED. REPORTS OF ACTUAL OR POTENTIAL CONFLICTS OF INTEREST ARE GENERATED AND INVESTIGATIONS ARE CONDUCTED AS REQUIRED AND INFORMATION IS TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL GUIDANCE IS REQUIRED TO AVOID OR MANAGE CONFLICTS OF INTEREST. COMPLIANCE HOTLINE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY. A2. THE NATIONAL COMPLIANCE OFFICE AND INTERNAL AUDIT SERVICES ANNUALLY REVIEW THE DIRECTORS', OFFICERS', KEY EMPLOYEES', AND EXECUTIVES' ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRE DISCLOSURES AND PROVIDE DIRECTION ON ANY INVESTIGATIONS REQUIRED. INVESTIGATIONS ARE DOCUMENTED, TRACKED AND TRENDED TO DETERMINE IF ADDITIONAL CONTROLS OR EDUCATION IS REQUIRED. IN ADDITION, CONFLICTS OF INTEREST QUESTIONNAIRE REPORTS ARE PROVIDED FOR REVIEW AND ACTION TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS BOARDS OF DIRECTORS ANNUALLY; AND A3. ANNUALLY, AS A COMPONENT OF THE EXTERNAL AUDIT, AN OUTSIDE CERTIFIED PUBLIC ACCOUNTING FIRM REVIEWS THE ANNUAL CONFLICTS OF INTEREST QUESTIONNAIRES PROCESS COMPLETED BY DIRECTORS, OFFICERS, KEY EMPLOYEES, AND EXECUTIVES, AND ACTIONS TAKEN AS A RESULT OF THE DISCLOSURES. THE RESULTS OF THE ANNUAL AUDIT, INCLUDING ANY FINDINGS IN THIS AREA ARE PRESENTED TO THE KAISER FOUNDATION HEALTH PLAN/HOSPITALS AUDIT AND COMPLIANCE COMMITTEE. B. REGULARLY AND CONSISTENTLY ENFORCES COMPLIANCE WITH THE CONFLICTS OF INTEREST POLICY - TO ENSURE CONSISTENCY IN THE ENFORCEMENT OF THE POLICY KAISER PERMANENTE USES THE FOLLOWING STEPS AS A GENERAL GUIDELINE: B1. REPRESENTED EMPLOYEES ARE SUBJECT TO ANY CORRECTIVE/DISCIPLINARY ACTION PROVISIONS DESCRIBED IN SPECIFIC REGIONAL/NATIONAL COLLECTIVE BARGAINING AGREEMENTS AND/OR ORGANIZATIONAL POLICIES AND PRACTICES. B2. KAISER PERMANENTE NOTIFIES EMPLOYEES OF THE NATIONAL HUMAN RESOURCES POLICY NO. 14. CORRECTIVE/DISCIPLINARY ACTION POLICY DURING NEW EMPLOYEE ORIENTATION AND IN ANNUAL COMPLIANCE TRAINING. B3. IN THE EVENT THAT IT IS NECESSARY TO DISCIPLINE ANY EMPLOYEE BECAUSE OF, BUT NOT LIMITED TO, FAILURE TO COMPLY WITH APPLICABLE LEGAL/REGULATORY REQUIREMENTS, KAISER PERMANENTE POLICIES AND PROCEDURES, OR THE PRINCIPLES OF RESPONSIBILITY, OR FOR UNSATISFACTORY PERFORMANCE OR MISCONDUCT, COACHING/COUNSELING AND/OR CORRECTIVE/DISCIPLINARY ACTION MAY INCLUDE, BUT IS NOT LIMITED TO: - ORAL DISCUSSION AND/OR WARNING BY THE EMPLOYEE'S IMMEDIATE SUPERVISOR OR HIGHER LEVEL MANAGER TO CORRECT THE PROBLEM; - WRITTEN NOTICE, WITH OR WITHOUT FINAL WARNING; - PAID OR UNPAID SUSPENSION, WITH OR WITHOUT FINAL WARNING; - TERMINATION OF EMPLOYMENT.
FORM 990, PART VI, LINE 15A/B COMPENSATION DETERMINATION THE EXECUTIVE COMPENSATION PROGRAM AS ADMINISTERED BY KAISER FOUNDATION HEALTH PLAN, INC. IS DESIGNED TO RECRUIT, RETAIN AND MOTIVATE QUALIFIED SENIOR MANAGEMENT PERSONNEL. SENIOR MANAGEMENT PERSONNEL HAVE A SIGNIFICANT IMPACT ON THE STRATEGIC AND POLICY DIRECTION AND RESULTS OF THE ORGANIZATION. THEREFORE, THE EXECUTIVE COMPENSATION PROGRAM IS, TO A SIGNIFICANT DEGREE, PERFORMANCE-BASED. THE COMPENSATION PROGRAM IS REVIEWED ANNUALLY BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. PRIOR TO PAYMENT, ALL PROGRAMS AND PAYMENTS TO THE CEO, EXECUTIVE DIRECTOR, AND TOP MANAGEMENT OFFICIALS (EXECUTIVES) ARE REVIEWED BY THE COMPENSATION COMMITTEE OF THE BOARD OF DIRECTORS AND THE MANAGEMENT COMMITTEE ON COMPENSATION. BASE PAY FOR EXECUTIVE POSITIONS IS ESTABLISHED AT A LEVEL COMPARABLE TO THE RELEVANT MARKET. IN ADDITION, OTHER COMPONENTS OF THE COMPENSATION PROGRAM BEAR 'AT-RISK' FEATURES DESIGNED TO FOCUS ON STRATEGICALLY IMPORTANT PERFORMANCE GOALS AND TO ASSIST IN ATTRACTING AND RETAINING TOP PERFORMERS. THE EXECUTIVE COMPENSATION PROGRAM IS TARGETED TO BE COMPETITIVE TO THE COMPARABLE EXTERNAL MARKET IN WHICH THE ORGANIZATION COMPETES FOR EXECUTIVE LEADERSHIP. EVALUATION OF COMPARABLE PAY DATA IS PERFORMED BY AN INDEPENDENT COMPENSATION, BENEFIT & HUMAN RESOURCES CONSULTING FIRM. THE COMPENSATION PROGRAM FOCUSES ON OBJECTIVES IN THE AREAS OF QUALITY OF MEMBER CARE AND SERVICE, MEMBERSHIP GROWTH, FINANCIAL SOUNDNESS, AND THE COMMUNITY AND SOCIAL MISSION OF THE ORGANIZATION.
FORM 990, PART VI, LINE 18 Forms 990 are available on www.guidestar.org.
FORM 990, PART VI, LINE 19 Public Inspection Copy: Governing documents, conflict of interest policy are available upon request as disclosed to other regulatory bodies. Financial Statements are on file with the state regulatory agency. Combined data is published for Kaiser Foundation Health Plan Inc. and subsidiaries and Kaiser Foundation Hospitals and Subsidiaries with independent auditors' report. To request copies contact: Vice President, Communications Kaiser Foundation Health Plan and Hospitals One Kaiser Plaza, 18th floor Oakland, CA 94612
FORM 990, PART VII, SECTION A, COLUMN B Hours for Related Organization: Individuals who are both officers and members of Boards of Directors work full time as employees as well as fulfill their board assignment. All officers work full time in their employee capacity. Full time work may require in excess of the traditional 40 hour week. Given the integrated nature of our organization, employees may provide support for various Kaiser Permanente companies. The average hours per week reported for the filing organization and related organizations was estimated.
FORM 990, PART XI, LINE 9 Other Changes in Net Assets or Fund Balances: Change in donated capital $ 2,632,189 Change in inter-regional transfer (344,277,659) Change in dividends, partnership (2,776,729) Non-Controlling Interest Adjustment 3,678,113 Change in Other Comprehensive Income 835,641,752 Book tax difference in sub income (3,751,853) OTTI losses (1,221,116,217) Gain/loss on sale on investment - Book 1,222,573,313 Gain/loss on sale on investment - Tax (303,989,736) Transfer to Affiliates 43,526,387 ------------------ TOTAL $ 232,139,560
FORM 990, PART III, LINES 4A-4D I. Introduction A. About Kaiser Permanente Founded in 1942 to serve employees of Kaiser Industries and opened to the public in 1945, Kaiser Permanente is recognized as one of Americas leading health care providers and nonprofit health plans. We were created to meet the challenge of providing American workers with medical care during the Great Depression and World War II, when most people could not afford to go to a doctor. Since our beginnings, we have been committed to helping shape the future of healthcare. Among the innovations Kaiser Permanente has brought to U.S. health care are: - Prepaid health plans, which spread the cost to make it more affordable - A focus on preventing illness and disease as much as on caring for the sick - An organized, coordinated system that puts as many services as possible under one roof-all connected by an electronic medical record Kaiser Permanente is an integrated health care delivery system comprised of Kaiser Foundation Hospitals (KFH), Kaiser Foundation Health Plan (KFHP), and physicians in the Permanente Medical Groups. Today we serve more than 12 million members in eight states and the District of Columbia. Our mission is to provide high-quality, affordable health care services and to improve the health of our members and the communities we serve. Care for members and patients is focused on their Total Health and guided by their personal physicians, specialists, and team of caregivers. Our expert and caring medical teams are empowered and supported by industry-leading technology advances and tools for health promotion, disease prevention, state-of-the-art care delivery, and world-class chronic disease management. Kaiser Permanente is dedicated to care innovations, clinical research, health education, and the support of community health. B. Kaiser Permanentes Approach to Community Health For more than 70 years, Kaiser Permanente has been dedicated to providing high-quality, affordable health care services and to improving the health of our members and the communities we serve. We believe good health is a fundamental right shared by all and we recognize that good health extends beyond the doctors office and the hospital. It begins with healthy environments: fresh fruits and vegetables in neighborhood stores, successful schools, clean air, accessible parks, and safe playgrounds. Good health for the entire community requires equity and social and economic well-being. These are the vital signs of healthy communities. Better health outcomes begin where health starts, in our communities. Like our approach to medicine, our work in the community takes a prevention-focused, evidence-based approach. We go beyond traditional corporate philanthropy or grant making to pair financial resources with medical research, physician expertise, and clinical practices. Our community health strategy focuses on three areas: - Ensuring health access by providing individuals served at Kaiser Permanente or by our safety-net partners with integrated clinical and social services; - Improving conditions for health and equity by engaging members, communities, and Kaiser Permanente's workforce and assets; and - Advancing the future of community health by innovating with technology and social solutions. C. Kaiser Permanentes Total Contribution Kaiser Permanente provided $2.8 billion in community benefits in 2018. The amounts attributable to Kaiser Foundation Hospitals are: - Financial Assistance at cost - $282.5 million - Medicaid - $778.7 million - Costs of other means-tested government programs - $1.7 million - Community health improvement services and community benefit operations - $42.6 million - Health Professions Education - $111.5 million - Research - $39.5 million - Cash and in-kind contributions from community benefit - $109.5 million In addition to our direct spend on community benefits, we also leverage assets from across Kaiser Permanente to help us achieve our mission to improve the health of communities. This Total Health strategy includes our widely recognized activities around supplier diversity, socially responsible investing and environmental stewardship.
II. Ensure Health Access A. Summary of The Strategy Ensuring access to high quality health care services for low-income populations within the communities we serve is core to our mission and tax-exempt status. Access to healthcare for vulnerable low-income populations is routinely identified in our Community Health Needs Assessments as one of the top health needs in the communities Kaiser Permanente serves. There are two main access challenges: coverage and care. Without access to adequate health insurance coverage, people may not receive the comprehensive and continuous medical care needed to help achieve maximum health outcomes. And without access to convenient and high-quality care by trusted providers, they are less likely to get and/or stay healthy. Over time, access challenges can compromise health outcomes as well as create additional burden on government to provide necessary social services. Kaiser Foundation Hospitals supports the health access needs of our communities through a combination of coverage and care programs. We provide coverage to low-income populations through two key vehicles: first, via our participation in government programs like Medicaid and the Childrens Health Insurance Programs (CHIP), and second, via our own Charitable Health Coverage (CHC) program, which provides a premium subsidy for Kaiser Permanente coverage for qualified low-income families and children who do not have access to public or private health coverage. Similarly, we provide care to low-income populations through two key vehicles: first, via our treatment of Medicaid and CHIP enrollees (not assigned to Kaiser Permanente), and second, via the Medical Financial Assistance (MFA) program, which is Kaiser Permanentes traditional charity care or financial assistance program (FAP). For Kaiser Foundation Hospitals, the main way to address health access challenges is by absorbing the cost of the care programs described above. In 2018, Kaiser Foundation Hospitals spent over $1 billion on our coverage and care programs (at cost, net of all related revenues). In addition, it provided $25.3 million in grants to help improve health access challenges, including but not limited to funding key safety-net partner organizations. B. Coverage Adequate health coverage means consistent access to comprehensive and continuous medical and preventative services for people to get and stay healthy, a much better and thorough alternative to episodic care at emergency departments. Coverage is good for the patient, good for Kaiser Permanente and good for the US overall because it helps people get and stay healthy and avoid costly hospital services. i. Coverage provided through Medicaid, CHIP and other government programs The Affordable Care Act has had a far-reaching impact on the landscape of government-sponsored programs, as these options have become a key source of health coverage for a significant portion of the US population. Kaiser Permanente has responded to this challenge by developing organizational strategies to enable low-income individuals to obtain and/or retain health coverage through Medicaid, CHIP or other government programs, even as their personal or financial circumstances may be changing. At the end of 2018, Kaiser Foundation Hospitals was providing access to care to over 791,000 people through these government programs. ii. Coverage provided through CHC CHC is a unique approach to caring for low-income uninsured persons in the community. The program provides a premium subsidy for a KFHP off exchange plan to low-income individuals and families who are not eligible for other public or privately sponsored coverage. Eligible participants receive a regular KFHP membership card and have access to the same services and providers as other KFHP individual and family plan members - a more effective alternative to a potentially costly emergency room visit or hospitalization. CHC members also receive cost sharing support that eliminates out of pocket costs for most covered services provided at Kaiser Permanente facilities. At the end of 2018, Kaiser Foundation Hospitals was providing access to care to over 18,800 people through the CHC program. C. Care To get and/or stay healthy, people need access to high quality care by providers they trust. This care must include preventative services and required medications so that people can avoid ending up in the emergency room or requiring more extensive services down the line. Kaiser Permanente helps low-income populations gain access to this type of care by leveraging the full scope of its integrated delivery system, including not only critical hospital-based services but also outpatient primary, specialty and pharmacy services. i. Care provided through Medicaid, CHIP and other government programs Kaiser Permanente provides a wide range of health care services to individuals enrolled in Medicaid, CHIP and other government programs, regardless of whether they are assigned to Kaiser Permanente or not. In addition to the individuals who received health coverage in 2018 due to Kaiser Permanentes participation in these government programs, Kaiser Foundation Hospitals also provided care to nearly 214,000 people who are enrolled in these programs but not formally assigned to Kaiser Permanente. ii. Care subsidized by MFA The MFA program helps low-income, uninsured, and underserved patients receive access to care. MFA provides temporary financial assistance or free care to qualified patients who receive health care services from our providers, regardless of whether they have health coverage or are uninsured. MFA is open to all eligible patients (members and nonmembers) who meet financial criteria based on household size and income and have exhausted all private or public health care coverage options. The program also includes support for programs that are designed to enable access to Kaiser Permanente services through coordination with community-based organizations that address the health needs of low-income, primarily uninsured populations. Over the course of 2018, Kaiser Foundation Hospitals subsidized care for over 215,000 people through the MFA program. D. Safety-Net Partnerships Kaiser Permanente is committed to building partnerships with the institutions that play a critical role in delivering health care for the uninsured and underserved, often referred to as the health care "safety-net." Through grants, training and technical assistance, were working with safety-net hospitals and health centers to help these institutions reach those who are low-income, uninsured or under-resourced in our communities, and move the needle in eliminating health disparities. We do this by investing in quality improvement and other support efforts that aim to transform care and improve health access for those most in need. Specific examples of our efforts in 2018 include: - Kaiser Foundation Hospitals Southern California region awarded $300,000 in grant funding to support the building renovation of Bloomington Community Health Center. The redesign will improve access to care for vulnerable population served by this community health center by adding exam rooms, dental operatories, and other key features that will enhance patient experience and operational functionality. - Kaiser Foundation Hospitals Northwest region awarded $354,356 in grant funding for Project Access NOW to support access to care for low-income individuals served by the safety-net. With support from Kaiser Permanente, they will coordinate care donated by community providers for low-income uninsured individuals, conduct health insurance outreach and enrollment, and provide premium assistance to vulnerable populations. - Kaiser Foundation Hospitals Northern California regions Preventing Heart Attacks and Strokes Everyday (PHASE) program supported safety-net clinics in reducing heart attacks and strokes in high-risk patient populations. In 2018, the program reached 207,000 diabetic and hypertensive patients at 196 clinic sites. Together, participating clinics perform better than HEDIS 75th percentile on blood pressure and blood sugar control for high-risk patients.
III. Improve Conditions for Health and Equity A. Summary of the Strategy Healthy communities are critical to the health and wellness of every person - and this has always been central to our mission. Thats why our strategy includes efforts to address the root causes of health, such as economic opportunity. Where community needs are greatest, we make direct investments to create conditions for health and equity, because healthy individuals need healthy communities, and healthy communities need healthy people to thrive. In 2018, Kaiser Foundation Hospitals spent over $35.3 million on charitable contributions designed to improve conditions for health and equity. In addition to the charitable contributions awarded to improve conditions for health and equity, Kaiser Foundation Hospitals also provided nearly $4 million in charitable contributions for other Community Health activities and programs. B. Health and Wellness in Schools Our efforts to support health in schools are part of how we are advancing our vision for total health - a holistic approach that emphasizes the social, environmental, behavioral, and clinical aspects that shape ones well-being. Schools are passionate about ensuring that all students succeed. They need strong partners to help them address health as part of their strategy. Thats why Kaiser Permanente created Thriving Schools, our all-in engagement to improve health for students, staff, and teachers. Our vision is that every community can count on their school as a champion for good health that enables great learning. Kaiser Permanente Thriving Schools is intentional about coordinating our own knowledge and existing work in school health with the good work of others. Through our valued partnerships with some of the countrys most innovative organizations, we are able to provide concrete resources and pathways to health in schools. To create lasting change, we use our voice to advance local, regional, and national policies and a movement to make healthy schools the norm for everyone. A distinguishing feature of Thriving Schools is our complementary focus: we support students, staff, and teachers, and we address their physical, emotional, and social wellness. This approach builds a culture of wellness across the entire school. Specific examples of our efforts in 2018 include: - Kaiser Permanente continued its support of Healthy Eating, Active Living (HEAL), a school-based intervention aimed at making changes to the policies and systems in school environments to promote improved health behaviors of students, teachers, and staff. An additional 222 schools across Kaiser Permanentes Northern California, Southern California, and Northwest regions started this work in 2018, bringing the total to 370 new schools across Kaiser Permanentes footprint working to change student and adult behaviors related to nutrition and physical activity. - Kaiser Permanente launched the Resilience in School Environments (RISE) pilot in 15 schools across Northern California and Southern California regions to identify strategies and practices for increasing resiliency in school staff and students to inform future work to scale intervention. The purpose of RISE is to create and integrate a complementary, whole-school focus on increasing student and staff resilience through implementation of evidence-based practice, policy, and system improvements. In 2018, schools with the highest levels of staff burnout improved that measure by at least 20% and there was a significant increase in awareness and understanding of trauma informed practices and approaches across 3 of the school sites in California. Plans were developed for scaling of RISE in 2019 to reach 200 schools onsite across Kaiser Permanentes Northern California, Southern California, Northwest, Colorado, Georgia, Mid-Atlantic States and Washington regions and thousands virtually to address trauma, mitigate negative effects of childhood adversity and toxic stress and build resilience in students and staff. - Kaiser Foundation Hospitals Northern California, Southern California and Northwest regions awarded more than $3 million in grants to support trauma-informed services and wellness activities for students, staff, and teachers in 26 schools. These regional initiatives are improving school climate for children and adults that spend their day on the school campus and will ultimately improve the health, wellbeing and resilience among students and staff.
C. Health and Wellness in Cities The places where we live, learn, work, and play - our cities and towns, our schools, our homes, our neighborhoods - have an enormous impact on our health. And how we shape those places, through public policy and the support for healthy environments, has the potential to make real, lasting impacts on our surroundings and our everyday quality of life. Through Kaiser Permanentes ongoing partnerships with community organizations, municipal leaders, and public health champions, we are working to incorporate health, equity and sustainability considerations into public policy and the built environment in ways that influence how neighborhoods take shape and grow. Specific examples of our efforts in 2018 include: - Kaiser Permanente joined the de Beaumont Foundation to support CityHealth. CityHealth advances nine policies that can make real, lasting impacts in peoples health and quality of life in Americas 40 largest cities. In 2018, CityHealth assessed 40 cities on their policies and began to engage with city leaders to help them improve policies including Pre-K, inclusionary zoning, complete streets, smoke-free indoor air, and healthy food procurement. The 40 cities included San Francisco, Sacramento, Fresno, San Jose, Los Angeles, San Diego, Long Beach, and Portland. - Kaiser Permanentes partner, Safe Routes to School National Partnership, continued working in Northern California and Southern California and Northwest regions to improve policies that shape the built environment and make it easier for children and adults to use active forms of transportation, such as walking and bicycling. Between 2017 and 2018, Kaiser Permanente committed $600,000 to Safe Routes to School National Partnership with $200,000 paid in 2018. In 2018, their staff supported policy development and implementation of more than 10 policies and plans in cities, regional transportation commissions, and planning agencies. - For small and medium sized cities, Kaiser Permanente funded the Healthy Eating, Active Living (HEAL) Cities Campaign in Kaiser Permanentes Northern California, Southern California, Northwest, Colorado, and Mid-Atlantic States regions. Over the multi-year campaign which started in 2008, over 220 cities have committed to pass and implement policies addressing healthy eating and active living in communities across Kaiser Permanentes Northern California, Southern California and Northwest regions. In 2018, there was an emphasis on supporting healthy vending and procurement policies, complete streets policies, developing comprehensive plans that incorporate health, and establishing a strong culture of workforce wellness through policies and programs. - Kaiser Foundation Hospitals Southern California region continued to fund efforts by four community collaboratives working to prevent obesity. In 2016, Kaiser Foundation Hospitals Southern California committed to supporting collaboratives in Ontario, Riverside, Lemon Grove, and Long Beach for 3 years for a total of $4 million, including $1.3 million paid in 2018. In 2018, the Riverside site established a mechanism in their electronic health records to refer patients to obesity prevention resources, including vouchers redeemable at local markets and farm stands. Ontario began renovating park restrooms and adding physical activity amenities to a park to encourage more physical activity. Lemon Grove started a farmers market with 12 vendors that serves 100 residents each week. Long Beach residents advocated for street safety improvements near an elementary school, which led to a new crossing guard during school hours and efforts to identify funding for a new traffic light. - Kaiser Foundation Hospitals Northwest continued to fund six communities through its HEAL Communities Initiative working to improve policy, systems and environments for improved health outcomes. Kaiser Foundation Hospitals committed $1.5 million in funding over 3.5 years to the six community collaboratives, located in Oregon and Washington states. Of that total commitment, $485,740 was paid in 2018. Accomplishments from 2018 included adoption of a Complete Streets Ordinance in the city of Vancouver, WA that outlines principles for a safe, accessible street system that benefits all users, ages and abilities; over 971 individuals accessing the aquatics center for the first time as a result of an exercise prescription program in Woodburn, Oregon; and 150 low-income families across the Portland metro region acquiring fresh fruits and vegetables. - Kaiser Foundation Hospitals Northern California region funded a $505,000 grant and partnered with KaBoom! to support the planning, construction, and design of three new play spaces in local low-income housing communities and an elementary school. KaBoom! integrated the ideas of children and adults who live in the local communities in the design of the playspaces, and 300 Kaiser Permanente volunteers helped to install the playground equipment in the cities of St. Helena, Richmond, and Daly City. D. Economic Opportunity Inclusive economic growth is critical to both individual and community health. When there is a lack of economic opportunity in communities, the prospects for upward social mobility are diminished, often resulting in poorer health and higher mortality rates for people living in those communities. By contrast, economic growth and opportunity provides individuals with jobs, income, a sense of purpose, and opportunities to improve their economic circumstances overtime. As a large, influential institution in our communities, Kaiser Permanente recognizes that the way we do business can support economic opportunity in local communities through how we hire, purchase, build our facilities and partner with communities. Specific examples of our efforts in 2018 include: - Kaiser Permanente continued its commitment to source goods and services from the minority, women, veteran, and LGBTQ-owned business community as a member of the Billion Dollar Roundtable. As part of this commitment, we encouraged our own suppliers to also increase their sourcing of goods and services from the minority, women, veteran, and LGBTQ-owned business community. Furthermore, we also began to measure job creation that resulted from our procurement spending and in 2018, found that our procurement spending led our supplier partners to create new jobs. - Kaiser Foundation Hospitals Northern California and Southern California regions funded the Inner City Capital Connections program to support 194 small businesses in economically-distressed service areas such as Los Angeles, San Bernardino, San Diego, and Sacramento to build their capacity for sustainable growth in revenue, profitability, and employment through a combination of in-person executive education, webinars, coaching, and connections to capital. Kaiser Permanente also partnered with Year Up, a nonprofit organization that provides young adults with the skills, experience, and support that will empower them to reach their potential through professional careers and higher education, to place 7 economically disadvantaged young people of color into administrative and customer service internships in the San Francisco Bay Area and Los Angeles. - Kaiser Foundation Hospitals Northern California region awarded $140,000 to two community-based non-profits, Centro Community Partners and Renaissance Entrepreneurship Center in Oakland to provide training, technical assistance, financial literacy, businesses advising and access to capital focusing on low to moderate income women and minority entrepreneurs.
E. Housing and Homelessness Housing stability is a key factor in a persons overall health and well-being. Without a safe, stable place to live, it is nearly impossible to maintain health or sustain health improvements achieved in a medical setting. With homelessness affecting more than 550,000 people every day throughout our country, the need for safe, stable and affordable housing has never been greater. Kaiser Permanente understands the connection between housing and health. Our impact investments aim to create more affordable housing, reduce the displacement of lower- and middle-income households, and end homelessness by ensuring access to supportive housing. Specific examples of our efforts in 2018 include: - Kaiser Permanente committed to address the housing and homelessness crisis in our communities. As part of that commitment, and working with Enterprise Community Partners, we launched the Housing for Health Equity Fund in the San Francisco Bay Area, which seeks to purchase currently affordable multi-family units. This strategy will protect current residents and preserve affordable units in the current housing stock. Also, with Enterprise Community Partners, we are supporting affordable housing development and preservation across all the communities in our service footprint. F. Environmental Stewardship We believe it is our obligation as a health care provider to minimize our environmental impact. We embed efforts to be environmentally responsible throughout our organization - in how we power our facilities, purchase food and medical supplies and equipment, manage waste, and invest in our communities. We also prioritize partnerships with others to develop policies and systems that strengthen community health and protect our environment. In 2016, Kaiser Permanente adopted an ambitious set of environmental goals to guide the organization for the decade ahead. These goals have raised the bar on environmental responsibility, not just for Kaiser Permanente but for all health care organizations. Kaiser Permanente pledges that by 2025 it will: - Become "carbon net positive" by buying enough clean energy and carbon offsets to remove more greenhouse gases from the atmosphere than it emits. - Buy all of its food locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. - Recycle, reuse or compost 100 percent of its non-hazardous waste. - Reduce the amount of water it uses by 25 percent per square foot of buildings. - Increase its purchase of products and materials that meet environmental standards to 50 percent. - Meet international standards for environmental management at all its hospitals. - Pursue new collaborations to reduce environmental risks to the foodsheds, watersheds and air basins supplying its communities Specific examples of our efforts in 2018 include: - Kaiser Permanente finalized an agreement for a major renewable energy purchase, enabling us to achieve our goal of becoming carbon neutral in 2020. Kaiser Permanente dedicated 14% of overall spending on products to items that met our Environmentally Preferable Purchasing standards and dedicated 34% of spending on food to items produced locally or from farms and producers that use sustainable practices, including using antibiotics responsibly. - Kaiser Permanente Northern California region voluntarily purchased enough renewable electricity to match 35% of our billed electricity usage, including 3% that was matched by electricity generated by solar panels at our facilities. - Kaiser Permanente Southern California region voluntarily purchased enough renewable electricity to match 50% of our billed electricity usage, including 3% that was matched by electricity generated by solar panels at Kaiser Permanente facilities. - Kaiser Permanente Northwest region voluntarily purchased enough renewable electricity to match 10% of our billed electricity usage. - Kaiser Permanente Hawaii region reduced water use intensity (gallons/rentable square foot) by 27% compared to our 2013 baseline. IV. ADVANCE THE FUTURE OF COMMUNITY HEALTH A. Summary of the Strategy Kaiser Permanente advances the future of community health by innovating with technology and social solutions. We need to increase our speed and capacity to respond to community needs and achieve equitable health outcomes. Innovation will increase our ability to identify, incubate and implement solutions to difficult community health problems. We work in partnership with our communities, using our collective knowledge to identify and implement creative solutions to difficult community health problems by: - Inspiring young people to pursue careers in health care - Conducting research to identify and eliminate disparities in care - Advancing health innovation and achieving greater and more equitable health outcomes In 2018, Kaiser Foundation Hospitals spent over $207.6 million on programs to advance the future of community health (at cost, net of all related revenues). This included $111.5 million in health professionals education, $39.5 million in research and $56.5 million in charitable contributions designed to spur innovation in the community health field.
B. Health Professionals Education Our Graduate Medical Education (GME) program provides training and education for medical residents and interns in the interest of educating the next generation of physicians. The nationally acclaimed program attracts some of the top medical school graduates in the United States and serves as a national model by exposing future health care providers to an integrated health care delivery system. Residents are offered the opportunity to serve a large, culturally diverse patient base in a setting with sophisticated technology and information systems, established clinical guidelines and an emphasis on preventive and primary care. In 2018, Kaiser Foundation Hospitals supported over 6,700 interns and residents through the GME program. The majority of medical residents are studying within the primary care medicine areas of family practice, internal medicine, ob/gyn, pediatrics, preventive medicine, and psychiatry. In addition to GME, we provide a range of training and education programs for nurse practitioners, nurses, radiology and sonography technicians, physical therapists, post-graduate psychology and social work students, pharmacists, and other non-physician health professionals. pharmacists, and other non-physician health professionals. C. Research Kaiser Permanente has a long history of conducting health research related to both prevention and treatment of disease that benefits its members, the communities it serves and the nation. Kaiser Permanentes research efforts are core to the organizations mission to improve population health, and its commitment to continued learning. Research activities are conducted at Kaiser Permanentes eight regional research centers and three national groups: Kaiser Permanente Research Bank, Kaiser Permanente Center for Effectiveness & Safety Research; and Utility for Care Data Analysis. In addition, the Kaiser Foundation Research Institute administers and supports research at the research centers. Kaiser Permanente researchers study critical health issues including: cancer, cardiovascular conditions, diabetes, behavioral and mental health, and health care delivery improvement. Kaiser Permanente Research is broadly focused on three themes: understanding health risks; addressing patients needs and improving health outcomes; and informing policy and practice to facilitate the use of evidence-based care. Kaiser Permanente is uniquely positioned to do research due to its rich, longitudinal, electronic clinical databases that capture virtually complete health care delivery, payment, decision-making and behavioral data in detail to support primary, secondary and tertiary clinical care across inpatient, outpatient and emergency department settings for its geographically and demographically diverse members. In 2018, Kaiser Foundation Hospitals engaged in 1,783 active studies including 1,007 clinical trials, and published 1,519 journal articles. The following are examples of research projects conducted in 2018: - Kaiser Foundation Hospitals Northern Californias Research Center, The Department of Research & Evaluation, published: Lactation Duration and Progression to Diabetes in Women Across the Childbearing Years. The 30-year CARDIA study. There is growing evidence that breastfeeding has protective effects for both mothers and their children. Strong protective effects have been demonstrated on the mothers risk for breast and ovarian cancer, but weaker protective effects have been shown for chronic disease risk. This long-term national study evaluated whether breastfeeding duration has an impact on the risk of developing diabetes. Researchers concluded that breastfeeding for six months or longer cuts the risk of developing type 2 diabetes by nearly half for women throughout their childbearing years. - Kaiser Foundation Hospitals Southern Californias Research Center, The Division of Research (DOR), published: Bisphosphonate Drug Holiday and Fracture Risk: A Population-Based Cohort Study. Kaiser Foundation Hospitals researchers explored whether a bisphosphonate "drug holiday,a strategic interruption in a patients medication treatment plan, would increase the risk of fractures. The study is important because there have been reports of potential rare but serious problems associated with bisphosphonates, including atypical femoral fractures. The study found that women who take a drug holiday after 3 years of continuous bisphosphonate use dont appear to be at increased risk for osteoporosis-related fragility fracture, hip fracture, or fracture of the vertebrae of the spine when compared to 1) women who continue to use bisphosphonates regularly and 2) women who use bisphosphonates intermittently. - Kaiser Foundation Hospitals Hawaiis Research Center, Center for Health Research, published: Treatment Initiation for New Episodes of Depression in Primary Care Settings. Recent efforts to improve depression care have focused on primary care settings. Disparities in treatment initiation for depression have been reported, with fewer minority and older individuals starting treatment. The goal of this study was to describe patient characteristics associated with depression treatment initiation and treatment choice (antidepressant medications or psychotherapy) among patients newly diagnosed with depression in primary care settings. The authors concluded that screening for depression in primary care is a positive step towards improving detection, treatment, and outcomes for depression. However, study results indicate that treatment initiation remains suboptimal, and disparities persist. A better understanding of patient factors, and particularly system-level factors, that influence treatment initiation is needed to inform efforts by health care systems to improve depression treatment engagement and to reduce disparities. - Kaiser Permanente Northwests Research Center, Center for Health Research, published: Behavioral and Pharmacotherapy Weight Loss Interventions to Prevent Obesity-Related Morbidity and Mortality in Adults, Updated Evidence and Systematic Review for USPSTF. The authors conducted this systematic review to support the U.S. Preventive Services Task Force (USPSTF) in updating its 2012 recommendation on screening for and treatment of adult obesity. They concluded that behavior-based weight-loss interventions with or without weight loss medications resulted in more weight loss than usual care conditions. D. Advancing Innovation Despite our nations best efforts at addressing the myriad of challenges facing the health of our communities, we see that social, economic and health disparities among people continue to grow. At Kaiser Permanente, were trying to shift that paradigm by working to advance conditions for health through the spread of best practices, innovation and technology. Kaiser Permanente works in partnership with our communities, using our collective knowledge to identify and implement creative solutions to difficult community health problems. Using technology as the backbone of our efforts, we are exploring new approaches for accelerating and scaling community health solutions to create greater impact. Together, we are advancing health innovation and achieving greater and more equitable health outcomes. Specific examples of our efforts in 2018 include: - Kaiser Permanente partnered with The Public Good Projects (PGP) to launch a strategy to reduce stigma and raise awareness around mental health conditions. PGP Mental Health campaign has three components which include Therapy Pets, Like One Another, and Mental Health Champions and each has its own audience.
For Paperwork Reduction Act Notice, see the Instructions for Form 990 or 990-EZ.
Cat. No. 51056K
Schedule O (Form 990 or 990-EZ) 2018


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
2018
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) MAUI HEALTH SYSTEM A KAISER FOUNDATION
ONE KAISER PLAZA 15L
OAKLAND,CA94612
81-1559375
HEALTH CARE HI 322,205,843 135,119,708 KFH
 
(2) KAISER PERMANENTE VENTURES LLC SERIES A
ONE KAISER PLAZA 15L
OAKLAND,CA94612
27-2252521
INVESTMENT DE -1,269,323 80,206,308 KFH
 
(3) KAISER PERMANENTE VENTURES LLC SERIES C
ONE KAISER PLAZA 15L
OAKLAND,CA94612
47-2924619
INVESTMENT DE -7,309,040 30,098,584 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 FOUNDATION HEALTH PLAN INC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-1340523
HEALTH CARE CA 501(C)(3) 10 NA
 
 
No
(2)KAISER FOUNDATION HEALTH PLAN OF CO
ONE KAISER PLAZA 15L

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

OAKLAND,CA94612
58-1592076
HEALTH CARE GA 501(c)(3) 10 KFHP INC
 
Yes
 
(4)KAISER FOUNDATION HEALTH PLAN OF THE MAS
ONE KAISER PLAZA 15L

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

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

OAKLAND,CA94612
91-0511770
HEALTH CARE WA 501(c)(3) 3 KFHPW HLDING
 
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 MANAGEMENTINC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3299124
ASSET MGT CA 501(c)(3) 12-I KFHP INC
 
Yes
 
(9)CAMP BOWIE SERVICE CENTER
ONE KAISER PLAZA 15L

OAKLAND,CA94612
94-3299123
ADMIN CA 501(c)(3) 12-I KFHP INC
 
Yes
 
(10)LOKAHI ASSURANCE LTD
ONE KAISER PLAZA 15L

OAKLAND,CA94612
91-2171891
WC PLACEMENT HI 501(c)(3) 12-I KFHP INC
 
Yes
 
(11)1800 HARRISON FOUNDATION
ONE KAISER PLAZA 15L

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

OAKLAND,CA94612
31-1779500
FINANCING CA 501(c)(3) 12-I KFH
 
Yes
 
(13)KAISER HEALTH ALTERNATIVES
ONE KAISER PLAZA 15L

OAKLAND,CA94612
93-0954562
HEALTH CARE OR 501(C)(3) 10 KFHP INC
 
Yes
 
(14)KAISER PERMANENTE SCHOOL OF MEDICINEINC
ONE KAISER PLAZA 15L

OAKLAND,CA94612
81-4053028
MEDICAL EDU CA 501(C)(3) 2 KFH
 
Yes
 
(15)KFHPW HOLDINGS
ONE KAISER PLAZA 15K

OAKLAND,CA94612
93-0480268
HEALTH CARE WA 501(C)(3) 12-I KFHP INC
 
Yes
 
(16)GROUP HEALTH NORTHWEST
ONE KAISER PLAZA 15L

OAKLAND,CA94612
91-1216856
INACTIVE WA 501(C)(3) 12-I KFHP OF WA
 
Yes
 
(17)GROUP HEALTH OF WASHINGTON
ONE KAISER PLAZA 15L

OAKLAND,CA94612
91-1314907
inactive WA 501(C)(3) 12-I KFHP OF WA
 
Yes
 
(18)KAISER FDN FOR THE ADV OF INTEGRATED HC
ONE KAISER PLAZA 15L

oakland,CA94612
82-3819611
ADVOCACY CA 501(C)(4) N/A KFHP INC
 
Yes
 
For Paperwork Reduction Act Notice, see the Instructions for Form 990.
Cat. No. 50135Y
Schedule R (Form 990) 2018
Schedule R (Form 990) 2018
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 32,501,200 588,023,552   No -1,531,110   No 100.000 %
(2) WELLINGTON TRUST COMPANY NA CTF GLOBAL

280 CONGRESS ST
BOSTON,MA02210
20-3879807
INVESTMENT MA KFH
 
EXCL. UNDER SEC 512 8,110,387 91,767,825   No 0   No 49.187 %
(3) NXT CAP SR FD ILLC

191 N Wacker Dr 1200
CHICAGO,IL60606
37-1651297
INVESTMENT DE KFH
 
EXCL. UNDER SEC 512 28,445,826 419,899,798   No 0   No 97.874 %
(4) GOLDMAN SACHS HO FUND B LP

30 HUDSON STREET 15TH FLOOR
JERSEY CITY,NJ07302
46-4966204
INVESTMENT NJ KFH
 
EXCL. UNDER SEC 512 39,399,934 422,724,982   No 3,885,402   No 99.481 %
(5) AG KFHDL FUND LP

245 PARK AVE 26TH FL
NEW YORK,NY10167
47-3496708
INVESTMENT NY KFH
 
EXCL. UNDER SEC 512 2,826,229 37,541,699   No 0   No 99.461 %
(6) PANTHEON GLOBAL REAL ASSETS HO FUND LP

600 MONTGOMERY ST 23RD FL
SAN FRANCISCO,CA94111
47-4226360
INVESTMENT DE KFH
 
EXCL. UNDER SEC 512 6,729,977 334,260,966   No 674,832   No 100.000 %
(7) KFH STRATEGIC PRIVATE INVESTMENTS LP

600 MONTGOMERY STREET
SAN FRANCISCO,CA94111
81-1186461
INVESTMENT CA KFH
 
EXCL. UNDER SEC 512 13,073,980 181,910,254   No 20,553   No 100.000 %
(8) AG DIRECT LENDING FUND II LP

245 PARK AVE 26TH FLOOR
NEW YORK,NY10167
37-1830579
INVESTMENT CA KFH
 
EXCL. UNDER SEC 512 7,088,388 147,392,193   No 342,521   No 98.024 %
(9) INVESCO INSTITUTIONAL TRUST BALANCED

20 TRAFALGAR SQUARE STE 449
NASHUA,NH03063
45-2193767
INVESTMENT CA KFH
 
EXCL. UNDER SEC 512 -24,673,287 289,429,510   No 0   No 69.391 %
(10) FORTRESS REAL ESTATE OPPORTUNITIES FUND

PO BOX 5098
NEW YORK,NY10185
61-1796658
INVESTMENT NY KFH
 
EXCL. UNDER SEC 512 7,757 -350,013   No -9,523   No 71.606 %
(11) LAZARD KP EM SOLUTIONS FUND LLC

30 ROCKEFELLER PLAZA 55TH FLOOR
NEW YORK,NY10112
82-4364389
INVESTMENT NY KFH
 
EXCL. UNDER SEC 512 -10,905,578 470,719,659   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) OAK TREE ASSURANCE LTD

ONE KAISER PLAZA 15L
OAKLAND,CA94612
03-0329760
INSURANCE VT 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) KAISER PERMANENTE INTERNATIONAL

ONE KAISER PLAZA 15L
OAKLAND,CA94612
94-3245176
CONSULTING CA NA
 
C CORP -88,590 846,401 100.000 % Yes  
(5) GROUP HEALTH SERVICES INC

ONE KAISER PLAZA 15L
OAKLAND,CA94612
91-1392222
INACTIVE WA NA
 
C CORP       Yes  
(6) KFHP OF WASHINGTON OPTIONS INC

ONE KAISER PLAZA 15L
OAKLAND,CA94612
91-1467158
INSURANCE WA NA
 
C CORP       Yes  


Schedule R (Form 990) 2018
Schedule R (Form 990) 2018
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

B 445,692 PER AGREEMENT
(2) KAISER FOUNDATION HEALTH PLAN INC

C 110,769 PER AGREEMENT
(3) KAISER FOUNDATION HEALTH PLAN INC

I 107,857 PER AGREEMENT
(4) KAISER FOUNDATION HEALTH PLAN INC

J 24,134,090,959 PER AGREEMENT
(5) KAISER FOUNDATION HEALTH PLAN INC

K 16,839,853,001 PER AGREEMENT
(6) KAISER FOUNDATION HEALTH PLAN INC

L 2,623,583,710 PER AGREEMENT
(7) KAISER FOUNDATION HEALTH PLAN INC

M 9,459,350,633 PER AGREEMENT
(8) KAISER FOUNDATION HEALTH PLAN INC

P 26,918,419,324 PER AGREEMENT
(9) KAISER FOUNDATION HEALTH PLAN INC

Q 18,387,487,405 PER AGREEMENT
(10) KAISER FOUNDATION HEALTH PLAN INC

R 261,625,281 PER AGREEMENT
(11) KAISER FOUNDATION HEALTH PLAN INC

S 24,389,631,807 PER AGREEMENT
(12) CAMP BOWIE SERVICE CENTER

L 94,006 PER AGREEMENT
(13) KAISER PERMANENTE INSURANCE COMPANY

M 23,188,800 PER AGREEMENT
(14) KAISER PERMANENTE INSURANCE COMPANY

Q 114,196 PER AGREEMENT
(15) LOKAHI ASSURANCE LTD

A 73,582,049 PER AGREEMENT
(16) LOKAHI ASSURANCE LTD

D 73,070,198 PER AGREEMENT
(17) LOKAHI ASSURANCE LTD

E 523,259,745 PER AGREEMENT
(18) LOKAHI ASSURANCE LTD

L 340,197,375 PER AGREEMENT
(19) LOKAHI ASSURANCE LTD

M 656,808,199 PER AGREEMENT
(20) LOKAHI ASSURANCE LTD

Q 166,180,788 PER AGREEMENT
(21) LOKAHI ASSURANCE LTD

R 71,279,200 PER AGREEMENT
(22) LOKAHI ASSURANCE LTD

S 1,556,400 PER AGREEMENT
(23) KAISER FOUNDATION HEALTH PLAN OF THE NW

I 2,484,459 PER AGREEMENT
(24) KAISER FOUNDATION HEALTH PLAN OF THE NW

L 1,181,750,515 PER AGREEMENT
(25) KAISER FOUNDATION HEALTH PLAN OF THE NW

M 107,993 PER AGREEMENT
(26) KAISER FOUNDATION HEALTH PLAN OF THE NW

P 341,790,102 PER AGREEMENT
(27) KAISER FOUNDATION HEALTH PLAN OF THE NW

Q 1,370,825,398 PER AGREEMENT
(28) KFHPW HOLDINGS

A 4,442,931 PER AGREEMENT
(29) KFHPW HOLDINGS

R 2,226,615 PER AGREEMENT
(30) KFHPW HOLDINGS

S 2,226,615 PER AGREEMENT
(31) KAISER FDN HEALTH PLAN OF WASHINGTON

A 658,613 PER AGREEMENT
(32) KAISER FDN HEALTH PLAN OF WASHINGTON

P 7,332,776 PER AGREEMENT
(33) KAISER FDN HEALTH PLAN OF WASHINGTON

Q 28,089,542 PER AGREEMENT
(34) KAISER FDN HEALTH PLAN OF WASHINGTON

R 2,470,384,408 PER AGREEMENT
(35) KAISER FDN HEALTH PLAN OF WASHINGTON

S 3,188,265,151 PER AGREEMENT
(36) KAISER FOUNDATION HEALTH PLAN OF COLORADO

A 432,658 PER AGREEMENT
(37) KAISER FOUNDATION HEALTH PLAN OF COLORADO

D 50,000,000 PER AGREEMENT
(38) KAISER FOUNDATION HEALTH PLAN OF COLORADO

L 210,856,636 PER AGREEMENT
(39) KAISER FOUNDATION HEALTH PLAN OF COLORADO

M 71,280 PER AGREEMENT
(40) KAISER FOUNDATION HEALTH PLAN OF COLORADO

P 8,526,921,059 PER AGREEMENT
(41) KAISER FOUNDATION HEALTH PLAN OF COLORADO

Q 8,553,965,518 PER AGREEMENT
(42) KAISER FOUNDATION HEALTH PLAN OF THE MAS

A 22,311,431 PER AGREEMENT
(43) KAISER FOUNDATION HEALTH PLAN OF THE MAS

D 485,000,000 PER AGREEMENT
(44) KAISER FOUNDATION HEALTH PLAN OF THE MAS

E 350,000,000 PER AGREEMENT
(45) KAISER FOUNDATION HEALTH PLAN OF THE MAS

L 719,623,616 PER AGREEMENT
(46) KAISER FOUNDATION HEALTH PLAN OF THE MAS

M 1,300,884 PER AGREEMENT
(47) KAISER FOUNDATION HEALTH PLAN OF THE MAS

P 521,641,079 PER AGREEMENT
(48) KAISER FOUNDATION HEALTH PLAN OF THE MAS

Q 18,580,749 PER AGREEMENT
(49) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

A 23,755,283 PER AGREEMENT
(50) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

B 50,087,934 PER AGREEMENT
(51) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

D 248,000,000 PER AGREEMENT
(52) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

L 101,203,192 PER AGREEMENT
(53) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

P 163,143,713 PER AGREEMENT
(54) KAISER FOUNDATION HEALTH PLAN OF GEORGIA

Q 2,740,373,196 PER AGREEMENT
(55) KAISER HOSPITAL ASSET MANAGEMENT INC

H 6,773,040 PER AGREEMENT
(56) KAISER HOSPITAL ASSET MANAGEMENT INC

K 187,457,130 PER AGREEMENT
(57) KAISER HOSPITAL ASSET MANAGEMENT INC

R 2,245,317 PER AGREEMENT
(58) KAISER HOSPITAL ASSET MANAGEMENT INC

S 5,828,285 PER AGREEMENT
(59) KP SCHOOL OF MEDICINE INC

A 210,404 PER AGREEMENT
(60) KP SCHOOL OF MEDICINE INC

B 55,221,132 PER AGREEMENT
(61) KP SCHOOL OF MEDICINE INC

S 32,324,789 PER AGREEMENT
Schedule R (Form 990) 2018
Schedule R (Form 990) 2018
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) 2018
Schedule R (Form 990) 2018
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) 2018

Additional Data


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